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作为一个生产石油钻采专用设备的制造企业,江汉油田四机厂和许多老牌“资深”的国有大中型企业一样:机构设置小而全,“企业办社会”的包袱重,主辅人员配置倒挂,管理层次多,人工成本高等。这些都严重地阻碍着企业的发展。 去年6月,中国石化集团在系统内推行减员增效,实施职工与企业协议解除劳动合同。该厂面临的最大现实就是“两个势在必行”,一是减员势在必行,二是实行改制势在必行。但该厂党政领导认为,减员作为企业改革的一种手
As a manufacturer specialized in producing oil drilling equipment, Jianghan Oilfield IV Plant is the same as many veteran “senior” state-owned large and medium-sized enterprises: the organization is small and complete, the burden of “doing business by society”, the configuration of main and auxiliary personnel upside down , Management level and higher labor costs. These are seriously hindered the development of enterprises. Last June, Sinopec Group implemented downsizing and efficiency enhancement within the system and implemented the agreement of workers and enterprises to terminate the labor contract. The biggest reality the plant is facing is “two imperatives”. First, downsizing is imperative. Second, it is imperative to carry out restructuring. However, the factory party and government leaders believe that downsizing as a kind of business reform