[Zibo Economic Development Zone]

On December 10, the official website of the Zibo Economic Development Zone published an announcementregarding the recruitment ofstaff by the Zibo Economic Development Zone Working Committee of the CPC Zibo Municipal Committee and the Zibo Economic Development Zone Management Committee :

1. The Development Zone Management Committee does not specify institutional status or administrative rank. It implements a position-based appointment system, with employment contracts signed for a three-year term. During the term and upon its expiration, reappointment or termination will be determined based on performance evaluation results.

2. Personnel files of staff from government agencies and public institutions will be sealed . For those appointed to positions within the Management Committee’s working bodies who have excelled in meeting their performance targets but are transferred out of the Zibo Economic Development Zone due to work requirements, and whose official file positions do not align with their appointed positions , the municipal organization and personnel departments will coordinate arrangements in accordance with the “higher-ranking” principle.

3. Personnel selection and appointment will follow a corporate-style model, breaking free from traditional constraints such as status, age, and seniority. Eligible cadres from all departments and units will compete on an equal footing, and appointments will be made based on merit...

[Rizhao Economic and Technological Development Zone]

On December 15, the Rizhao Economic and Technological Development Zone convened a mobilization meeting for institutional and mechanism reform , marking the full implementation of the “Party Working Committee (Management Committee) +” reform. This reform adheres to a market-oriented approach and a direction of de-administration, driving the development zone to return to its core functions, focus on its primary business, and reshape its competitive advantages.

1. The Party Working Committee’s organizational structure has been streamlined to two departments; a Discipline Inspection Working Committee has been established in accordance with relevant regulations; the Administrative Committee’s organizational structure has been streamlined from 14 departments to six.

2. The development and operational functions of the Management Committee have been spun off to establish the Investment Promotion and Development Group Corporation and the Park Development and Investment Group Corporation.

3. All positions will be filled through competitive selection; key leadership positions in certain units and parks will be filled through city-wide open recruitment.

[Binzhou Economic and Technological Development Zone]

On December 17, the Binzhou Economic and Technological Development Zone convened a mobilization meeting for institutional and mechanism reforms, announcing the full launch of the reform initiative. This reform adheres to a market-oriented approach and the direction of de-administration, driving the development zone to return to its core mission, focus on its primary business, and rebuild its competitive advantages.The reform breaks the “iron rice bowl” of civil servants and public institution staff, converting all positions—from leadership to staff—to “contract-based” status. All personnel must reapply for their positions through competitive selection. The principle of prioritizing enterprise needs is upheld, with merit being the sole criterion for evaluation, ensuring that capable individuals secure positions and hardworking individuals reap tangible benefits.

1. Smaller organizations, greater services, higher efficiency, fewer layers

The reform will implement flat management in accordance with the principles of streamlining, efficiency, and a large-department structure. The number of internal departments within the development zone will be streamlined from 29 to 6, representing a reduction of over 79%, and six platform companies and park management companies will be established.Job positions will be scientifically determined and categorized into three types: investment promotion, enterprise services, and general administration. General administration positions will not exceed 25% of the total, further emphasizing core responsibilities and primary functions. The majority of staff will be assigned to investment promotion and enterprise service roles, and outstanding cadres will be encouraged to join enterprises.

2. Establish Positions Based on Needs, Fill Positions Through Competition, Appoint Based on Positions, and Implement Contract Management

We will break down barriers between administrative and public institutions, distinctions between staff on and off the official roster, and seniority-based hierarchies. We will implement open competition for all positions and a “two-way selection” process, conducting competitive hiring across the entire district to shift personnel management from “status-based management” to “position-based management,” ensuring that personnel can enter or leave the organization and positions can be promoted or demoted as needed. We will not specify institutional ranks or administrative levels. At the same time, we will openly recruit industry elites and professional talent from the public through methods such as open position competitions, appointment based on specific roles, and external recruitment. By leveraging the “catfish effect,” we will maximize the motivation of all staff members.

3. Implement a “six-in-one” evaluation system combining “KPI (Key Performance Indicators) + Key Tasks + Integrity + Investment Promotion + Scientific Evaluation + Rewards and Punishments”

Following the reform, leadership teams of working bodies, park companies, and platform companies will undergo “annual evaluations plus term-based evaluations.” Evaluation results will be directly linked to the annual performance-based salaries of leadership team members and to the total payroll of salaried employees. We will abandon egalitarianism and the concept of “iron rice bowls,” gradually establishing a performance management mechanism of “planning—implementation—evaluation—feedback” and a comprehensive evaluation system featuring “monthly assessments, quarterly evaluations, and annual payouts.”Investment promotion, operating revenue, and project services will serve as the primary evaluation criteria for park companies and platform companies. The weighting of performance-based pay for these entities will be increased to encourage outstanding employees to join enterprises.

