Board work report

Innovation is the inexhaustible driving force for sustainable development; innovation means transcendence and compromise, success and failure.

The establishment of the company is the product of institutional innovation. The company itself carries out institutional innovation, business innovation, concept innovation and management innovation.

The company was established on the basis of the overall shareholding system reform of the petrochemical products trading department of the former Jianghan High-tech Industrial Development Zone in accordance with the requirements of the modern enterprise system.

The company has been established for more than a year and has achieved initial results in seven aspects:

1. According to the requirements of the standardized modern enterprise system, the legal person governance structure with clear property rights was initially established, and the business management platform with clear powers and responsibilities was established, and the functions and powers of the shareholders' meeting, the board of directors, the board of supervisors and the general manager were clarified.

2. Summing up the company's core concept, designing the company logo, handling the inquiry, application and registration procedures with the company logo as the registered trademark; designing and gradually applying the company VI manual, creating preliminary conditions for the overall implementation of the company CIS .

3. Obtained the “Special Engineering Design Certificate” for the oilfield surface engineering anti-corrosion insulation design qualification; the pipeline engineering professional contracted the third-level “Construction Qualification Certificate”; and obtained the national high-tech enterprise certification.

4. Initially completed the construction of the company's basic management system and promulgated and implemented 21 basic management systems.

5. Implemented the staff code and standardization work etiquette, standardized work schedule, and standardization work program. The staff team formed the atmosphere of “deliberation rules and procedures”.

6. Four basic tasks such as standard certification, text management, performance appraisal, and corporate culture construction were launched.

7. Completed the 2004 business indicators. In 2004, the budget realized a profit of 113,000 yuan.

Major work in the past year

“Main business management, company management development” has clearly defined the company's pursuit of sustainable development. The leaders of the group asked us to be the first to be a pilot and to be a pilot team. We feel that seeking sustainable development means asking us to follow the path of norms and take the road to innovation. It also requires us to handle the dialectical relationship between norms and innovation. The article was organized by.

In the past year, we have actively explored in the following four aspects:

I. Improve the corporate governance structure of the company

The so-called modern enterprise system is a corporate system that has clear property rights, clear powers and responsibilities, separate government and enterprise, and scientific management. The core is the standardized corporate governance structure. In improving the corporate governance structure, we have done the following three tasks:

The first is to make institutional arrangements for the company, clarify property rights, and clarify powers and responsibilities.

After repeated consultations and detailed argumentation, in accordance with the requirements of the "Company Law," the functions and rules of the shareholders' meeting, the board of directors, the board of supervisors, and the general manager were improved. The Corporate Governance Guidelines have been developed. It clarifies the basic principles of corporate governance, the realization of investor rights protection, the rights and obligations of controlling shareholders, related transactions, and the basic code of conduct that should be followed by senior managers such as company directors, supervisors, managers, board secretaries, and financial controllers. And professional ethics and other content.

In 2004, in accordance with the above provisions of the company's articles of association and guidelines, we earnestly performed the functions and powers of the shareholders' meeting, the board of directors, and the board of supervisors. The issue determination, notification obligations, discussion methods, resolution procedures and decision content of the three meetings are strictly in accordance with the rules and procedures stipulated in the Corporate Governance Guidelines and the Articles of Association. So far, the company has held six shareholders' meetings, seven times the board of directors and the board of supervisors. It has successively reviewed and approved the company's annual business management plan, financial budget and final settlement plan, amendments to the company's articles of association and basic management system, as well as major issues such as company project investment and business changes.

The second is to build an enterprise management platform and reasonably determine the management scope and management level.

In order to effectively support and control the company's operational planning system, to achieve the company's institutional arrangements, combined with the company's operating conditions, the company has set up four management agencies, four business divisions according to law, and handled six branches business license. After one year of operation, some adjustments were made to the functions of the management organization in a timely manner, and two managers were reappointed.

It has successively promulgated and implemented 21 basic management systems and 33 other working systems. All work topics are scheduled to run. The general manager's office conference system, professional conference system, work task reminder system, and information feedback system have achieved good results. The ethos of talking about rules and doing things in the company gradually formed in the company.

In addition, in order to ensure the company's standard operation, the company has set up management consultants, legal consultants and financial and tax consultants outside the company in the organization setting. Currently, the job functions of management consultants and legal counsel are temporarily performed by the secretary of the board of directors. The fiscal and taxation consultant contract has been fulfilled for one year, and the work has achieved remarkable results. This year, the consultant contract was renewed.

The third is to standardize the company's external affairs in accordance with the law and improve relevant registration and approval procedures.

On the basis of the ten relevant registration and approval procedures for the company's refined oil business license, safety, fire prevention, state-owned assets, tax registration, etc., the company obtained the “Special Engineering Design Certificate” for the oilfield ground engineering anti-corrosion insulation design qualification; The pipeline engineering professional contracted the third-level "Construction Enterprise Construction Qualification Certificate".

