Key links in key areas of state -owned enterprise reform have made breakthroughs

This year is the year of the three -year operation of state -owned enterprise reform. Data show that the completion rate of central enterprises and local reforms exceeded 98%.

At the end of July, the meeting of the Political Bureau of the Central Committee of the Communist Party of China pointed out that it is necessary to continue to implement the three -year action plan for state -owned enterprise reform. "This is not only a full affirmation of the three -year action of state -owned enterprise reform, but also the ardent expectations and inspiring and spur on the high -quality completion of the three -year action task." Weng Jieming, deputy director and deputy director of the State -owned Assets Supervision and Administration Commission of the State Council of the State Council, said that Tack to tackling, ensure that the three -year operation is completed on schedule, and ensure that the results of the reform can stand the historical and practical test.

The main task is basically completed

"At present, the 129 key tasks of the three years of reform of the state -owned enterprises in Anhui Province have been basically completed, and the development of state -owned enterprises has been injected with strong momentum." Li Zhong, director of the Anhui State -owned Assets Supervision and Administration Commission, spoke with data.

In order to promote the technological innovation of state -owned enterprises, Anhui Province's implementation costs such as plus, increasing rating, salary increase, equity blessing and innovation fault tolerance such as "four plus and one reduction" incentive measures. During the "Thirteenth Five -Year Plan" period, the average annual increase of R & D investment in Anhui Provincial Enterprises has increased by 16.8%. Since last year, it has maintained a growth rate of more than 25%in a row since last year.

The three -year operation of state -owned enterprise reform is a specific construction drawing of the "1+N" policy system and top -level design from 2020 to 2022, and it is measured, assessable, inspected, and processed. Relevant parties have promoted the reform of state -owned enterprises with unprecedented efforts and continued to make breakthroughs in key areas and key links.

Efforts to improve the vitality and efficiency of state -owned enterprises, it is necessary to twist the three systems of deepening labor, personnel, and distribution system to reform the "bull nose". Since the second half of 2016, China has started from the headquarters of the group. By promoting the leadership team to compete for employment and internal marketization of professional managers, the company's middle -level leading cadres have reduced from 320 to 106. After the competition, the employees were reduced from 10,962 to 8,626.

Shandong Heavy Industries deepen the mechanism of "cadres can go up, employees can enter and exit, salary can increase and reduce" mechanism, sign a solid performance assessment indicator, comprehensively build a differentiation of "performance orientation+precision assessment+rigidity" Salary distribution system. In accordance with innovative orientation and value -oriented, the corresponding incremental incentive mechanism is set in classification.

After hard work, in the first half of this year, the three -year operation of state -owned enterprise reform made decisive progress. The main task of the central enterprise reform for three years has been basically completed, and the dividend of reform has been continuously released. Data show that in the first half of the year, central enterprises realized operating income by 12%year -on -year, net profit increased by 6.1%year -on -year, and cumulative taxes and fees increased by 14.4%year -on -year.

The State -owned Assets Supervision and Administration Commission of the State Council has recently emphasized that it is necessary to promote the stable and high -quality development of state -owned state -owned state -owned enterprises with greater efforts to solidly improve the quality and efficiency and increase efficiency and efficiency, and continue to implement the three -year action of state -owned enterprise reform to ensure high -quality ending. State -owned capital and state -owned enterprises can better play a better role in the strategic support of state -owned economic strategic, and make greater contributions to consolidating the trend of the rise of the economy and maintaining economic operations in a reasonable range.

Still need to make up for the shortcomings and weaknesses

The three -year operation of state -owned enterprise reform has entered a critical period of decisive victory. In particular, it is necessary to strengthen the effective evaluation of the reform, sort out the outstanding shortcomings and weaknesses existing, and promote solutions one by one.

From the perspective of online data, the completion rate of central enterprises and local reform work accounts exceeded 98%. Especially since this year, central enterprises and localities have paid attention to the progress of work from grasping reform to quality and effective results, and promoted new results to achieve three -year actions. However, we must be soberly realized that there are still outstanding problems such as unbalanced reform, insufficient penetration of the grassroots, some key reform tasks, and the quality of reform and effectiveness. One step is unknown to improve the orientation.

"If these problems cannot be solved well, it will be difficult to hand over a satisfactory answer to the three -year action." Weng Jamen emphasized that those who have a hundred miles of miles must effectively enhance the urgency and pertinence of the shortcomings and weaknesses. Put the right medicine and speed up.

In July of this year, the Office of the State -owned Enterprise Reform Leading Group of the State Council issued the "Notice on the High -quality Followers of the Three -Year Action for State -owned Enterprise Reform". In early September, a special promotion meeting emphasized that focusing on company governance, "three energy" mechanisms, resource optimization allocation, listed companies, and state -owned assets supervision, further accurately and efficiently promoting the work of shortcomings and weaknesses.

According to the relevant deployment, the relevant tasks of the "Three Energy" mechanisms should focus on the general activation. By consolidating the "headquarters organization" special governance results, rigidity to the results of the assessment, and strengthening the precise incentives of scientific and technological innovation talents The normalized operation of the level; the relevant tasks of the resource optimization allocation must focus on the core competitiveness, and strive to take new steps in cultivating world -class companies and specialized new enterprises; related reform tasks of listed companies must focus on demonstration leadership, optimize the equity structure, increase increase Authorization and decentralization, promote the pioneer rate of listed companies to become a market -oriented business mechanism, and promote the in -depth conversion business mechanism of mixed reform companies.

Ensure at high quality

"At the end of the end, the remaining shortcomings and weaknesses are 'hard bones'." Wang Cui Jun, general manager of China Resources Group, said that China Resources Group is adopting a combination of comprehensive policies and targeted tackling to increase its efforts. According to reports, as of the end of July, China Resources Group's 62 reform tasks have been basically completed, but companies believe that there are still shortcomings and deficiencies in industrial portfolio and scientific and technological innovation, and the foundation for supporting and high -quality development is not firm. To this end, China Resources Group continues to strengthen structural optimization and technological innovation, promote the concentration of resource allocation towards the main business of the master, strategic emerging industries, concentrate on key areas, create an industrial combination with sustainable competitiveness, continuously improve the scientific and technological innovation management system, and speed up The construction of the original technology plan and the long -term construction of the modern industry chain. Hebei Province has basically completed the main task of three -year action, and is carrying out "looking back." Li Guang, deputy director of the Hebei Provincial SASAC, said that it is necessary to target the effect orientation of the "three obvious results", highlighting the word "real", and the next step, will actively promote the "double -hundred enterprises", "science reform demonstration enterprises" and and and and and and and and and and and and. Science and technology enterprises have established and improved medium and long -term incentive allocation mechanisms.

Liu Xingguo, a researcher at the Research Department of the China Enterprise Federation, believes that state -owned enterprises should cherish the hard -earned reform results and accelerate the pace of high -quality development without losing the opportunity. In particular, it is necessary to implement the requirements of the central government's "let state -owned enterprises dare to do", firmly win the reform of reform, and implement the goal of building a world -class enterprise and the high -quality development of the state -owned economy in the reform.

Li Jin, a researcher at the China State -owned Economic Research Center of Jilin University, predicts that at the end of this year, state -owned enterprises will achieve double harvests of reform and benefits, and central enterprises will show a larger role in creating a world -class enterprise. (Economic Daily reporter Zhou Lei)

(Zhou Lei)

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