Search
All
  • All
  • Product Management
  • News
QINGHONG HOLDINGS

QINGHONG HOLDINGS

Focusing on hot-rolled seamless pipe technology and equipment

The company is a national high-tech enterprise, a "specialized and special new" enterprise in Shanxi Province, with a provincial enterprise technology center in Shanxi Province, and a R & D team composed of experts, professors, senior engineers and other professional and technical personnel.

VIEW MORE
scroll down

10

2020

-

05

Provincial Government Information Office held a press conference on the reform and development of state-owned enterprises in Shanxi

Author:


 

Provincial Government Information Office held a press conference on the reform and development of state-owned enterprises in Shanxi

 

 

On the afternoon of April 27, the provincial government information office held a press conference. Wang Chuangmin, member of the party committee and deputy director of the Provincial State-owned assets Supervision and Administration Commission, Zhang Hongyong, full-time deputy secretary and vice chairman of the party committee of the provincial state-owned assets operation company, and Yun Zhao, member of the party committee, deputy general manager, and spokesman of the provincial state-owned assets operation company, introduced the reform and development of state-owned enterprises in our province and answered reporters' questions.

 
Vice Minister of Propaganda Department of Provincial Party Committee
the provincial government information office director zhang yu:
Dear media friends:
Good afternoon, everyone! Welcome to the press conference of the provincial government information office.
The reform of state-owned enterprises is a major strategic issue related to the overall situation of Shanxi's transformation and comprehensive reform and the long-term and healthy development of Shanxi's state-owned enterprises. The provincial Party committee and the provincial government conscientiously implement the decision-making and deployment of the Party Central Committee, always put the reform of state-owned assets and state-owned enterprises in a prominent position in the overall work, establish and improve the system, launch relevant reform measures, set up a number of enterprises in emerging fields bearing the transformation mission, and take new steps in the reform of state-owned assets and state-owned enterprises in the whole province. On April 17, Lou Yangsheng, Secretary of the provincial Party committee, presided over the work conference on the reform and development of state-owned enterprises in the whole province. He put forward the basic requirements of "root reform, system breaking, and governance", highlighting the key work in eight aspects of the current reform of state-owned enterprises, and in-depth deployment of the reform of state-owned enterprises.
In order to help you better understand the relevant situation, we invited Wang Chuangmin, member of the party committee and deputy director of the provincial SASAC, Zhang Hongyong, full-time deputy secretary and vice chairman of the party committee of the provincial state-owned assets operation company, and Yun Zhao, member of the party committee, deputy general manager and press spokesman of the provincial state-owned assets operation company, to introduce the current situation of the reform and development of state-owned enterprises in our province, and answer to the reporter.
First of all, I would like to invite Yun Zhao, member of the party committee, deputy general manager and spokesman of the provincial state-owned assets operation company, to introduce the situation.
 
