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全国首家万吨级钛白粉生产企业404钛白厂,是靠贷款6亿元建成的。但是从1993年以来,该企业却亏损严重,仅1997年全年亏损就达2999.6万元,最后,该企业被迫停产。然而,1998年至今两年多的时间,该企业又发生了翻天覆地的变化。由于两年来减亏6300多万元,在全国600家“债转股”改革企业中,该企业被列入首批重点企业之列。那么,基础管理薄弱、负债沉重的钛白厂是怎样从困境中走出,并完成以人事、劳动用工、分配3项制度为核心的改革的呢?
The country’s first 10,000-ton titanium dioxide production enterprises 404 titanium dioxide plant, built by loans 600 million yuan. However, since 1993, the enterprise suffered a serious loss, with a loss of only 29.996 million yuan in 1997 alone. In the end, the enterprise was forced to stop production. However, more than two years from 1998 to now, the business has undergone tremendous changes. Due to a reduction of more than 63 million yuan in two years, among the 600 “debt-to-equity” reform enterprises nationwide, the enterprise was listed among the first batch of key enterprises. So, basic management is weak, heavy debts of titanium dioxide plant is how to get out from the predicament, and complete the personnel, labor and employment, distribution of the three systems as the core of the reform?