[Binzhou Industrial Park]

On December 20, the Binzhou Industrial Park held a mobilization meeting for institutional and mechanism reforms, officially launching a comprehensive open competition for all positions. Following the reform, the number of positions has been reduced from 135 to 96. Among these, 71 positions—accounting for 74% of the total—are dedicated to investment promotion and enterprise services; two professional subsidiary managers will be recruited from the general public. This series of reform measures marks the full implementation of institutional and mechanism reforms in Binzhou Industrial Park, achieving the goal of “streamlining and strengthening.”

1. Scientific Organizational Structure and Efficient Mechanisms

The park adheres to the reform direction of marketization and de-administration. Guided by the principles of streamlining and efficiency, it emphasizes core responsibilities and primary business functions to drive the park’s return to its fundamental role and reshape its organizational structure. It implements a “Management Committee + Company” management system, divesting social affairs management functions while strengthening economic operations.Corporate-Style Operations The park has established a wholly state-owned company with four subsidiaries. This has created an efficient management system featuring a scientifically structured organization, clearly defined functions, and smooth operational mechanisms, driving the park’s transformation and upgrading while promoting high-quality regional development.

2. Public Recruitment and Hiring of All Staff

Adhering to the principles of openness, fairness, and merit-based selection, we implement a position-based appointment and contract management system, adopting a comprehensive appointment system for all staff. From members of the Park Management Committee leadership to general staff , we have completely eliminated distinctions between administrative and public service statuses as well as between staff within and outside the official establishment. Through three methods—organizational selection, open competition, and external recruitment—we conduct tiered, top-down competitive selection for all positions, transforming personnel management from “status-based management” to “position-based management.” All positions at the director and deputy director levels and below within the park (company) will be filled through competitive presentations, ensuring the right person for the right role and maximizing talent potential. This shifts the approach from “a mentor identifying talent” to “talent competing on a level playing field,” allowing outstanding cadres who are eager to work, capable of performing, and able to achieve results to stand out.

3. Emphasizing Results-Oriented Management to Stimulate Innovation

To invigorate the park’s development and enhance work efficiency, we will abandon egalitarianism and the “one-size-fits-all” approach, emphasizing results-oriented management and rewarding excellence while penalizing underperformance. Performance evaluations will be aligned with individual job responsibilities, with a primary focus on quantitative metrics to reflect performance differences. Evaluation results will be directly linked to individual performance-based pay and the next round of position appointments.At the end of the two-year appointment period, positions will be re-competed for, with “ability, performance, and contribution” serving as the guiding principles for personnel selection. The evaluation mechanism will address the issue of “no distinction between working hard or slacking off, or between doing a good job or a poor one,” thereby deeply stimulating the vitality for entrepreneurship and the drive for innovation within the park. Through tangible achievements and results, we will propel the park toward leapfrog development.

[Rushan Economic Development Zone]

On the morning of December 18, the Rushan Economic Development Zone convened a mobilization conference on institutional and mechanism reform to comprehensively deploy reform efforts. The conference mobilized all cadres and staff to unify their thinking, build consensus, and accelerate the formation of a powerful synergy to endorse, support, and advance the reforms.

1. Focus on building an efficient and comprehensive management system and mechanism, strengthening the Development Zone’s “purely economic” functions. By adopting the “Management Committee + Company” model, establishing “mutual selection and competitive appointment” processes, and implementing performance-based compensation, we will unleash the vitality of the system and mechanism, mobilize the enthusiasm and drive of cadres and staff, and lay a solid foundation for promoting the high-quality development of the Development Zone.

2. Place greater emphasis on economic development outcomes. Leveraging the “3+3+N” industrial system, we will focus on industrial clustering, comprehensive functionality, and high-end development of the park. We will highlight the two leading industries of new energy and equipment manufacturing, and make every effort to achieve breakthroughs in “dual recruitment and dual attraction.”emphasizing innovation-driven development, accelerating the construction of high-quality industrial parks, refining land policies, and implementing “output per mu” evaluations. We will strive to build a leading zone for scientific and technological innovation, a pilot zone for deepening reforms, a pioneer zone for opening up, a hub for the transformation of old and new growth drivers, and a model zone for high-quality development.

Xiao Chuan’s Commentary

Breaking free from the “iron rice bowl” is easier said than done. It requires a spirit of perseverance in reform, the courage to turn the knife inward, and the resolve to challenge vested interests. We should have confidence that by breaking through the shackles in staffing, organizational structure, personnel status, and compensation, industrial parks across the country will surely attract more talent to participate in their construction and operation, thereby breathing new life into the park development landscape.

There is no turning back once the arrow is released. To shatter the “iron rice bowl” and become leading zones for scientific and technological innovation, pilot zones for deepening reform, pioneer zones for opening up, hubs for the transition between old and new growth drivers, and demonstration zones for high-quality development, industrial parks across the country need such a “powerful engine.” Let us wait and see what the future holds!