Member of the Party Committee of the State-owned Assets Operation Company
Deputy General Manager and Spokesperson:
Friends of the press:
Good afternoon, everyone! I am very glad to have the opportunity to communicate with you face to face. For a long time, the vast number of news media have focused on the strategic deployment of the provincial party committee and the provincial government and the key tasks of the reform of state-owned assets and state-owned enterprises, giving full play to the role of "mouthpiece", and published many high quality news works with height, depth, attitude, and temperature. The reform of state-owned assets and state-owned enterprises and the high-quality transformation and development have created a good atmosphere of public opinion. Here, I would like to express my high respect and heartfelt thanks to all of you!
Taking this opportunity, I would like to brief you on the reform of the state-owned assets supervision system in our province, and at the same time give a brief introduction to the key work of the reform of state-owned assets and state-owned enterprises in 2020.
1. the reform of the state-owned assets supervision system
On April 17, the Provincial Party Committee held a high-level work conference on the reform and development of state-owned assets and state-owned enterprises in the province. Lou Yangsheng, Secretary of the Provincial Party Committee and Director of the Standing Committee of the Provincial People's Congress, attended the meeting and made an important speech. Secretary Lou Yangsheng's speech, closely combining the characteristics of the times and the actual situation of Shanxi Province, deeply analyzed a series of fundamental issues such as "why, what, and how to reform" state-owned assets and state-owned enterprises in our province, and focused on deepening the reform of the state-owned assets supervision system. Importance and urgency. Secretary Lou Yangsheng emphasized that to deepen the reform of state-owned assets and state-owned enterprises, we must adhere to the reform orientation of marketization and rule of law, and strive to reform from the root, break the system, and establish governance. This is the ideological crystallization of Secretary Lou Yangsheng after long-term thinking and repeated practice, reflecting his consistent reform concept.
Deepening the reform of the state-owned assets supervision system is the top-level reform and top priority of the new round of state-owned assets and state-owned enterprises reform in our province. Shanxi makes good use of the sword given by the central government, takes the lead in deeply reforming the state-owned assets supervision system, and realizes the strategic transformation from managing enterprises to managing capital. The provincial party committee and the provincial government repeatedly demonstrated, fully brewed, and carefully deployed. Secretary Lou Yangsheng personally planned, personally arranged, and personally supervised. Over the past two months, the reform has been carried forward step by step. At present, the top-level design of the reform has been basically completed.
This reform has implemented the spirit of the third Plenary session of the 18th CPC Central Committee, the 19th CPC National Congress and the fourth Plenary session of the 19th CPC Central Committee, and is based on the law, in line with reality, and in line with the current situation. The core meaning is three sentences and 12 words: hierarchical authorization, clarification of responsibilities, and word structure.
The so-called hierarchical authorization means that the provincial government authorizes the SASAC to perform the duties of the investor, and the SASAC will then delegate all the responsibilities of the investor's capital management to the state-owned capital operating company, and other responsibilities will remain in the SASAC. In this way, the problem of the SASAC athletes and referees is solved.
The so-called clarification of responsibilities is based on the decision of the 155th Standing Committee of the Provincial Party Committee. The Provincial State-owned Assets Supervision and Administration Commission, as a state-owned assets supervision agency, specializes in supervision, mainly plays the role of the government's "visible hand", and is responsible for state-owned enterprise party building, supervision and management, social responsibility, and guidance. City and county work. As an institution that fulfills the responsibility of capital management by investors, state-owned capital operating companies mainly play the role of the "invisible hand" of the market to promote the optimal layout of state-owned capital, strategic reorganization, innovation system, and service transformation.
The so-called word structure is a clear matter within the scope of authorization. The provincial SASAC and the provincial state-owned assets operation company are respectively responsible to the provincial Party committee and the provincial government, forming a state-owned capital supervision system that not only coordinates with each other, but also checks and balances with each other, and operates efficiently in accordance with the mode of marketization and rule of law.
In accordance with the requirements of the reform, SASAC has delegated to state-owned operating companies all the responsibilities of capital management such as development strategy, corporate restructuring, capital gains, transfer of property rights (equity), capital operation, salary distribution, and business performance assessment. The state-owned operating company is positioned as a special institution, specializing in capital operation, and on the basis of equity constraints, it implements differentiated strategic control, financial control, incentive constraints and dynamic adjustment of state-owned capital for provincial enterprises, and uses capital as a link to carry out state-owned capital operations in accordance with the law., Not engaged in specific production and operation activities. This is a new system of state-owned assets supervision with Shanxi characteristics and Shanxi model, and a major institutional innovation launched by the provincial party committee and provincial government. Through the pilot, to provide the country can learn from, can be replicated, can be popularized Shanxi experience.
Secretary Lou Yangsheng attached great importance to giving full play to the functions of investors of state-owned assets operation companies, personally guided and put forward "434" requirements, namely: "four sentences" function, optimizing layout, strategic restructuring, creating excellent system, and promoting transformation; "three most" requirements, Maximize advantages, maximize market mechanism, maximize risk control level; "three transformations and one type" method, professional operation, market-oriented operation, legal management, and penetrating management of capital.
In accordance with the general requirements, state-owned operating companies will efficiently play the role of state-owned capital in "advance and retreat", promote the optimization of state-owned capital distribution structure, and improve the quality of state-owned assets and operating efficiency. Advance is to support and pry the economic transformation and development of Shanxi through market-oriented operation and layout of emerging industries. Withdrawal means the orderly withdrawal of traditional industries, excess and backward production capacity and inefficient and ineffective assets that do not have development prospects in a market-oriented and rule-of-law manner. Flow is to promote the professional reorganization and restructuring of provincial enterprises, speed up the reform of mixed ownership, and promote the orderly flow of state-owned capital. The transfer is to rely on the multi-level capital market to speed up mergers and acquisitions and improve the capitalization and securitization of state-owned assets. Guarantee is to use a variety of financial instruments and capital operation methods to strengthen risk prevention and control, to ensure that there are no systemic risks, to ensure that state-owned capital is better and stronger, and to ensure that state-owned assets maintain and increase their value.
