"10th Five-Year Plan" Adjustment and "11th Five-Year" Development Plan
According to the grand goal of the 16th National Congress of the Communist Party of China on building a well-off society in an all-round way and accelerating socialist modernization, in accordance with the autonomous region's progress in promoting the industrialization of the region and the development requirements of the city of xx on accelerating the construction of an economically strong city and Baotou Steel on the "10th Five-Year Plan" Plan adjustment and the overall layout of the “11th Five-Year Plan” and the non-steel industry planning points, combined with the implementation of the “10th Five-Year Plan” of the electric company, in order to continuously improve the overall competitiveness of the company and achieve leap-forward development. In the main theoretical idea of "development is the first priority, development is the last word", grasp the overall situation of reform, development and stability, emancipate the mind, advance with the times, boldly build, and strive to achieve new ideas and reforms. There must be a new situation in breakthroughs and opening up, and new measures must be taken in all work. To this end, the drafting of the “10·5” plan adjustment and the “11·5” development plan of Baotou Steel Group Electric Co., Ltd. was drafted.
I. Overview of the implementation of the “10th Five-Year Plan” of the electric company:
Since 2000, the electric company has been under the correct leadership and care of the group company, with the enthusiastic support of the brothers, factories, mines and companies, and the various departments, through their own hard work and hard work, advancing with the times, pioneering and innovative, production and operation The socialist spiritual civilization construction has achieved encouraging results. The overall efficiency of the enterprise and the income of the employees have been steadily and effectively continued to grow. The Group has completed all the mandatory tasks of the Group and various major economic and technical indicators and infrastructure reforms. And the repairing project has made great contributions to the development of the company and the revitalization of the group company. It has achieved the basic goal of three major steps in three years and one factory in the third factory, and has become a star in the non-steel industry. The implementation of the five-year plan is healthy and steady, and the achievements are encouraging.
2. Major issues and gaps in the implementation of the “10th Five-Year Plan”:
1. Although the electric company is a subsidiary of an independent legal entity, it is essentially an “integration of the economics of the project and the operation of the market economy”. It does not conform to economic laws or market competition.
2. Baotou Steel Group's overall strategy of “optimizing steel, highlighting rare earths, and vigorously developing non-steel industries” is correct, but for the three-year non-steel industry, both in terms of organizational leadership and capital investment, especially policy support On, far behind other brothers steel group companies. The entire non-steel industry is struggling, with serious losses and slow development.
3. The bureaucratic ideology of individual divisions and individual branches of group companies and the disorderly competition in the internal market of the group companies severely restrict and constrain the healthy development of subsidiaries. The institutional reform of the group companies has lagged far behind the productivity of Baotou Steel. The need for development.
4. The internal employees of the electric company, especially the middle and upper management, are not aware of the market, the sense of competition is not strong, the sense of mission and sense of responsibility is not strong, the sense of crisis, the sense of pressure is not strong, the dependence, and the need to rely on serious thinking are restricting the influence of enterprises. The key to development.
5. There is no brand-name product and series-scale production, lack of core competitiveness; poor capital operation capability; system reform, especially the reform of the three systems, especially the reform of the distribution system is not big, the intensity is not strong, and the deepening is not enough. This is the main problem and gap in the early stage of the “10th Five-Year Plan” period for electrical companies and even Baotou Steel.
Third, the adjustment of the "10th Five-Year Plan":
1. Forecast of internal and external markets of electrical companies:
From the perspective of the external market, the new journey of the 16th National Congress of the Communist Party of China on building a well-off society in an all-round way and accelerating the socialist modernization drive has been fully launched, and the strategy for the development of the western region has been fully implemented. Baotou City has accelerated the development of an economically strong city and the surrounding regional economy. Powerfully pull and promote the rapid development of electrical companies.
From the internal market of Baotou Steel, the full implementation of the “10·5” and “11·5” plans and plans of the group company will inevitably increase the intensity of industrial restructuring and restructuring and the improvement of the economic aggregate. The first is the introduction, digestion and absorption of advanced foreign electrical equipment; the second is the upgrading of the equipment introduced in the “August 5th” and “9·5”; the third is the transformation of the original high-energy electrical equipment for 40 years; The fourth is the environmental protection and energy-saving transformation task of Baotou Steel's existing electrical equipment. It should be said that the space is vast and the business opportunities are unlimited. The electric company has the objective conditions and market environment for rapid and healthy development.
2. Development goals and development ideas for the three years after the “Tenth Five-Year Plan”:
After China’s accession to the WTO and the victory of the party’s 16th National Congress, the new situation, new tasks and new requirements of political and economic development at home and abroad, the general view is that the situation is compelling, not advancing, retreating, slowing in and retreating, and not being able to Lost, not waiting for me, fleeting. Electric companies must seize strategic opportunities, advance with the times, and take advantage of the momentum.
