CNNC China Nuclear Control - Path to High-Quality Growth

China National Nuclear Control System Engineering Co., Ltd. (hereinafter referred to as“); CNNC Control; Or“ Company” ）It is a member unit of China National Nuclear Corporation (CNNC) in Beijing and is affiliated with the China Nuclear Power Research and Design Institute (hereinafter referred to as the "Institute"); Nuclear Power Institute; ）A high-tech enterprise controlled by a subordinate. CNNC Control always adheres to the principle of; Control nuclear to safety, operate nuclear to create efficiency; Our corporate mission is to build a unified, advanced, and independently owned DCS business platform and industrial capabilities for the entire plant of China National Nuclear Corporation (CNNC), and to become an excellent specialized company in providing comprehensive solutions for nuclear instrumentation and control equipment and services. As the first batch selected by the State owned Assets Supervision and Administration Commission; Double Hundred Action; Reform pilot enterprises, China National Nuclear Corporation (CNNC) controls in accordance with the decisions and arrangements of the State owned Assets Supervision and Administration Commission, the Group Corporation, and the Nuclear Power Institute, focusing on governance mechanisms, employment mechanisms, incentive mechanisms, etc; Three major mechanisms; Reform, based on the new stage of development, implementing the new development concept, strengthening innovation driven, tightening the main responsibility, insisting on using reform to stimulate vitality, accelerating the realization of high-quality development, and demonstrating new achievements in building a new development pattern.

　　

 

Since being included in the reform pilot units, China National Nuclear Corporation (CNNC) has been deeply promoting various tasks of the "Double Hundred Reform" and vigorously promoting it; Two bombs and one satellite; Spirit,“ Four Everything "; The Spirit of Nuclear Industry and; Strong nuclear power for the country, innovative dedication; The spirit of nuclear industry in the new era, practicing; Control nuclear to safety, operate nuclear to create efficiency; Enterprise purpose. The entire cadre and staff team is united, with a sustained high enthusiasm for work and entrepreneurship, a renewed spiritual outlook, continuous breakthroughs in innovative achievements, and frequent successes in major projects, effectively stimulating the vitality, motivation, and potential of the company, and effectively solving the bottlenecks and difficulties that hinder the company's reform and development. The company gradually turned around its business difficulties and completely emerged from the development trough in 2020, providing a strong institutional mechanism and organizational guarantee for the smooth progress of major projects. The Office of the Leading Group for State owned Enterprise Reform of the State Council has issued a statement on the affiliation of central enterprises; Double Hundred Enterprises; According to the 2021 special assessment and evaluation results, CNNC Control System Engineering Co., Ltd. included 251 households in this assessment; Double Hundred Enterprises; Received an excellent rating.

Adhere to the guidance of Party building and set the direction for high-quality development

The overall requirements for promoting party building work are included in the constitution. Implementing General Secretary Xi Jinping's Proposal on State owned Enterprises; Two consistent ones; Requirement, fully utilize the company's party committee; Take direction, manage the overall situation, and promote implementation; Incorporate the leadership role of the Party committee into the company's articles of association, integrate the Party's leadership into all aspects of corporate governance, and achieve institutionalization, standardization, and proceduralization.

Strictly implement the pre procedure requirements of the Party committee. Develop the 'List of Major Business Management Matters for Pre research and Discussion by the Party Committee of China National Nuclear Corporation', clarify the pre procedure and supervisory role of the Party Committee in deciding major issues of the company at the board of directors and management level, and unify the strengthening of Party leadership and the improvement of corporate governance.

Implement the main responsibility of comprehensively and strictly governing the Party. Carry out the assessment of the Party building responsibility system, and in accordance with the principle of simultaneous deployment, assessment, and rewards and punishments between Party building work and production and operation work, incorporate the performance evaluation results of Party building work into the annual overall performance indicators, and link them with the year-end performance bonus.

