Standardization of top-level design: Based on the actual situation of the unit's cadre and talent team, and benchmarking against the group company's leadership management regulations, the unit's leadership management system is formulated.

Standardization of appointment and removal procedures: Adhere to the principle of organic unity of party management of cadres and appointment and removal according to law, continue to explore, boldly practice and innovate, so as to further improve, deepen and perfect the personnel appointment and removal work.

Rationalization of staff size: According to the company's development strategy, comprehensive consideration of annual economic indicators, per capita operating income and other factors, combined with operating income growth rate, net profit growth rate and other factors, forecast the unit's staff size.

Rationalization of the recruitment plan: sort out the current total number and structure of the unit's personnel, and calculate the demand for social recruitment, campus recruitment, and cross-unit deployment within the group based on factors such as internal employee mobility and employee loss in the past three years.

Rationalization of staffing: Based on the existing staffing situation, rationally analyze the staffing structure and formulate targeted optimization measures that are consistent with the actual allocation.

Goal: The total number of employees shall not exceed 1,350, and the per capita revenue shall not be less than 7 million yuan/person.

Systematization of education and training: focusing on the central tasks of the group company and general contracting company, continue to promote the "all-round, multi-sequence, multi-level" multi-dimensional training system, comprehensively build a learning company, continuously improve the quality and ability of the employee team, and promote the sustainable and healthy development of the enterprise .

Systematic talent training: With the goal of cultivating the core talents needed by the enterprise, we strive to create a professional and comprehensive talent training system that is "professional, knowledgeable, and good at communication."

Goal: Talent cultivation changes from "selecting talents when they are needed" to "forward-looking reserves", and from "natural growth" to "leading growth"

Assessment is further integrated with the company's development strategy: increasing and clarifying annual key task indicators.

The assessment indicators are further quantified: differentiated and scientific assessment indicators are set according to different levels of positions, forming "one person, one table".

The application of assessment results will be further strengthened: the rigid fulfillment of performance assessment results will be strengthened, and a market-oriented mechanism will be promoted that allows cadres to be promoted and demoted, employees to be promoted and removed, and income to be increased or reduced.

The assessment feedback mechanism is further strengthened: employees can understand personal assessment results, clarify their own gaps and deficiencies, and formulate targeted improvement plans.

Goal: Responsibilities are decomposed layer by layer, and everyone is responsible for the target

Labor cost optimization: Strengthen human resource allocation and promote refined project management through a combination of total salary control, output value completion ratio, and total headcount requirements.

Optimization of remuneration and benefits: On the basis of ensuring the target of per capita output value, let performance determine remuneration to ensure that employee income can "increase or decrease."

Survival of the fittest: Adhere to dynamic tracking, smooth the channels for "in and out", strengthen the top-level design of internal mobility of talents and regional sharing, and comprehensively improve the efficiency of human resource allocation.

Goal: Employees can come in and out, salaries can be high or low, and costs can be reduced and efficiency increased.

Effective improvement of business quality: strengthen top-level design, optimize implementation, and strengthen daily management.

To improve the effectiveness of assessment management: based on the implementation of concepts, institutionalization of actions, processization of systems, form-based processes, informatization of forms, timely "establishment, reform, abolition and interpretation" of the system, and improve the group company's human resources system.

Goal: Strengthen business exchanges and guidance at all levels, discover examples, summarize and improve

One Center: With the goal of "building China into a leading country with a global perspective", we implement the basic principles of the Party's management of cadres and the Party's management of talents, adhere to talent leadership, improve the talent echelon, stabilize scale, create benefits, and strive to improve the role of human resources in the company's high-quality development. Support ability.

Three starting points: Comprehensively deepen the reform of the three systems by establishing a scientific assessment and evaluation system, improving the professional talent echelon training system, and optimizing the salary and benefit management system.

Six focuses: Focus on standardization of cadre management, rationalization of recruitment and allocation, systematic training and training, scientific performance management, refined salary and benefit management, and effective human resources management, and actively improve the accuracy, pertinence, and effectiveness of the company's human resources management. .