Enterprise restructuring of Hangzhou No.2 Cotton Textile Factory

Hangzhou Zhonghui Cotton Textile Co., Ltd., formerly known as Hangzhou No.2 Cotton Textile Factory, is the largest cotton textile joint venture in Zhejiang Province with a history of 40 years. Enterprises have experienced three shocks: bankruptcy, reorganization and state-owned enterprise restructuring. These three shocks have not only brought great impacts on the management foundation, personnel, production and operation of this old state-owned enterprise, but also eliminated the inherent shortcomings of state-owned enterprises such as unclear property rights system, rigid labor and employment system and inflexible mechanism. From Hangzhou No.2 Cotton to Hangzhou Zhonghui, this is not a simple change of enterprise name, which contains two thorny problems how to solve the restructuring of state-owned enterprises. Namely: one is where the money comes from and the other is where people go. That is, how do state-owned enterprises maintain stability in the process of restructuring? Continue to develop? The restructuring process of Hangzhou Zhonghui Cotton Textile Co., Ltd. has answered these two questions well. During the period of 1998, according to the overall arrangement of the CPC Central Committee and the State Council on the reform and extricating large and medium-sized state-owned enterprises in the textile industry, the Hangzhou Municipal People's Government declared bankruptcy through legal procedures. In June of that year, Hangzhou Zhongxing Textile Factory, which is still state-owned, was reorganized. With the acceleration of the restructuring process of state-owned enterprises and the requirement of Hangzhou Municipal People's Government that state-owned assets withdraw from highly competitive industries in an orderly manner, ZTE Corporation was listed as a key enterprise to complete the restructuring in 2000. At the same time, it is determined that the restructuring of ZTE factory can only be carried out by public auction of net assets, and the auction targets are fixed assets and land use rights in production areas. Through the evaluation and confirmation of fixed assets and land use rights, Hangzhou Assets Appraisal Firm confirmed that the reserve price of the assets transferred by ZTE Factory was10.23 billion yuan.

On June 8th, 2000, 65438+February 8th, 2000, Hangzhou Property Rights Exchange Center published the Announcement on Investment Promotion of Restructured Assets of Hangzhou Zhongxing Textile Factory in Zhejiang Daily and Hangzhou Daily. In order to ensure fair, just and open bidding, a bidding committee composed of four employees from Hangzhou Economic Commission, Foreign Economic and Trade Commission, Economic Restructuring Commission, Labor Bureau, State-owned Assets Supervision and Administration Bureau, Finance Bureau, Municipal Federation of Trade Unions and other units and enterprises was established. Among 10 Chinese and foreign enterprises interested in bidding for investment, Zhejiang Guo Xin Holding Group Co., Ltd. passed the prescribed bidding procedures and won the bid with123.45 million yuan. 200 1 1 5 formally signed the confirmation letter of auction investment. At this point, the original assets of Hangzhou Zhongxing Textile Factory officially withdrew from state-owned assets and became the assets of all enterprises. From the government's point of view, the transfer of state-owned assets through bidding has also solved the problem of "where does the money come from" in the restructuring of state-owned enterprises, and provided financial guarantee for the restructuring of state-owned enterprises. The reform of state-owned enterprises not only clarifies the property right system, but also marks the change of the original employees' "national" identity. That is, the identity of "ownership by the whole people" and "master" formed under the planned economy has changed into "natural person" and "social person" who are employed according to the needs of the labor market under the market economy. When Hangzhou No.2 Cotton Company went bankrupt and reorganized Zhongxing Factory 1998, the employee's identity did not change, and the employee's ideas were outdated, which led to his serious laziness and the labor contract was still signed for a long time. Enterprises are resistant to every step of changing the management mechanism. After the auction of ZTE factory in February, 200/KLOC-0, the problem of employee identity conversion was first solved. We also call it "getting off first", that is, all employees on the state-owned "old car" of ZTE factory get off, that is, all labor contracts are terminated. Economic compensation after the termination of the labor contract, in accordance with the relevant provisions of the Labor Law, is based on my average monthly salary 12 months before the termination of the labor contract, and the economic compensation equivalent to one month's salary is paid for each full year of work in this unit. Among them, if the average monthly salary of employees is lower than that of enterprises, it shall be calculated according to the average monthly salary standard of enterprises (983 yuan). 20011/in late October, ZTE issued a notice to all employees to terminate the labor contract and receive economic compensation. On February 28th, the labor contract between the enterprise and 2,400 employees was officially terminated, and all employees left the enterprise after receiving economic compensation according to regulations.

