Group Party Committee Arranging "Four Winds Problem" Special Governance Work
Release time:
2021-11-11
News from our newspaper 11# February 5 , the group party Committee held an enlarged meeting of the party Committee to convey and implement the spirit of the higher-level party organization's special management work conference on drunk driving, drunk driving and the "four winds" behind it, and to mobilize and deploy the special management work on drunk driving, drunk driving and the "four winds" behind it. At the meeting, Jiang Xiaomeng, Secretary of the Party Committee of
Group Company, interpreted the work plan of the Party Committee of the State-owned Assets Supervision and Administration Commission of Jinhua City on the development of drunk driving and drunk driving of state-owned enterprise cadres and employees and the special governance of the "four winds" behind them. Notice of Jianfeng Group on Carrying out the Special Governance of Drunk Driving, Drunk Driving and the "Four Winds" Behind. He demanded that party organizations at all levels attach great importance to it, timely convey the spirit of the special governance work conference, sign a letter of commitment with party members, cadres and workers, actively organize to watch and study drunk driving warning educational films and related documents, do a good job in publicity and education, and carefully organize to ensure the effectiveness of the special governance work.
In order to strengthen the leadership of the special governance work, the party committee of the group company has also established a special governance work leading group for party members, cadres and employees drunk driving, drunk driving and the "four winds" behind it, with Jiang Xiaomeng, secretary of the party committee and chairman of the group As the team leader, Yu Jianhong, member of the party committee and general manager of the group, and Qin Xuping, secretary of the discipline inspection committee of the group, the team members include Huang Jinlong, Zhang Fengliang, Xiang Chongping and Chen Tianci. The leading group has an office with Qin Xuping as its director. The office is mainly responsible for the publicity, education, supervision, inspection and other related work of the implementation of the special governance work. At the
meeting, the participants also watched drunk driving and drunk driving warning educational films.
(ReporterNi Yingzhen)
Group Company Party Members and Cadres Drunk Driving, Drunk Driving and Behind"Four Winds Problem " Special Governance Work Plan (Excerpts)
In order to further consolidate and deepen the achievements of Party members' rectification, establish rules and create excellence, and strengthen the construction of Party members' work style, according to the provincial and municipal Commission for Discipline Inspection and the municipal SASAC Party Committee's plan to carry out the special management work of drunk driving and drunk driving of Party members, cadres and workers and the "Four Winds Problem " behind them, the Group Party Committee has decided to carry out the special management work of drunk driving and drunk driving of Party members, cadres and workers and the "Four Winds Problem " behind them throughout the Group. The specific plan is as follows: :
1. activity purpose
through special rectification activities, to effectively enhance the company's party members, cadres and employees of the concept of law and discipline, awareness of rules, to urge all party members, cadres and employees to deeply understand the serious adverse consequences of drunk driving and drunk driving, to firmly establish a red line awareness, to build a solid discipline bottom line, to overcome fluke and paralysis, to strictly demand themselves everywhere, model compliance with laws and regulations, party discipline, party rules and social ethics. At the same time, we should dig deeply into the behavior of drunk driving and drunk driving, investigate the unhealthy tendencies such as eating and drinking of public funds and the transfer of interests, establish a good social image of party members, cadres and workers of the group company, and create a clean and healthy internal environment of the enterprise.
2. activity arrangement
is to fully implement the special management work requirements of party members, cadres and workers for drunk driving, drunk driving and "four winds problem " behind it, and to focus on the "six one " action in combination with the actual situation of the company.
(I) a thematic deployment operation. Party organizations at all levels should carry out a comprehensive mobilization and deployment of special governance work, and convey the requirements of special governance work to every party member, cadre and employee.
(II) organize a special education action. Through various forms and propaganda carriers, every party member, cadre and worker is mobilized to take the initiative to assume the responsibility of propagandists and persuaders for the hazards of drunk driving and drunk driving, to widely publicize the hazards of drunk driving and drunk driving and "four winds problem " behind them, and to resolutely resist "four winds problem " .
(III) to carry out a full commitment. Carry out targeted educational activities, guide every party member, cadre and employee to sign a letter of commitment, and issue a reminder card for prohibiting drunk driving and drunk driving to every party member, cadre and employee. At important nodes such as holidays, reminders against drunk driving and drunk driving will be strengthened through peak newspaper, OA system, enterprise WeChat group, publicity slogans and other forms.
(IV) organize a special investigation and discharge operation. Since the 19th National Congress of the Communist Party of China, the situation of party members, cadres and employees who have drunk driving and drunk driving has been investigated; since the 19th National Congress of the Communist Party of China, the handling of party members who have drunk driving and drunk driving has been notified by higher-level organizations.
(V) to carry out a disciplinary inspection operation. For drunk driving, drunk driving, illegal eating and drinking and other violations of discipline and law in the enterprise, it is necessary to deal with them in the first place. All relevant personnel shall be "suspended first, then checked and then dealt with " , and shall be reported to the superior discipline inspection and supervision department in a timely manner according to the procedures. Insist on stricter discipline in the future, insist on backtracking, follow-up supervision, dig deep into whether there are illegal banquets, public funds to eat and drink, etc. "four winds problem " , so as to make cases "four clear " and "two supervision " , that is, to find out the reasons for drinking, to find out the participants, to find out the drinking places, and to find out the source of expenses. Supervise whether there is any situation of shielding and protecting, and supervise whether there is any case of leading cadres interceding and wiping. All cases involving the promotion and appointment of candidates shall be investigated and dealt with severely.
(VI) to carry out a responsibility check. Party members, cadres and workers who are drunk driving, drunk driving and behind the "four winds problem " verified, shall be investigated for management responsibility. For the lack of publicity and education, ineffective supervision and management, and repeated prohibitions on drunk driving and drunk driving, the relevant party organizations and leading cadres shall be seriously investigated for responsibility. For enterprises (departments) with high incidence of drunk driving and drunk driving and the outstanding 110 of "four winds problem ", the responsible persons of relevant enterprises (departments) should be interviewed.
3. activities require(I) to raise their positions and carefully deploy. In order to strengthen the leadership of special governance work, the group party committee has established a special governance work leading group. Party organizations at all levels should take special governance work as an important starting point for fulfilling the main responsibility of comprehensively and strictly governing the party, and earnestly implement it. Leading cadres, especially The main person in charge must personally deploy the special governance work, and must grasp the progress of the work to ensure that the special governance work achieves practical results.
(II) has been steadily promoted and strictly implemented. Party organizations at all levels should combine the actual situation of enterprises and formulate special governance work plans. Adhere to the comprehensive investigation in accordance with the standards and the scope of personnel, to achieve full coverage, no omission, do not cover up the existing problems, do not hide. Party organizations at all levels must combine the characteristics of party members, cadres, and employees, and the actual operation and management, carry out education and rectification work in accordance with enterprise conditions, and pay attention to actual results to prevent governance work from going through the scene.
(III) to strengthen supervision to ensure practical results. Drunk driving and drunk driving and the 126 management of the "
four winds problem " behind it should be taken as normal work and incorporated into the political ecosystem construction project of the group company. the supervision and investigation of drunk driving and drunk driving should be taken as an important starting point to implement the spirit of the eight central regulations, and the "four winds problem " behind it should be dug deep, with the attitude of "Zero Tolerance " , we will find out, investigate and deal with them together and never tolerate them.
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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