2015年是京城控股公司“十二五”战略规划执行的收官之年。针对公司升级、疏解、转型、盘活等重点工作,通过工会现有职能的创新,适应国有、国有控股、参股、混合所有制等经济形式并存,职工流动性加大,工作地域的广泛的要求;通过工会服务能力的提升,适应职工群体的诉求、意愿呈现个性化、差别化趋势的要求。一是围绕中心工作,以一企一策工作方式,发挥组织优势,主动作为。突出企业特色,清晰工会主责,重心下移,全面服务,引导职工理解改革、参与转型、实施升级,开展 2015 is the closing year of the implementation of the “12th Five-year” strategic plan of the capital holding company. Through the innovation of the existing functions of the trade unions, the Bank will adapt to the extensive tasks of upgrading, resolving, restructuring and activating the company through the innovation of the existing functions of the trade unions so as to coexist with the economic forms of state-owned enterprises, state-controlled shares, mixed ownership and mixed ownership, the mobility of workers and the work areas; The improvement of the service ability of the trade unions and the demands of the workers’ groups are in line with the individualized and differentiated trends. First, work around the center and take one firm, one firm and one mode of work as a working method to exert organizational advantages and initiatives. Prominent business characteristics, clear the union’s responsibility, center of gravity down, full-service, guide workers to understand the reform, to participate in the transformation, the implementation of upgrades, carry out