Where did the workers get off the bus, that is, after the labor relationship between the enterprise and the workers was terminated? With the approval of the relevant departments of the municipal government, more than 2,400 employees (3,330 in total) of ZTE factory, laid-off workers and retired employees entrusted by ZTE factory were resettled in the following ways:

Get off the bus first, then get on the bus, that is, the new enterprises after the restructuring will absorb a batch. This is not a simple and general absorption, nor is it all getting on the bus again. But in line with the principle of lean and efficient, competing for posts to get on the bus. By the end of April, the new enterprise * * * had absorbed 934 employees of ZTE.

Second, the original more than 330 retired workers still need to go through retirement procedures according to the regulations of the municipal government office (1998) 103 when they reach the legal retirement age.

Third, 600 laid-off workers who have entered the re-employment center are willing to leave the center to terminate the trusteeship agreement and pay economic compensation according to regulations. Among them, those who are self-employed, engaged in self-employed or start private enterprises and obtain industrial and commercial business licenses can also receive employment subsidies (the standard is: continuous service 16 years or more, and they will be paid according to the 300 yuan standard for each full continuous service 1 year, but the longest is not more than 30 years. If the continuous length of service is less than 16, it will be paid by half) and a one-time subsidy (the standard is: continuous length of service 16 or more). According to the month when the custody period is shortened, a one-time subsidy will be given according to the basic living standard, including 325 yuan/month in the first year, 255 yuan/month in 260 yuan in the second year and 255 yuan/month in the third year. /kloc-the continuous length of service below 0/6 is halved). Those who don't want to be diverted can stay in the center until 20011and then be diverted out of the center.

Fourth, after the land requisitioner terminates the labor contract, in addition to receiving the relevant fees according to the regulations, if the payment period of the old-age insurance is less than 10 year, the one-time payment will be 10 year.

5. All employees who have reached the age of 50 for men and 40 for women before February 28th, 20001year and meet the conditions of "co-payment" can apply for "co-payment" at one time according to the payment base and proportion stipulated by the local social security department (that is, agree to pay the old-age insurance and serious illness insurance to the legal retirement age).

Sixth, those who meet the conditions for retirement and resignation shall retire and resign according to regulations.

