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Xingye Mining management and control system and organizational structure optimization construction was completed

日期:2012-11-01

After the company’s resources and capacity assessment, management and control system solutions, manual of power and right distribution, organizational structure design proposal of Xingye Mining,with professional technical support of the external management consulting firms, was formally submitted and approved on October 31.

Since entering in 2012, Xingye Mining has been conducting the standardized management. The management system optimization in coordination with the internal control system was one of the core work of the company this year. The proposal submission was also an important content of improving the internal control.

In the management and control system solution, it is further confirmed that the control model currently taken by the company is consistent with industry characteristics and business characteristics, but needs to constantly standardize and improve management and control system. According to the company’s strategic development goals and business models, the Xingye Mining Headquarters is positioned as the five centers, namely: strategic center, resource center, technology center, operations center and profit center; and the affiliated companies are positioned as the cost center, safety production center, and make clear the corresponding key control issues and the division of responsibilities through the business value chain. By combing through the management and control system, the company has further adjusted the unreasonable parts in the management system, devolved the authority of important business areas, sort out the responsibilities, rights and interests in the management and control system at various levels.

In the organizational structure design plan, it makes simultaneous optimization of the organizational structure design matching with the management and control system; with strengthening the headquarters’ core competencies building as the goal, the original 22 departments are integrated and optimized into 13 functional departments, which is a major organizational change in the company. By adjustment, it makes clear the company’s internal business portfolio, establishes streamlined, efficient company headquarters, solves the problems such as fragmentation and overlapping of responsibilities of various departments; at the same time of improving the professional management efficiency, the company also attaches importance to cooperation and coordination between departments, thus strengthening the rights, responsibilities and interests on an equal footing.

Currently, supporting critical business processes combing and system improvement are being pushed forward with all one’s strength.