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综合类

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Zheng Quan Zhi Xing· 2025-08-22 16:48

Core Viewpoint - The company aims to implement a managerial tenure system and contractual management to enhance operational efficiency and align with market-oriented reforms, ensuring high-quality development through improved governance and performance evaluation mechanisms [1][2]. Group 1: Overall Objectives - The overall goal is to establish a modern enterprise system that meets market economic requirements, enhances corporate governance, and strengthens the incentive and constraint mechanisms for the managerial team [1][2]. - The managerial tenure system and contractual management will be applied to senior management personnel, including the general manager, deputy general managers, and other senior management as defined by the company's articles of association [1][2]. Group 2: Basic Principles - The principles include adherence to party leadership, market-oriented selection, contractual management, a balance of incentives and constraints, goal orientation, differentiated assessment, and a focus on reform and development [2][3][4]. - The company emphasizes the importance of effective communication with managerial personnel during the establishment of performance indicators and assessment processes to ensure fairness and motivation [5]. Group 3: Management Authority and Responsibilities - The company’s party committee is responsible for reviewing the appointment and assessment of managerial personnel, while the board of directors is tasked with establishing and implementing the tenure and contractual management system [6][7]. - The board can delegate authority to the chairman and general manager for signing contracts and performance responsibility documents without requiring further board approval [6][7]. Group 4: Selection Criteria - Managerial personnel must align with the party's core leadership, possess strong responsibility, and have relevant experience in large or medium-sized enterprises [12][13]. - Specific disqualifications for managerial positions include previous leadership failures, significant losses, or poor performance evaluations [12][13]. Group 5: Tenure Management - The tenure for senior management is set at three years, with the possibility of extension based on performance and company needs [13][14]. - Upon reaching retirement age, managerial personnel will generally not be reappointed, although they may serve in advisory roles if necessary [14][15]. Group 6: Contractual Management - Contracts will include performance responsibility documents that outline specific performance targets and assessment criteria, ensuring accountability [14][15]. - The company will establish a clear structure for remuneration, linking it to performance outcomes and ensuring that salary adjustments are based on market comparisons [16][17]. Group 7: Performance Assessment - Performance assessments will be conducted annually and at the end of each tenure, with results categorized into five levels from A (excellent) to E (unsatisfactory) [22][23]. - The assessment results will directly influence the remuneration and potential reappointment of managerial personnel [22][23]. Group 8: Exit Management - Conditions for mandatory exit include failure to meet performance benchmarks, disciplinary violations, or significant decision-making errors leading to financial losses [29][30]. - Other forms of exit include reaching retirement age, non-renewal of contracts, or personal reasons affecting job performance [30][31].