Study On The Operating Performance Evaluation System Of ZLGF Enterprise

As a part of state-owned enterprises,central enterprises play an important role in national economy and national development,which has not only profitability in general,but also publicity of serving the country and society.In recent years,China's steel,coal and other traditional industries have faced overcapacity,high costs,and other unfavorable factors,which make these enterprises face fierce competition.At present,it is the time to further deepen the reform of state-owned enterprises,and the supply-side structural reform of "three subsidies and one reduction" and other policies have been introduced correspondingly.Accordingly,SASAC has also issued relevant policies for the performance evaluation of central enterprises,and central enterprise managers are gradually aware that performance evaluation plays an important role in the company management.Taking ZLGF enterprise as the research object,combined with enterprise performance evaluation theory and research results at home and abroad,ZLGF enterprise's existing operation performance evaluation system are studied.According to the performance evaluation process,four aspects which are the evaluation principles,evaluation indicator setting,evaluation communication and feedback,and evaluation results application are carried on the detailed analysis,in order to find out the main problems existing in the performance evaluation system,and put forward the corresponding optimization suggestions combined with the enterprise internal and external conditionsThrough the research and analysis of ZLGF enterprise's operation performance evaluation system,the following problems are found.Firstly,there are defects in the setting of enterprise performance evaluation indicators.One is that there's no EVA indicator to evaluate the situations of protecting company's owners' interests and the value maintenance and appreciation of state-owned capital;The other is that Non-financial indicators such as managerial indicators only evaluate internal business process,which are short of indicators about consumers and study and development aspects,etc.Secondly,the communication and feedback of evaluation results are not comprehensive enough.Thirdly,the application of evaluation results is insufficient.Aiming at these problems,on the basis of the analysis of enterprise internal and external environment condition,the optimization suggestions are put forward as follows: Firstly,increase and improve EVA indicator,adjust the assessment target value dynamically,add indicator adjustment items,adopt differentiated capital cost ratio,introduce EVA relative ratio indicator,and enhance the contact between EVA and all staff.Secondly,use BSC to improve non-financial indicators,and combine the strategic map to increase the assessment of social responsibility,customer and learning growth in non-financial indicators;Thirdly,strengthen the comprehensiveness of evaluation communication and feedback,and implement activities to establish a good evaluation atmosphere;Fourthly,optimize the application of performance evaluation results,take external and internal compensation into account,establish bonus pool,establish mid-term tenure evaluation system and stock option incentive plan to highlight long-term incentive effect,and improve the role of compensation committee.