Company study report

On April 4, 2002, Chen Dengfeng, deputy director of the Municipal Transportation Bureau and director of the Bureau of Reform, led Wang Bin, director of the Municipal Economic Office, and Li Yafeng, general manager of the Changchang Transportation Company, to study and reform the successful experience of Suzhou Passenger Transport Co., Ltd. The relevant leaders of the Suzhou Municipal Transportation Bureau and Suzhou Automobile Passenger Transport Co., Ltd. introduced the basic overview of the enterprise restructuring and inspired the study group. After visiting the study, Li Yafeng, the general manager of Changchang Transportation Co., said: To learn from Suzhou's experience and practices, and to combine the actual situation of the unit, strive to come up with a company restructuring plan within the month to ensure that this year's reform work is fully completed. The study report will now be as follows:

I. Overview of the restructuring of Suzhou transportation system enterprises

The reform of the transportation system enterprise in Suzhou City kicked off three years ago and is fully prepared. Reform is thorough. The effect is obvious. According to the overall requirements of “seeking truth from facts and reflecting the characteristics of transportation enterprises”, four of the six companies, including passenger transport, freight, ship, navigation, intermodal, and port, have been restructured, and the remaining ships have been completed. Two shipping companies will also be completed this year. Among the four companies that have been restructured, except for the passenger transport enterprises that currently hold 21.11% of the state-owned shares, the rest have become the "non-public economy" in the true sense. After the enterprise reform, the Suzhou Municipal Transportation Bureau “completely let go, no longer intervene” on the various business operations of the enterprise, and only provide appropriate support and guidance in the development direction. The work of the Office will focus more on transportation infrastructure construction and industry management. In the next few years, Suzhou Municipal Transportation Bureau will gradually guide Suzhou Auto Passenger Transport Co., Ltd. to take the “brand” road and play the “brand” effect to accept the fair and just market challenges.

2. Overview of the restructuring of Suzhou Auto Passenger Transport Co., Ltd.:

1. Basic overview before and after the company's restructuring

Suzhou Auto Passenger Transport Co., Ltd. is affiliated to the Suzhou Municipal Transportation Bureau. It was established on August 1, 1949. It began to take steps and consciously reforms 10 years ago. In 1993, for the first time, the company “reduced and decentralized power, invigorated and expanded power” to the grassroots units; in 1994, the company fully implemented the contract responsibility system; in 1995, the company’s state-owned assets were entrusted with operating systems; in 1997, the company formulated a vision for the next three years. development plan. However, due to the unsuccessful formation of the corporate reform climate at that time, the transparency of the reform was not high, and the Office had not been able to let go completely, and the company was in a difficult situation at the beginning of the reform. After experiencing the pain of “not getting enough, and operating difficulties” in 1993.94, the company gradually tasted the sweetness of reform. By 2000, it had formed a certain scale and laid a good foundation for the formation of the group. The company continued to accelerate the pace of reform and expand the results of the reform. In 2000, after implementing the strategic reorganization of “putting two heads and grasping the middle” for all subordinate units, the company officially offered shares to all employees in the same year. At the beginning of 2001, the company adjusted again according to the reform nature of “asset personality, investment diversification, labor marketization”. On April 20, Suzhou New Car Passenger Transport Co., Ltd. was established. After the restructuring, the company's production and operation was stable, and the indicators in all aspects increased significantly. Passenger revenue increased by 28.29% year-on-year, comprehensive profit increased by 26.5%, total assets increased by 9.86%, and net assets increased by 17.77. %, employee income increased by 7.99% year-on-year. At the same time, the cadre team has reduced swelling and reduced burdens, the operation of the organization is efficient and efficient, the personnel system is sound and perfect, and the staff's sentiment is unprecedentedly high. Before the restructuring, 102 employees of the company's organization were reduced by 44% after the reform; the original department of the department was listed 24, which is now reduced by half. At the same time, the second-level enterprises of the subordinate enterprises are required to be larger, four, one, one, and two smaller ones. Before the reform, 102 middle-level cadres of the company were reduced to 72. The cadres competed in the job and the two-way employee selection system was implemented. The cadres were “young”. In principle, the male is no more than 55 years old and the female is no more than 50 years old. The first Fan Wen § network to organize the article...

2. Exit of the company's public assets

Suzhou City Bus Passenger Transport Co., Ltd. is mainly based on transportation. Before the restructuring, the company's total assets were evaluated by intermediaries at 433 million yuan, an increase of 77% over the total assets of the book; before the reform, the company's net assets were assessed at 140 million yuan, an increase of 64.1% over the book, mainly because it belongs to the company city. Some land use rights outside are included in the assessment. The withdrawal of public assets means divesting the net assets of 140 million yuan, mainly including

Non-operating assets were stripped out of a total of 5,176,600 yuan, including company canteens and nurseries. Collective accommodation, etc.;

Peeling of medical expenses: The company subsidizes the medical expenses of retirees by 8,000 yuan/person;

Staff resettlement fees: Before the restructuring, there were 3,245 employees in the company. They were divided into fixed employees and contract workers according to the order of the time of entering the factory. The resettlement fees for fixed workers were stripped at a time of three times the average salary of Suzhou City in 2000. The resettlement fees of contract workers are subsidized according to the average monthly salary standard of Suzhou City in 2000. In the past few years, the subsidies for the workers have been subsidized for several months, and the employee resettlement fees have been stripped of 90 million yuan.

