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news中國能(neng)源建設集團湖南(nan)省電(dian)力設計院有限公(gong)司(si)（以下簡(jian)稱(cheng)湖南(nan)院）是公(gong)司(si)所屬(shu)三級子企(qi)(qi)業(ye)，在多(duo)容量(liang)(liang)等(deng)級火電(dian)、多(duo)電(dian)壓(ya)等(deng)級電(dian)網、新能(neng)源與智慧能(neng)源、精細化(hua)工、污(wu)水(shui)處理等(deng)方面具有突出(chu)技術優勢和工程服務(wu)能(neng)力。湖南(nan)院深(shen)入貫徹落(luo)實習(xi)近平總(zong)書記(ji)關于國有企(qi)(qi)業(ye)改(gai)革(ge)(ge)發展和黨的(de)建設的(de)重要論述精神，將(jiang)“雙(shuang)百(bai)行動(dong)”、混改(gai)試點和企(qi)(qi)業(ye)發展整體考量(liang)(liang)、一體推進，在2020年(nian)(nian)(nian)完成混合所有制改(gai)革(ge)(ge)的(de)基礎上，持(chi)續(xu)推動(dong)公(gong)司(si)治理優化(hua)和市場化(hua)機制改(gai)革(ge)(ge)走(zou)深(shen)走(zou)實，2020-2022年(nian)(nian)(nian)年(nian)(nian)(nian)均(jun)利(li)潤總(zong)額達到混改(gai)前2019年(nian)(nian)(nian)的(de)3倍，開創(chuang)了質(zhi)效(xiao)“歷(li)史最(zui)好(hao)”、規(gui)模“歷(li)史最(zui)高”、態勢“歷(li)史最(zui)優”的(de)高質(zhi)量(liang)(liang)發展新格局，樹立了“國企(qi)(qi)改(gai)革(ge)(ge)尖兵”新形象。在國務(wu)院國資委“雙(shuang)百(bai)企(qi)(qi)業(ye)”2022年(nian)(nian)(nian)度(du)專項考核中，湖南(nan)院獲評最(zui)高的(de)“標桿”等(deng)級。
明(ming)晰(xi)權責、落實職權，打造公司治理“堅強(qiang)大(da)腦”
一(yi)(yi)是(shi)堅持(chi)規(gui)(gui)范(fan)構(gou)建(jian)公(gong)司治(zhi)理(li)結構(gou)。規(gui)(gui)范(fan)構(gou)建(jian)黨委會(hui)(hui)(hui)、股東會(hui)(hui)(hui)、董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)、監事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)、經理(li)層(ceng)(ceng)等(deng)“四會(hui)(hui)(hui)一(yi)(yi)層(ceng)(ceng)”公(gong)司治(zhi)理(li)結構(gou)，完成(cheng)涵蓋23項(xiang)制(zhi)度(du)(du)的(de)(de)治(zhi)理(li)制(zhi)度(du)(du)體系(xi)建(jian)設，出(chu)(chu)臺(tai)公(gong)司治(zhi)理(li)主(zhu)體權(quan)責(ze)“一(yi)(yi)張表”，明晰(xi)權(quan)責(ze)邊界(jie)，推動(dong)科學高(gao)效履(lv)職(zhi)行(xing)權(quan)。二(er)是(shi)堅持(chi)規(gui)(gui)范(fan)前置(zhi)研究。修訂(ding)完善黨委會(hui)(hui)(hui)議(yi)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)規(gui)(gui)則和(he)(he)前置(zhi)研究討論重(zhong)要(yao)(yao)經營管(guan)(guan)理(li)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)項(xiang)清單，清晰(xi)劃分前置(zhi)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)項(xiang)金額標準，以“四個是(shi)否(fou)”標準做到位(wei)(wei)、不越位(wei)(wei)。三是(shi)堅持(chi)全面落(luo)(luo)實(shi)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)職(zhi)權(quan)。