The three-year action of state-owned enterprise reform has achieved remarkable results
State-owned enterprises are an important material and political foundation of socialism with Chinese characteristics, and an important pillar and force for the Party to govern and rejuvenate the country.With the in-depth progress of the three-year reform of state-owned enterprises, focusing on key points, making up for shortcomings, and strengths and weaknesses, state-owned capital and state-owned enterprises will accelerate to become stronger, better and bigger, and the competitiveness, innovation, control, influence, resistance and resistance of the state-owned economy will be accelerated. Risk capability is further enhanced.
Hao Peng, director of the Office of the State-owned Enterprise Reform Leading Group under the State Council and director of the State-owned Assets Supervision and Administration Commission of the State Council, said recently that the three-year reform of state-owned enterprises has made decisive progress and entered a critical stage of comprehensive completion.Next, we must anchor the goal of "three obvious results" and strive to win the overall victory of the three-year reform of state-owned enterprises.
Efficient linkage of reform and development
The three-year action for the reform of state-owned enterprises is a specific construction plan for the implementation of the "1+N" policy system and top-level design for the reform of state-owned enterprises from 2020 to 2022.Relevant departments, regions and state-owned enterprises have made unprecedented efforts to promote the reform of state-owned enterprises, and have made continuous breakthroughs in key areas and key links, and the reform and development are in a good trend of efficient linkage.
In Zhejiang, state-owned assets and state-owned enterprises seized the opportunity of the Hangzhou regional comprehensive reform experiment to deepen reforms, and used high-quality development to facilitate the construction of the Common Prosperity Demonstration Zone.By the end of 2021, the completion rate of 56 tasks of the three-year action will reach 94%.Through the implementation of the "2256 Plan" for the high-quality development of state-owned listed companies, Zhejiang has formed a systematic and systematic reform path for high-quality development of mixed-ownership reform, listing and listing.In 2021, state-owned enterprises in Zhejiang Province will add 7 new listed companies, and create a team of more than 50 key listed companies.
In Anhui, state-owned and state-owned enterprises are striving to build a highland of scientific and technological innovation with the implementation of the key core technology tackling list as an entry point.A number of high-quality innovation support policies have been introduced to promote enterprise innovation.In 2021, the R&D investment of Anhui provincial enterprises will increase by 31.5% year-on-year, and the growth rate will be more than 20% for three consecutive months this year.
In Gansu, state-owned and state-owned enterprises have implemented special actions to promote the development of characteristic and advantageous industries.Select new materials, new energy and equipment manufacturing to focus on 6 industries.It is estimated that by 2025, the investment in new characteristic and advantageous industrial projects will be 218 billion yuan, and the profit will be more than 10 billion yuan.
Up to now, the average completion progress of the overall task of the three-year action of the provincial enterprises and cities in Shandong Province has exceeded 90%.Zhang Bin, director of the State-owned Assets Supervision and Administration Commission of Shandong Province, said that Shandong has established a closed loop of work to consolidate reform tasks. Each task has clearly defined work measures, responsibilities and completion time frames, and "military orders" have been issued at various levels.At the same time, the implementation of whole-process supervision and penetrating verification.
Operational performance is the touchstone for measuring the achievements of enterprise reform and development.In 2021, the total assets of enterprises under the supervision of the national state-owned assets system will be 259.3 trillion yuan, the total operating income will be 71.7 trillion yuan, the total profit will be 4.5 trillion yuan, and the net profit will be 3.3 trillion yuan. Compared with 2012, the growth rate will reach 158.8%, 65.2%, 73.1%, 73.7%.
Improve governance and improve efficiency
Facing the downward pressure on the market, GAC Group achieved a good start. In the first quarter of this year, its operating income and total profit increased by 32% and 37% year-on-year respectively.As the first large-scale state-owned automobile group with A+H shares listed as a whole in China, GAC Group took the opportunity of deepening the reform of "Double Hundred Actions", continued to make efforts to improve the corporate governance mechanism, clarified the rights and responsibilities of various governance entities, and built strong Excellent board of directors, further promote the reform of professional managers, and cultivate new advantages in high-quality development.
Highlighting the main line of system construction is a distinctive feature of the three-year action.With the implementation of the "Opinions on Strengthening the Party's Leadership in the Improvement of Corporate Governance by Central Enterprises", the construction of a modern enterprise system with Chinese characteristics has been deepened.From the perspective of the national situation, the list of pre-research items for the party committee (party group) of state-owned enterprises has been fully completed and implemented and effective, the board of directors has taken substantial steps to achieve the required construction, and the implementation of the board's powers and powers has taken substantial steps. The performance mechanism has been continuously improved.
The data shows that 96 central enterprise group companies and 733 local first-level enterprises have formulated a management system authorized by the board of directors to the managers, accounting for 98.0% and 99.6% respectively.99.5% of central enterprises' subsidiaries and 97.5% of local subsidiaries at all levels have the majority of outside directors.1,521 important subsidiaries of central SOEs promoted the implementation of the powers of the board of directors, and 92.5% of them have formulated relevant implementation plans and implemented them.
