Focus on the Staff Congress | Excerpts of Advanced Representatives' Speeches (II)

Inspiring Progress with Honor, Leading the Way with Role Models

Representative of Advanced Workers

Xie Zhuang

Deputy Manager of Contract and Budget Department (Acting Manager)

I am deeply honored to be able to speak on behalf of the company's advanced workers. In 2023, with the support and trust of the company's leadership, and with the hard work and dedication of the department's employees and the strong support of my colleagues, I was able to successfully carry out my various tasks:

Throughout the year, I conducted pre-bid cost calculations for 196 projects, achieving 100% coverage of pre-bid calculations, providing a basis for bidding pricing; participated in the review of 24 major project planning documents, identifying contract risk points, formulating countermeasures, and proposing 15 modification suggestions; integrated resources of excellent and qualified subcontractors, stabilized the internal subcontracting market prices, leveraged economies of scale, further reduced project costs, and simultaneously optimized the pre-entry procedures for urgent, difficult, and dangerous projects, organizing 175 subcontractor bidding events; conducted 12 project cost control account and income and expenditure comparative analyses, compiled analysis reports, and at the economic business meeting, formulated targeted and actionable countermeasures for projects that deviated from the target cost plan; spearheaded the establishment of subcontracting work quantity confirmation forms in the DingTalk system, linking material write-offs and three-inspection systems for process quality, promoting refined subcontracting management, and eliminating problems in their infancy through analysis; formulated a visa reward and penalty mechanism, handling a total of 141 visas throughout the year, with a visa amount of 12.3313 million yuan, and rewarding 160 people; in accordance with the annual settlement target, seizing the opportunity of the debt reduction policy, providing effective support for the recovery of external arrears, and completing a settlement amount of 2.898 billion yuan.

The achievements made are inseparable from the strong leadership of the company and the strong support of various departments. I would now like to share the following experience:

I. Standardizing Project Bidding and Contract Management

Based on the "Interim Measures for the Management of Labor and Specialized Subcontracting Bidding," we unified the templates and forms of five types of subcontracting bidding documents, further improving the quality of bidding documents, strengthening the modular management of bidding documents, and improving the quality and efficiency of bidding work. I led and completed the preparation of standard lists for the installation subcontracting of industrial equipment, electrical engineering, gas engineering, and fire protection engineering, and participated in the research, discussion, and finalization of standard lists for seven other specialties organized by the group. Since the group issued the notice on the application of "Yunnan JianTou Subcontracting Standard List - Installation Engineering" on August 22, 2023, the company has strictly followed the requirements of the standard list for subcontracting bidding and contract signing. Combining the company's main business segments and the standard list, the department organized the establishment of a guiding price research group, using past project experience data to gradually form internal subcontracting guiding prices, clarifying the work content and measurement methods, and making timely adjustments based on market conditions. In the process, the principle of dual control of quantity and price was implemented for downstream contracts, strictly controlling contract changes, and strictly prohibiting settlement exceeding the contract quantity and price.

II. Cost Closure and Settlement Management

We adhere to the principle of one contract, one settlement, one audit, and one realization (reward and punishment) for project cost closure. Before the project cost closure, we conduct thorough final settlement work with downstream parties. Once the work content of the downstream contract is completed, we handle the final settlement, completing one settlement at a time, and resolving any problems promptly. When a project nears completion, we urge the project department to complete the cost closure work within the time limit required by the company. Before the preliminary closure, we grasp the status of downstream contract settlement, estimate the costs that may still occur, and check item by item against external settlements to ensure nothing is overlooked, gradually completing the closure work. A total of 161 projects were completed this year. Before the project cost closure is completed, the project department is strictly prohibited from submitting external settlements. Before submitting external settlements, we conduct a thorough comparison of the three calculations and formulate countermeasures for settlement review. After project settlement, we analyze and judge the profit and loss of the project. For losses, we clarify the objective and management reasons, carefully learn from experience and lessons, and avoid repeating mistakes.

III. Building an Economic Management Talent Team

In accordance with the group's principle of focusing on the "key minority" and covering the "vast majority," the department spearheaded the organization of 393 people from economic management, production management, technical management, and material management to participate in the economic management examination, urging economic personnel to learn through examinations, learn from each other's strengths, and improve their theoretical knowledge and practical skills in economic management.

We conducted specialized training classes on economic management systems, inviting external lecturers to teach skills and case analyses of engineering visa preparation and the application of target cost planning software. At the same time, based on business needs, we invited teachers from the company's finance and legal departments to lecture on financial management requirements and the analysis and response strategies for the current legal management situation. During the training, through training, practical exercises, and examinations, we ultimately selected two outstanding groups and ten outstanding students from over 70 trainees, stimulating everyone's enthusiasm for learning and achieving the training objectives.

2024 In order to effectively implement the spirit of the company's employee representative conference and promote the company's high-quality development through internal improvements, I will carry out the following work in the coming year:

First, strictly control and supervise and guide newly started projects to handle, collect, organize, and preserve economic data in accordance with the economic data management methods, using final audit requirements as a benchmark for process management.

Second, in accordance with the settlement goal of "clearing the backlog and controlling the increase," following the general guideline of "projects that have not been settled for more than 5 years must be cleared, projects that have not been settled for 3 to 5 years must be basically cleared, and among projects that have not been settled for less than 3 years, ensure that settled projects are basically cleared and strive to complete planned settlement projects, ” we will sign settlement responsibility letters, solidify responsibilities, hold regular meetings, track the progress and problem bottlenecks of key project settlements, and work together with production, technology, and legal departments to provide advice and assistance for settlement work, promoting and assisting simultaneously, creating conditions for fund recovery.

Third, the cost closure will adopt a "sales management" mechanism. By earnestly implementing monthly evaluation work and dynamically tracking the completion of monthly cost closure, we will ensure that the one-time cost closure rate is no less than 80% and the secondary cost closure rate is no less than 90%.

Fourth, we will continue to strengthen downstream contract management, improve the subcontractor evaluation system, and promote it from the source of project commencement planning, urging labor and specialized subcontractors to promptly conduct bidding and price inquiries, improve subcontracting quality, and cultivate teams that can follow the company for long-term development.

Fifth, actively participate in bidding work, continuously summarize the points scored and lost in commercial bids, improve the quality of the company's commercial pricing, and ensure project bidding success.

Sixth, attach importance to talent team cultivation and improve talent structure. Continuously arrange training for key personnel and practice economic questions, promote the "practice-to-examination" and "examination-to-learning" work, increase the publicity of business processes and the frequency of economic cross-checks, establish business role models, give full play to the exemplary role, mobilize employees' enthusiasm and initiative, and build a high-quality economic management talent team with strong abilities, refined business skills, and high quality.

There is only brilliance achieved through hard work, not glory waiting to be had. Once the goal is clear, "effective implementation" is the key. In 2024, I will adopt more practical work measures, diligently fulfill my responsibilities, forge ahead with determination, maintain a vigorous and enterprising spirit, and work with a sense of urgency and determination to make greater contributions to promoting the company's high-quality development through internal improvements.