2022 is the year of the three-year action plan for state-owned enterprise reform and the year of finalization. The State-owned Assets Supervision and Administration Commission of the State Council statistics show that the completion rate of reform work logs in various central enterprises and localities has exceeded 98%.
With the basic completion of the main tasks of the three-year action, central enterprises have continuously achieved new results in improving corporate vitality and efficiency, and promoting the optimization of the layout and structural adjustment of the state-owned economy.
The company system reform has been fully completed, and the board of directors of central enterprises should be established, basically achieving the majority of external directors... Through the three-year action plan to promote the reform of state-owned enterprises, the modern enterprise system with Chinese characteristics has become more mature and established.
The key to corporate governance is to clearly divide rights and responsibilities. China First Automobile Group Co., Ltd. focuses on streamlining the management relationship between parent and subsidiary companies, insisting on authorization and supervision "grasping both hands and strengthening both hands". In 18 fields such as strategy, products, and engineering, it clarifies two lists of headquarters approval matters and authorized subsidiaries (subsidiaries) matters to effectively stimulate internal development vitality.
China Coal Energy Group Co., Ltd. comprehensively sorts out and evaluates the decisions and pre-research and discussion of the "two matter lists" of the party committees of each enterprise. In response to problems such as insufficient combination of the list content and actual conditions and poor operability, urge enterprises to revise and improve them. At the same time, systems such as guidelines for full-time directors' performance have been introduced to continuously improve the ability of the director team to perform their duties. In the first seven months of this year, China Coal Group achieved revenue of 173.5 billion yuan, a year-on-year increase of 15.4%. In the three-year action plan, central enterprises focused on serving national strategies, promoting the optimization of the layout and structure of the state-owned economy, and promoting the high-quality development of the economy, and implemented a number of strategic restructuring and professional integration projects.
In December last year, China Logistics Group Co., Ltd. was unveiled. "The group itself is a landmark achievement of the layout adjustment, structural optimization and professional integration of central enterprises, and should be at the forefront of deepening reforms." said Li Hongfeng, chairman of China Logistics Group.
Since its establishment, this new central enterprise has made every effort to do a good job in the "second half of the article" of deep integration - formulating the group's development strategy, defining the functional positioning of sub-enterprises, and forming the group's internal integration plan and implementation path; resolutely promoting the exit, compression and transformation of low-quality businesses; accelerating the establishment of China Logistics Research Institute and various scientific and technological innovation platforms, accelerating the creation of a group of key logistics technology enterprises, and effectively improving the enterprise's technological traction and industrial driving capabilities... The dividends of
reform are constantly being released: in the face of the complex and severe domestic and international development environment, China Logistics Group withstands the pressure and faces difficulties, and its operating income exceeded 100 billion yuan in the first half of the year.
The reform of state-owned enterprises focuses on vitality. To strive to improve the vitality and efficiency of state-owned enterprises, we must focus on deepening the reform of the three systems of labor, personnel and distribution.
"We have fully implemented the term system and contractual management of the management team, achieving full coverage of 330 subsidiaries. At the same time, we actively implemented the professional manager system. There are currently 124 professional managers serving in 49 subsidiaries, and the number of enterprises that have implemented professional managers accounts for 14.85%, ranking among the forefront of central enterprises." Xian Yali, deputy director of the Reform Office of Guotou Group, spoke with data.
In China First Heavy Group Co., Ltd. , the enterprise has promoted the reform of three systems with the determination of a hero to cut off his arm, forming a development environment where "cadres can go up and down, salaries can be high and low, and personnel can enter and exit". In the first three quarters of this year, the company's operating income and total profit both achieved double-digit year-on-year growth.
Information from the State-owned Assets Supervision and Administration Commission of the State Council shows that focusing on improving the market-oriented operation mechanism, central enterprises will focus on promoting the universal and normal operation of the "three-energy" mechanism at all levels.
At present, the three-year action plan for state-owned enterprise reform has entered a critical stage of decisive battle. "The next step is to work hard and work hard to overcome difficulties to ensure that all tasks of the three-year action are completed on schedule and with high quality." said Weng Jieming, deputy director of the State-owned Assets Supervision and Administration Commission of the State Council. (Reporter Wang Xi)