上下(xia)貫通(tong)、深入探索以落(luo)(luo)實(shi)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)職(zhi)權(quan)為核心的(de)(de)差異(yi)化、治(zhi)理(li)型管(guan)(guan)控(kong)模式(shi)，出(chu)(chu)臺(tai)落(luo)(luo)實(shi)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)職(zhi)權(quan)實(shi)施方案，完成(cheng)50項(xiang)配套制(zhi)度(du)(du)和(he)(he)文件(jian)成(cheng)果，為董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)落(luo)(luo)實(shi)6項(xiang)核心職(zhi)權(quan)提(ti)供(gong)制(zhi)度(du)(du)保(bao)障(zhang)。2022年重(zhong)點(dian)開(kai)展(zhan)落(luo)(luo)實(shi)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)對經理(li)層(ceng)(ceng)選聘權(quan)工作，通(tong)過公(gong)開(kai)競(jing)聘方式(shi)完成(cheng)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)對4名副總經理(li)選聘工作，充分激活(huo)企(qi)業發展(zhan)動(dong)力(li)和(he)(he)經營活(huo)力(li)。四是(shi)堅持(chi)加強授(shou)權(quan)賦能(neng)。修訂(ding)完善董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)授(shou)權(quan)管(guan)(guan)理(li)辦法，按(an)照授(shou)權(quan)不授(shou)責(ze)的(de)(de)原則規(gui)(gui)范(fan)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)向董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)長(chang)(chang)、總經理(li)授(shou)權(quan)，完成(cheng)向董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)長(chang)(chang)及董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)長(chang)(chang)聯席會(hui)(hui)(hui)授(shou)予一(yi)(yi)定(ding)金額的(de)(de)投資(zi)(zi)、融資(zi)(zi)、資(zi)(zi)產購(gou)置(zhi)處置(zhi)、對外(wai)(wai)(wai)(wai)(wai)(wai)(wai)擔保(bao)、捐贈等(deng)權(quan)限，有力(li)提(ti)升董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)長(chang)(chang)和(he)(he)經理(li)層(ceng)(ceng)的(de)(de)經營管(guan)(guan)理(li)自主(zhu)權(quan)。五(wu)是(shi)堅持(chi)提(ti)升外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)支(zhi)撐(cheng)服務水平。出(chu)(chu)臺(tai)外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)履(lv)職(zhi)指南(nan)，明確外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)履(lv)職(zhi)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)項(xiang)標準，切實(shi)保(bao)障(zhang)外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)工作的(de)(de)開(kai)展(zhan)條(tiao)件(jian)，定(ding)期為外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)提(ti)供(gong)企(qi)業要(yao)(yao)情簡(jian)報(bao)、財(cai)務簡(jian)報(bao)等(deng)材料，召開(kai)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)長(chang)(chang)和(he)(he)外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)溝通(tong)會(hui)(hui)(hui)以及總經理(li)工作匯報(bao)會(hui)(hui)(hui)，開(kai)展(zhan)外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)調(diao)研和(he)(he)專業培訓，及時(shi)更新履(lv)職(zhi)臺(tai)賬并跟蹤督導意見(jian)落(luo)(luo)實(shi)，讓外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)及時(shi)了(le)解企(qi)業董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)會(hui)(hui)(hui)運行(xing)情況和(he)(he)生(sheng)產經營情況，推動(dong)外(wai)(wai)(wai)(wai)(wai)(wai)(wai)部(bu)(bu)董(dong)(dong)(dong)事(shi)(shi)(shi)(shi)(shi)(shi)(shi)深入參與公(gong)司治(zhi)理(li)、發揮重(zhong)要(yao)(yao)作用(yong)。