Motivate cadres to take on responsibilities. Develop the 'List of Responsibility and Error Correction for Leading Cadres of CNNC Control', create a good environment for reform, innovation, trial and error, and reasonable fault tolerance, further stimulate the passion and vitality of the company's leading cadres to forge ahead and work hard, and establish a clear orientation of responsibility as due diligence and exemption.

Carry out equity diversification and seize new development opportunities in nuclear instrumentation and control

Resolutely implement the DCS industry integration strategy deployment of China National Nuclear Corporation, focusing on; Build a unified, advanced, and independently owned DCS business platform and industrial capability for the entire plant of China National Nuclear Corporation (CNNC); The goal is to carry out DCS industry integration and implement equity diversification reform. Adopting in 2020; Equity transfer+Longlin capital increase; Method: Introducing the Nuclear Power Institute as a strategic investor, the registered capital increased from 253 million yuan to 398 million yuan, achieving the unity of equity and management relationships, and further optimizing the company's equity and governance structure. Relying on the rich nuclear power design and research and development capabilities of the Nuclear Power Institute, we vigorously promote technological self-reliance and self-improvement, and have not only successfully created a plant wide DCS system with independent intellectual property rights of China National Nuclear Corporation (CNNC); Dragon scales+NicSys® 2000” Strategic products continuously gather advantageous resources, collaborate upstream and downstream of the industrial chain, and form first-class instrumentation and control technology engineering capabilities, with core capabilities gradually keeping up with the requirements of the group company.

Strengthening top-level design to create efficient operational support for enterprises

Establish a corporate system centered around the company's articles of association. Fully leveraging the fundamental role of the company's articles of association in corporate governance, and in accordance with relevant provisions of the Company Law and the company's articles of association, a sound institutional system has been established to ensure the normal production and operation of the company. Improve the Rules of Procedure for the Board of Directors of CNNC Control and the Implementation of CNNC Control; Triple and Big; Regulations on Decision making System Management, Regulations on Authorization Management of the Board of Directors of China National Nuclear Corporation, Rules of Procedure for the Party Committee of China National Nuclear Corporation, Rules of Procedure for the Office Meeting of the General Manager of China National Nuclear Corporation, etc., clarify that; Four meetings and one floor; Operational mechanism, rights and responsibilities interface, responsibilities and authorities, clarifying the responsibilities of investors, standardizing the construction of the board of directors, and stimulating the vitality of the management team.

Improve the construction of the board of directors. Achieve a majority of external directors, with a current board of directors consisting of 7 members, including 5 external directors. Establish four specialized committees of the board of directors, including the Nomination Committee, Strategy and Investment Committee, Audit and Risk Management Committee, and Remuneration and Assessment Committee, to further enhance the scientific and professional decision-making of the board of directors.

Implement the powers of the board of directors. Undertake the comprehensive and systematic authorization from the superior unit to the board of directors, and fully implement the board's decision-making power over the company's medium and long-term development, performance evaluation and salary distribution of management members, and management of major financial matters. Strengthen the authorization of the board of directors to the management and establish a market-oriented decision-making mechanism. A power list of 76 items was established, and in 2021, the management reviewed 24 items within the scope of the authorization list, involving the formulation of the company's special plans, annual business plans, and independent scientific research investments.

Deepening the reform of the three systems to gather vitality for the high-quality development of the company

Establish a scientific cadre assessment and evaluation mechanism to achieve the ability of cadres to move up and down. Promote competition for management positions, create an open and fair atmosphere for personnel selection and appointment, enhance the vitality of the cadre team. In 2021, a competitive selection process was carried out for 2 assistant level cadres and 8 middle-level cadres in the company, with a competition ratio of 40% for management positions. Establish a comprehensive cadre management system, strengthen cadre management and cadre assessment work, and establish an assessment mechanism with mandatory distribution of assessments, last place adjustment, and incompetent withdrawal. Three management personnel will be withdrawn in 2021.

