Xinhua News Agency, Beijing, December 18th Topic: Reaching the Stages of Development and Accelerating the Tackling of Key Issues-The Meeting of Heads of State-owned Enterprises Releases New Signals for the Reform and Development of State-owned Assets and State-owned Enterprises
Xinhua News Agency reporter Wang Xi
In the first year of the “14th Five-Year Plan”, what new breakthroughs have been made in the reform and development of central enterprises? In the coming 2022, the three-year reform of state-owned enterprises is about to come to an end. How to ensure that the “bell ringing the paper”? The State-owned Assets Supervision and Administration Commission of the State Council held a meeting of heads of central enterprises on the 18th to deliver new information.
Development to a higher level
“The profit growth of central enterprises hits the best level in history” and “70% of the goals and tasks of the three-year reform of state-owned enterprises have been successfully completed”… The meeting delivered a series of exciting news.
The achievement of this “report card” has benefited from my country’s calm response to a century of change and the epidemic in the century. The overall external environment for enterprise development is relatively good, and it is also inseparable from the efforts of central enterprises to improve product competitiveness and service supply quality.
At present, my country’s economic development is faced with the triple pressures of shrinking demand, supply shocks, and weakening expectations. How can central SOEs continue to strengthen their development resilience and achieve steady improvement in quality and reasonable growth in quantity?
“Central SOEs, as the’ballast stone’ of the national economy, must take the initiative and act actively next year in stabilizing the word and seeking progress while maintaining stability,” said Hao Peng, secretary and director of the SASAC Party Committee, at the meeting.
Information from the meeting showed that next year’s central SOEs’ “two benefits and four rates” indicators should strive to achieve “two increases, one control and three increases”, that is, the growth rate of total profit and net profit is higher than the growth rate of the national economy; the asset-liability ratio is controlled; The labor productivity of all employees and the intensity of investment in research and development have been further improved.
We must face up to the difficulties, but also strengthen our confidence.
Hao Peng said that central SOEs must take the lead in business operations, focus on the above goals, combine the completion of stable growth tasks with the promotion of high-quality development, and take proactive, effective and effective measures to achieve a “great start”, a stable start, and continue to promote development. Higher quality and more sustainable.
Reform accelerates to tackle tough problems
2021 is a critical year for the three-year reform of state-owned enterprises. State-owned state-owned enterprises anchored high quality, bravely entered the “deep water zone”, and a number of system and mechanism problems were effectively solved.
At present, the central enterprise group level and 98.2% of its subsidiaries have completed the board of directors, and nearly 90% of eligible second- and third-tier subsidiaries have achieved a majority of external directors.
China Star, China Electric Equipment, China Logistics Group debuted, Sinochem Group and China National Chemical Corporation implemented reorganization, Potevio merged into Electric Power Division, Anshan Iron and Steel “handed in” Benxi Iron and Steel, and the professional integration of rare earths, coal and other fields was implemented in depth… This year, The strategic reorganization and professional integration of central enterprises press the “fast forward button.”
Substantial breakthroughs were made in the reform of the three systems. The tenure system for management members and the contract management system were fully established. The proportion of sub-enterprise contracts reached 83.6%, an increase of 54.3 percentage points from the beginning of the year.
Hao Peng said that since the beginning of this year, state-owned central enterprises have comprehensively promoted the reform of state-owned enterprises in an all-round, penetrating, and quantitative manner, and 70% of the target tasks have been successfully completed, which has injected strong impetus into the high-quality development of the enterprise.
A decisive victory over the three-year action of state-owned enterprise reform
The Central Economic Work Conference held a few days ago made it clear when deploying economic work in 2022 that the three-year action task for the reform of state-owned enterprises must be completed. How to ensure that the progress is up to the standard and the effect is up to the standard?
“The three-year action of state-owned enterprise reform is a hard task and must be completed with high quality.” Hao Peng said that there are still problems of imbalance, insufficiency, and inadequacy in the current reform. The next step is to go all out to gnaw hard bones and pay close attention to the reform effect.
A number of reform priorities were “delineated” at this meeting-
Emphasizing the transformation of operating mechanism is the key to ensuring that the reform has “both form and spirit.”
In 2022, the State-owned Assets Supervision and Administration Commission emphasized that it will promote the construction of a professional, responsible, standardized and efficient board of directors of central enterprises, and effectively implement the functions of the board of directors; at the same time, it will fully implement the tenure system and contract management of management members to enhance the vitality and efficiency of the enterprise.
Optimizing the layout of state-owned assets and accelerating the strategic reorganization and professional integration of central enterprises are important measures. At this meeting, the SASAC made it clear that it will deepen cross-industry, cross-field, and cross-enterprise professional integration, and strengthen the construction of collaborative development platforms for offshore equipment, new energy companies, industrial Internet, logistics big data, and air cargo.
In terms of mixed-ownership reform, the next step is to focus on promoting the in-depth transformation of the operating mechanism of mixed-ownership enterprises, and continue to explore differentiated management and control.
In addition, Hao Peng said that important reform measures and experience should be consolidated in the form of a system, and important requirements for state-owned enterprise reform should be incorporated into the company’s articles of association and corporate system, so as to promote a more mature and more formalized system in all aspects.
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