1、etition Regulatory policies Lack of demand Incentives for labor Distortion of competition/ lack of privati- zation Regulatory policies 021112MVA-HE_ZWC_95120 * Regulation in many of the selected sectors was successfully improved in the course of the 1990s. Further barriers can be found in other sect
2、ors * Particularly in France Source: MGI Smart regulation needs to enable the diffusion of innovation Goals of smart regulation Examples of still existing barriers from the analyzed sectors* Examples of successful change Inappropriate regulation of network access and pricing in utilities Open market
3、 access for competitors to the long distance telephone network Market and produc- tivity oriented regulation of network sectors Import tariffs in the automotive industry Strict zoning laws in retail trade* Free choice of utilities provider Removal of fixed price lists in in the road freight sector R
4、emoval of import quotas in the automotive industry Level playing field for competition Patient shareholders Fragmented ownership struc- tures; often lack of productivity orientation (e.g., banks) Cross-Holdings Privatization of telecommunications incumbentsShareholder pressure 021112MVA-HE_ZWC_95121
5、 Reaching higher productivity growth is possible! Policy makers Smart Regulation works! It needs to receive highest priority on the agenda of policy makers Willingness to work and private consumption may not be further undermined Business leaders Develop broader perspective on productivity and explo
6、it all opportunities Understand innovation as the sustainable source of productivity growth and leverage it to the fullest extent Enhance consolidation where needed 021112MVA-HE_ZWC_95122 X 60%+ B X 40%） A=总经理对事业部级部门的考核得分 B=事业部级部门总经理对其下属部门的考核得分 权重暂定为60%和40%。3、 员工绩效考核和员工年度工作表现评估的得分，由员工直接主管直接打分得到。第十九条
7、 考核系数部门绩效考核、员工绩效考核和员工年度工作表现评估的考核系数，由考核或评估得分除以100后的值作为部门考核系数，即：绩效考核系数=考核得分100第二十条 绩效等级员工绩效考核和员工年度工作表现评估的绩效等级，根据员工绩效考核和员工年度工作表现评估的得分确定，具体规定如下：绩效等级ABCDEFG极优秀优秀良好一般差较差极差考核分值参考A9090B8079C7574D7069E6059F51G50奖金发放系数参考2.00PR1.00PR=1.00PR=0 .90PR=0.85PE=0.50PE=0.50PR=0.00控制比例参考5%5%20%50%10%5%5%第五章 绩效考核结果运用第二
8、十一条 绩效奖金 1、 绩效考核结果与绩效奖金挂钩，以考核得分所对应的系数作为绩效奖金发放系数。2、 员工的绩效奖金计算公式：员工的绩效奖金额=浮动工资基数X部门考核系数X个人奖金发放系数 （其中：浮动工资基数=员工岗位工资额X 40%）。详见公司薪酬管理制度。第二十二条 绩效等级与奖惩1、 对连续三次绩效考核成绩为“A”者或员工年度工作表现评估的成绩为“A”者，授予“突出贡献奖”一次，给予通报表扬和适当奖金，并记入个人业绩档案；2、 对成绩为“D”或“E”者，其所属部门经理正式谈话沟通，分析确定原因并帮助和督促其提高绩效； 3、 对连续三次绩效考核成绩为“G”者或员工年度工作表现评估的成绩为
9、“G”者，经查明确属个人原因，予以辞退。第二十三条 业绩改进计划考核人与被考核人共同针对考核中未达到业绩标准分析原因，制定相应的改进措施计划。考核人有责任为被考核人实施业绩改进提供帮助，并予以跟踪检查。第六章 附则第二十四条 解释权和修订权1、 本管理制度由人力资源与公共事务部负责解释，员工对本管理制度产生疑义时，由人力资源与公共事务部做出书面说明。2、 由人力资源与公共事务部每年对本管理制度进行一次检讨和修订，确保本管理制度的适应性和有效性。其它任何部门无权对本管理制度进行修改和补充。3、 对于本管理制度所未规定的事项，由人力资源与公共事务部依照其它管理制度执行，需要时可及时编制新的补充规定
10、。第二十五条 生效时间1、 本管理制度自 200X年6月1日起实行。2、 公司在200X年6月1日前制定和实行的与绩效管理相关的各项管理制度自即日起废止。ng investment suweysbanks on differentcriteria,including best at privatisationand researchskill Extel/ReutersGAnnualsurveysranking investmentGExtel rankingsreflect views of research surveysbankingresearchcapabilitiesbyinsti
11、tutionalinvestorsand shouldbe industysector, countryand overallused more to assess research capabilityfor secondaryequities GReutersrankingsare based on Finance Director surveysand can be used to assessresearchcapabilityfor primary equities 200996LNSXPO01HSPD0134 RELEVANTDATA SOURCESFOR PRIMARYEQUIT
12、IESENGAGEMENTS(CONTINUED) SourcerDatacoveredComments/caveats NelsonsResearchGLists all personnelin investmentbanksQCan be used to comparelevel of equi Directorygloballyresearchresourceacross banks TechnimetricsGStatisticscoveringmacro-economic and capital market data e.g., historicalmarket caps, market cap/GDPetc. McClaginspersonnelGTailoredcompensationsurveys GNot publiclyavailablemust be Suweyscomparingbanker compensationrequestedfrom client who should