According to the above resettlement methods, among the more than 2,400 employees and more than 600 laid-off workers entrusted by the former Zhongxing Factory, except for nearly 1000 employees employed by the new enterprise, more than 460 employees who meet the conditions of "joint transportation" and more than 280 laid-off workers who have not left the center,165,438 employees have been self-employed or registered as unemployed by 2000. In this reorganization, in addition to bidding for assets related to production and operation, and diverting laid-off workers who are on-the-job and entrusted, ZTE has also established "two centers" to manage the remaining non-operating assets (including sporadic real estate and land use rights such as staff hospitals and guest houses), as well as more than 5,200 retirees and 368 retirees, namely Hangzhou. The two "centers", with independent legal personality and state-owned assets, are affiliated to Hangzhou Asset Management Company and equipped with full-time management personnel. The former enterprise staff hospital was included in the service center for retirees, with medical services for retirees as the main body and external services at the same time, and the funds were partially self-supporting. The salary of management personnel and the expenses required for daily management shall be approved by the municipal competent department, allocated by the municipal finance in stages, earmarked for special purposes and closed for operation. The management of the two "centers" has been running for 1 years. The problems left over from the restructuring of the original enterprises are all handled by two "centers", and the burdens of the new enterprises are all stripped off. It is a "three noes" enterprise with no assets and liabilities, no retirees and no remaining problems. Reorganization has created a good and relaxed external environment for new enterprises. After Zhejiang Holding Group (now converted into Aerospace Zhonghui Group Co., Ltd.) won the bid for Hangzhou Zhongxing Textile Factory, it invested US$ 20 million (ratio: 75: 25) with Hong Development Co., Ltd., of which the registered capital was US$ 6,543,800,000, and set up a Sino-foreign joint venture-Hangzhou Zhonghui Cotton Textile Co., Ltd. to fully implement enterprise restructuring and management. After the establishment of Hangzhou Zhonghui Company, it began to operate according to the requirements of modern enterprise system, and implemented the general manager responsibility system under the leadership of the board of directors. The board of directors consists of five people, with China as the chairman and the first general manager appointed. In the setting of management institutions, we should set up production and operation command institutions in accordance with the requirements of being capable, efficient and able to quickly reflect market trends. According to the existing scale, the company has set up two production workshops, namely the spinning department workshop and the weaving department workshop. The management organization consists of general manager's office, finance department, supply and marketing company, technology development department, product development center, e-commerce office and production service department, with 8/kloc-0 management personnel. Among them, there are 27 managers in charge and above.

In terms of labor system, the company uniformly signed the first two-year labor contract for employees, and implemented dynamic management for employees according to the company's management regulations, with clear rewards and punishments. The operation and production changed from "four shifts and three shifts" to "three shifts and three shifts", and the number of workers decreased by 800. In the employment system, the company adopts an open two-way choice, adheres to the basic employment principle of "those who are competent are superior, those who are mediocre are inferior, and those who are mediocre are inferior", attaches importance to and gives full play to the role of various professionals and backbones, and implements the employment mechanism of one person with multiple functions and two responsibilities for one post.

In the distribution system, according to the principle that distribution according to work is consistent with responsibility and rights, the traditional concept of distribution is broken and tilted towards skilled workers, management backbones, product development and sales personnel. My income is linked to my contribution to the company, widening the distribution gap and forming an effective incentive mechanism.

In life logistics management, the company abandoned the traditional mode of enterprise running society, and implemented socialized recruitment and contracting in staff canteen, environmental sanitation and dormitory management. These contractors have no labor relations with our company. The company only supervises and inspects the food quality, environmental sanitation, dormitory sanitation and public security management, and pays according to the quality.

The company has established party committees, grass-roots party branches, trade unions and mass organizations of the Communist Youth League. The company will also establish a corporate culture with Zhonghui characteristics, care about the work, study and life of every employee, create a good working atmosphere, and carry out ideological and political work and trade union work with a brand-new look to adapt to the market economy.

From Hangzhou Ermian to Hangzhou Zhonghui, the enterprise experienced bankruptcy and reorganization in two years. The first bankruptcy reorganization was the change from state-owned to state-owned, and the enterprise only reduced the debt burden, but it was still a heavy burden; In the second bidding, the enterprise completely transformed from the property right system and employee identity, and the employee's mentality and concept changed greatly. Enterprises shed all kinds of burdens and went into battle lightly, showing great vitality: 1999, the reorganized enterprises stopped the losses of the old enterprises and realized profits of 9.7 million yuan that year; In 2000, the development momentum of the enterprise continued unabated, achieving a profit of 1 1 10,000 yuan. After the restructuring of 200 1, the enterprise showed its development potential and vitality, and realized a profit of16.2 million yuan. The experience of enterprise restructuring fully shows that only by following economic laws and thoroughly reforming the property right system, employee status and internal mechanism can state-owned enterprises be full of vitality and show vitality.