完善“三能”機制，打通市(shi)場化改革“關鍵經脈”
一(yi)(yi)是牢牢扭(niu)住經理(li)(li)層(ceng)成(cheng)(cheng)員任(ren)(ren)期(qi)制(zhi)和契約(yue)化(hua)管(guan)理(li)(li)“牛(niu)鼻子(zi)”。湖南院本(ben)部(bu)(bu)(bu)和子(zi)企(qi)(qi)業(ye)實(shi)現(xian)(xian)領(ling)導(dao)班(ban)子(zi)任(ren)(ren)期(qi)制(zhi)和契約(yue)化(hua)管(guan)理(li)(li)全覆蓋，突(tu)出(chu)“契約(yue)目標(biao)高挑戰、考(kao)核(he)(he)獎懲強掛鉤、基薪(xin)差(cha)(cha)距大比例(li)”，基本(ben)薪(xin)酬(chou)(chou)差(cha)(cha)距拉(la)大到20%，本(ben)部(bu)(bu)(bu)經理(li)(li)層(ceng)成(cheng)(cheng)員年(nian)度(du)(du)兌現(xian)(xian)薪(xin)酬(chou)(chou)差(cha)(cha)距倍(bei)(bei)(bei)數(shu)超(chao)過(guo)1.5，子(zi)企(qi)(qi)業(ye)經理(li)(li)層(ceng)成(cheng)(cheng)員年(nian)度(du)(du)兌現(xian)(xian)薪(xin)酬(chou)(chou)差(cha)(cha)距倍(bei)(bei)(bei)數(shu)超(chao)過(guo)2，樹立“干(gan)(gan)好干(gan)(gan)壞(huai)不(bu)(bu)一(yi)(yi)樣(yang)”的(de)(de)(de)導(dao)向。二是突(tu)出(chu)抓好管(guan)理(li)(li)人(ren)(ren)(ren)(ren)員進(jin)退得當。分(fen)公(gong)(gong)(gong)司全部(bu)(bu)(bu)模擬子(zi)公(gong)(gong)(gong)司運行(xing)，創新實(shi)踐考(kao)核(he)(he)“一(yi)(yi)票否(fou)(fou)決制(zhi)”，對(dui)于現(xian)(xian)金流(liu)考(kao)核(he)(he)為負的(de)(de)(de)生產單(dan)元，當月(yue)執(zhi)行(xing)“一(yi)(yi)票否(fou)(fou)決”，發(fa)放保(bao)底工(gong)(gong)(gong)資(zi)，年(nian)底予以統算；對(dui)于年(nian)度(du)(du)完成(cheng)(cheng)任(ren)(ren)務排名靠后的(de)(de)(de)單(dan)位(wei)，執(zhi)行(xing)中層(ceng)干(gan)(gan)部(bu)(bu)(bu)“一(yi)(yi)票否(fou)(fou)決”、完全起(qi)立、公(gong)(gong)(gong)開(kai)競(jing)聘，實(shi)施(shi)“競(jing)聘條件(jian)網(wang)上(shang)發(fa)布(bu)、評委現(xian)(xian)場打(da)分(fen)、成(cheng)(cheng)績(ji)當場公(gong)(gong)(gong)布(bu)”三公(gong)(gong)(gong)開(kai)。實(shi)行(xing)“賽馬選帥”“揭(jie)榜(bang)掛帥”機制(zhi)，在子(zi)企(qi)(qi)業(ye)監(jian)理(li)(li)（配(pei)網(wang)）公(gong)(gong)(gong)司試點并設定(ding)合(he)同和利潤(run)目標(biao)，企(qi)(qi)業(ye)利潤(run)指標(biao)增(zeng)(zeng)(zeng)加2倍(bei)(bei)(bei)，班(ban)子(zi)成(cheng)(cheng)員收入則增(zeng)(zeng)(zeng)加1倍(bei)(bei)(bei)。鼓勵“能(neng)(neng)人(ren)(ren)(ren)(ren)舉手(shou)”，簽訂(ding)任(ren)(ren)期(qi)制(zhi)和契約(yue)化(hua)協議，2022年(nian)管(guan)理(li)(li)人(ren)(ren)(ren)(ren)員公(gong)(gong)(gong)開(kai)競(jing)聘上(shang)崗率(lv)達(da)(da)90.8%，管(guan)理(li)(li)人(ren)(ren)(ren)(ren)員退出(chu)率(lv)達(da)(da)10.57%，真正(zheng)實(shi)現(xian)(xian)“上(shang)崗靠競(jing)爭、任(ren)(ren)職論能(neng)(neng)力、收入憑(ping)業(ye)績(ji)”，營造(zao)干(gan)(gan)部(bu)(bu)(bu)職工(gong)(gong)(gong)干(gan)(gan)事創業(ye)氛圍。