Kingdee

Shanxi National Games

 

Customer Overview

 

As a brand-new system design, the state-owned operating company has devoted great efforts and deep care of the provincial party committee and government. State-owned operating companies shoulder a special mission, adhering to the positioning of special institutions, operating special models, with special means, to assume the function of "advance and retreat" of state-owned capital. In, is the layout of emerging industries, support, pry Shanxi economic transformation and development. A retreat is an orderly exit from traditional industries, excess and backward capacity and inefficient and ineffective assets that do not have development prospects. Flow is to promote the professional reorganization and restructuring of provincial enterprises, speed up the reform of mixed ownership, and promote the orderly flow of state-owned capital. The transfer is to rely on the multi-level capital market to speed up mergers and acquisitions and improve the capitalization and securitization of state-owned assets. Insurance is to use a variety of financial instruments and capital operation methods to strengthen risk prevention and control, maintain the safety of state-owned capital, and ensure the preservation and appreciation of state-owned capital.

According to the brand-new functional orientation, the state-owned assets operation company closely focuses on the strategic intention of the provincial party committee and government, gives full play to the functions of tool companies such as Jinchuang Investment, Jinyang Assets, Jinxin Capital, Jinqi Factoring, Jinshang Promotion and State-owned Assets Operation Research Institute, closely focuses on the transformation goal, scientifically optimizes the layout of state-owned capital, promotes the implementation of a large number of major restructuring, focuses on "six new breakthroughs, and a number of emerging industrial companies.

In accordance with the major decision-making and deployment of the provincial party committee and the provincial government to deepen the reform of state-owned assets and state-owned enterprises, the management of digital intelligence is promoted to refine management, and the human resource management system of provincial enterprises is built with high standards, focusing on the acquisition, allocation, utilization, retention and development of human resources. Link, benchmark world-class, comprehensively improve capabilities, consolidate the "six fixed" reform results, and effectively enhance the scientificity, improve the supporting role of human resources to the strategic objectives of enterprises, and continuously improve the human resources management level of provincial enterprises.

 

Business challenges

 

For a long time, Shanxi has been intricately connected with the structural contradiction of "one coal dominates", the institutional contradiction of "one share dominates", and the quality contradiction of insufficient innovation, which is superimposed with the problems of extensive management and extensive operation of state-owned enterprises. the problem of homogenization of state-owned enterprises is serious, and the market competitiveness and voice are generally not strong. Shanxi Provincial Party Committee and Provincial Government creatively put forward the reform idea of "hierarchical authorization, clarification of responsibilities, and character structure.

In order to conscientiously implement the spirit of the 12th Provincial Party Congress and resolutely implement the spirit of the provincial state-owned enterprise deepening reform, quality improvement and efficiency promotion meeting, Shanxi State-owned Capital Operation Co., Ltd. (hereinafter referred to as "Shanxi National Transportation") operates with capital to support technology Innovation and industrial upgrading; use technology to empower, build a digital management platform, promote management innovation and business innovation, promote provincial enterprise process control, improve quality and efficiency, and ensure the preservation and appreciation of state-owned assets.

Compared with the general large-scale professional state-owned industrial groups, state-owned capital operating companies often have the characteristics of many subordinate enterprises, many industries, large volume and complex management needs. Shanxi Guoyun aims to realize the efficient management of "human, financial and material" in provincial enterprises. Join hands with Kingdee to build a state-owned capital digital intelligent management platform.

 

Solution

 

The platform is composed of "one cabin, eight vertical and three horizontal". Focusing on the eight dimensions of "production, procurement, sales, inventory, finance, accounting, cost management and human resources", the platform has built eight systems of "capital monitoring, financial management, human resources, investment management, sunshine procurement, financing, supply chain finance and asset management", and has made positive progress and achievements.

 

Project Value

 

1. Investment Management

1, investment supervision under the new normal of state-owned assets supervision function transformation.

