Original title: The State-owned Assets Supervision and Administration Commission deployed six major tasks to win the three-year action of state-owned enterprise reform.
The State-owned Enterprise Reform Leading Group Office of the State Council held a special promotion meeting on the three-year action for state-owned enterprise reform on the 17th, to arrange the tasks for the final year of the three-year action of state-owned enterprise reform, and put forward various measures including improving the construction and operation quality of the board of directors and promoting the market-oriented mechanism Comprehensively go deep and solid, create a group of original technology sources, intensify efforts to promote structural adjustment, improve the accuracy of reform, and strengthen professional, systematic, and legal supervision.
Weng Jieming, member of the Party Committee and Deputy Director of the State-owned Assets Supervision and Administration Commission, said that 2022 is the year of tackling and ending the three-year reform of state-owned enterprises. It is necessary to ensure that fundamental breakthroughs are made in key and difficult tasks in the first half of 2022, and the main body of the three-year action must be completed. All tasks of the three-year campaign will be basically completed before the 20th National Congress of the Communist Party of China, and the finishing work will be completed by the end of this year.
Optimizing the layout: speeding up the specialized integration of central enterprises
In 2021, the strategic reorganization and professional integration at the central enterprise group level will be a success. Formerly there were China Star Network Group established in the Xiongan New Area, China Sinochem Holdings, which was merged and reorganized from the “two chemical industries”, and later China Potevio was reorganized by China Electric Power Co., Ltd., Anshan Iron and Steel Co., Ltd. was reorganized by Bengang Steel, and the also newly formed China Electric Equipment Group. . At the end of December, China Logistics Group and China Rare Earth Group made another appearance.
In 2022, how will the professional integration of central enterprises be carried out? The State-owned Assets Supervision and Administration Commission has made it clear in the six key tasks of the three-year reform of state-owned enterprises in 2022 that it will continue to promote professional integration this year, and create a new batch of enterprises with clear sectors and strong competitiveness. Among them, the central enterprises should speed up professional integration as the focus of this year’s work.
As for the idea of reorganization, the SASAC requires that by promoting the professional integration between various enterprises and within enterprises, it will accelerate the formation of a group of large enterprises with clear sectors, clear sectors and strong core competitiveness, so as to move towards world-class.
The reporter noticed that the State-owned Assets Supervision and Administration Commission (SASAC) specifically proposed the integration areas of central enterprises in 2022 at the meeting of the heads of central enterprises held at the end of December 2021. The State-owned Assets Supervision and Administration Commission has made it clear that it will deepen the professional integration of cross-industry, cross-field, and cross-enterprise, and strengthen the construction of collaborative development platforms such as offshore equipment, new energy enterprises, industrial Internet, logistics big data, and air cargo.
Stimulate vitality: strengthen equity incentives for state-owned listed companies
As another overall task of the three-year reform of state-owned enterprises, an important starting point for improving the market-oriented operation mechanism is to flexibly develop medium and long-term incentives in various ways. According to the preliminary statistics of the State-owned Assets Supervision and Administration Commission, the subsidiaries of central enterprises that have carried out medium and long-term incentives account for 85.9% of the qualified subsidiaries, benefiting 276,000 people.
The reporter noticed that 2021 is a year of quite active equity incentives for state-owned listed companies. Nearly 40 state-controlled listed companies have come up with a new phase of equity incentive plans throughout the year.In December 2021 alone, includeGuodian NARI、Nanfang Co., Ltd.、Aluminum Corporation of ChinaIncluding 15 state-controlled listed companies disclosed equity incentive plans.
Regarding the focus of work in 2022, the SASAC proposed that it should focus on improving efficiency to stimulate vitality, and promote the comprehensive implementation of various measures of the market-oriented mechanism. It is necessary to make good use of medium and long-term incentive policies such as equity incentives for China’s controlled listed companies, equity and dividend incentives for state-owned technology enterprises, and excess profit sharing, expand the coverage and application depth of policies, and improve the internal distribution mechanism of enterprises.
In addition, the State-owned Assets Supervision and Administration Commission also requires state-owned enterprises to have more targeted incentives for technological innovation. For key core scientific and technological talents, it is necessary to boldly and fully motivate, and make good use of policies such as the separate listing of the total amount of living wages and the sharing of benefits from the transformation of scientific and technological achievements. survive” and “attract”.
Precise reform: exploring differentiated management and control of state-owned enterprises
Hao Peng, Secretary of the Party Committee and Director of the State-owned Assets Supervision and Administration Commission, pointed out in June 2021 that differentiated management and control should be used as a breakthrough in reform, and mixed-ownership reform enterprises should be promoted to establish a flexible and efficient market-oriented operation mechanism in an all-round way.
The reporter learned from the promotion meeting held on the 17th that differentiated control and personalized reform have been listed as one of the key tasks for the reform of state-owned enterprises in 2022. Weng Jieming said that it is necessary to focus on the key points and improve the accuracy due to the classification reform of enterprises and industries. During the year, more listed companies with more than 50% of the state-owned shares will be promoted to introduce active shareholders with more than 5% of the shares. At the same time, focus on the state-owned equity ratio of less than 50%, especially the state-owned relative controlling mixed-ownership enterprises that are less than one-third, and promote more enterprises to explore and implement differentiated management and control.
According to statistics from the State-owned Assets Supervision and Administration Commission, in 2021, 13 and 25 of the listed companies controlled by central enterprises and local state-owned enterprises will introduce new strategic investors with a shareholding ratio of more than 5%.
The reporter found that there are still many listed companies with a state-owned shareholding ratio of more than 50%.Taking listed companies controlled by central enterprises as an example, as of the end of the third quarter of 2021, includingCITIC Special Steel、China Shenhua、China Satcom、Adisseo、FAW Jiefang、Haohua Technology、CRSC、State Grid UK UniversityThe major shareholders of listed companies such as state-owned enterprises hold more than 60% of the shares, and the state-owned shareholding ratio of some enterprises exceeds 70%.
Regarding individualized reform measures, Weng Jieming emphasized that while completing the three-year action regulations for the reform of state-owned enterprises, all local and central enterprises should take the initiative to design self-selected actions for their own outstanding problems and key problems, and implement long-term development and transformation of enterprises. Upgrade strategic and personalized reform measures to promote fundamental changes in the face of the enterprise.
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Responsible editor: Wang Meng
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