实施“五控改革”，山东省属企业总部人员精减超15%

Core Viewpoint - The Shandong provincial government is committed to strengthening and optimizing state-owned enterprises (SOEs) and state capital during the 14th Five-Year Plan period, focusing on institutional reforms to enhance market-oriented operations and enterprise vitality [1][2]. Group 1: Institutional Reforms - Shandong has implemented three institutional reforms as key measures to improve market-oriented operational mechanisms, enhancing enterprise vitality and efficiency [1]. - The provincial state-owned assets supervision and administration commission has introduced a series of documents to establish a long-term mechanism for the reform of provincial enterprises [1]. - A regular evaluation and "one enterprise, one policy" approach has been established to effectively stimulate enterprise vitality [1]. Group 2: Personnel Management Reforms - The province emphasizes a "can enter, can exit" personnel management system, fully implementing a term system and contractual management for managerial members [2]. - As of now, all managerial members' appointments, assessments, compensation, and exits are closely linked to defined terms and performance targets [1][2]. - Since the deepening of reforms, 161 managerial members have exited their positions due to unsatisfactory performance in the previous year's assessment, demonstrating a genuine ability to move up or down [1]. Group 3: Labor Employment System Reforms - Shandong has innovatively implemented a "five controls" reform focusing on controlling institutions, positions, total numbers, total amounts, and recruitment, leading to a 14.9% reduction in the number of headquarters institutions and a 15.9% reduction in headquarters staffing [2]. - The management structure and position allocation at the secondary enterprise level have seen a reduction rate exceeding 8%, with overall management personnel strictly controlled to below 8% [2]. - Since the beginning of the 14th Five-Year Plan, approximately 120,000 people have been recruited in provincial enterprises, with 60% being college graduates, optimizing personnel structure while fulfilling social employment responsibilities [2]. Group 4: Compensation System Reforms - Shandong is enhancing a compensation distribution mechanism closely linked to performance and contributions, with up to 70% of managerial members' compensation structure tied to performance [2]. - The province has promoted 25 stock incentive programs across 20 domestic and foreign listed companies, along with stock and dividend incentives for technology-based enterprises [2]. - The reforms aim to standardize unreasonable high incomes while ensuring income growth for employees aligns with enterprise performance [2].