A deep dive into finance and economics丨It is related to the new round of state-owned enterprise reform, and the State-owned Assets Supervision and Administration Commission of the State Council has deployed it like this_Guangming.com

2024-02-29 00:38:00

2024 is a critical year and a tough year for the implementation of the actions to deepen and improve the reform and improvement of state-owned enterprises. The meeting of heads of central enterprises made it clear that more than 70% of the main tasks must be completed within this year.

What are the distinctive features of this round of reform? How to promote the implementation of various tasks? A few days ago, the State-owned Assets Supervision and Administration Commission of the State Council held the first special promotion meeting of the year on the deepening and improvement of state-owned enterprise reforms, releasing a new signal.

　　Strengthen functional missions around “three roles”

Effectively giving full play to the role of central enterprises in scientific and technological innovation, industrial control, and safety support in building a modern industrial system and building a new development pattern is a feature of this round of reform and is also the focus of the work.

“To implement the functional and mission reform tasks, we need to find the correct direction of action and strengthen assessment guidance.” Wang Hongzhi, deputy director of the State-owned Assets Supervision and Administration Commission of the State Council, said at the promotion meeting that all units should focus more on serving high-level science and technology, self-reliance, and ensuring industrial chain Stable and smooth supply chain, ensuring the security of energy resources, etc.

The State-owned Assets Supervision and Administration Commission of the State Council proposed at the meeting that it is necessary to adapt to the requirements of functional and mission reform tasks and optimize the layout of state-owned capital, especially for areas that are urgently needed or in short supply, have strong basic support, and have large positive spillover effects, such as With “artificial intelligence +” and so on, each unit can combine its own technical resource endowment and industrial foundation, scientifically make decisions and incorporate them into development plans, and increase investment.

Since 2023, central enterprises and local state-owned enterprises have intensified their efforts to develop strategic emerging industries, with annual investment reaching 2.18 trillion yuan and 0.73 trillion yuan respectively, accounting for 35.2% and 17.1% of the total investment respectively.

“At present, all units have clear tasks and goals to develop strategic emerging industries and promote technological innovation. This year, we must focus on implementation. In the process, we must also pay attention to dynamic adjustments and optimization according to changes in the industry’s technological frontiers, and at the same time, we must prevent Excessive competition and duplication of construction.” Wang Hongzhi said.

Original and leading innovation requires large investment, long cycle, and strong uncertainty, so it is necessary to explore medium and long-term assessment and incentive measures.

In this regard, the State-owned Assets Supervision and Administration Commission of the State Council has made it clear that companies that undertake more functional and mission-type tasks may consider formulating special assessment plans. Each group company should also take into account actual conditions, simultaneously improve the internal assessment system, and conduct classified and precise assessments for subsidiaries with heavier functional and mission-related tasks.

The first special promotion meeting for the 2024 action to deepen and improve the reform of state-owned enterprises was held on February 27.Photo by Xinhua News Agency reporter Wang Xi

　　Promote state-owned enterprises to truly operate according to market-oriented mechanisms

The reform of state-owned enterprises focuses on vitality and efficiency.

During the three-year campaign to reform state-owned enterprises, many breakthroughs were made in institutional and mechanism tasks such as the three system reforms. The new round of reform actions is taking advantage of the momentum and aims to comprehensively promote the institutionalization, long-term and practical results of relevant reforms, with the purpose of promoting state-owned enterprises to truly operate according to market-oriented mechanisms.

What does it mean to truly operate according to the market mechanism? According to industry insiders, whether this can be achieved depends on whether state-owned enterprises can truly break the practice of “looking at status, level, and seniority” and “look at positions, performance, and contribution” under market testing.

As the “big nose” of the market-oriented operating mechanism, promoting the tenure system for management members and improving the quality and expansion of contractual management is one of the key tasks of the reform.

In recent years, this reform has been fully implemented and has covered more than 80,000 enterprises across the country and a total of 220,000 people. Wang Hongzhi said that in the next step, the performance target setting must be both scientific and challenging, and the salary realization must be rigid and substantive. It must not be high when performance is good, but when performance is poor, the salary cannot be lowered and the position cannot be changed. Reform It cannot be in name only.

He said that currently, all units are intensively carrying out the 2023 business performance assessment work. This assessment must be used as a “touchstone”. There should be no changes or discounts in rewards, deductions, and withdrawals.

At the same time, it is also a key focus of the reform to promote the wider coverage, deeper and more detailed system of corporate management personnel adjustment and incompetent exit system, and promote the wider and standardized implementation of medium and long-term incentives.

Previously, the State-owned Assets Supervision and Administration Commission of the State Council has clarified that by 2024, the coverage of the relevant systems for final adjustment and incompetent withdrawal in the second- and third-level subsidiaries of central enterprises and local state-owned enterprises must not be less than 70%.

Wang Hongzhi said that all units should further sort out and evaluate, especially for innovative enterprises and strategic emerging industries, and study to improve the coverage and matching of mid- and long-term incentives.

　　Coordinated advancement of two types of reform tasks

It should be noted that the new round of state-owned enterprise reform has distinct characteristics of the times and reform characteristics, and is more mission-oriented, goal-oriented and problem-oriented.

Wang Hongzhi said that the reform tasks are heavy and difficult, and we must seize the day without waiting for time, implement responsibilities at all levels, and do our best to carry out various reform tasks. All localities, central enterprises and local state-owned enterprises must clarify the 70% measurement standard as soon as possible and arrange key and difficult reform tasks in advance.

“The functional and mission-type reform tasks and the institutional and mechanism-type reform tasks must be coordinated and promoted to form a reform package.” He emphasized that the two types of reform tasks must be carried out quickly and effectively, and no partiality can be neglected.

On the one hand, it is necessary to lead the reform of systems and mechanisms with reforms of functions and missions.

Wang Hongzhi said that all units should pay close attention to the inherent needs for layout structure, corporate governance, incentive mechanisms, etc. in the process of developing strategic emerging industries, promoting technological innovation, providing security support, and cultivating new productive forces, and promptly promote the corresponding systems. Mechanism reform will form new production relations that are compatible with new productive forces and enhance dynamic adaptability.

On the other hand, functional and mission reforms should be supported by institutional and mechanism reforms.

He said that all units should provide various elements, systems and mechanisms for functional and mission tasks by actively improving innovation cooperation mechanisms, creating an innovation ecosystem, reorganizing and integrating, listing and financing, introducing talents, compressing legal and management levels, optimizing organizational structures, etc. conditions and environmental support. (Reporter Wang Xi)

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责编：袁晴 ]

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