 

The investment management system construction project of Shanxi State-owned Capital Operation Co., Ltd., as the "one vertical" system in the "one cabin, eight vertical and three horizontal" of the digital intelligent management platform of the National Transportation Company, this investment management system will use digital intelligent means to standardize the investment behavior of funded enterprises, prevent investment risks, improve investment efficiency, promote the optimization of the layout of state-owned capital as the goal, ensure the preservation and appreciation of state-owned assets, and implement the new investment management mode, horizontal coverage of the full life cycle management of investment projects (including pre-investment, mid-investment and post-investment links); vertical coverage of the top (National Transport Company), middle (provincial enterprise groups) and grass-roots, penetrating into the investment subject enterprises.

According to the spirit of the document "Implementation Opinions of the State-owned Assets Supervision and Administration Commission of the State Council on Accelerating the Transformation of State-owned Assets Supervision and Administration Commission on Focusing on Capital Management", it adapts to the status quo of the capitalization of state-owned assets and the diversification of state-owned enterprises' equity in the development stage, and conforms to the development trend of marketization, legalization, and internationalization. In response to the current offside, absence, absence and dislocation of capital operation supervision, from the regulatory concept, regulatory focus, regulatory approach, regulatory guidance and other aspects to make a comprehensive and fundamental change. Promote the deep integration of informatization and supervision business, unify the information work platform, realize real-time online dynamic supervision, and improve the pertinence and effectiveness of supervision. Intensify the supervision and inspection of the implementation of the state-owned assets supervision system, continuously improve the supervision system, innovate supervision methods, and strictly investigate responsibility.

In the "Notice of Shanxi State-owned Capital Operation Co., Ltd. on Printing and Distributing the Construction Plan of State-owned Capital Digital Intelligent Management Platform", it is pointed out that it is necessary to earnestly implement the spirit of the 12th Provincial Party Congress and resolutely implement the deepening reform of state-owned enterprises in the province. The spirit of the promotion meeting is to build a digital management platform for state-owned enterprises. The core goal is to strengthen the supervision of investment projects of state-owned capital operating companies and prevent investment risks, the management process of investment projects of provincial enterprises is standardized, quality and efficiency is improved to ensure the maintenance and appreciation of state-owned assets.

With the help of digital intelligence, a tool for management solidification is formed, and a new systematic management and control mode is formed in various aspects such as standardization, dynamic tracking, assessment and evaluation, early warning analysis, risk management and control, etc. At the same time, the policy environment continues to lead and the provincial government attaches great importance to and promotes the transformation of digital intelligence, and cooperates in the implementation of business process reorganization and information construction, the formation of a complete system of "management is built on system, system is built on process, process is built on authority, authority is built on platform, platform is built on data" can realize the strengthening of management and the improvement of efficiency, and realize the high quality development of state-owned enterprises.

 

2, vertical through, horizontal coverage, build investment life cycle management platform.

 

The core of the investment management system is to use digital intelligence tools to realize the standardized management, check decision-making and risk control of investment projects of provincial state-owned enterprises. Through this system, the core function orientation of national transportation direction guidance, procedure compliance, risk prevention and clear assessment will be strengthened. Optimize the investment management and control mode through digital intelligence management, improve the operation level of state-owned assets, improve the income of investment projects, provide decision analysis and support for promoting the optimization of state-owned capital layout, and enable provincial enterprises to implement fine management of the whole life cycle of investment projects (including pre-investment, mid-investment and post-investment), to achieve the goals of smooth business collaboration, controllable hierarchical management, dynamic tracking and early warning, timely and accurate evaluation, and to achieve the precision, control and sunshine of investment project management.

From the perspective of vertical organization level, the digital and intelligent investment management system has constructed a triple risk management system of "state-owned assets supervision-enterprise group-investment subject", flexibly constructed an early warning model, controlled the project progress and capital investment through big data collection, analysis and discovery, strictly controlled over-budget investment and overdue construction, effectively prevented, controlled and properly solved risk events in a timely manner, and realized comprehensive risk control.

From the perspective of horizontal business process, the digital and intelligent investment management system establishes a "pre-investment-mid-investment-post-investment" full life cycle management that runs through project reserve, project initiation, investment decision-making, implementation management and post-project evaluation, realizing comprehensive closed-loop control of investment that is knowable, visible, controllable and evaluable, and strictly controlling avoiding regulatory investment and unprofitable investment.