By 2005 our development goals are:
Apply for a high-tech enterprise;
Initial realization of group management;
Completed ISO-9001 and 1401, 18001 three certification integration work.
The output value and profits will double, and the average annual income of employees will reach 24,000 yuan.
Create a learning enterprise to nurture and enhance the core competitiveness of the company. The first is to open the company's internal school, the multimedia classroom starts all year round; the second is to continue to cooperate with the vocational education center to run the junior college class and the later undergraduate class; the third is to train the key professional and technical personnel; the fourth is to strengthen the staff's basic training and implement Rolling teaching.
Deepen the adjustment of industrial structure, focus on the upgrading of existing industries, vigorously promote the application of new technologies, new materials, new technologies and new equipment to achieve industrial diversification. Vigorously develop the manufacturing industry, and strive to achieve 50% of total revenue from product manufacturing revenue in 2005, forming a balanced development of “three, three, three systems”.
Fourth, implementation measures and measures:
1. Through the commissioning and operation of new transformers and new production lines, it is planned to cooperate with domestic and foreign famous manufacturers to achieve brand-scale manufacturing and independent economic operation.
2. Through the integration and reorganization of the non-steel industry, the implementation of low-cost expansion, the proposed joint or merger of a small number of personnel, excellent assets and modest investment, advanced technology, the establishment of the "sliding line" production line, "slim oil anti-knotification device production line" , opening up new economic growth points.
3. Emancipate the mind, advance with the times, boldly build, dare to explore the diversification of internal property rights and diversification of distribution, take the transformer factory and the motor repair center as pilots, promote the simulation equity and option system, and take the scientific research and development as a pilot to gradually try labor. Major production factors such as capital, technology and management are allocated according to contributions.
4. Accelerate the process of new industrialization through technological innovation and product upgrading; build a new type of enterprise group with multiple ownerships through mechanism innovation; implement management process reengineering through management innovation, market-oriented, customer-oriented. Realize the three major networks of technology, service and information to realize management informationization and modernization.
5. Through the development of human resources and the cultivation of talents, attracting, selecting and appointing, as well as stimulating, assessing, evaluating and constructing high-level talents of enterprises, giving full play to the advantages of the “first resources” and comprehensively improving the overall quality and comprehensive competition of electric companies. strength.
6. Through the innovation of technology management and technology research and development, implementing simulation options for key technical personnel, and completing 10 research projects within the company by 2005.
V. Suggestions for infrastructure technological reform:
1. Suggestions for infrastructure projects: According to the Group's “Ninth Five-Year Plan” concept for electric companies and the increasing total amount of electrical equipment in Baotou Steel, especially the actual needs of overhaul of large single motor transformers and the overall efficiency requirements of the group companies, In 2005 or during the “11th Five-Year Plan” period, the company invested in a large-scale motor and transformer repair workshop with 75T lifting capacity, with a designed investment of RMB 35 million to RMB 40 million.
2. Since the 1# and 2# main buildings of the electric company and the partial span are buildings in the 1950s, especially due to the natural damage of the “5·3” earthquake in 1996, it is proposed to offset the 1# and 2# buildings. Rebuild across time. The design investment is 10 million yuan.
3. With the development of new industrialization in the western region in the next eight years and the needs of the market at that time, especially the requirements of environmental protection, it is proposed to carry out major technological transformations to the electroplating plant of the current electric company.
VI. The 11th Five-Year Plan Objectives and Overall Conception of the Electric Company The 16th National Congress of the Communist Party of China clearly pointed out that the first 20 years of the 21st century is an important strategic opportunity period for China to grasp and can make a difference. In the first 20 years of this century, we will concentrate on building a higher-level well-off society that will benefit more than one billion people, so that the economy will develop more, democracy will be more sound, science and education will be more advanced, culture will be more prosperous, society will be more harmonious, and people will live. More solid.
To adapt to the new situation and meet new challenges, electric companies must comprehensively implement the important thinking of the "three represents," and strive to become "three models." We must unite and lead all employees, concentrate on construction, and develop with one heart and one mind. On the basis of fully realizing the goals of the "10th Five-Year Plan", we will strive to achieve the goal of the "11th Five-Year Plan".
The planning objectives of the “Eleventh Five-Year Plan” of the electric company are:
1. By 2019, the electric company will be established as a science and technology-oriented electric enterprise group with cross-industry, cross-ownership and cross-regional, dynamic and competitive in the northwest region, and become a star in the non-steel industry of Baotou Steel.
2. With the continuous deepening of state-owned enterprise reform and the objective changes of diversified investment entities, we will promote the process of the shareholding system of all employees, and strive to build the electric company into a shareholding system with a clear separation of property rights and independent legal person operation at the end of the “11th Five-Year Plan”. Enterprise Group.
