what the heads of units of Shandong Steel have to say

  Only self-transformation can create the future. In order to effectively cope with the current complex and severe operating situation and rapidly improve market competitiveness, Shandong Steel Rizhao has formulated the "General Promotion Plan for the Management System Reform of 'Marching towards the Sea for Strength'", and comprehensively launched the implementation of the "116 Plan" to stimulate endogenous power with the reform of the management system. As the main line of reform and development and a systematic project to enhance competitiveness in the future, all units will unite in thinking, condense consensus, and strive to be supporters, leaders, and promoters of management system reform, and jointly condense the majestic power of "building a project to strengthen China's steel industry from large to strong".

  In the face of challenges and opportunities, the medium and heavy plate plant will take 2025 as the "year of management improvement", solidly and effectively carry out management improvement work, focus on business change, "dual wheel drive" high-quality development, focus on creating medium and heavy plate product characteristics, shaping comparative advantages, improve product profitability and market competitiveness, and strive to achieve "eight" in production and operation.

  First, we will continue to deepen the reform of product operation. Adhere to accounting management, promote the integrated and efficient operation of production, sales and research in an all-round, whole process, systematic and innovative way, and improve the profitability of product tons of steel. By deepening the implementation of the customer manager system service system construction, tap the potential needs of users, and continue to improve user satisfaction and brand influence. Further deepen the coordination of Baosteel Co., Ltd., promote the coordination support projects in a systematic way, hold regular promotion meetings, promote related work in a staggered manner, give full play to the coordination benefits of production, sales and research, and enhance product competitiveness.

  Second, we will resolutely implement management improvement measures. Establish a sound institutionalized, process, integrated, flat, lean production and operation control mechanism, optimize the production organization mode with the production technology room as the core, and each team independently manages and efficiently implements, and build a "pulling equipment, promoting production, stabilizing quality, improving operation, linking technology, uploading and downloading" central system. Promote management improvement through style improvement, consolidate the "four foundations" of "management foundation, safety foundation, technical foundation and operation foundation", achieve "four effective" of "timely and effective communication, rapid and effective prevention, thorough and effective rectification, rapid and effective emergency response", and implement the measures of "management improvement year" at all levels with high standards, so as to promote various work to a new level.

  "Xianghaituqiang" business management system reform is the company to cope with the current severe market situation, quickly enhance the market competitiveness of a powerful measure. On the new journey, all the cadres and staff of the Ministry of Energy and Environmental Protection will base on the company's "116 plan", quickly change their thinking, enhance their sense of responsibility, actively release the new advantages of energy and environmental protection after the integration of the organization, and vigorously promote the green and low-carbon development of the company, providing strong green momentum support for the change of the company's operation and management system. Always take energy security and stability to ensure supply as the mission, practice the "PDCA + serious" working method, improve service efficiency in a full range, take the initiative to provide door-to-door service, take the initiative to go deep into each business and production line, and actively docking to effectively solve practical problems.

   Strengthen the control of key links such as power systems, fan systems, and gas systems, deepen systematic management, intelligent monitoring, and standardized operations, and further improve the ability to ensure safe and stable supply. Give full play to professional advantages through active service, challenge the ultimate energy consumption, pursue the ultimate energy efficiency, consolidate the performance of environmental protection A-level enterprises, strive to be the champion, leader and promoter of system change with actual work performance, and promote the overall work to A new level. Further enhance the achievements of "dual-carbon best practice energy efficiency Benchmark Demonstration Enterprise", and deeply tap the energy saving and carbon reduction potential of the process to ensure that the company maintains a leading edge in the field of energy and environmental protection. Comprehensively promote the construction of smart energy management information system, and improve the level of energy system control; Build a carbon management information system, systematically do a good job in the preparation of steel enterprises into the carbon market trading, and systematically improve the company's carbon management level. Promote the deep integration of "digital intelligence" and "green", achieve real-time monitoring and automatic control of environmental conditions, and improve the level of environmental protection intelligence.