Establish a sound mechanism for employees to enter and exit, and carry out market-oriented talent introduction. Establish a high-risk job rotation and post departure retraining system, strengthen employee performance assessment, and use the assessment results as a benchmark to promote low efficiency employees with weak work willingness and inadequate abilities to transfer or withdraw from their positions. Six people completed on-the-job retraining in 2020, and seven people completed on-the-job retraining in 2021. Strengthen the management of employment entry points, achieve 100% full coverage of probationary assessment for newly recruited employees, and resolutely dismiss those who are not competent. In the past three years, a total of 20 employees have withdrawn from the market. Carry out job and staffing work, reduce company operating costs, and improve organizational efficiency. At the same time, diversified employment and multi-channel introduction methods are adopted, and flexible talent introduction methods such as consulting, project cooperation, and part-time jobs are used for talent introduction.

Give full play to the leading role of high-end talents in development, innovate and practice personalized training of key talents. From 2019 to 2022, we will strengthen the cultivation and construction of scientific and technological talents in the company, and select a total of 1 chief expert, 11 discipline leaders, and 2 technical experts. They will innovate and tackle key issues in disciplines such as digital control systems, specialized instrumentation and control systems, nuclear instrumentation, product hardware design, control system design, nuclear radiation detection instrument production, and complete machine assembly; The Head Goose Effect;. Innovative Practice; Integrated Intelligence Plan; Personalized cultivation of cadres and talents; Integrated Intelligence Plan; Targeting 162 key position talents in the company, we provide one-on-one mentorship, customized competency assessments, and dozens of training methods/resources including project exercises and centralized training to comprehensively build a systematic and long-term self training mechanism for the company, continuously outputting a first-class talent team that meets the company's strategic development needs.

Build an incentive and constraint system and implement various forms of incentive measures. Through special incentives such as project incentives, sales incentives, and research project incentives, fully mobilize the innovation and achievement application enthusiasm of scientific and technological achievement research and development personnel, marketing promotion personnel, and scientific and technological achievement application project implementation personnel, strengthen project management awareness and market orientation awareness, promote new product or technology research and development, scientific and technological achievement sales, customer relationship maintenance, etc., and enhance the company's core competitiveness and market reputation. Continuously improve the incentive system that combines short-term and medium - to long-term incentives, and successfully implement job dividends for key scientific and technological personnel and incentives for the transformation of scientific and technological achievements. At the same time, actively explore the establishment of an excess profit sharing scheme based on job value and annual target profit. Focus on the development of enterprise benefits, stabilize the core workforce, and stimulate employees' work motivation.

Optimize the salary management system to achieve an increase or decrease in employee income. Build“ Salary, performance, and job qualifications; The three in one salary management model links salary distribution with job value and links it with performance evaluation. Through qualification management, we aim to connect employees' professional development channels, effectively link their qualifications with salary and performance management, and adopt a performance oriented incremental point system to achieve dynamic adjustment of employee job levels. Create a culture of performance for all employees, with a performance evaluation coverage rate of 100%, a floating salary ratio of over 80%, and a mandatory distribution of employee performance evaluation levels. Employees with an annual evaluation level of A should not exceed 10%. Actively explore and promote the management of the total wage record system, further improve the mechanism of linking the total wage with economic benefits, reasonably determine the wage growth rate, establish and improve the labor cost efficiency adjustment mechanism with labor productivity indicators as constraints, and gradually build a wage total determination mechanism composed of wage benefit linkage, efficiency benchmarking adjustment, and wage level adjustment, which operate in a coordinated manner. By constructing a scientific and effective salary distribution system, precise incentives can be achieved, and the total salary can be adjusted to increase or decrease, resulting in high or low employee income.

2022 is the decisive year for the three-year action plan of state-owned enterprise reform. China National Nuclear Corporation (CNNC) firmly implements the relevant requirements of the group company and the Nuclear Power Institute, takes a higher political stance and more practical work measures, works together to overcome difficulties, promotes the implementation and effectiveness of reform tasks, and ensures that; Double Hundred Action; High quality conclusion, achieving reform results that can withstand the test of history and time, and welcoming the successful convening of the 20th National Congress of the Communist Party of China with practical actions!