This new system highlights the problem-oriented, goal-oriented and result-oriented reform, which is conducive to giving full play to the role of the "market hand" in managing capital, effectively promoting the preservation and appreciation of state-owned capital, making it better and stronger, and providing a fundamental guarantee for optimizing the layout of state-owned capital and promoting the high-quality development of provincial enterprises.
2. the reform of state-owned enterprises in 2020.
In order to better undertake and perform the responsibility of capital management by investors, the provincial state-owned assets operation company has made a systematic plan for the reform and development of provincial enterprises in 2020. At the meeting of heads of provincial enterprises and municipal SASAC held on April 21, the state-owned assets operation company has defined the key tasks in nine aspects of the reform of state-owned enterprises in 2020. In order to efficiently realize the operation of state-owned capital and promote the implementation of key tasks, a working meeting of state-owned assets operation companies was held on April 23, which was re mobilized and re deployed from four aspects: strengthening supervision, optimizing layout, highlighting main business and providing good service.
This year, the main objectives and tasks of provincial enterprises are: the asset-liability ratio of provincial enterprises decreased by 1 percentage point compared with the same period last year; "vacating cages for birds" net return funds of 10 billion yuan; revitalizing, revitalizing and stopping losses to deposit funds of more than 10 billion yuan; the scale of trade revenue was reduced by 15%, and the proportion of trade revenue in operating revenue decreased by 5 percentage points compared with the same period last year; and promoted the mixed reform of provincial enterprise groups; promote more than 75% of state-owned capital to gather in basic fields and advantageous industries.
The key tasks can be summarized as "2234", namely: adhere to the "two major orientations", marketization and rule of law; clarify the "two paths", use the reform of state-owned assets to lead the reform of state-owned enterprises, and deepen the reform to promote transformation and development; grasp the "three major events" ", reform the state-owned assets supervision system, optimize the layout of state-owned assets, and promote" vacating cages for birds "; carry out", disposal of suspended and delayed construction projects, pressure reduction of idle trade, sound corporate governance, and comprehensive promotion of the "six fixed" (fixed number of posts, fixed posts, fixed institutions, fixed mechanisms, fixed salaries, fixed terms of office).
Focus on the following nine aspects:
One is to focus on preserving value and increasing value. We should not only do everything possible to protect orders and shares, but also implement fine management, strengthen cost control, and make every effort to achieve steady growth in benefits.
The second is the focus depth transformation. Formulate the "2020 State-owned Assets Operation Action Plan", compile the "14th Five-Year Plan" development plan, optimize the corporate governance of provincial enterprises, and launch a number of major reform measures that are well-known throughout the country and have innovative leading value, and strive to achieve new breakthroughs in reform.
The third is to focus on "one enterprise, one policy". Highlight the assessment of efficiency and efficiency indicators, increase the weight of assessment, strengthen the assessment of enterprise investment decision-making, investment efficiency, investment cost, investment return, and fully reflect the new orientation of assessment.
Four is to focus on the "six fixed" reform. State-owned operating companies set up special work classes to grasp their own "six decisions" on the one hand and provincial enterprises on the other to promote the modernization of corporate governance.
Fifth, focus on project investment. Focusing on the upgrading and transformation of traditional industries, major infrastructure construction, and strategic emerging industries, we will implement a batch, plan a batch, cultivate a batch, guide a batch, and select a batch of projects to improve the quality and efficiency of "progress. This year, provincial enterprises have invested 180 billion yuan.
Six is the focus of "cage for birds". Simplify procedures, lower transaction thresholds and costs, increase the market consolidation and realization of stock assets, revitalize value-added inefficient assets, cultivate and strengthen potential assets, dispose of low-quality assets, and make every effort to increase the "retreat.
Seven is to focus on professional restructuring. The areas of reform involve both traditional and emerging industries. Reform methods include reorganization, reorganization, separation, and absorption and merger. Through reform, on the one hand, we will build the pillar industry of "eight pillars" in our province, and on the other hand, we will build the flagship and strong force in the industry. Promote the concentration of high-quality resources to the "head goose" enterprises that carry the flag charge, and make every effort to strengthen the overall planning of the "flow.
Eight is to focus on capital operation. The use of market-oriented means to activate the stock of funds, stock of equity, stock of assets, to achieve large-scale activity, large concentration, large leverage, make good use of the platform of listed companies, speed up the cultivation of listed companies, and make every effort to innovate the "turn" method.
Nine is to focus on risk prevention and control. We will establish a support mechanism, a braking mechanism and a smoothing mechanism, improve the financial supervision mechanism, investment decision-making mechanism and investment risk management system for investors, strictly prevent trade debt risks, and fully adhere to the bottom line of "insurance.
In order to ensure the implementation of key tasks and fully fulfill the responsibilities and missions of special capital institutions managed by investors, the state-owned operating company has put forward the working principle of "keeping in mind the mission, deepening reform, keeping integrity and innovation, and service transformation" around the new functional orientation. It has carried out a lot of fruitful work to create an excellent system internally, self-revolution, optimize the layout externally, accelerate the reorganization, and efficiently promote the state-owned operating company to achieve a good start. The company has comprehensively strengthened its internal infrastructure construction, from responsibility positioning, organization setting, personnel selection, working mechanism, to management concept, management method, performance standard, style construction, service awareness, etc., it has carried out comprehensive, three-dimensional and systematic The reshaping reform has built a brand-new organizational structure, clarified the new operating mechanism, formulated guidelines for exercising power and performance, and realized the renewal of concepts, process reengineering and efficiency improvement. Horizontally, according to the functional positioning to re-integrate and adjust the department settings, highlight the service function, strengthen the coordination of departments ". Through vertical and horizontal coordination, we should give full play to the role of capital operation platform, guide state-owned capital to "advance" in the development direction of new technology, new industry and new business type, and "retreat" from non-main business, weak competition and no advantage industries. to "flow" to strategic, market-oriented and professional restructuring, to the level of capitalization, securitization and standardization construction, and "guarantee" at the level of forward-looking, safe and stable operation ", continuously enhance the influence and driving force of state-owned capital, and forge a" super engine "for Shanxi's high-quality transformation and development".
I will introduce here. Thank you all!
 
