Workers from the Second Company of China Construction Third Engineering Bureau are working at an altitude of nearly 500 meters at the construction site of the Wuhan Greenland Center Project.Photo by Xinhua News Agency reporter Xiao Yijiu
In 2022, the three-year reform of state-owned enterprises will usher in the year of tackling and ending. In the face of complex domestic and international situations, how can state-owned and state-owned enterprises ensure that they deliver high-quality answers after the “bell rings”? The State Council State-owned Enterprise Reform Leading Group Office recently held a special promotion meeting on the three-year action of state-owned enterprise reform, delineating a series of key points.
Optimize the layout and speed up the professional integration of central enterprises
China Star Network, China Electric Equipment, China Logistics Group, and China Rare Earth Group were established. Specialized integration of coal and medical care was implemented in depth. Tianyiyun and offshore engineering equipment innovation platforms were accelerated, and central enterprises “reduced” legal entities throughout the year. There are 2906 households, and the completion rate of the divestiture of “two non-main business” (non-main business and non-advantage business) is 86.9%…
In order to advance and retreat in an orderly manner, in 2021, the structural adjustment of state-owned assets will be “accelerated”, a series of major strategic restructuring and professional integration will be completed, and the deployment of strategic emerging industries will be accelerated. In the new year, how will the work in this field continue to develop?
The meeting proposed that the central enterprises should speed up the professional integration as the focus of this year’s work. step forward.
In addition, it is necessary to carry out the special action of “reducing the reduction” and look back, and take stronger measures to ensure that the separation task of “two non-discrimination” is fully completed.
To build a “development” building, we must consolidate the “safe” foundation.
The meeting made it clear that state-owned and state-owned enterprises should strictly guard against various major risks, especially focusing on debt risks and investment risks, strictly control the debt ratio, strictly control major investment decisions, and resolutely prevent loss of control.
To stimulate vitality, the market mechanism should be more pragmatic and effective
The reform of state-owned enterprises focuses on vitality. The reform of labor, personnel, and distribution systems (three system reforms) is the most critical part of the current state-owned enterprise reform.
The tenure system for managers and contractual management contracts have been mostly completed, and enterprises in various regions have generally taken more powerful reform measures in terms of “can cadres can be hired”, “employees can be paid”, and “income can be reduced”, and the coverage of medium and long-term incentive policies And the number of incentives has reached a new high… In 2021, the three institutional reforms of state-owned enterprises will achieve a large-scale breakthrough.
“The next step is to promote the marketization mechanism and all the measures!” 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, asked at the meeting that the relevant reforms must be tough and effective. .
Specifically, in the first half of this year, it is necessary to vigorously promote the competition of management personnel, final adjustment and incompetent exit in enterprises at all levels; improve the incentive and restraint mechanism, and favor outstanding contributors and front-line bitter and dangerous backbone employees, and cannot “sprinkle pepper” Egalitarianism in the face of “face”; mixed reforms must work hard to improve the quality, and promote mixed reform enterprises to produce a new look in the in-depth transformation mechanism.
Promote a more mature and finalized modern enterprise system with Chinese characteristics
Establishing a modern enterprise system is the direction of state-owned enterprise reform. The three-year action for the reform of state-owned enterprises is clear, and obvious results should be achieved in the formation of a more mature and stereotyped modern enterprise system with Chinese characteristics and a state-owned assets supervision system focusing on capital management.
In the past year or so, various central enterprises, local SASACs and local state-owned enterprises have focused on this field.
Taking the construction of the board of directors as an example, the board system of state-owned enterprises has basically been formed by printing and distributing documents such as the working rules of the board of directors of central enterprises (for trial implementation), the board of directors and the evaluation methods for directors. By the end of last year, state-owned enterprises at all levels had basically completed the establishment of the board of directors, and the proportion of external directors at the level of central enterprises and subsidiaries of local state-owned enterprises had reached 99.3% and 94.2%, respectively.
“The next step is to make the efforts to promote a more mature and stereotyped modern enterprise system with Chinese characteristics to be in-depth and meticulous.” Weng Jieming said.
Still taking the construction of the board of directors as an example, whether it is building a strong team of full-time external directors, strengthening service support for the performance of external directors, or implementing the functions and powers of the board of directors of subsidiaries in an orderly manner, the core is to enhance the decision-making ability and overall functions of the board of directors. Improve running quality.
“Kunlun” completed the first high-speed rail beam task.Photo by Xinhua News Agency reporter Song Weiwei
Accurate efforts to deepen classification reform
The function definition and classification reform of state-owned enterprises is an important foundation and measure for the “1+N” policy system of state-owned enterprise reform, and it is also the logical starting point for deepening the reform of state-owned enterprises.
To fight the “final battle” of the three-year reform of state-owned enterprises, deepening the classification reform is very important.
“All localities and enterprises have carried out multi-dimensional classification according to enterprise functions, levels, ownership types, development stages, industries, and scales. On this basis, to deepen reforms, there are many creative practices that should continue to be adhered to and deepened.” Weng Jieming said.
He proposed to promote more listed companies with more than 50% of state-owned shares to introduce active shareholders with more than 5% of shares; to make state-owned shares less than 50%, especially less than one-third of state-owned companies with relatively controlled mixed ownership Focus on promoting more enterprises to explore and implement differentiated management and control.
The meeting emphasized that in the future reforms, it is necessary to focus on the implementation of individualized reforms.
The industry believes that this means that while completing the “prescribed actions” of the three-year action in the next step, local and central enterprises are expected to design “optional actions” according to their actual problems, and implement a series of strategies that are of strategic significance to the long-term development, transformation and upgrading of the enterprise. Individualized reform measures.
(Editor in charge: Zhu He)
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