When General Secretary Xi Jinping participated in the deliberation of the Liaoning delegation at this year's two sessions, he stressed that he will unswervingly make state-owned enterprises stronger and bigger, cultivate core competitiveness, strive to be the pioneer of innovation-driven development, and accelerate the cultivation of a strong sense of innovation and innovation. The team of corporate technology talents. It is necessary to optimize the layout of state-owned capital, fully implement the responsibility for maintaining and increasing the value of state-owned assets, and prevent the loss of state-owned assets and major risk events.
State-owned enterprises must be stronger and bigger, and ultimately they must rely on reform. The reform takes the lead and moves all over the body. Where do you start? How to solve the "difficult problem" of the state-owned enterprise management level and the number of legal persons? How is state-owned supervision not missing a good position? The reforms in various places have gone through the problems and made continuous breakthroughs in the overall planning.
Advancing the reform of mixed ownership
Establishing a modern enterprise system, optimizing the layout of the state-owned economy, and improving the supervision of state-owned assets... At present, the “four pillars and eight pillars” of state-owned enterprise reform have emerged, and state-owned enterprises have become more energetic and more energetic in the reform.
In 2017, how can state-owned enterprise reform accelerate? Peng Huagang, deputy secretary-general of the State-owned Assets Supervision and Administration Commission of the State Council, believes that in 2017, the reform of state-owned enterprises should adhere to the issue orientation, strive to achieve effective results in important areas and key links, and make the policies of state-owned enterprise reform take root and blossom. Specifically, it is necessary to comprehensively promote the reform of the classification of central enterprises, deepen the reform of the company-owned shares system and mixed ownership system, continue to promote the restructuring and formation of state-owned capital investment and operation companies, and accelerate the establishment of a market-based selection and employment mechanism.
The reform of state-owned assets and state-owned enterprises is an important part of comprehensively deepening reforms. Jinneng Group, as one of the pilot units for the reform of state-owned enterprises in Shanxi, seized the window period and focused on improving quality and efficiency and core competitiveness, and promoted supply-side structural reform as the main line, focusing on improving core competitiveness and resource allocation efficiency. Speed up the pace of reform. “The focus is on the layout of the industrial chain and the company's slimming and health, quality and efficiency.” Wang Qirui, party secretary and chairman of Jinneng Group said.
Promoting the reform of mixed ownership is one of the important breakthroughs in deepening the reform of state-owned enterprises. Shanghai Yidian promotes institutional innovation, actively promotes mixed ownership, successively invests in a number of private enterprises, builds around the industry chain and cultivates core competitiveness, adheres to the principle of “mainly relying on me” and intensifies the industry Mergers and acquisitions. Wang Qiang, secretary of the Shanghai Party Committee and Chairman of the Board of Directors, believes that mixed-ownership enterprises are no longer a state-owned “one-size-fits-all”. Therefore, a benign system of checks and balances is needed, forcing companies to review and revise the original management system and management processes. Mixed ownership enterprises should change from direct management and comprehensive management of wholly-owned subsidiaries to indirect management and management.
Find the right combination of government and market
The reform of state-owned enterprises should aim at improving core competitiveness and resource allocation efficiency. Li Qingkui, party secretary and chairman of China Southern Power Grid Corporation, believes that it is necessary to fully understand and grasp the "determination role of the market in resource allocation and better play the role of the government", identify the combination of the government and the market in reform, and promote state-owned enterprises through reform. It has become an independent market entity that operates independently according to law, is responsible for its own profits and losses, at its own risk, self-discipline, and self-development.
The process of reforming state-owned enterprises is also a process of continuous expansion and deepening of financial ideas. State-owned enterprises must stop "indiscriminate investment" and let enterprises "dare to vote." Yinchuan City of Ningxia started from the relationship between the government and the market, the market and the state-owned enterprises, and the assessment and distribution of indicators, forming a three-tier structure of the State-owned Assets Supervision and Administration Commission, state-owned capital investment and operation companies, and state-owned enterprises. Cheng Wei, chairman and general manager of Yinchuan Urban Construction Investment Holdings Co., Ltd., made an analogy. "For example, 10 million yuan of funds. In the past, we always thought about how to save the money. Now, our thinking is completely How to make this 10 million yuan of funds mobilize 100 million yuan, and even more funds."
Accelerate the transition to tube capital
State-owned assets supervision is a hard bone in the reform of state-owned enterprises. Supervision should not be absent. It is necessary to strengthen the supervision function of state-owned state-owned enterprises and build a levee to prevent the loss of state-owned assets.
Peng Huagang said that the core of state-owned assets supervision is to accelerate the transition from managing enterprises to managing capital. On the one hand, strengthen the role of the external supervisory board, focusing on the important issues and key links in the corporate finance, major decision-making, and operation processes, the board of directors and the management level according to the law, the integrity and effectiveness of the internal control system of the enterprise, Focus on strengthening the current and in-process supervision of the company. On the other hand, the integration of supervision forces from all sides will form a joint force, promote the disclosure of important information of state-owned assets and state-owned enterprises, consciously accept supervision, and increase accountability.
What should the SASAC manage in the end, and what is the scope of the management of assets? In order to clarify this issue, Yinchuan divides the management of state-owned assets into financial and non-financial assets. The former is managed by the Financial Bureau and the latter is managed by the SASAC. According to Guo Baichun, deputy mayor of Yinchuan City, based on such a top-level design, Yinchuan City launched the “Four Qing” campaign to clean up all the assets scattered in various commissions, inject state-owned enterprises, and expand the scale of assets, thus revitalizing the stock assets. The formation of the National Qualifications Bureau has transformed the supervision of state-owned assets from decentralized management to centralized management.
How to regulate foreign assets in the country? Peng Huagang revealed that it will strengthen the overseas investment and financing, property rights changes and capital control of state-owned enterprises, strengthen the prevention of foreign legal risks, and gradually carry out normalized supervision and inspection. Strengthen the annual audit of key enterprises and key businesses, and fully cover the audit of overseas enterprises and overseas businesses.
