Chairman's report learning experience

This is the end of the first year when I first entered Zhongnan Company. We have gathered together in the Central South, and listened carefully to the chairman’s wonderful and meaningful report at the conference center of Zhongnan Company. After the meeting, the leaders of the branch organized a profound discussion. Learning.

The report of the meeting consists of four parts: first, review and summary of work in 2007; second, the current situation facing the giant situation; third, the reform ideas and requirements of the management system and mechanism; fourth, the work objectives and main tasks in 2008.

The first part of the report points out the shortcomings in our work in 2007 and also affirmed our work in the past year, indicating that our company is developing in a healthy and stable manner, through our efforts, the company's overall strength, comprehensive capabilities, governance The level and the company's brand image have been significantly improved. Over the past 20 years, the company's overall scale has continued to expand. The company's construction industry chain has continued to expand. The company's industry sector continues to expand, the company's development level continues to improve, and the company's talent structure continues to be the most Jiahua, the company's management level continues to improve, the company's social status continues to climb, but we must affirm the results while we must deal with the problems we have in the development process, actively face, and strive to improve the shortcomings of our work First, the lack of frontier awareness, second, some subsidiaries' responsibility indicators are not ideal, third, the competition level is low, fourth, the economic benefits are not high, five, the market development is weak, six, the ability to perform decline, seven, the ability to integrate resources Lack, eight, the implementation of the decree is not smooth. The long-term implementation of the Spring Festival report, reform resolution, and conference spirit is not in place. 9. Control is not in place. X. The phenomenon of corruption is very prominent. 11. The quality of personnel is not obvious. 12. The spirit of the Iron Army has been weakened, and the spirit of professionalism and hardship. The pragmatic spirit is not as good as before. I think it is inevitable that the company will have various drawbacks in the process of rapid development. What is important is how we face the drawbacks and how to eliminate these stumbling blocks that hinder the company's development.

The second part of the report points out the current situation facing our company and how to use these giant situations to guide the development of our company. I. Deeply understand the important strategic ideas put forward by the 17th National Congress and guide the development of the group company. Second, the economy will continue to develop rapidly in 2008, but it has entered a complex and volatile period. Third, the construction real estate industry is still booming in 2008, but the challenge is Prominently, with the advancement of technology, the adjustment of industrial structure and the shortage of global resources, biomedicine, new energy and other industries have broad prospects for development.

The third part of the report puts forward the reform ideas and requirements for the company's management system and mechanism. First, reform and improve the human resources management system. Second, improve and improve the material supply management system. Third, reform and improve the fund management system. Reform and improve the planning and management system. V. Reform and improve the legal management system. 6. Reform and improve the inspection and supervision system. 7. Reform and improve the management system of the construction industry group. 8. Reform and improve the project management system of the construction industry group. 9. Reform and improve the equipment management system. 10. Reform and improve the marketization and professional management system of the machinery industry group.

In terms of operation, the chairman made six requirements, adjusted the organization, 2. reformed the operating expenses mechanism, 3. reformed the evaluation and incentive mechanism, 4. increased the head office's commitment to major projects, and 5. promoted the customer relationship management project. 6. Strengthening the operation mechanism based on the general contracting company and coordinating the installation and decoration of the company. I believe that the chairman's insights on the operation are very profound, timely adjusting various factors that inhibit the development of the general contracting company, and promptly propose reforms. The company's development has reached a new height, especially the first point to change the current "opportunity-oriented" market entry mode, and establish a "active" new market development model. With the transformation of China's economy, opportunity-oriented enterprises will It is increasingly difficult to survive, and the competitiveness of enterprises will gradually shift to a strategic-oriented and capacity-oriented one. The highest level is culturally oriented.
Many of the current enterprises are still in the stage of opportunity-oriented, which is the opportunity to hope for the emergence of the market, the mistakes of the opponents, and the miracles of their own. But the reality is that customer needs are changing faster and faster. When you feel that it is an opportunity, it is already overcrowded, full of vicious competition, no longer an opportunity; opponents are as hard as you are looking for opportunities, even at the expense of Various means to eat into your market.
The concept of opportunity orientation makes the company exhausted every day because they have no core and no expertise. The result is always on the edge of price competition. Every day, they learn to learn Haier, but the more they learn, the more disappointing they are. It is found that growth is getting slower and slower, and the outlook is getting bleak

Only by reforming this opportunity-oriented model can our company have its own core competitiveness.

In the fourth part of the report, the chairman of the board made a request for the 2008 work objectives and main tasks. Our general contracting company requested to ensure the completion of the operating value of 3.5 billion yuan, of which the self-operated output value was 3 billion yuan. Our Jinan branch accounted for 5.8 of the self-operated output value. 100 million yuan, the joint venture output value of 40 million.

This year is the year of “management and reform”. The main work of our general contracting company: 1. The general contracting company is the construction industry group. The management team should carefully conceive and promote the development plan of the entire construction industry, and be responsible for the management, inspection, supervision and coordination of the installation, decoration and steel structure companies. 2. Increase market development efforts. 3. Focus on improving the quality of business, and gradually shift from the low-end market to the high-end market, from the low-end to the high-end, and from the low-value chain to the high-value chain. 4. Establish a three-track business model. Give priority to the development of self-employed teams, plan to develop sub-contracting teams, and actively develop semi-entity companies. 5. Enhance the ability to promote the transformation of the enterprise from the general construction general contracting to the general contracting of the project. 6. Attach great importance to the new qualifications in place.

Study summary report, study work report, company study report, exchange study report, travel study report

I believe that 2008 is a brilliant year. With the joint efforts of all of us, the company will develop more and more robustly.

General Contracting Jinan Branch Budget Section Yang Hairong
March 2, 2008