三是深入健全市場化(hua)用(yong)工(gong)(gong)(gong)機制(zhi)。合(he)理(li)(li)控制(zhi)人(ren)(ren)(ren)(ren)員規模，每年(nian)編制(zhi)勞動用(yong)工(gong)(gong)(gong)需求計(ji)劃(hua)，實(shi)施(shi)“增(zeng)(zeng)(zeng)人(ren)(ren)(ren)(ren)增(zeng)(zeng)(zeng)利潤(run)”考(kao)核(he)(he)，堅決不(bu)(bu)養“閑人(ren)(ren)(ren)(ren)、懶(lan)人(ren)(ren)(ren)(ren)、庸人(ren)(ren)(ren)(ren)”。規范勞動合(he)同管(guan)理(li)(li)，開(kai)展季度(du)(du)、年(nian)度(du)(du)績(ji)效考(kao)核(he)(he)，強化(hua)合(he)同續(xu)簽考(kao)核(he)(he)，向長期(qi)不(bu)(bu)在崗人(ren)(ren)(ren)(ren)員發(fa)起(qi)清理(li)(li)沖鋒號，2022年(nian)員工(gong)(gong)(gong)市場退出(chu)率(lv)達(da)(da)3.15%。對(dui)核(he)(he)心職能(neng)(neng)部(bu)(bu)(bu)門(men)制(zhi)定(ding)崗位(wei)考(kao)核(he)(he)標(biao)準，開(kai)展員工(gong)(gong)(gong)崗位(wei)技能(neng)(neng)考(kao)試，對(dui)不(bu)(bu)勝任(ren)(ren)崗位(wei)要求的(de)(de)(de)員工(gong)(gong)(gong)進(jin)行(xing)培訓(xun)或轉(zhuan)崗分(fen)流(liu)。破除員工(gong)(gong)(gong)身份(fen)限制(zhi)，堅持“不(bu)(bu)看(kan)(kan)身份(fen)、不(bu)(bu)看(kan)(kan)級別，只看(kan)(kan)崗位(wei)、只看(kan)(kan)貢獻”，對(dui)勞務派遣員工(gong)(gong)(gong)推行(xing)“積(ji)分(fen)制(zhi)”轉(zhuan)正(zheng)，截至2022年(nian)，36人(ren)(ren)(ren)(ren)實(shi)現(xian)(xian)身份(fen)轉(zhuan)換，形成(cheng)(cheng)“能(neng)(neng)者(zhe)上(shang)、優(you)者(zhe)獎、庸者(zhe)下、劣(lie)者(zhe)汰(tai)”的(de)(de)(de)選人(ren)(ren)(ren)(ren)用(yong)人(ren)(ren)(ren)(ren)格(ge)局(ju)。
探(tan)索多元中長期激勵機制(zhi)，為企業活(huo)力(li)動力(li)創(chuang)造(zao)力(li)注入“新鮮血液”
一是深(shen)入(ru)實施員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)持(chi)(chi)(chi)(chi)股(gu)有(you)力(li)綁定(ding)(ding)(ding)核心骨干。制(zhi)(zhi)定(ding)(ding)(ding)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)持(chi)(chi)(chi)(chi)股(gu)方案(an)并實施，堅持(chi)(chi)(chi)(chi)依(yi)法合(he)規、公(gong)開(kai)透明、增(zeng)(zeng)量(liang)(liang)引(yin)入(ru)、利(li)益綁定(ding)(ding)(ding)、以崗定(ding)(ding)(ding)股(gu)、動態調(diao)整等原則深(shen)入(ru)推(tui)進(jin)(jin)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)持(chi)(chi)(chi)(chi)股(gu)，474名核心員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)成(cheng)(cheng)為企(qi)(qi)業“當家(jia)人”，持(chi)(chi)(chi)(chi)股(gu)員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)70%股(gu)權設置3年鎖定(ding)(ding)(ding)，30%股(gu)權長期(qi)鎖定(ding)(ding)(ding)，做到深(shen)度和長遠綁定(ding)(ding)(ding)。