 

2.1, business and system platform design principles

 

Design business principles based on:

Adhere to the benefits of this:Deeply grasp the fundamental attributes of enterprise profitability, establish a firm concept of input and output, put the improvement of investment efficiency in the first place, and the income level of new investment projects should reach the industry "development line" standard;

Stick to the right direction:Focusing on the direction of superior decision-making deployment and state-owned capital layout optimization and structural adjustment, with strategic planning as the guide, focusing on the main responsibility and transformation and development, scientifically implementing incremental project investment, and strictly controlling non-main business investment;

Insist on doing what you can:Coordinate the level of assets and liabilities, financial strength, fund-raising capacity and the solvency of investment projects, scientifically and rationally plan investment projects and formulate investment plans;

Adhere to risk control:Deeply understand the basic characteristics of investment with risk, establish a "bottom line" thinking, comprehensively and accurately discover and identify all kinds of risks in the investment process, do a good job in risk prevention and control plans, and strengthen risk management;

Adhere to compliance with laws and regulations:Strictly abide by the relevant regulations and regulations on investment, improve the investment management system and optimize the investment decision-making process.

The design principle of the system serves the business principle. The design is carried out from the four dimensions of management direction, management procedure, management risk and management return. Before investment, the investment scale is scientifically approved, the project investment subject is selected, the investment direction is strictly controlled, the investment income threshold is set, and the management control is marked out of unqualified investment projects in advance. Strengthen investment process control and strengthen real-time dynamic monitoring of project progress and project cost, support the penetration inspection of the whole process of the project, establish a normalized post-project evaluation process after the investment, connect the pre-investment and post-investment verification indicators in series, automatically initiate the post-evaluation process, record the evaluation process, and provide the basis for the evaluation of investment projects.

 

2.2, to create the first provincial-level state-owned investment management of the new benchmark.

 

According to the system construction goal of Guoyun Company: Guoyun penetrates the supervision group to centrally control the daily operation of the business, and realizes this goal through the following measures and actions:

Management system embedded:Establish the "main business directory, negative list, investment plan, project record/audit" control system;

Full life cycle control:Establish the whole life cycle management of pre-investment-investment-post-investment through project reserve, project approval, investment decision-making, implementation management and post-project evaluation, so as to realize the investment knowable, visible, controllable and evaluable;

Comprehensive risk warning:Flexible construction of early warning models, strict control of over-budget investment, overdue construction, effective prevention, control and timely and proper resolution of risk events;

Full budget control:Based on "contract budget", process control project cost through bidding execution tracking, fund payment and problem feedback;

Fully digital management and control:Digitize the business, form digital assets, explore the value of data, and then achieve the construction goals of our project.

 

2.3, the construction path: half a year to see results, one year into the system, two years of full coverage.

 

According to the three nodes of "half a year's results, one year's system, two years of full coverage", around the construction principle of "overall design, easy before difficult, pilot first, gradual promotion", at the same time, the data scope of this investment management to make the corresponding stage division.

 

The main function design content includes: investment management system, data analysis, management cockpit, heterogeneous integration, to achieve management data visualization analysis, enterprise level project management full-cycle business flow, sharing data, hierarchical control, to achieve a unified investment management platform.

The overall architecture of the investment management system is summarized as a "12345" overall architecture system:

 

 

3, to create a new pattern of investment management of the national transport digital intelligence, to achieve investment and operation supervision of a game of chess.

