Zibo No.4 Middle School Recruitment

In the mid-1990s, the operation of state-owned enterprises was bleak, and statistics showed that more than two-thirds of them were at a loss. As the lifeblood of the national economy, state-owned enterprises have become a heavy financial burden and political hidden danger.

The reform of state-owned enterprises was the most difficult bone for the government at that time. 1in March 1998, 69-year-old Zhu Rongji was officially elected as the Prime Minister of the State Council. As soon as he took office, he faced the test of state-owned enterprise reform. When answering questions from Chinese and foreign journalists, he solemnly vowed that no matter whether there is a minefield or an abyss in front of him, he will do his best and die.

In order to realize the goal of extricating state-owned enterprises from difficulties in three years, Premier Zhu asked state-owned enterprises to reform themselves. In the wave of shutting down and turning, the number of state-owned enterprises has been greatly reduced. Only by eliminating backward production capacity and improving personnel efficiency can state-owned enterprises, which have been thrown into market competition, maintain their vitality, and layoffs have become an immediate way to reduce their burdens, which has also brought about a wave of layoffs in the late 1990 s.

1999, the Fourth Plenary Session of the 15th CPC Central Committee proposed to deepen the reform of state-owned enterprises, separate government from enterprises-cancel the administrative level of state-owned enterprises, and change the appointment and dismissal of managers into appointment system and recruitment, which became a new prescription for reform.

This year, 4 1 year-old Ning was hired as the chairman of the board of directors of China Resources Group. As a red central enterprise with a history of 83 years, China Resources is headquartered in Hong Kong, one of the most active markets in the global market economy. It can be said that all central enterprises are at the forefront of marketization. Ning worked in China Resources for 12 years.

From 65438 to 0958, Ning was born in an ordinary family of doctors in Binzhou, Shandong. He is the second child, with a brother above and a younger brother below. A few years later, the Ning brothers all had their own careers, which have become household names in the local area. In 1970s, young Ning Gaoning didn't know the later development track.

(Remarks: According to readers' feedback, Ning was born in gaoqing county, Huimin District, Shandong Province, and later changed to Binzhou City due to regional administrative division, and gaoqing county was assigned to Zibo City).

Everything is step by step. Ning,/kloc-graduated from high school at the age of 0/7 and responded to Chairman Mao's call to "go to the countryside" and became an educated youth in the countryside. A year later, ten years of turmoil ended, and the whole society of China began to get on the right track. At the end of this year, Ning became a recruit of an artillery company.

1977, Comrade Deng Xiaoping, who had just returned, presided over a symposium on science and education and made a decision to resume the college entrance examination that year. 1977 winter and 1978 summer, China ushered in the largest exam in the history of the world, with a total number of applicants reaching 1 1.6 million.

News of the resumption of the college entrance examination reached the army, and Ning, who has always liked reading, did not hesitate to sign up for the college entrance examination. At that time, Ning wanted to be a writer, so she applied to the Chinese Department of Shandong University. As a result, the Chinese Department was full and he was transferred to the Economics Department.

At that time, economics was not a popular major, but this change of fate changed Ning's life track. China may have lost a writer, but he made an outstanding entrepreneur.

65438-0983, after being selected by the graduate school, Ning, who obtained a degree in economics, flew to Pittsburgh, USA to study for an MBA. He also became the first outstanding person who learned modern enterprise management after China's reform and opening up.

Four years later, Ning joined China Resources Group after returning to China. At that time, China Resources was adapting to the situation of foreign trade system reform and gradually transforming from a comprehensive trading company to a diversified holding enterprise group with industry as the core.

Ning started as a grass-roots employee, and in 12, his rational thinking and practical thinking on enterprise management were also polished a little.

From 65438 to 0999, the reform of state-owned enterprises was in full swing, and Ning, who was in charge of China Resources, boldly put forward the idea of "rebuilding China Resources". With the great opportunity of 200 1 China's entry into WTO, Ning led China Resources to set off a wave of mergers and acquisitions in the market, and made efforts in real estate, beer, retail, textile, electric power, medicine, building materials and other industries.

At present, China Resources' retail, beer, gas, real estate, medicine and medical services rank among the top in the country. The operating performance and efficiency of China Resources Power and China Resources Cement are outstanding in the industry. China Resources Land is one of the powerful comprehensive real estate developers in Chinese mainland. Snowflake, Ipoh, CR Vanguard, Vientiane City, 999, Shuanghe, Dong 'e Ejiao and Jiang Zhong are well-known brands in China.

These are inseparable from Ning's imaginative strategic reform of China Resources.

In 2004, after completing the mission of rebuilding China Resources, Ning received a transfer order from the north and became the "top leader" of COFCO.

COFCO was established in 1949. After 70 years of development, it has gradually become an enterprise integrating agricultural products trade, logistics, processing, production and sales of grain, oil and food, providing grain, oil and food for nearly a quarter of the world's population.

Compared with China Resources, which is at the forefront of market economy, Beijing COFCO's corporate culture and management concept are very different from China Resources.