打通股(gu)權暢通流轉(zhuan)的“最后一公(gong)里”，出臺股(gu)權流轉(zhuan)管理辦法和員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)持(chi)(chi)(chi)(chi)股(gu)平(ping)臺運(yun)營(ying)管理辦法，嚴格明確核心員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)“進(jin)(jin)退(tui)”標(biao)準(zhun)。深(shen)入(ru)探(tan)索員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)持(chi)(chi)(chi)(chi)股(gu)平(ping)臺內(nei)部(bu)治理，將股(gu)份數(shu)量(liang)(liang)、崗位、業績考(kao)核緊密掛鉤，實施動態調(diao)整，崗變股(gu)變，人退(tui)股(gu)退(tui)，個人考(kao)核變則分(fen)(fen)(fen)紅(hong)異，杜絕“躺平(ping)”，激(ji)(ji)發(fa)企(qi)(qi)業內(nei)生動力(li)和增(zeng)(zeng)長活力(li)。二是扎實開(kai)展(zhan)多種激(ji)(ji)勵工(gong)(gong)(gong)具分(fen)(fen)(fen)類(lei)激(ji)(ji)發(fa)動能。實行工(gong)(gong)(gong)資總(zong)額備案(an)制(zhi)(zhi)管理，同(tong)步探(tan)索分(fen)(fen)(fen)子公(gong)司超(chao)(chao)額利(li)潤(run)分(fen)(fen)(fen)享機(ji)制(zhi)(zhi)，按照分(fen)(fen)(fen)享總(zong)額不超(chao)(chao)過超(chao)(chao)額利(li)潤(run)10%、分(fen)(fen)(fen)子公(gong)司領導班子成(cheng)(cheng)員(yuan)(yuan)(yuan)(yuan)分(fen)(fen)(fen)享比例不超(chao)(chao)過30%進(jin)(jin)行兌現。開(kai)展(zhan)虛擬股(gu)權跟投激(ji)(ji)勵探(tan)索，對(dui)(dui)于符合(he)新(xin)產業、新(xin)業態、新(xin)商業模式的項目，或(huo)投資周期(qi)較(jiao)長、業務發(fa)展(zhan)前(qian)景不明朗、具有(you)較(jiao)高(gao)風險和不確定(ding)(ding)(ding)性的創新(xin)業務項目，對(dui)(dui)項目管理和執行團隊(dui)、專有(you)技術(shu)研發(fa)團隊(dui)的核心骨干進(jin)(jin)行虛擬股(gu)權激(ji)(ji)勵，根(gen)據項目運(yun)營(ying)情況(kuang)取得分(fen)(fen)(fen)紅(hong)收益。試點職(zhi)能內(nei)公(gong)司制(zhi)(zhi)，對(dui)(dui)正式、外聘員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)實行統一考(kao)核標(biao)準(zhun)，由生產經(jing)營(ying)部(bu)門核定(ding)(ding)(ding)其(qi)(qi)服(fu)務數(shu)量(liang)(liang)、質量(liang)(liang)和效(xiao)率(lv)，確定(ding)(ding)(ding)工(gong)(gong)(gong)資收入(ru)，個人年均薪酬(chou)(chou)增(zeng)(zeng)幅超(chao)(chao)過10%，激(ji)(ji)發(fa)價值創造(zao)熱情。三是激(ji)(ji)勵效(xiao)果成(cheng)(cheng)效(xiao)顯(xian)著(zhu)。自開(kai)展(zhan)激(ji)(ji)勵尤其(qi)(qi)是實施員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)持(chi)(chi)(chi)(chi)股(gu)以來(lai)(lai)，全員(yuan)(yuan)(yuan)(yuan)勞動生產率(lv)較(jiao)改革前(qian)提升超(chao)(chao)75%，在助推(tui)企(qi)(qi)業高(gao)速發(fa)展(zhan)的同(tong)時也(ye)享受到改革帶(dai)來(lai)(lai)的紅(hong)利(li)，核心骨干收獲資本(ben)投資收益，員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)人均薪酬(chou)(chou)較(jiao)混改前(qian)顯(xian)著(zhu)增(zeng)(zeng)長，“關注降本(ben)增(zeng)(zeng)效(xiao)、與企(qi)(qi)業共進(jin)(jin)退(tui)、形成(cheng)(cheng)命(ming)運(yun)共同(tong)體”已成(cheng)(cheng)高(gao)度共識(shi)，員(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)凝聚力(li)、執行力(li)、戰斗(dou)力(li)全面激(ji)(ji)發(fa)。