   We will vigorously promote energy-saving, low-carbon and clean production technology and equipment, promote the upgrading of process processes, and forge new green advantages for major business entities to fight the market. Adhere to the guidance of high goals, and continue to use the collaborative support platform of Baosteel shares to improve the blade inward. To guide all units to fully implement the "2025 Energy Efficiency Improvement and energy power Cost Reduction Implementation Plan", achieve continuous reduction of energy and power costs, help major business entities to create low-cost advantages, highlight value creation capabilities, and provide strong support for the company to further enhance market competitiveness.

   Jinhai Branch, as the fifth business entity of the company, resolutely implements the strategic deployment of "strong to the sea map", closely follows the goal of "doing the fourth largest product and strengthening the fifth business entity", and fully integrates into the "116" reform plan. In 2025, the branch will reduce costs, increase product prices, strictly adhere to the bottom line of safety and environmental protection, and promote the comprehensive transformation of the business to market-oriented and efficient. Precise policies, deep exploitation of benefit potential. First, cost attack, the blade is inward. Establish a "daily cost monitoring system", independently calculate the process costs of coal refining, LNG and synthetic ammonia, and deeply explore the space for energy consumption reduction. By optimizing the temperature of the ammonia distillation tower and the steam consumption of the recycling tower, the energy cost of coal essence and the production cost of LNG are continuously reduced. The second is product efficiency, market breakthrough. Adhere to the eye inward, increase production, in order to increase tar, crude benzene production to achieve enterprise profit; Optimized bidding strategy for liquid ammonia, sulfur and other products, and outperformed the benchmark unit in the sales price spread. Third, inventory management, tactical upgrade.

   Establish a dynamic model of LNG inventory to flexibly respond to market fluctuations. Deepen the "close direct selling" model and expand cooperation with key users; Break the regional barriers of coal tar sales and continuously enhance the market competitiveness. Innovation-driven, build a solid foundation for development. First, deepen the technology strong chain, promote APC intelligent control, ammonia absorption tower capacity improvement and other fixed asset investment, constantly improve system stability, energy efficiency optimization to a new level. The second is to carry out the mechanism escort, implement the profit-oriented assessment, and stimulate the management consciousness of all staff; Cost, technical reform, production efficient coordination, to create a "accounting operation" closed loop.

  In accordance with the overall promotion requirements of the company's "to Haitu strong" operation and management system reform, the human resources Reserve Center will act quickly, focus on the central task, adhere to the "safety, stability, efficiency, coordination" work line, and make breakthroughs in grass-roots management. Focusing on value creation, closely focusing on the task of personnel efficiency improvement and human resource optimization allocation, guided by the goal of sharing employee acceptance rate and sharing employment rate, in accordance with the integrated management mechanism, we focus on the core tasks of cooperating business shared employment development, sharing employee safety and cooperating business efficient operation, and taking lean management and system landing as the starting point to consolidate responsibility. Layer by layer decomposition, implementation to people, steadily promote the development of collaborative business shared employment, and constantly improve the ability to create value.

   Focus on the safety and stability of personnel, thoroughly implement the work requirements of the "six guarantee lines", strengthen ideological and political guidance, broaden the channels for serving employees, further deepen democratic management, openness of factory affairs, and protection of rights and interests, and consolidate the common ideological foundation for the unity and struggle of all cadres and employees. Efforts will be made to carry out activities such as post innovation, labor competition, and technical competition, and promote the mutual promotion and co-progress of employees' achievements and quality improvement, and the joint improvement of competition value and effectiveness level and employees' value creation ability. Focus on production and operation, implement the "three changes" thinking mode of "change from management thinking to business thinking, resource allocation to market-oriented change, performance appraisal to value creation", combine with the "PDCA+ serious" work method, take innovation and improvement, cost reduction and efficiency as the starting point, penetrate various indicators into the team, improve personnel labor value, work efficiency and product quality. Production and operation show new actions, helping the company to strive towards the goal of building a benchmark enterprise in the industry.