Vice Minister of Propaganda Department of Provincial Party Committee
the provincial government information office director zhang yu:
Thank you for your introduction.
The following began to answer questions from reporters. Before asking questions, please inform the reporters of the name of the news organization.
 
China Daily reporter:
Hello, Mr. Yun! I have noticed that you mentioned the word "special" several times in your statement just now. I would like to ask, as a "special organization", where is the "special" of the state-owned operating company?
 
Provincial State-owned Assets Operation Company Party Committee Member, Deputy General Manager, and Press Spokesperson Yun Zhao:
Thank you for your question. The particularity of state-owned operating companies is mainly reflected in the following aspects:
A special mission. The state-owned operating company is the product of the reform of the state-owned supervision system and the strategic grasp of the provincial party committee and the provincial government to optimize the layout of state-owned capital. To promote this reform and set up this company is to build a nursery, not to plant bonsai; to be a national experimental field, not a private land in Shanxi; to be a highland for institutional innovation, not a depression to be repaired. State-owned operating companies will give full play to their institutional advantages, enlarge the flexible mechanism advantages of market entities, build bridges between the government and enterprises across borders, do things that the government cannot do and enterprises cannot do, promote the acceleration of the reform and transformation of provincial enterprises, and unswervingly The decision-making and deployment of the provincial party committee and the provincial government are implemented in place.
Two is a special model. This is the word structure I just mentioned. The word "product", the upper "mouth", refers to the provincial government; the lower two "mouths", one left and one right, one refers to the SASAC, which specializes in supervision and represents the "visible hand"; The other is a state-owned operating company that specializes in operations and represents the "hand of the market". SASAC and state-owned operating companies are parallel relations, the two sides jointly work to jointly implement the strategic intentions of the provincial party committee and provincial government, and promote the optimization of state-owned capital layout and high-quality transformation and development.
Three is a special institution. Under the new system, the state-owned operating company undertakes the capital management function of all investors, holds all the shares of provincial enterprises, is directly responsible to the provincial party committee and the provincial government upward, and enjoys complete investor rights to provincial enterprises downward. No investment, no debt, no guarantee at the corporate level. At present, the state-owned operating company has been listed as the provincial party committee's annual target responsibility assessment unit, and at the same time, it has been included in the sequence of ministries, commissions, departments and bureaus in terms of participating in meetings, receiving documents, party organization management, and the creation of civilized units. At the end of the year, the state-owned operating company shall report its work to the provincial party committee and the provincial government.
Four is a special means. State-owned operating companies do not rely on administrative means to exercise their rights and perform their duties, but are oriented towards marketization and rule of law, based on property rights, with capital as the link, and relying on the "eighteen weapons" of tool companies to do a good job of state-owned capital. "Advance and retreat, circulation and protection" article. On April 21, that is, last Tuesday, the state-owned operating company issued a guideline for the exercise of power, which will disclose the basis, requirements, process and time limit for the exercise of power to provincial enterprises in writing. This guideline for the exercise of power will be dynamically adjusted in real time. A "list of investors' powers" has been established. The provincial enterprises shall make independent decisions on matters other than the list in accordance with the law. Those within the list shall also be subject to less examination and approval, standardized filing, and the matters that should be independently operated and decided by the enterprises shall be assigned to the enterprises. The state-owned assets operation company has also established five major mechanisms for service enterprises, namely, the "first inquiry responsibility system, the one-time notification system, the time-limited settlement system, the overtime default system, and the accountability system." the system is integrated to form an efficient service system and make every effort to build a "home of state-owned enterprises".
Thank you.
 