Land lease fee: Suzhou Bus Terminal needs to pay land rent outside Suzhou City for the proceeds from the remaining state-owned assets. After the elimination of the above four assets, Suzhou City Passenger Transport Co., Ltd. has a state-owned capital of 12.6649 million yuan. According to the calculation of 60 million shares, state-owned shares accounted for 21.11%, and employee shares accounted for 78.89%.

3. Displacement and employment of employees

Suzhou City Passenger Transport Co., Ltd. has 3,245 employees. During the restructuring, the company strictly implemented the principle of “preserving the old and helping the middle of the world”, and all employees were completely replaced. In order to benefit the majority of employees, the company expanded the scope of fixed workers to the contract system, demobilized soldiers, and the third. For some old employees who have been retired for 10 years, the company stipulates: If I am willing to give up the resettlement fee, the enterprise can sign a fixed-term contract with it. This resettlement fee will be placed in the special account of the enterprise, without interest, no Calculate shares. After education and guidance, 1008 of the employees who met the conditions for receiving resettlement fees voluntarily gave up the resettlement fees, and built a “reservoir” for the company's follow-up development. 88 people left the company with one-time resettlement fees, and 2028 people signed with the company. A one-year contract, although some shareholdings, holdings, and independent companies do not have a relationship with the company, but the identity of 121 employees can be straightened out. By the beginning of April this year, the company had only terminated the contract with two employees who could give up but did not place the resettlement fee. After some adjustments, at present, Suzhou Auto Passenger Transport Co., Ltd. has 2,988 employees in the post, and the re-employment rate of employees is as high as 91.78%.

4. The generation and holding of managers and managers

After the restructuring, the corporate governance structure of Suzhou Passenger Transport Company consists of state-owned shares and employee shares, and there are no other expatriate directors. The employee stock ownership board consists of 13 members. The chairman of the company, the deputy director of the trade union, and the union secretary of 9 units are jointly responsible for daily management. There is also a board of supervisors consisting of five members. The secretary of the company's disciplinary committee serves as the chairman of the board of supervisors. The management team is recommended by the competent authority. The general manager is the state-owned property rights representative, the general manager nominating assistant, the deputy chief economist, the secretary of the board of directors, and approved by the board of directors. The recommendation and confirmation of the company cadres are completed internally by the enterprise, and the Re-appointment. Before the restructuring, the company will raise the shares to employees in a ratio of 1:1. After the restructuring, 50% of the wages of the employees who have not issued the employees will be automatically converted into enterprise shares, and 15% of the state-owned assets will be quantified to the employees, if each employee should If you enjoy a 5,000-yuan allotment, you will need to pay another 5,000 yuan. At the same time, for the newly appointed leadership group, the company set up the “Position Risk Responsibility Unit” and stipulated that only those who are in the position can enjoy it. In addition, the company has introduced preferential policies for the middle-level cadres and retired managers who have retired to the second line, and has subsidized the middle-level cadres who have retired to the second line. The subsidy quota is based on the middle-level cadres. The last tenure is 10 years ahead. If the 10 years consist of 5 years of full-time and 5 years of deputy, the annual total subsidy is 5x1000+5x800=9000 yuan, of which 4,500 yuan is distributed in the monthly salary. At the end of the year, the management personnel who are retired will be given a subsidy of 4,000 yuan per year. This fee is paid out from the resettlement fees of the company's employees. The company's operators and management personnel shareholdings, the number of participants, the share of the participating shares, the share of the participating shares, the leadership of the 9th chairman: 400,000 yuan, 2.9 million yuan, 4.83, middle-level cadres, 63 organs, director: 100,000 yuan, deputy director: 80,000 Yuan 6.9 million yuan 11.33 second-level unit duty: 150,000 yuan deputy: 100,000 yuan 1,220,000 yuan 2.41 three-station cadre position: 40,000 yuan; deputy: 30,000 yuan 6.92 million yuan 11.33 other employees average : 10,000 yuan / person 2,550,800 yuan 42.5 employees collectively holding 5,204,300 yuan 8.895: How to deal with some special personnel non-coordinated expenses? According to two principles: First, it is stripped according to regulations, including non-productive materials, medical expenses for retirees, etc.; second, three gold is paid according to regulations, of which retirees pay 30,000 yuan at a time.

Third, the experience and experience of the successful restructuring of Suzhou Passenger Transport Co., Ltd.:

1. Seriously thoroughly understand the spirit of reform, flexibly apply reform policies, and adhere to one enterprise, one policy, one person and one policy, which is the premise of reform;

2. Choosing a company system, employees' shareholdings, and operators holding large shares is the direction of reform;

3. Leaders attach importance to and have strong measures. The focus of labor and capital and financial security are the key to reform;

4. Propaganda and guidance, policy transparency, and voluntaryism are the principles of reform;

5. Actively strive for policy support, which is the condition for reform;

6. Correctly handle the interests of the state, the collectives, and the employees, so that the state has security, the collective has the stamina, and the employees are motivated to be the main content of the reform.
Bureau Reform Office April 6, 2002