Original title: The new climax of reform of state-owned enterprises has formed over half of the three-year action task
Source: Economic Information Daily
Since the beginning of this year, various localities and central enterprises have deeply promoted the three-year action of state-owned enterprise reform. As of the end of June, more than half of the time and more than half of the tasks have been achieved, and a series of important phased progress has been made. And endogenous power.
This is what the reporter of “Economic Information Daily” learned recently from the State-owned Enterprise Strengthening Positive Incentive Promotion Conference held by the State-owned Assets Supervision and Administration Commission of the State Council. According to reports, the next step of the three-year action for the reform of state-owned enterprises will be to achieve a majority of external directors, full coverage of the tenure system, and strengthening of positive incentives. A “policy package” and a “toolbox” have been formed in terms of incentives, rank promotion, and honor awards. The central enterprises will introduce various measures in the second half of the year to significantly increase the proportion of mid- and long-term incentives.
More than half of the three-year action tasks for the reform of state-owned enterprises
“As of the end of June, the completion rates of reform tasks for all localities and central enterprises have reached 56.8% and 40.9%, respectively. Considering that most of the uncompleted tasks have been carried out, the overall task volume has been achieved more than half of the time and more than half of the tasks.” Weng Jieming, deputy director of the State-owned Assets Supervision and Administration Commission of the State Council The introduction said.
Statistics show that 92% of central enterprises and 74% of local-level enterprises have established a tenure system and contractual management system for sub-enterprise managers, and the signing rates of sub-enterprise managers have reached 52.9% and 50.2%, respectively. Central and local state-owned enterprises publicly recruit more than 95% of the total. The R&D investment of central enterprises increased by 37.4% year-on-year. The centralized and unified supervision ratio of local operating state-owned assets reached 94.2%, and the centralized and unified supervision ratio in 28 localities exceeded 95%.
At present, the sub-enterprises of the central enterprises and the sub-enterprises of local governments at all levels have formulated the party committee (party group) to study and discuss the list of major business and management issues, and the board of directors should be fully and fully covered. The work of stripping state-owned enterprises to run social functions and solving problems left over from history has been completed, and a historic breakthrough has been achieved.
The in-depth implementation of the three-year reform of state-owned enterprises has improved the quality and efficiency of enterprise development. According to data, in the first half of the year, state-owned system-supervised enterprises achieved operating income of 33.6 trillion yuan, a year-on-year increase of 29.4%; net profit was 1.8 trillion yuan, a year-on-year increase of 129.5%.
“It can be said that after the hard work of all parties, a new upsurge in the reform of state-owned enterprises has been formed, a number of difficulties have been solved, and many results have emerged.” Weng Jieming pointed out. He also emphasized that it is still very arduous to fully complete the three-year action goals and tasks, and the next step is to focus on key and difficult points to tackle tough problems.
Specifically, the local SASAC should increase its efforts to broaden the sources of external directors, and strive to basically complete this reform task before the end of this year. At the same time, state-owned enterprises at all levels and at all levels must intensify their efforts to continuously deepen the three system reforms, make comprehensive and substantive breakthroughs in “achievement, production, and reduction”, and make adjustments in the competition, selection, and final adjustment of management personnel. And incompetent withdraw from the above see action. In addition, it is necessary to achieve full coverage of the tenure system for sub-company managers as soon as possible, bind performance targets to the tenure system, set challenging target values, and rigidly implement salary incentives.
Significantly increase the proportion of medium and long-term incentives
The strengthening of positive incentives for state-owned enterprises is an important measure to improve the marketization mechanism. According to data from the State-owned Assets Supervision and Administration Commission, the subsidiary companies that have launched mid- and long-term incentives account for 59.7% of the total number of qualified subsidiary companies. “There is still a lot of room. In the second half of the year, all units will make good use of various measures to significantly increase this ratio.” Weng Jieming said that all central enterprises and local governments should support their affiliated enterprises to make full use of existing incentive policies and implement performance appraisal and remuneration. The policies of distribution, medium- and long-term incentives, immediate incentives, total salary management, etc. have been really tricky and practical.
