Stimulate employees' motivation, give platforms, give treatment, and equity!The per capita profit of this state -owned enterprise in Shandong increased by 635%

At present, state -owned enterprise reforms are in full swing. High -quality development, maximizing the use of resources, maximizing benefits, and improving the competitiveness of state -owned economy can be described as an important direction of state -owned enterprise reform. Judging from the effectiveness of the reform of Shandong state -owned enterprises, Hualu Holdings Group Co., Ltd. (hereinafter referred to as "Huaru Group") can be described as one of the typical model: the total amount of assets accounted for 1.27%of the provincial enterprises contributed 11.46%of the total profit, 13.87%of the total profit, 13.87% Net profit and 14.78%of the net profit of mother -in -law; in the past 6 years, the total profit has jumped from 1 billion to 9 billion, and the yield of net assets has ranked first in the provincial state -owned enterprise for three consecutive years.

From the perspective of the development of the Huaru Group, the continuous reform of state -owned enterprises has let its institutional mechanism loosen and releases development vitality; the training and introduction of high -end talents introduce more "source water" for enterprise innovation -driven development.

Fan Jun, Secretary of the Party Committee and Chairman of the Huaru Group, said that the decentralization of power and controlling the control of the control of the control, Huaru Group adhered to the control of capital, established the management and control model of "mainly strategic goals and financial benefits" "Determine strategy, control major events, build the environment, and control risks", classify and authorize in the list, and all decentralization outside the list. "Do not teach farmers to plant fields, do not teach workers to work, and let those who hear the sound of artillery operate independently." Fan Jun said.

The management system of the mother and subsidiary has stimulated the motivation and effort of employees? New Yellow River reporters were informed that the unveiling of the list, contractual contract management, performance assessment, and equity incentives have become effective measures for Hualu Group.

It is understood that Huaru Group's market -oriented performance corresponds to market -oriented salary, rising performance, rising salary, decline in performance, and salary. Comprehensively implement the performance assessment system of all staff and the system of competition. Comprehensive use of various incentive policies such as equity incentives, employee holding, excessive profit commission, and projects and investment, the three listed companies of Hualu Hengsheng, Xinhua Pharmaceutical and Lubang Pharmaceutical have achieved full coverage of equity incentives. The third phase of the Xinhua Pharmaceutical Phase II equity incentives, 100%of the eligible enterprises have implemented medium- and long -term incentives.

Innovation -driven development is not a day. Over the years, Huaru Group has continued to increase research and development investment. On the basis of the "Thirteenth Five -Year Plan" period, an average annual increase of 23.22%was increased by 43.82%year -on -year in 2021 to 1.641 billion yuan, a record high. At the same time, innovative incentives have been picked up, and the scientific and technological reward quota has reached 130 million yuan in the past three years. In terms of talents, Huaru Group has a fertile soil in "everyone is talent", giving platforms, treatment, and equity. The flexible introduction of 12 academicians at home and abroad to promote innovation.

After many reforms, the per capita profit of the Huaru Group increased from 67,800 yuan before the reconstruction (2015) to 498,000 yuan (2021), an increase of 635%.

New Yellow River Reporter: Huang Min

Edit: Liu Yuhong

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