Original title: The reorganization of central enterprises enters the new acceleration track and the key areas delineated by the State-owned Assets Supervision and Administration Commission
Promoting the restructuring and reorganization of state-owned enterprises is an inevitable requirement for strengthening and improving state-owned enterprises and enhancing their core competitiveness.
At the media briefing on the restructuring and reorganization of central enterprises on August 25, Weng Jieming, deputy director of the State-owned Enterprise Reform Leading Group Office of the State Council and deputy director of the State-owned Assets Supervision and Administration Commission of the State Council, stated that since the 19th National Congress of the Communist Party of China, the strategic reorganization of central enterprises at the group level has entered a new stage. The acceleration track. In the second half of the year, we will focus on advanced manufacturing and technological innovation, and vigorously promote the reorganization and professional integration of central enterprises in the fields of power transmission and distribution equipment, modern logistics, strategic resources, grain storage and processing, and offshore equipment. At the same time, do a good job in the formation and acceptance of new central enterprises, and complete the transfer of the China South-to-North Water Diversion Group to the SASAC by the end of 2022.
“Economic Information Daily” reporter also learned from the meeting that, as the focus of the restructuring and reorganization of central enterprises, the next step in central enterprises’ mergers and acquisitions will pay more attention to strategic emerging industries, and pay more attention to risk prevention and control and compliance management. At the same time, the efforts to clear and retreat “two non-” (non-main business, non-advantages) and “two capitals” (low-efficiency assets and invalid assets) will also increase.
Following the formal announcement of the reorganization between Ansteel Group Co., Ltd. (hereinafter referred to as “Ansteel”) and Bengang Group Co., Ltd. (hereinafter referred to as “Bengang”), the largest state-owned enterprise in Liaoning Province, on August 20, the current work is in full progress. It is understood that after the two powerful alliances, the crude steel production capacity will reach 63 million tons, and the operating income will reach 300 billion yuan, ranking second in the country and third in the world, becoming a true “steel aircraft carrier” in the Northeast.
“In the future, we will create a new Angang with high-quality development to ensure the realization of the development goals of 70 million tons of crude steel, over 50 million tons of iron ore concentrate, 300 billion operating income, and tens of billions of profit. , North has Anshan Iron and Steel’s new structure of the steel industry, to promote the comprehensive revitalization of the Northeast to give play to the central enterprises’ leading role.” Anshan Iron and Steel Party Committee Standing Committee and Deputy General Manager Wang Yidong revealed at the meeting.
Angang’s restructuring of Benxi Iron and Steel is not alone. Weng Jieming revealed that in recent years, the SASAC has focused on five key areas: strategic restructuring, professional integration, mergers and acquisitions, “two-non-non-business” divestiture, “two-capitalization” retreat, and “reduction”, to do a good job in the structural adjustment and reorganization of central enterprises.
From the reorganization of China Shipbuilding Group and China Shipbuilding Industry Corporation to become the world’s largest shipbuilding group, to the merger of Sinochem and China National Chemical Corporation to create a trillion-level “chemical aircraft carrier”, to the reorganization of China Electric Technology and China Putian to create a “national team” for the information and communication industry… Since the Ninth National Congress of the Communist Party of China, major restructuring projects of 12 central enterprises in 6 groups have been successfully implemented, which has strongly promoted the optimization of the distribution and structure of state-owned capital.
“At the beginning of this year, the domestic and foreign anti-monopoly review of the reorganization of the two ships was fully completed, and the work of the reorganization of the two ships has entered a substantive stage of operation.” Party member and deputy general manager of China State Shipbuilding Corporation (hereinafter referred to as “China Shipbuilding Corporation”) Qian Jianping said at the meeting that up to now, the reform of the group headquarters has been implemented, the professional reorganization and integration of the shipping and sea service industry and think tank consulting institutions, the regional integration of regional companies and the new establishment of major project management centers, Important reform matters such as the future development research center and the equipment support center.
According to data, China Shipbuilding Corporation received orders for civilian ships of approximately 18 million dwt in the first half of this year, accounting for approximately 28% of the global market share and continuing to rank first in the world.
In response to a question from a reporter from the Economic Information Daily, Qian Jianping said that during the “14th Five-Year Plan” period, the development goal of China Shipbuilding Corporation is to continue to rank first in the world in terms of total revenue, profit, and orders. In other aspects, the gap with the world‘s top class has been significantly narrowed. The follow-up will focus on the four major industrial directions of the defense industry, the ship and marine industry, the technology application industry, and the ship and marine service industry, and continue to promote the optimization and reorganization of the industrial structure, the reshaping of the technological innovation system, and the integration and integration of listed companies, and organize a number of major reforms. Engineering projects to create a batch of international-level ships and marine and land products to further increase the asset securitization rate.
While advancing the strategic reorganization of central enterprises at the group level, the State-owned Assets Supervision and Administration Commission took the opportunity of industry system reforms in related fields to steadily promote the professional integration of central enterprises through asset reorganization and equity cooperation.
The establishment of the National Petroleum Pipeline Group Co., Ltd. (hereinafter referred to as the “National Pipeline Network Group”) is a typical representative. At present, the company has 91,000 kilometers of oil and gas pipelines in service, 11 gas storage facilities, and 10 LNG receiving stations. The total scale exceeds 800 billion yuan.
Li Hui, director of the National Pipeline Network Group and deputy secretary of the party group, said that accelerating the construction of “a national network” is the second half of the article to deepen the reform of the oil and gas pipeline network operation mechanism. In the next step, we will accelerate the integration of provincial pipeline networks, accelerate the construction of key pipeline projects such as the Fourth West-East Gas Pipeline, accelerate the development of platform operation models, and accelerate the creation of a modern corporate governance system with the characteristics of a national pipeline network group in the new era. . (Next to the fourth edition)
.