The State-owned Assets Supervision and Administration Commission also emphasized that the group company should highlight the “central + pusher” of positive incentives, and form a “policy package” and “toolbox” in terms of assessment and distribution, medium and long-term incentives, rank promotion, and honor awards, and will implement various The autonomy of this incentive policy is reasonably granted to eligible subsidiaries. At the same time, the incentive objects should highlight “precision + effectiveness”, focusing on key employees, key core technology innovators and entrepreneurs.
It is understood that the State-owned Assets Supervision and Administration Commission of the State Council recently issued the “Opinions on Systematically Promoting the Construction of Central Enterprises’ Science and Technology Innovation Incentive Guarantee Mechanism”, which integrates dispersed policies and focuses on three special tasks of scientific and technological research, source locations, and chain lengths to create special policy zones.
In addition, the integrated application of incentive measures should be more in place, highlighting the realization of positive incentive “combination + synergy”. At present, the SASAC is also studying and formulating a list of due diligence and compliance exemptions.
“Positive incentives should be promoted in concert with other reform measures.” Weng Jieming emphasized that positive incentives should be promoted in concert with the realization of “being able to go up and down, get in and out, and increase and decrease energy,” as well as the implementation of a tenure system for management members. Contractualization, competitive recruitment of management personnel, final adjustments, and incompetent exits are coordinated to advance. Positive motivation cannot be a “high-level big pot meal”, it must be a stressful and energetic motivation.
Central to promote positive incentive reforms in depth
In this context, all the central and local governments have taken active actions, taking the strengthening of positive incentives as a powerful engine for deepening reform and stimulating vitality, and continue to advance in depth.
China UnicomCoordinate the implementation of mid- and long-term incentives, with the management team of companies at all levels as the main incentives, while ensuring the proportion of top-line backbones, professional talents and innovative talents. In the awarding stage, the egalitarianism is broken, and the number of awards and allocations is determined differentiated. The award ratio of emerging business fields and communications business fields differs by up to 1.5 times, and the award ratio for managers has a maximum difference of 1.2 times.
Chen Zhongyue, deputy secretary and general manager of the China Unicom Party Group, said that in the next step, China Unicom will further promote the three-year reform of state-owned enterprises, accelerate the pace of digital transformation of human resources, and improve the modernization of the corporate governance system and governance capabilities.
SPIC has also strengthened positive incentives and made good use of the medium and long-term incentive “toolbox”. Actively promote medium and long-term incentives for technology-based enterprises, formulate and implement equity incentive plans for hydrogen energy companies, Minghua Power, and energy storage companies. Implement full-cycle incentives for major science and technology projects, and the group company provides individual support for the total salary. In the mixed-ownership enterprise, Nuclear Power Tongchuang Company implemented an employee stock ownership plan. The follow-up investment mechanism has been implemented in an orderly manner in more than 20 projects in the fields of smart energy, green power transportation, and nuclear technology applications.
Jiang Yi, deputy secretary and general manager of the State Power Investment Corporation, said that the company will fully implement various reform tasks, continue to promote positive incentive reforms in depth, and establish and improve a multi-level incentive system.
Local governments have also taken more measures to promote positive incentives. Gao Changsheng, member of the Party Committee and Deputy Director of the Shandong Provincial SASAC, said that the province has perfected its mid- and long-term incentive mechanism. Currently, the number of households holding listed companies implementing equity incentives has increased from 4 to 13. More than 300 pilot companies have implemented various medium and long-term incentives such as excess profit sharing and project follow-up investment, covering 11.2%. Among them, 4 technology-based companies have implemented equity and dividend incentives.
Beijing Electronic Control uses an effective positive incentive mechanism to give full play to the creativity of talents. “Up to now, the medium and long-term positive incentive plan for the 7 affiliated companies has been implemented, with a total of 3,816 incentive targets.” said Chen Yongli, member of the Beijing Electronic Control Party Committee and deputy general manager.
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