As an airborne soldier, it is considered almost an "impossible" task for Ning to control the grain in elephants.

It is precisely because of a clear understanding of the role of airborne troops that Ning did not carry out drastic reforms as he did when he was in charge of China Resources, but actively investigated.

Being a manager and a leader is not as dramatic as the ups and downs in business stories. On the other hand, it is tedious and boring. We need to come up with solutions according to different situations again and again, and unify our understanding from top to bottom.

The reform of COFCO began, but this time it was better not to start a business first, but to focus on people. Ning attaches great importance to the cultivation of COFCO managers' leadership and corporate organizational culture, fundamentally opens up the matching degree of powers and responsibilities of management cadres in central enterprises, and selects cadre training teams with contractual, transparent and regular incentive and restraint mechanisms.

The idea of organizing the team is the same, and the strategy will be promoted more smoothly. Under the leadership of Ning, COFCO implemented the whole industrial chain strategy of "from field to table". Since 2005, COFCO has started an era of great integration, reorganizing Xinjiang Tunhe, China-Turkey Animal Husbandry and Zhonggu, acquiring Shen Baoheng, holding Fengyuan Biochemical, taking over the grain Dojo and taking a stake in Mengniu.

After a series of dazzling capital operations, Ning used the same means to set off a "Morgan-style" whirlwind in another unfamiliar battlefield.

From 2004 when China Resources parachuted into China and was transferred to Sinochem in 20 16, the total assets of COFCO under Ning Group increased from 67.6 billion yuan to nearly 460 billion yuan, and its revenue increased from 4.41100 million yuan to 405.4 billion yuan. Ning Gao Ning once again turned the impossible into reality.

2065438+0610.5, 16, the news that Ning was airborne again became the focus of public opinion. This time, he became the "top leader" of Sinochem, which is known as the "fourth barrel of oil".

Sinochem Group was founded in 1950, and established the predecessor of Sinochem Group, China Import and Export Corporation, which was responsible for trade with socialist countries such as the Soviet Union.

In the year before Ning took office, Sinochem had developed into an industry giant. In 20 15, the company achieved revenue of 385100000 yuan, ranking 105 in Fortune Global 500. But like other energy companies, Sinochem has to face the impact of low oil prices. In addition, the macroeconomic situation in China has also started to slow down and shift gears, and Sinochem Group is facing an unprecedented grim situation.

Compared with COFCO, Sinochem is only much more complicated in business structure. Some analysts believe that the world may not find a company with the same business model as Sinochem, putting oil, seeds, real estate, finance and other businesses in one basket.

However, similar to being in charge of COFCO, Ning is also an "airborne soldier" this time. Therefore, if Sinochem Group wants to transform, the first thing to transform is people's thoughts.

On May 20 16, the new head of Sinochem held the first formal strategy seminar since taking office. The seminar lasted for three days, and lasted almost every day until eleven o'clock in the evening. Finally, a consensus was reached to build Sinochem into an innovative and diversified enterprise with petrochemical and fine chemicals as its main business, covering agriculture, real estate, finance and other fields.

In fact, besides managing Sinochem, Ning also shoulders another more important task-the merger and reorganization of China Sinochem and China National Chemical Corporation.

For a long time, it was difficult for the outside world to distinguish between these two central enterprises. China National Chemical Corporation was established on the basis of the enterprises under the former Ministry of Chemical Industry, and it is the largest chemical enterprise in China. China National Chemical Corporation ranks 16 1 in Fortune 500, with145,000 employees and 87,000 employees located outside China. It is also a monster.

In fact, these two Fortune 500 companies not only have similar names, but also have serious homogeneity in many businesses.

Since Ning became the chairman of Sinochem Group, there have been endless rumors about the merger of the two industries, but it was not until the middle of 20 18 that the trend of merger and reorganization gradually became clear. In June this year, the former chairman of China National Chemical Corporation announced his retirement. Ning, chairman of Sinochem Corporation, also served as chairman and party secretary of China National Chemical Corporation.

202 1, after more than two years of rumors, the merger of industrialization and modernization finally came to an end. In 20021year, China Sinochem Holdings Co., Ltd. (hereinafter referred to as "China Sinochem"), a new central enterprise formed by the merger and reorganization of China Sinochem Group and China National Chemical Corporation, was formally established. The total assets and income of the new company exceeded one trillion yuan, and the number of employees reached 220,000, making it the largest comprehensive chemical enterprise in the world.

63-year-old Ning made her debut again when she was approaching retirement age, and was appointed as the helm of China Sinochem.

Although the media called him "Red Morgan", the boss of this central enterprise is particularly clear about his position. On many occasions, he has said that he is just a professional manager and a "cowboy" of state-owned enterprises.

Compared with many self-made private entrepreneurs, Ning may be a little less legendary, but he has taken charge of four central enterprises and achieved remarkable results. He no longer needs to prove himself.

His success is a shining part of the reform of state-owned enterprises in China. His experience is worth learning for all entrepreneurs.

No one knows that Ning Gaoning has no guidance.