Second, rationalize the company's business relationship

After the establishment of the company, the business operations that are put into operation can be mainly divided into three categories: one is to change from the controlling shareholder of the company to the company's business; the second is to inherit the creditor's rights and debts before the restructuring of the petrochemical products trading department; the third is to demonstrate the implementation of new investment projects.

We feel that in these businesses, apart from the newly expanded business of the company, most of the company's current main business is transferred from the holding unit. It does not deal with the property rights relationship. It is easy to cause the company's behavior only if the business is brought in. Not standardized, it is easy to form a flop. To this end, we focus on legally rationalizing the business relationship that has been introduced into the company:

First, the specification introduces the company's business operations.

For the lubricant retail business, the company separately handled the business license of the branch without legal person qualification, and straightened out the cost accounting and taxation system. For the hotel catering business, the company has handled the branch business license on the basis of the special business license, and it has separate accounting, centralized management and separate tax payment; for the auto repair business, the company separately accounts for the special business license. Centralized management, combined taxation. For engineering design, engineering construction, and technical service business, the company will sign a service contract with the company to unify the development of the market, unified accounting, and unified taxation.

Secondly, fully implement the responsibility system for production and operation indicators and standardize management.

The company signed a target business contract with each business unit, and defined the business objectives and assessment policies. The information statistics system has been established. Starting from July 2004, monthly statistical reports on the operation and production of each business unit are carried out; the progress of the standardized management work of each department is collected, and the company management work is formed monthly. Through standardized management work, the company's annual production and operation indicators have been effectively guaranteed.

Third, promote corporate culture in all directions

A company without cultural support is an enterprise that has no foundation, no connotation, and cannot surpass itself and cannot sustain development. In August 2004, the company promulgated and implemented the “Company Design Overall Design Promotion Plan”, and the corporate culture construction system was launched.

In shaping corporate culture, we focus on three aspects of work:

The first is to grasp the management personnel's understanding of the corporate culture.

The process of corporate culture promotion of our company can be regarded as a relatively difficult process of understanding and transformation of ideas and concepts. The management of the company has a relatively consistent understanding of the issue of whether or not to implement corporate culture. However, on the issue of how to promote the implementation of corporate culture, the company has different ideas and understandings. The main contradiction comes from the inherent pattern of long-term precipitation under the planned economic system, and the impact of this model on corporate management concepts and the understanding of corporate development. In response to different ideas and understandings, we have taken different measures to gradually deepen understanding and raise awareness.

The first is to talk about cases and talk about experiences. By telling Nestlé Coffee, Wandashan Dairy's corporate culture construction case, and discussing the experience, we will expand the horizons of managers and improve their understanding of the cultural effects of business enterprises.

The second is to do lectures, stay homework, and write ideas. Focus on the relationship between the business culture and the company's long-term development strategy, and require management personnel to combine the actual work of the company to experience and achieve certain results.

Once again, it is a big account and a fine comparison. Calculating the company logo for trademark registration, the direct cost from inquiry to application to registration investment is several thousand yuan. After the registration of the trademark is completed, after the legal program, the current investment can be evaluated and you will receive excellent returns.

Through these activities, company managers have a preliminary understanding of corporate culture.

The second is to grasp the core content of the company's corporate culture.

After more than half a year of exploration and practice, under the guidance of the core concepts of corporate spirit, value concept and development concept, we have initially determined the company's "institutional corporate culture", "operating corporate culture" and "management corporate culture". The core content has identified 20 themes such as “Honesty, Market, and Innovation” as standards.

Regarding the operation of these three levels of cultural construction, the company timely conducted a cross-check on the three issues of “what has been done”, “what is being done” and “what to do” at the manager’s office meeting. The progress was analyzed. Through inspection and analysis, we are increasingly aware that the change of understanding and the renewal of ideas are a relatively long-term process, and more work requires us to gradually regulate.

The third is to grasp the link between the promotion of corporate culture and the management level of the company.

In the practice in the past six months, we have not cultured culture, but in the performance appraisal, text management and certification work, with corporate culture as the main line, the core concept of the company and the core content of corporate culture run through the above work. process. Efforts will be made to realize the institutionalization, practice, education, reward and punishment, and systematization of corporate culture.

For example, in the past, we used to be better at saying "no" in dealing with business, and we were not good at saying how this work can be done. By raising awareness, changing concepts, and arranging a decision-making system that focuses on the big and small, the constructive opinions have become the embodiment of the company's management staff's job ability. After the manager's office will determine the work objectives and work tasks, the meeting requirements, the contractor department will come up with constructive implementation opinions; the contractor's requirements, the construction of the posts to come up with constructive opinions, the responsibility to the people, the task to the post, the first level responsible for the first level, so that The right to make and the decision-making power and the power of examination and approval have been implemented.