3. Under the premise of reform, development and stability, by 2019, the total output value will reach 120 million, the profit will reach 10 million yuan, and the average annual income of employees will reach 30,000 yuan. Compared with the "10th Five-Year Plan" period, there has been a substantial increase in effective growth. In Baotou Group, the company has reached the standard of building a well-off society in an all-round way in advance, so that employees' lives will be more solid.
February 11, 2000
I. Overview of the implementation of the “10th Five-Year Plan” of the electric company:
Since 2000, the electric company has been under the correct leadership and care of the group company, with the enthusiastic support of the brothers, factories, mines and companies, and the various departments, through their own hard work and hard work, advancing with the times, pioneering and innovative, production and operation The socialist spiritual civilization construction has achieved encouraging results. The overall efficiency of the enterprise and the income of the employees have been steadily and effectively continued to grow. The Group has completed all the mandatory tasks of the Group and various major economic and technical indicators and infrastructure reforms. And the repairing project has made great contributions to the development of the company and the revitalization of the group company. It has achieved the basic goal of three major steps in three years and one factory in the third factory, and has become a star in the non-steel industry. The implementation of the five-year plan is healthy and steady, and the achievements are encouraging.
2. Major issues and gaps in the implementation of the “10th Five-Year Plan”:
1. Although the electric company is a subsidiary of an independent legal entity, it is essentially an “integration of the economics of the project and the operation of the market economy”. It does not conform to economic laws or market competition.
2. Baotou Steel Group's overall strategy of “optimizing steel, highlighting rare earths, and vigorously developing non-steel industries” is correct, but for the three-year non-steel industry, both in terms of organizational leadership and capital investment, especially policy support On, far behind other brothers steel group companies. The entire non-steel industry is struggling, with serious losses and slow development.
3. The bureaucratic ideology of individual divisions and individual branches of group companies and the disorderly competition in the internal market of the group companies severely restrict and constrain the healthy development of subsidiaries. The institutional reform of the group companies has lagged far behind the productivity of Baotou Steel. The need for development.
4. The internal employees of the electric company, especially the middle and upper management, are not aware of the market, the sense of competition is not strong, the sense of mission and sense of responsibility is not strong, the sense of crisis, the sense of pressure is not strong, the dependence, and the need to rely on serious thinking are restricting the influence of enterprises. The key to development.
5. There is no brand-name product and series-scale production, lack of core competitiveness; poor capital operation capability; system reform, especially the reform of the three systems, especially the reform of the distribution system is not big, the intensity is not strong, and the deepening is not enough. This is the main problem and gap in the early stage of the “10th Five-Year Plan” period for electrical companies and even Baotou Steel.
Third, the adjustment of the "10th Five-Year Plan":
1. Forecast of internal and external markets of electrical companies:
From the perspective of the external market, the new journey of the 16th National Congress of the Communist Party of China on building a well-off society in an all-round way and accelerating the socialist modernization drive has been fully launched, and the strategy for the development of the western region has been fully implemented. Baotou City has accelerated the development of an economically strong city and the surrounding regional economy. Powerfully pull and promote the rapid development of electrical companies.
From the internal market of Baotou Steel, the full implementation of the “10·5” and “11·5” plans and plans of the group company will inevitably increase the intensity of industrial restructuring and restructuring and the improvement of the economic aggregate. The first is the introduction, digestion and absorption of advanced foreign electrical equipment; the second is the upgrading of the equipment introduced in the “August 5th” and “9·5”; the third is the transformation of the original high-energy electrical equipment for 40 years; The fourth is the environmental protection and energy-saving transformation task of Baotou Steel's existing electrical equipment. It should be said that the space is vast and the business opportunities are unlimited. The electric company has the objective conditions and market environment for rapid and healthy development.
2. Development goals and development ideas for the three years after the “Tenth Five-Year Plan”:
After China’s accession to the WTO and the victory of the party’s 16th National Congress, the new situation, new tasks and new requirements of political and economic development at home and abroad, the general view is that the situation is compelling, not advancing, retreating, slowing in and retreating, and not being able to Lost, not waiting for me, fleeting. Electric companies must seize strategic opportunities, advance with the times, and take advantage of the momentum.
By 2005 our development goals are:
Apply for a high-tech enterprise;
Initial realization of group management;
Completed ISO-9001 and 1401, 18001 three certification integration work.
The output value and profits will double, and the average annual income of employees will reach 24,000 yuan.
Create a learning enterprise to nurture and enhance the core competitiveness of the company. The first is to open the company's internal school, the multimedia classroom starts all year round; the second is to continue to cooperate with the vocational education center to run the junior college class and the later undergraduate class; the third is to train the key professional and technical personnel; the fourth is to strengthen the staff's basic training and implement Rolling teaching.