 

In order to finally realize top-level monitoring, middle-level traceability, easy operation at the grass-roots level, and layer-by-layer connection, the construction of the investment management system meets the overall overall control of the national transportation company's compliance control, project risk monitoring, project assessment and evaluation of investment management. at the same time, it further promotes the fine investment management of provincial enterprises, and establishes a digital intelligence mechanism with upper and lower linkage and coordination around the investment management system to achieve high-quality development. The specific value can be summarized as follows:

1) Fully implement the "32-character requirements" and form a "five-on" system;

2) Build the first investment management platform in China, so that investment becomes the ballast stone and enterprise lifeline of the province's economic development;

3) To solve the whole process of investment business management, covering the pre-investment planning decision-making approval, investment cost, quality, progress management, post-investment rating assessment exit;

4) Solve the problem that investment portraits are not visual, information is difficult to penetrate, and management is not closed-loop;

5) Precipitation process data and post-investment results data assets, back-feeding pre-investment decision-making analysis, for the province's investment project benefits to provide data support, to solve the problem of low efficiency of investment projects;

6) It is not only to meet the needs of superior supervision, but also to meet the needs of each unit's own investment and operation. It is a system full of vitality.

Specifically in terms of the full life cycle of the investment business:

In the pre-investment business, the system realizes the "two-line" goal and the comprehensive embedding of the management system, with project reserves, investment plans, main business catalogues and negative lists as the core management tools, and is linked with investment decisions, incorporating the rate of return on investment and the cost of capital rate, and coordinating and optimizing investment projects.

In the investment business, the system takes schedule control, cost control and major unfavorable factors as the core of investment management, provides flexible options for project management business operations, takes "contract budget" as the basis, controls project costs through bidding execution tracking, fund payment and problem feedback, and realizes a set of processes throughout project management and investment supervision.

In the post-investment business, for the objective evaluation of projects, two independent and collaborative evaluation systems, enterprise evaluation and national transportation evaluation, have been designed systematically. According to the actual situation of the project, the enterprise can flexibly set the weight in terms of economic effect, social effect and people's livelihood effect, and objectively reflect the comprehensive evaluation of the project. Guoyun Company has implemented two rounds of evaluation on the project, the first being the process compliance evaluation, the last being the realization of the development line index evaluation, and then realizing the comprehensive evaluation of the enterprise's investment capability according to the project weights of different scales.

 

2. human resource management

 

In accordance with the major decision-making and deployment of the provincial party committee and the provincial government to deepen the reform of state-owned assets and state-owned enterprises, to promote the refinement of management with management digital intelligence, to build a high-standard human resource management system for provincial enterprises, and to focus on the core links of human resource acquisition, allocation, utilization, retention and development, benchmarking the world's first-class, comprehensive promotion

To enhance the ability, consolidate the achievements of the "six fixed" reform, effectively enhance the scientific, accurate and standardized management, improve the supporting role of human resources on the strategic objectives of enterprises, and continuously improve the human resources management level of provincial enterprises.

 

1, innovative "six fixed" regulatory model, focusing on the construction of three major systems, to achieve penetration of supervision.

 

1.1. Streamline the organization, strictly control the establishment, and strengthen the organizational control system

 

institutions. According to the "Implementation Opinions on Establishing a Long-term Mechanism for the" Six Fixed "Reform of Provincial Enterprises", provincial enterprises must continue to reduce the level of enterprises, streamline the number of legal persons, and urge subsidiaries at all levels to strictly implement the relevant regulations on institutional allocation quotas. The state-owned operating company conducts monthly monitoring of the number of provincial enterprise legal persons and changes in levels, clarifies the criteria for defining management levels, and strictly controls the establishment of new sub-branches at level 4 and below. Include the shared service center and the division into the "six fixed" scope, strictly control the number of group companies to set up, in principle, sub-branches at all levels shall not be set up.

Digital intelligent human resources system-organizational structure management helps to see different types of organizational structures such as corporate structure, management structure and virtual structure of provincial state-owned enterprises at all levels, and to clarify the level to which each enterprise belongs.

established posts. Digital intelligent human resources system-post management helps to count the number of employees in provincial enterprises at all levels, control the total number of employees, monitor the implementation of the establishment and warn of overstaffing.

