Enterprises are like creatures. In the process of development, macro-policy environment, market structure, competitors, micro-enterprises, core competitiveness, institutional system and other factors form an ecological environment, which has an impact on their lives from different angles. Facing China's entry into WTO and the increasingly fierce market competition, how to compete with foreign forces and competitors and how to maintain sustainable development should become the primary issue for enterprise leaders to seriously consider. Under the leadership of the group company, China Railway No.12 Bureau No.1 Company has actively explored how to build an ecological chain for the sustainable development of enterprises through the reform practice in recent years. Strategy-the "axis" strategy of ecological chain is the direction of progress and the long-term goal. Maintain the ecological chain of enterprises with a clear strategy and find their own position in the market. Without strategy or unclear strategy, an enterprise is like a floating ship on the sea, which can't reach the ideal shore without rudder. The formulation of strategy should be closely linked with reality, and two factors should be fully considered: first, the degree of grasp of the laws of international and domestic economic development; The other is the understanding of the growth experience, advantages and disadvantages of this enterprise. Only the organic combination of the two can make the strategy scientific and feasible. Since the restructuring of our company in the second half of 2000, the team members have taken strategic choice as the number one problem in the survival and development of the enterprise, and established the strategic goal of "strengthening the special project, making the brand bigger, separating the main from the auxiliary, operating on a large scale, establishing enterprises through culture and integrating resources". Specifically, on the basis of strengthening the two pillar products of bridge and pavement, accelerate the expansion of corporate brands to tunnels, hydropower and airports, and strive to cultivate the core competitiveness of enterprises; Accelerate the separation between the company and the base property, management and service layer, avoid investment risks, highlight the advantages of the main business, and ensure the annual output value of "double 65.438 billion+0 billion"; Accelerate the construction of corporate culture, develop and utilize the tangible assets, intangible assets and social resources of enterprises, and continuously enhance the competitive strength of enterprises. Brand strategy is the core of our company's overall strategy, and its brand positioning is the bridge and pavement, which is determined by the product advantages of enterprises. After 20 years of market tempering, our military enterprise has cultivated its own product brand-Bridge. Since the revolution, more than 500 bridges have been built in * * *, with a length of more than 70 kilometers. In bridge construction, he has rich construction experience and profound technical accumulation. With the expansion of enterprise scale, we will extend our development tentacles to expressway construction, aiming at pavement engineering projects, and set up a pavement company on 1998. The arrival of the peak period of expressway construction has promoted the rapid expansion of pavement companies. The construction capacity increased from 30 million yuan at the beginning of its establishment to 200 million yuan last year. In 2003, the output value of pavement construction accounted for 30% of the total planned output value of the company. Pavement construction project has become another pillar product of our company, and it and bridge construction project constitute the "wings" for the rapid development of enterprises. At present, in pavement engineering, the company has world advanced equipment worth nearly 100 million yuan from Japan and Germany, and its construction capacity has developed from black road to grass-roots and subbase in all directions; In terms of bridge engineering, it has world-leading equipment such as Germany and Italy with a value of more than one billion yuan, and has set up professional companies such as foundation, concrete transportation, beam-making and beam-erecting, forming a comprehensive construction capacity from bored pile foundation to beam-erecting, mastering a number of high, precise and sophisticated technologies for bridge deep-water and long-span construction, and successfully set foot on the Yangtze River (Luzhou Yangtze River Bridge), the Yellow River (Yima Yellow River Bridge) and the sea (Luzhou Yangtze River Bridge). These visual engineering carriers not only make the brand appreciate, but also promote the enterprise. After several years of practice, the strategic objectives established by our company have played a very strong role in promoting the development of enterprises, enabling enterprises to achieve leap-forward development, and the brand advantages of leading products such as bridges and pavements have been rapidly improved; The building production capacity has increased year by year, reaching 654.38+0.3 billion in 2002, a record high. The economic strength has gradually increased, and the stock of monetary funds reached more than 1 100 million yuan at the end of last year; The overall construction of the enterprise has developed in a coordinated manner, and its ability to resist market risks has been continuously enhanced. Talent-the "foundation" of ecological chain, "human resource is the first resource" and "talent is the most valuable commodity" have been confirmed by many successful enterprises. Talent is like oxygen in the natural ecology, without which enterprises can't survive. In the construction industry, under the situation of "many people", our company mainly tries to solve two problems in creating an ecological environment for talents:-Where do people come from? There are four main channels: first, introduction. It is a human responsibility for our company to introduce college graduates, and the indicators are clear. The labor department of the company has established contact with more than 40 universities across the country and actively participated in the meeting and exchange meeting of fresh graduates held by major universities. It was the first to get there and recruit talents. In 2002 alone, it received 65 college students with corresponding majors, which injected vitality into the enterprise. The second is to recruit people. According to the needs of the company's development, contract workers who graduated from high school are recruited from local areas from time to time, and they can be employed after short-term training. These people are young, energetic, dedicated and enterprising. Using them is a shortcut for enterprises to develop and utilize social resources. More than 65,438+000 farmer contract workers in our company play a key role in planning statistics, measuring experiments and mechanical driving.
The third is training. We have formulated long-,medium-and short-term training plans for cadres and skilled workers. Every year, more than 40 people are sent abroad for further study, and more than 1,000 people participate in various trainings organized by the company and the project department. The project of "Building a Learning Enterprise" is in full swing. The fourth is communication. On the one hand, young cadres with training prospects are transferred to the relevant offices of the organs after training at the grassroots level, aiming at improving the management level, and then entrusted with heavy responsibilities at the grassroots level to continuously improve the comprehensive ability of cadres to control the overall situation through up-and-down exchanges; On the other hand, actively carry out academic exchanges, technical competitions, on-site observation and other activities, mostly for talents to learn and exchange, show themselves and give opportunities and give the stage. Up to now, the company has more than 730 senior, middle and junior professional technicians, and strives to reach more than 1000 enterprise management and professional technicians by the end of the Tenth Five-Year Plan. -Where is it used? Employing people is a science and an art, and the success of an enterprise often depends on the success of employing people. On the issue of employing people, our guiding ideology is "not seeking everything, but seeking use". First of all, we must know talents. When we look at talents from the perspective of sociology and psychology, we will find that "realizing self-worth" is their common goal. Then, starting from the enterprise's goal, accurately grasping the psychological characteristics of talents, building a platform for them to do what they want, and organically unifying the enterprise's goal and personal value orientation are important ways to effectively develop human resources. Secondly, we should correctly select talents.
We have broken the old frame of seniority, broken the boundaries between cadres and workers, vigorously promoted the "horse racing system" and insisted on "looking at the level, not the diploma; Look at your grades, not just your age; Looking at performance, you can't just look at identity; The principle of "only looking at the advantages, not the disadvantages" is unshakable, which has opened up a "fast lane" for outstanding talents to stand out. In the past three years, more than 30 outstanding project managers and chief project engineers have been selected through the recommendation of grass-roots units, the inspection of company cadres and the deliberation of workers' congress, and a group of outstanding young intellectuals with good political quality, strong organizational ability and high professional level have taken on heavy responsibilities, thus realizing a major change in project management from extensive experience to knowledge innovation. At present, all the team members of our company have college education or above, and 85% of the heads of major functional departments and team members of nearly 40 engineering projects departments are young, knowledgeable and professional. We have also established a "100 backbone talents pool", which not only reserves high-level reserve forces for the development of enterprises, but also promotes traditional personnel management to human resource management, bringing realistic and potential competitiveness to the sustainable development of enterprises.
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