2025年是争创一流行动的收官之年。山东高速集团坚持党建引领，强化责任担当，深化改革创新，以增强核心功能、提高核心竞争力为重要途径，以对标 提升为抓手，奋力推动"九个再突破"，管理水平、质量效益、市场竞争力显著增强。 今天，集团微信公众号继续刊发对标提升工作中涌现出的典型案例，全面展示集团深入寻标对标、奋力达标创标的探索实践，希望各单位结合自身实际， 积极学习借鉴先进经验，营造事争一流、唯旗是夺的氛围，为集团"双一流"目标的实现作出新的更大贡献。 通汇集团坚持数字驱动、科技赋能、产业协同，积极发挥金融服务实体经济的作用，通过对标先进、查找差距、补齐短板、强化弱项，全面赋能企业高质 量发展。 科学对标强创新，谋划目标促发展。对标提升工作开展以来，公司从经营发展实际出发，结合标杆企业优势经验，制定六大对标体系，全面覆盖业务发 展、公司治理、党建引领、科技创新等领域。细化分解对标一流工作任务，制定工作清单、找准差距短板、深刻剖析原因并制定改进提升措施15项。利用 多元化投资工具，助力解决产业客户在融资、支付、科技等领域的难点痛点，赋能产业链、提升价值链，助力企业高质量发展迈向新阶段。 2025年是争创一流行动的收官 ...

Core Viewpoint - The implementation of benchmarking against world-class enterprises is a crucial measure for advancing state-owned enterprise (SOE) reform and enhancing efficiency and development [1][3] Group 1: Benchmarking Implementation - The benchmarking initiative aims to address the disparity in performance among SOEs, as many exhibit strong asset totals and revenue but lack competitive profitability compared to industry leaders [3][4] - Water Development Group has established a "2+2+2" operational management benchmarking system, focusing on internal and external benchmarking to enhance performance in various sectors such as water supply, wastewater treatment, and renewable energy [2][5] Group 2: Challenges in Benchmarking - A common issue faced by SOEs is the difficulty in finding comparable external benchmarks due to differing development stages and operational contexts, leading to ineffective benchmarking practices [4][5] - Previous benchmarking efforts often focused on external comparisons, which did not yield actionable insights due to the unique circumstances of each enterprise [4][5] Group 3: Benchmarking System Features - The "2+2+2" system includes two levels of benchmarking (secondary companies and project companies), supported by standardized operational management and demonstration facilities [5][8] - The internal benchmarking indicators include return on net assets, income profit margin, gross profit margin, and direct operating costs, evaluated dynamically to encourage continuous improvement [8][9] Group 4: Performance Improvements - Water Development Group reported significant reductions in operational costs across various sectors, with specific decreases in unit costs for water supply, heating, and renewable energy [12][14] - The profitability of Water Development Group's subsidiaries has improved, with notable increases in profit and cash flow, indicating the effectiveness of the benchmarking system [14][15] Group 5: Future Directions - The company plans to maintain a focus on internal benchmarking while enhancing the conversion of external benchmarking experiences into actionable strategies for continuous improvement [16]