Shanxi Daily reporter:
This year's reform of state-owned enterprises, the "cage for bird" included in the business performance assessment content, what is the reason for this? What are the expectations of this year's "cage for bird?
 

Zhang Hongyong, full-time Deputy Secretary of the Party Committee and Vice Chairman of the Provincial State-owned Assets Operation Company:

"Changing cages for birds" is an adaptive, leading and fundamental change made by a country or a region's economic and social development to a certain stage. With the changes of productivity factors, equipment and technology, and market demand, especially the changes of innovation-driven and endogenous development power and vitality, especially for Shanxi, which is an underdeveloped province with resource-based economy in central China, the implementation of "changing cages for birds" is not only a strategic change, and it is the only way to change the mode of development. This is the main task of "retreat" in the "advance and retreat" of state-owned capital in our province. The purpose is to solve the structural contradiction of "one coal dominates", the institutional contradiction of "one share dominates" and the quality of insufficient innovation. The contradiction is mainly to obey and serve the overall situation of the province's high-quality transformation and development, based on the adjustment of our province's industrial structure, the optimization of state-owned capital layout, and the professional reorganization of provincial enterprises. "vacating cages for birds" is neither a simple "dismantling cages to sell birds", nor a general new stove; it is neither a cheap sale of assets nor a shedding of burdens, but at the level of the adjustment of the province's industrial structure and the optimization of the layout of state-owned capital. The re-adjustment and re-optimization of the allocation and investment direction of state-owned capital, the overall strategic plan for high-quality transformation and development, and private enterprises with high attention, good development momentum of the stock of projects out, open equity for social capital.
The main direction of attack and the focus of change is the "three real" (real capital contribution, real holding, real management) not to implement the coal enterprises, especially the state-owned shares of resource integration mines, but also to play the role of listed companies platform, accelerate the pace of asset securitization. In 2020, the goal of the "cage for birds" work is to complete the net withdrawal of funds of 10 billion yuan, for which the supporting assets of the enterprise are 600-70 billion yuan. At present, it has been included in the "three major events" that the company should grasp throughout the year, included in the business performance assessment objectives and tasks of its affiliated enterprises, improved the special action plan, and coordinated relevant supporting policies. It is being reported to the provincial party committee and the provincial government for research and approval. The state-owned operating company will hold a "cage for bird" work promotion meeting in May to release a new round of "cage for bird" projects. At that time, special personnel will be assigned to set up a "one-stop" service platform, unified acceptance and centralized examination, establishment of green channels, simplification of transaction procedures, reduction of transaction threshold and cost, increase the market-oriented consolidation and realization of existing assets, and efficiently carry out project promotion, commercial negotiation, assets and capital verification, audit and evaluation, staff placement, license completion, entry and listing, etc., to ensure the acceleration of landing transactions. We will always adhere to the open development concept of "not seeking everything, but seeking where". We will not only "marry beautiful women first", but also bring out high-quality enterprises, high-quality resources and high-quality assets with profitability and high market attention, and seek in-depth cooperation. We will also implement "flat women to improve quality", strengthen enterprise assets, improve "reality" and "clarity", enhance investment value, and finally realize the landing of transactions.