 

1.2. Strictly control cadres, revitalize talents, and strengthen the cadre talent system

 

Number of posts. The digital intelligent human resources system-job management helps to count the number of core cadres of provincial state-owned enterprises at all levels, realizes the control of the number of core cadres, monitors the implementation of the number of cadres and warns of overstaffing.

mechanism. According to the "Implementation Opinions on Establishing a Long-term Mechanism for the" Six Determinations "Reform of Provincial Enterprises", provincial enterprises must improve the open working mechanism for the whole process of recruitment and employment, and implement the main responsibility of open recruitment. When the labor relationship of the group headquarters and sub-branches at all levels changes, except for the personnel appointed, appointed and exchanged by the organization, personnel in secret-related and foreign-related positions, and personnel placed in accordance with relevant national regulations, except for the transfer of personnel from party and government agencies and institutions, the horizontal transfer of personnel between provincial enterprises, the selection, competition, and exchange of personnel within the group, the special shortage of high-level talents, temporary post employment, labor dispatch, etc., all pass the provincial government website, The website of the state-owned operating company, and the website of the provincial enterprise group company publish recruitment announcements to publicize the recruitment results. Mixed ownership and equity diversification of state-owned holding enterprises, into the strict implementation of the "every entry must test". Recruitment activities that do not meet the requirements of the number of posts and posts are not allowed to be held.

 

1.3, performance-driven, stimulate vitality, strengthen the incentive and restraint system.

 

Fixed salary. According to the "Implementation Opinions on Establishing a Long-term Mechanism for the" Six Fixed "Reform of Provincial Enterprises", provincial enterprises must strictly implement the linkage mechanism of wages and benefits, increase profits, increase wages, decrease profits, and decrease wages; the increase in labor costs cannot be higher than The increase in profits over the same period. The total salary budget plan and the salary distribution plan of the person in charge shall be submitted to the provincial party committee and provincial government for approval by the provincial SASAC and the state-owned assets operation company respectively, and the total salary liquidation report shall be submitted to the provincial party committee and provincial government by the provincial SASAC. The salary management system of provincial enterprises, the salary distribution plan for the personnel of the group headquarters and the heads of secondary sub-branches shall be reported to the state-owned assets operation company for the record, and the comprehensive implementation of post-grading, grade-by-grade salary, matching of personnel and posts, and easy-to-post salary. Carry out equity and dividend incentives for executives, scientific and technical personnel, and key employees. Pay wages in full and on time, pay social insurance fees in accordance with the law, and supervise and hold accountable enterprises with unpaid wages. The intelligent human resources system helps to see the total wages, clarity, salary and treatment of provincial state-owned enterprises, and put an end to the phenomenon of unpaid wages and insurance.

fixed term of office. According to the "Implementation Opinions on Establishing a Long-term Mechanism for the" Six Fixed "Reform of Provincial Enterprises", provincial enterprises must improve the director tenure system, the manager appointment system, and the employee contract system, implement the leadership tenure target responsibility system, and improve the ability to go up and down., Can enter and exit, survival of the fittest mechanism, and comprehensively carry out performance appraisal. The board of directors of provincial enterprises shall clarify the conditions and procedures for the appointment or dismissal of managers, formulate job descriptions and lists of rights and responsibilities for managers, and sign job appointment agreements and business performance responsibilities with managers. It is necessary to formulate a system for managers to compete for posts, final adjustments and incompetent exits, and report to the state-owned operating company for the record. Put an end to the phenomenon that labor contracts should be signed but not signed, labor relations are not clear, employment is not standardized and illegal. No labor contract is signed, no employment is allowed. Seriously hold accountable companies that have irregular and illegal employment, major group labor disputes, and adverse effects.

 

 

2, through the "mechanism platform", build a "two-dimensional one flat" leading digital human management system.

 

When planning the human resources system of the state-owned capital digital intelligence platform, Shanxi State-owned Capital Operation Co., Ltd. jumped out of the traditional regulatory perspective, combined with the actual business scenarios, integrated the requirements of "control" and "empowerment", and realized the integration of "seeing", "managing" and "using" with the help of the construction of the information platform. Binding

The huge and complex management status of Shanxi's provincial enterprises, set up a "two-dimensional and one-level" digital human management system, and realize the leading governance system of "combining authorization and management, and unifying activation and good management" through the two major links of "mechanism platform.

