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我们宝钢集团常州冶金机械厂建于1960年，属国家大型一类企业。近几年来，我们对企业的相关辅体进行了改制，分离、改制了22家子公司，职工人数从原来的4000多人减少到现在的不到2000人。去年以来，又成功地完成了卫生所、物业公司和常冶宾馆的改制工作。目前正在推进汽运公司、技工学校的改制工作，到7月底全部改制结束。在工厂改革改制这一深刻变革过程中，如何解决好各种利益重组问题，为改制提供强有力的精神动力，确保大局稳定，推动改制工作顺利进行，我们以此为课题，围绕这场改革进行了积极的实践与探索。
We Baosteel Group Changzhou Metallurgical Machinery Factory was built in 1960, a large state-owned enterprises. In recent years, we have restructured, separated, and restructured relevant subsidiaries of enterprises into 22 subsidiaries. The number of employees has dropped from over 4,000 to less than 2,000 now. Since last year, it has successfully completed the restructuring of clinics, property companies and hotels. At present, the reform of the automobile transportation companies and technical schools is being carried out and the entire restructuring will be completed by the end of July. In the course of this profound reform of the factory reform and restructuring, how to solve various interest restructuring issues, provide a powerful spiritual impetus for the restructuring, ensure the overall situation to be stable and promote the smooth progress of the restructuring work, and take this as a task to revolve around this reform A positive practice and exploration.