The first is the fixed organization.

Implement the management of "small headquarters" and "large department system" and strictly control the number and personnel of group institutions.

The second is the number of jobs.

Strictly according to the number of posts with cadres, limit the proportion of management positions.

The third is to set posts.

Everyone who enters the company will be in benchmarking management, and the labor productivity will exceed or reach the national average level of the same industry before entering the company. The practice of natural attrition is "retreating two into one".

The fourth is the fixed mechanism.

Establish a "three publicity" mechanism for access conditions, procedures and results.

The fifth is fixed wages.

Salary is linked to profit, performance, contribution and ability, and the proportion of performance salary is increased to 80%, and the cash is strictly delayed, and the medium and long-term incentive mechanism is improved.

The sixth is a fixed term.

We will fully implement the tenure system of the board of directors, the appointment system of managers and the employee contract system.

In terms of supporting measures for reform, we should deepen the reform of the authorization management system, establish a mechanism for personnel diversion and resettlement, smooth the channels for employees' career development, reduce the number of legal persons and management levels, build a flexible and efficient market mechanism, improve the basic management level of enterprises, and adjust and standardize the titles of public institutions. Fully respect the right of independent management of enterprises, and the "six-fixed" reform of enterprises below the second level is organized and implemented by the group headquarters.

Guo Baomin, Party Secretary and Chairman of the State-owned Operation Company, requested at the mobilization deployment meeting that:

The first is to raise awareness. We should thoroughly implement the spirit of Secretary Lou's speech at the Tenth Plenary Session of the Eleventh Provincial Party Committee, deeply understand the importance and necessity of the "six decisions" reform, establish a sense of urgency, regard the "six decisions" as an important and serious political task, and do a good job of implementing them to the letter.

The second is to stand up, stand up. Take immediate action and implement it at the first level according to the unified arrangement of state-owned operating companies. All reform tasks should not only adhere to the problem orientation and focus first, but also adhere to the goal orientation and overall consideration to ensure the quality and efficiency of reform.

The third is true change and deep change. Change from the root, stick to the end, and ensure that the reform does not go astray or go out of shape. The main person in charge of provincial enterprises should bear the first responsibility, and must focus on the overall situation, the quality and efficiency of enterprises, and do not stress conditions, discount or make changes to ensure that the vitality and competitiveness of enterprises can be changed.

The fourth is to improve efficiency. The "six-set" plan of provincial enterprises is approved by the state-owned operating company and reported to the organization department of the provincial party Committee for approval. A mature one was approved.

The fifth is to ensure stability. It is necessary to contact the actual situation of enterprises, thoroughly understand the spirit of reform, strictly standardize operations, grasp the opportunity and rhythm, carry out ideological and political work throughout the reform, implement policies in place, answer clearly, safeguard the vital interests of cadres and workers, and complete various reform tasks with high standards, high efficiency and high quality.