Fourth, build a high-quality management team

A stable and enterprising team is the guarantee for the continuous success of the company; efficient and win-win human resource management is the guarantee for the stable and enterprising team.

First, establish an effective team dynamic management mechanism. At the beginning of the company's establishment, it has a goal and a focus on the long-term development of the company, focusing on selecting managers from different professions to enter the management. With the development of the business, the company took advantage of the half-year job description, implemented the last elimination, competition, and eliminated one person at the end, and the team dynamic management mechanism began to operate.

Second, use the system to cultivate team conscious behavior. In the past year, the staff code system; office publicity system; attendance punch card system; raising the national flag, singing the national anthem system; the company's concept system; the inter-worker system; the departmental regular meeting system has been implemented. Initially realized the rigid arrangement of the system to ensure the transformation of the company's concept into the team's conscious behavior.

Third, create a learning atmosphere and mechanism. Taking the opportunity of welcoming the party's 16th National Congress and carrying out the spirit of the 16th Party Congress, the company vigorously organized all party members and management personnel to watch the opening ceremony, closing ceremony and other important news programs, and learn from General Secretary Jiang's "Three Represents" spirit. The 16th National Congress of the Communist Party of China and the New Party Constitution, with 20 discussion topics issued by the Party Committee as the main content, organized the study and discussion on the implementation of the important thinking of the "Three Represents" and the pursuit of sustainable development of the company.

The company adheres to the combination of internal training and out-of-office training. In the internal training, it arranges special study time and lectures on the series of lectures such as “Articles of Association” and “Company and Company Law”. Eight managers have gone to Beijing Petroleum Cadre Management College, Jianghan Workers University, Jianghan Petroleum School to study legal knowledge, business management knowledge, economic law, accounting, and taxation knowledge. Five people attended the business management class of Dalian Engineering College.

Problem

From the perspective of the company's standard operation and sustainable development, the company's current problems are mainly manifested in five aspects:

First, the business development is not deep, the main business is not prominent; the second is that the shareholding structure is unreasonable and monopolized; the third is that there are not many methods for cultivating and cultivating talents, and the strength is not strong; fourth, the company's supervision over branches is not deep. The branch's business behavior is arbitrary; the fifth is the improvement of understanding, the change of concept, and the innovative thinking has not formed a mechanism, which will directly affect the integration of the company's overall efficiency.

We will take these problems as the focus of the next step, and take measures as soon as possible to reverse the adverse effects as soon as possible.

Next step

In order to further enhance the company's core competitiveness and maintain a sustainable development trend, the overall arrangement of the company's next step is based on strengthening and seeking to grow bigger. The first is to be stronger, namely: reasonable institutional arrangements, cautious strategic choices, and all-round corporate culture shaping. Secondly, on the basis of strengthening, seek to be bigger, that is, to explore the road of capital operation. Improve the company's operation and management level with the basic requirements of a regulated listed company. This is the road that the company must choose for further development. According to this overall arrangement, the company focused on strategic choices in 2004, while focusing on business development, market development, cost control, talent development, cultural shaping and equity improvement. on.

I. About business development

The goal of the company's business development in 2005 is to seek new profit growth points for the company, create a new pillar industry, comprehensively expand the business scope, and maintain sustained and stable development. Focus on three aspects of work.

Work hard to clarify the basic principles of business development

We attach great importance to the scientific and technological content of the project; fully consider the social benefits of the investment project; carefully discuss and avoid risks; focus on the sustainability of the project, use the constant innovation and response, and deeply explore the potential of the project to ensure the long-term development of the company.

Work hard on the research and demonstration of business development goals

In 2004, the company will aim to achieve "631" business expansion.

“6” selects 6 key projects from a large number of projects for detailed feasibility study.

“3” is to screen 3 projects for evaluation from 6 feasibility study projects.

“1” ultimately guarantees that one of the three evaluation projects will be identified as the company's 2004 implementation project.

Work hard to implement a diversified investment approach

1. Try to cooperate with the company in the form of second-party technology participation, for example, try to conduct technical cooperation between the enterprise and the enterprise;

2. To explore ways to buy out the project technology or patents, independently invest in the project, carry out production, operation, sales and service, and form a leading enterprise of research, production, supply and sales;

3. Demonstrate the feasibility of relying on high-quality enterprises to carry out cooperation. Strive to achieve three purposes: First, all-round learning to regulate the company's business management model; Second, to complete the positional shift to adapt to the market economy, capital accumulation and talent accumulation; Third, to avoid market risks, to maintain relatively stable profits income.