Deepen the adjustment of industrial structure, focus on the upgrading of existing industries, vigorously promote the application of new technologies, new materials, new technologies and new equipment to achieve industrial diversification. Vigorously develop the manufacturing industry, and strive to achieve 50% of total revenue from product manufacturing revenue in 2005, forming a balanced development of “three, three, three systems”.
Fourth, implementation measures and measures:
1. Through the commissioning and operation of new transformers and new production lines, it is planned to cooperate with domestic and foreign famous manufacturers to achieve brand-scale manufacturing and independent economic operation.
2. Through the integration and reorganization of the non-steel industry, the implementation of low-cost expansion, the proposed joint or merger of a small number of personnel, excellent assets and modest investment, advanced technology, the establishment of the "sliding line" production line, "slim oil anti-knotification device production line" , opening up new economic growth points.
3. Emancipate the mind, advance with the times, boldly build, dare to explore the diversification of internal property rights and diversification of distribution, take the transformer factory and the motor repair center as pilots, promote the simulation equity and option system, and take the scientific research and development as a pilot to gradually try labor. Major production factors such as capital, technology and management are allocated according to contributions.
4. Accelerate the process of new industrialization through technological innovation and product upgrading; build a new type of enterprise group with multiple ownerships through mechanism innovation; implement management process reengineering through management innovation, market-oriented, customer-oriented. Realize the three major networks of technology, service and information to realize management informationization and modernization.
5. Through the development of human resources and the cultivation of talents, attracting, selecting and appointing, as well as stimulating, assessing, evaluating and constructing high-level talents of enterprises, giving full play to the advantages of the “first resources” and comprehensively improving the overall quality and comprehensive competition of electric companies. strength.
6. Through the innovation of technology management and technology research and development, implementing simulation options for key technical personnel, and completing 10 research projects within the company by 2005.
V. Suggestions for infrastructure technological reform:
1. Suggestions for infrastructure projects: According to the Group's “Ninth Five-Year Plan” concept for electric companies and the increasing total amount of electrical equipment in Baotou Steel, especially the actual needs of overhaul of large single motor transformers and the overall efficiency requirements of the group companies, In 2005 or during the “11th Five-Year Plan” period, the company invested in a large-scale motor and transformer repair workshop with 75T lifting capacity, with a designed investment of RMB 35 million to RMB 40 million.
2. Since the 1# and 2# main buildings of the electric company and the partial span are buildings in the 1950s, especially due to the natural damage of the “5·3” earthquake in 1996, it is proposed to offset the 1# and 2# buildings. Rebuild across time. The design investment is 10 million yuan.
3. With the development of new industrialization in the western region in the next eight years and the needs of the market at that time, especially the requirements of environmental protection, it is proposed to carry out major technological transformations to the electroplating plant of the current electric company.
VI. The 11th Five-Year Plan Objectives and Overall Conception of the Electric Company The 16th National Congress of the Communist Party of China clearly pointed out that the first 20 years of the 21st century is an important strategic opportunity period for China to grasp and can make a difference. In the first 20 years of this century, we will concentrate on building a higher-level well-off society that will benefit more than one billion people, so that the economy will develop more, democracy will be more sound, science and education will be more advanced, culture will be more prosperous, society will be more harmonious, and people will live. More solid.
To adapt to the new situation and meet new challenges, electric companies must comprehensively implement the important thinking of the "three represents," and strive to become "three models." We must unite and lead all employees, concentrate on construction, and develop with one heart and one mind. On the basis of fully realizing the goals of the "10th Five-Year Plan", we will strive to achieve the goal of the "11th Five-Year Plan".
The planning objectives of the “Eleventh Five-Year Plan” of the electric company are:
1. By 2019, the electric company will be established as a science and technology-oriented electric enterprise group with cross-industry, cross-ownership and cross-regional, dynamic and competitive in the northwest region, and become a star in the non-steel industry of Baotou Steel.
2. With the continuous deepening of state-owned enterprise reform and the objective changes of diversified investment entities, we will promote the process of the shareholding system of all employees, and strive to build the electric company into a shareholding system with a clear separation of property rights and independent legal person operation at the end of the “11th Five-Year Plan”. Enterprise Group.
3. Under the premise of reform, development and stability, by 2019, the total output value will reach 120 million, the profit will reach 10 million yuan, and the average annual income of employees will reach 30,000 yuan. Compared with the "10th Five-Year Plan" period, there has been a substantial increase in effective growth. In Baotou Group, the company has reached the standard of building a well-off society in an all-round way in advance, so that employees' lives will be more solid.
February 11, 2000
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