2.1. "Two-dimensional and one-level" digital human resources management system

Shanxi's national transportation department will co-ordinate the construction of "unified system, bottom line red line, power and responsibility system" to ensure that the national transportation department will run through all provincial enterprises layer by layer and achieve consistent connection from top to bottom. Clarify the bottom line red line, embed the six iron laws into the system, unify the bottom line of the national transportation system, set the mechanism framework, formulate the enterprise management outline, unify the breeding and retention mechanism, implement classified authorization, carry out classified authorization and decentralization, and highlight the focus of supervision and supervision.

On the one hand, provincial enterprises need to undertake the implementation of the overall system and rules of the national transportation company, respond to the system requirements of the national transportation company, and undertake the red line requirements. On the other hand, depending on the enterprise, seeking truth from facts, the construction to meet the business characteristics and human resources management characteristics of the system.

2.2, "mechanism platform" two through.

 

Shanxi State-owned Capital Operation Co., Ltd. respects history and reality when planning the human resources system platform of the state-owned capital digital intelligence platform. The provincial state-owned capital operation takes the lead in building an integrated platform. The national transportation end focuses on "management, viewing and analysis". At the same time, it considers the business differences and management characteristics of provincial enterprises. Provincial enterprises focus on "execution, application and internal empowerment", through the "1 X" system, the two major links of the "mechanism platform" are realized to ensure that management is built on the system, the system is built on the process, the process is built on the system, and the system is built on the data.,

3, "six fixed" long-term mechanism of management quality, operation efficiency.

 

3.1, high starting point positioning, high standard requirements

 

The digital and intelligent human resource management system has achieved three major goals, one is to promote benchmarking, the other is to consolidate the "six fixed" results, and the third is to improve operational efficiency.

Promote benchmarking. Systematically reshape the human resource management mechanism of provincial enterprises. Learn from the experience of the state-owned enterprise human resources management benchmarking project announced by the State-owned Assets Supervision and Administration Commission of the State Council, effectively clarify objectives and responsibilities, clarify inputs and outputs, eliminate bloating and redundancy, improve the lean management capabilities of provincial enterprises, and ultimately achieve "cost reduction and efficiency enhancement, tapping potential and efficiency enhancement, and management efficiency enhancement".

Consolidate the "six fixed" results. The "six fixed" management mechanism is embedded in the platform to implement enterprise applications. Tracking and monitoring of the "six fixed" data, quantitative evaluation of the effectiveness of the reform, horizontal comparison between enterprises, data trigger preset thresholds, the system automatically issued an alarm, for the "six fixed" reform long-term adherence, continuous deepening to provide support.

Improve operational efficiency. By building a human resources database, people's data will be managed on a unified platform and in accordance with unified standards. Improve operational efficiency, break information islands, create a new engine for digital-driven management improvement, and effectively eliminate management gaps, strengthen the basic management of provincial enterprises, and provide support for the allocation of human resources in provincial enterprises.

 

3.2. The construction of business reform system has achieved remarkable results.

 

In-depth promotion of the "six fixed reforms", in response to the problems of overstaffed and complex provincial enterprise organizations, too many leadership positions, too large a proportion of management personnel, insufficient transparency in selection and employment, lack of tight salary and performance linkages, and rigid management of cadres and employees, learn from the central enterprises "Headquarters de-institutionalization" and "Three Systems" reform measures, the provincial party committee and provincial government launched the "six fixed" reform of fixed institutions, fixed number of posts, fixed posts, fixed mechanism, fixed salary and fixed term of office. The implementation of "double linkage" of salary, the annual performance salary of the person in charge of provincial enterprises is linked to the results of business performance assessment, but also linked to the economic benefits of the enterprise, and enterprises that do not complete the benefit indicators shall deduct the annual performance salary in proportion. For enterprises that make up losses and reduce losses, and have operating losses without major objective reasons, the person in charge shall not receive annual performance salary; half of the annual performance salary shall be linked to the results of making up losses and reducing losses. To promote equity incentives for listed companies, Taiyuan Heavy Industry has become the second provincial listed company to enjoy this policy after Shanxi Fenjiu.