Second, on cost control

Implement five specific measures:

The first is to strengthen leadership and improve plans. The company's main leaders and relevant responsible persons shall form a budget committee to perform the functions of reviewing the annual financial budget plan, annual financial budget execution report, making decisions on extra-budgetary expenditures and other major expenditures, and supervising and inspecting the implementation of the budget.

The budget indicators are decomposed at different levels, vertically and horizontally to the side, and some indicators are implemented to the post and responsibility to people. The implementation of the target profit indicator of the affiliated department is linked to the performance appraisal, strict assessment, and hard cashing.

The second is the strict cost and expense approval process. Strictly implement the monthly budget balance meeting system. Adhere to the principle of “one pen”, that is, all expenses of the company must be signed and approved by the general manager. In the specific operation, the “four approvals” program is implemented within the budget, and the “five approvals” program is implemented outside the budget. That is, the unit department leadership review, the financial department chief review, the competent financial leadership review, and ultimately the company general manager approves and signs. For large extrabudgetary expenses, large non-productive expenses, special business, irregular daily expenses, and major foreign investment, it is subject to the approval of the chairman.

The third is strict control of special expenses. Combined with the operation in 2004, we will further verify and verify the cost and expense standards for materials, repairs, utilities, and data. In strict accordance with the accounting system and the relevant provisions of the national tax law to control business hospitality, advertising fees, company promotional expenses and other expenses. The cost is decomposed into various business units, departments, and departments, and is strictly controlled according to the budget.

The fourth is strict cost control. Focus on the controllable cost, take the fund plan management as the entry point, improve the monthly fund plan, and ensure the realization of the annual budget indicator with monthly control. Strictly control the management expenses, ensure the capital needs of productive expenditures, must do, resolutely guarantee the provision of financial support, carefully calculate, spend less, and do more things; "snow in the snow" work according to standards; can do or not Resolutely do not do, "less icing on the cake" work less.

The fifth is to strengthen the analysis of cost and expense. The quarterly analysis is combined with the monthly analysis. The financial assets department conducts a detailed analysis of the cost execution on a quarterly basis to form a written document. The monthly main cost and expense indicators, monthly budget execution and grassroots individual costs are analyzed, problems are found, and indicators are raised and lowered. Implement effective measures.

Third, about human resources

Efforts have been made to take substantial steps in establishing human resources development mechanisms and standard management.

First, it is reasonable to determine the construction plan of the company's talent team. Strive to cultivate 5-10 functional department leaders after 3-5 years of efforts; cultivate 1-2 experts and academic technology leaders; cultivate 3-5 export-oriented and compound talents; The management staff; cultivate a team of senior production and operation staff, and build a pillar structure of the company's talent.

The second is to change concepts, strengthen training, and focus on results. For important positions and core talents, it is necessary to select candidates for job-by-job and individual personnel, implement training measures, establish talent files, and strengthen the reserve ahead to ensure that the company has sufficient “talent backup” at any time. Highlight individualized training, aim at establishing a learning-oriented enterprise, distinguish different types of talents, adopt training methods based on people, cause and time, enhance the individualization and pertinence of training content, and make training achieve good results. .

The third is to optimize the company's human resources allocation. Through the whole process and all-round work, the work is realistic, the job responsibilities are clearly defined, the number of units and personnel are reasonably determined, and the implementation of text management is gradually formed, and the organizational structure of post setting science, job title specification, job responsibilities clear, and post grade is gradually formed. Further rationalize the work functions of the company's organs, optimize the work flow, simplify the work content, standardize the work system, and improve the management level and efficiency.

Fourth, about corporate culture

Use the concept to penetrate the mind and show the style with the image. The shaping of corporate culture will be accompanied by the entire process of sustainable development of the company. The overall arrangement in 2004 is:

First, in business development, market development and human resources development and management, continue to focus on the core concepts of the company and the core content of corporate culture, to guide, grasp and support the development of the above work.

Second, the all-round plan to shape the company's corporate culture, can not only stay in the application of the VI system, the key to advance from VI to BI, MI, and initially build the company's CIS system.

Third, timely approval of the trademark registration, apply for a government statutory body to evaluate the company's trademarks, so that the company's trademarks, company brands quickly form value intangible assets.

Fourth, establish a scientific use management system and a mechanism to enhance brand value, and continuously expand the company's sustainable development space through the shaping of corporate culture.

V. About the shareholding structure

To solve the problem of unreasonable shareholding structure of the company, it is necessary to make full use of market rules and legal means, and study the three forms of absorption of investors, mergers of enterprises and adjustment of options under the guidance and support of the competent government departments. The plan uses the trial option as the entry point to initiate the adjustment of the shareholding structure.

In short, the new year has put forward new requirements for us. Perfect institutional arrangements, scientific strategic choices and all-round corporate culture shaping are the starting point and the end result of our pursuit of sustainable development. We must continue to innovate and develop a new future for the company under the guidance of the spirit of the head office work conference.