Four special committees including strategy and efficiency, auditing and supervision, remuneration and assessment, and nomination were set up, and the "Administrative Measures for Guarantee of Performance of External Directors" were issued, forming a good situation in the operation of the board of directors that "the prescribed actions are not out of shape, and the self-0ed actions are distinctive".
September 2021 to the present, 8 management personnel have been promoted through competition, and 4 management personnel have been transferred to non-leadership positions in 2021, and the exit rate for that year has reached 6.15%.
Establish an incentive mechanism of "six levels, eight advances and ten liters", and cash performance quotas according to "60%, 80%, 100%" of the achieved targets.
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On July 12, the State-owned Assets Supervision and Administration Commission of the State Council released the 2021 special assessment ranking of "Double Hundred Enterprises" affiliated to central enterprises, and COMAC and Shanghai Airlines ranked in the "excellent" ranks. Since being listed as a "Double Hundred Enterprise" in 2018, Shanghai Airlines has launched a series of reform measures with great efforts, firmly grasping the "bull nose" of the tenure system and contractual management, and strengthening the endogenous power to deepen the governance mechanism, employment mechanism, The reform of the incentive mechanism has accelerated the digital transformation, and the enterprise has transformed from the traditional manufacturing industry to the "leading soldier" of the digitalization of civil aircraft, which is full of vitality again.
01. Improve the corporate governance structure and clarify the division of power and responsibilities of the "two sessions and one level"
After the "Double Hundred Action" was launched, Shanghai Airlines, as one of the first secondary units of COMAC to set up a board of directors on a pilot basis, based on the completion of the actions stipulated in the company's articles of association and the establishment of a standardized operation system of the board of directors, benchmarked the practical experience of excellent enterprises, established strategic and Four special committees, including efficiency, audit and supervision, remuneration and assessment, and nomination, issued the "Administrative Measures for the Guarantee of Performance of External Directors", forming a good situation in the operation of the board of directors that "the prescribed actions are not out of shape, and the self-0ed actions are distinctive".
At the same time, Shanghai Airlines actively promotes the comprehensive implementation of "Party building into the Articles of Association", "Chairman, Secretary of the Party Committee, and Legal Representative", revises the rules of procedure for relevant decision-making meetings, forms decision-making guidelines for pre-procedures, and clarifies the rights of the Party Committee, the Board of Directors, and the managers. responsibility boundaries.
Since its establishment in 2019, the Board of Directors of Shanghai Airlines has held a total of 13 on-site board meetings and 10 communication meetings, reviewed more than 90 proposals, planned medium and long-term development plans, studied major business decisions, and established a comprehensive risk management and control mechanism, effectively exerting strategic research. , scientific decision-making, risk control and other functions, and gradually build a modern enterprise governance mechanism that operates efficiently.
02. Promote market-oriented employment and break the "iron top spot" of cadre status
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By going horizontally to the side, it is really tough to promote the contractual management of the tenure system of managers. 100% of the management members signed the "three books" (operation management agreement, tenure management performance responsibility letter, and annual business performance responsibility letter), and implemented double "70" index assessment (annual assessment does not reach 70 points on the percentile system, annual main indicators reach 70 points). less than 70% of the exit clauses), formulate challenging business indicators of "execution dimension" and "transcendence dimension", improve the "gold content" of the business performance responsibility statement, and realize the transition traditional "identity management" to market-oriented "post management" "change.
Through the vertical to the end, comprehensively promote contract management among the middle management personnel of the company. By adopting a step-by-step method of signing contracts, business indicators are decomposed to middle-level management personnel, pressure is transferred layer by layer, and performance is assessed layer by layer.
At the same time, Shanghai Airlines vigorously promoted the competition of management personnel and the incompetent exit. From September 2021 to the present, 8 management personnel have been promoted through competition, and 4 management personnel have been transferred to non-leadership positions in 2021, and the exit rate for that year has reached 6.15%.
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03. Build a positive incentive system and implement the project "double recognition" and follow-up investment
In the face of the challenges left over by the company's history, establish a "dual recognition mechanism" (claim tasks, recognize and raise performance), set up special task "incentive packages", and form "determine the plate according to the difficulty, adjust the total amount according to the speed, and scale according to the contribution" The dynamic distribution mechanism of the company has changed "expected stable income" into "two-way linkage control", and changed "I want to do it" to "I want to do it". Using the "dual recognition mechanism", Shanghai Airlines accelerated the divestiture of "non-main business and non-advantaged" businesses, accelerated the transformation of its business model, and cleaned up and closed 35 zombie companies and 3 "two non-profit" companies.
Faced with challenges such as high operating pressure and difficult business transformation, establish an incentive mechanism of “six levels, eight advances and ten liters” (performing performance quotas based on “60%, 80%, 100%” of the achieved targets), self-pressurized quantitative assessment, and graded Improve market development business incentives. Using the mechanism of "six levels, eight advances and ten liters", Shanghai Airlines' newly signed market business will exceed 45 million yuan in 2021, taking a solid step on the road of transformation to the new generation of information technology layout such as big data and industrial software.
04. Accelerate the digital transformation of enterprises, focus on the main line and strengthen the main business
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Realize the digital profession, focus on the construction of "digital aircraft", focus on multi-professional services from delivery to operation of aircraft products, integrate and integrate the digital definition of products and the digitalization of physical products, build a digital twin system for civil aircraft, and improve digital definition capabilities and product digitalization Level, research and plan value-added services such as customer 0ion, route support, operation improvement, aircraft maintenance, and design optimization based on digital aircraft, and gradually cultivate asymmetric competitive advantages.
Strengthen the informatization major, with the goal of building a "digital enterprise", based on the COMAC management system to build a unified digital platform for the company, unified process, unified data, unified structure, build a single data source, and form "1 digital platform, 9 common The "1+9+N" overall layout of components and N digital applications" eliminates information silos, opens up the end-to-end process across business domains, and completes the launch of CDDS Phase II and MOM Phase II; 1 set of evaluation mechanism, 1+M+N work layout" digital enterprise solution, 16 quick-win projects have been implemented, which has driven the digital transformation of various specialties such as intelligence archives, standardization, quality audit, product safety and incident investigation.
Build a digital ecology, take the construction of "digital industry" as the guide, implement the requirements for the construction of sub-chain lengths of large aircraft industry informatization, demonstrate and prepare for the construction of a large aircraft digital port, and focus on the five ecosystems of the digital port to help the development of "specialized, refined, and new" technology enterprises , and initially build the digital industrial ecology of civil aircraft.Loitering Munition
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Through solid promotion of the comprehensive reform of the "Double Hundred Actions", Shanghai Airlines has successfully transformed a traditional manufacturing industry to a new generation of information-based enterprises. In 2021, Shanghai Airlines' operating income will double from 2018. Digital talents account for more than 50%. The level of chemical capability support and comprehensive service guarantee has been raised to a higher level. Looking forward to the future, Shanghai Airlines will follow the reform arrangements of SASAC and COMAC, firmly grasp the correct direction of reform, further deepen the reform of the market-oriented operation mechanism, enhance the ability of scientific and technological innovation, and better play a leading role in reform demonstration.