"We deeply realize that the key to strengthening the party's leadership in improving corporate governance is to correctly handle the relationship between the party committee (party group), the board of directors, managers and other governance entities." said Meng Zhenping, chairman and party secretary of China Southern Power Grid Corporation.
According to the "List of Rights and Responsibilities of Governance Subjects" constructed by China Southern Power Grid, the China Southern Power Grid Party Group directly decides on 35 major issues in party building and other aspects, and conducts research and discussion on 55 major business management issues to ensure that the Party Group has a good direction and does not take care of it. Adhere to the two principles of "legal matters are not authorized" and "authorization is generally not preempted" to optimize the decision-making process; the board of directors authorized the chairman and general manager of 53 non-statutory matters, improving decision-making efficiency on the premise of ensuring the quality of decision-making, and better adapting to the market Variety.
Optimize the layout and adjust the structure
In May 2021, Sinochem Group and ChemChina were reorganized into Sinochem."In the first year of its establishment, the company has achieved excellent results in all aspects of reform and development. Its operating income and total profit have increased by more than 30% compared with before the reorganization. It has taken a solid step in the new journey of building a world-class enterprise." Sinochem Party Secretary and Chairman Ning Gaoning said that the synergistic effect of the "1+1>2" reorganization of the two industries will continue to be exerted.
Since the implementation of the three-year action, the strategic reorganization of central enterprises has been frequent, professional integration has been performed well, and the national team of the enterprise has accelerated to become stronger, better and bigger.For example, in the first quarter of 2022, China Rare Earth Group's mining and smelting separation output increased by more than 15%, and its operating income and total profit increased by 41% and 65.7% year-on-year respectively; China Logistics Group's labor productivity increased by 34.8%; China Electrical Equipment Group In 2021, 127 new products will be successfully developed, of which 54 will reach the international leading level.
In accordance with the deployment requirements of the "Opinions on Promoting State-Owned Economic Layout Optimization and Structural Adjustment in the New Era", state-owned and state-owned enterprises focus on strategic security, industrial leadership, national economy and people's livelihood, public services and other functions, adjust the stock structure, optimize the direction of incremental investment, and effectively improve the overall state-owned capital. Operational quality and efficiency, the leading role of the state-owned economy is more prominent.
Highlight the main responsibility for the main business, and state-owned assets advance and retreat in an orderly manner.Sharply clean up "two non-profits" and "two capitals" (non-main business, non-advantage, inefficient and ineffective assets).At present, the completion rate of the divestitures of "two non-profits" of central enterprises is 92.1%, and the completion rate of "two non-profits" and "two capitals" of local state-owned enterprises is 93.3%.
Enhance vitality and efficiency
Insufficient vitality and low efficiency are the "old and difficult" problems of some state-owned enterprises, and they are also one of the key points of the three-year action.By paying close attention to the three system reforms, promoting the ability of management personnel to go up and down, employees to enter and exit, and income to increase and decrease with greater strength and depth, the state-owned enterprise's responsive, efficient, and dynamic market-oriented operating mechanism is now Speed up the formation.
For example, Shandong Heavy Industry has innovated the competition mechanism for leading cadres, and adopted a combination of “open competition + challenge incumbent” to post positions, highlighting performance orientation and internationalization requirements; Liugong Group, in order to better motivate outstanding talents, flexibly implement some of its subordinate listed companies. Restricted stock incentives, employee shareholding, equity incentives for state-owned technology-based enterprises and other incentives, a total of about 25% of technical talents have received equity incentives, and the company has a strong potential for innovation and development; CNBM has formulated mid- and long-term incentive and restraint guidelines and 7 supporting According to the guidelines, a total of 52 enterprises have formulated or implemented medium and long-term incentive plans, covering more than 6,000 people, and the backbone of scientific and technological innovation, operation and management, and the medium and long-term development of the enterprise have been more closely bound.
Promote the tenure system and contractual management of state-owned enterprise managers.As of the end of March this year, all central enterprise groups and 97.3% of local first-level enterprises have established a tenure system and contractual management system for the managers of their subsidiaries.98.5% of the central enterprises' subsidiaries and 97.1% of the local subsidiaries at all levels have signed relevant contracts or contracts with managers (including professional managers).
Fully promote the marketization of labor.Since 2022, the public recruiters of central enterprise group companies and subsidiaries at all levels will account for 99.5% of the total number of new employees; the public recruiters of local first-level enterprises and subsidiaries at all levels will account for 99.6% of the total number of new employees.The proportion of central enterprises and local state-owned enterprises that implement performance appraisal of all employees is 99.6% and 99.3% respectively.
The medium and long-term incentive "policy package" and "toolbox" are more abundant.There are 4,487 and 2,659 subsidiaries of central enterprises and local governments that have carried out medium- and long-term incentives respectively, accounting for 87.4% and 81.6% of the subsidiaries at all levels that are eligible to carry out medium- and long-term incentives. 143,700 people.
Facts have shown that the implementation of various incentive measures has fully stimulated the endogenous motivation of the majority of cadres and workers, and the input-output efficiency of enterprises has been significantly improved.
【Editor: Wang Yu】