 

Legal Daily reporter:
There are two highlights of this round of state-owned and state-owned enterprise reform. One is to promote the operation of state-owned capital with the "hand of the market", and the other is to strengthen the supervision of state-owned assets with the "visible hand". How does this reform strengthen the supervision function?
 
Provincial SASAC Party Committee Member and Deputy Director Wang Chuangmin:
In this round of reform, the provincial party committee has adjusted the functions of the provincial SASAC based on improving the professionalism and focus of state-owned assets supervision. We will also further strengthen the state-owned assets supervision function from this perspective.
One is to clarify their own positioning and goals. According to the three-set plan, the Provincial SASAC Party Committee is the dispatched agency of the provincial party committee, and the Provincial SASAC is the representative of the investor authorized by the provincial government. It is the information perception system for the provincial party committee and the provincial government to understand the enterprise, and it is the provincial party committee and the provincial government to command the enterprise. The decision-making execution system is also the work coordination system of the provincial party committee and the provincial government to serve enterprises. The goal is to create value, to achieve the goal of construction by critical means, and to create a high-quality environment with high-quality services.
The second is to highlight the key areas of supervision. In the next step, the Provincial State-owned Assets Supervision and Administration Commission will focus its work on the supervision of key areas such as major investment in enterprises, the quality of enterprise economic operation, major state-owned asset transactions, and the preservation and appreciation of state-owned capital.
Third, it will innovate the main way of state-owned supervision. In view of the problems existing in the past supervision of state-owned assets. In this reform, we have proposed that we should make good use of big data platform, do a good job in economic operation analysis, give full play to the role of internal audit, and increase supervision coordination, so as to further enhance the effectiveness of supervision.
Four is to strengthen the efficient use of regulatory results. After the adjustment of regulatory functions, it will further enrich the results of supervision, and also require us to further strengthen the application of regulatory results, so that supervision can play the role of timely early warning, timely correction, timely accountability, and timely rectification.
 

Shanxi radio and television public channel reporter:

The speech just now mentioned that provincial enterprises should carry out the "six fixed" reform, which should be a new bright spot in this year's reform. May I ask why this reform is being carried out? How is it expected to be carried out? What is the expected effect?
 
Zhang Hongyong, full-time Deputy Secretary of the Party Committee and Vice Chairman of the Provincial State-owned Assets Operation Company:
The "six fixed" reform is not only the extension and expansion of the three system reforms of enterprises, but also the key to the foundation of modern corporate governance; it is not only the transformation of factory management to corporate governance, but also the foundation of improving the corporate governance system and improving the level of market-oriented operation. The exploration and implementation of the "six fixed" reform in provincial enterprises is the first in Shanxi, and it can be said to be an upgraded and market version of the "three system reforms" of state-owned enterprises. "Six fixed" refers to: fixed organization, fixed number of posts, fixed post, fixed mechanism, fixed salary, fixed term of office, focusing on controlling key personnel of provincial enterprises and managing key links. It is the headquarters organization and management personnel who are in charge of the organization, the number of posts and the number of posts. The three key links of employment "in, out and out" are the fixed mechanism, the fixed salary and the fixed term.
This reform is mainly aimed at the phenomenon of "many institutions, many levels, many procedures, many cadres, many personnel, and low efficiency" that are common in provincial enterprises, as well as "opaque entrance, difficult evaluation penetration, and soft incentives and constraints". According to the work idea of "de-administration and de-institutionalization", effectively integrate departments with similar businesses and overlapping functions in the headquarters to break the original model, re-division of labor, re-classification, reconstruction process, re-establishment of post standards, reasonable control of staffing and number of positions, the implementation of "recruitment system", "contract", "tenure system", "cabinet system" and other modern enterprise management models, adhere to the principle of positive matching of income and value contribution, and fully integrate with the market in personnel selection mechanism, assessment and incentive mechanism, salary distribution mechanism and other aspects, we should consolidate the achievements of "root reform", grasp the key of "system breaking", establish the foundation of "governance", comprehensively promote the fundamental reform of the basic management, governance system and management and control mode of provincial enterprises, provide a strong endogenous driving force for improving the governance modernization level of provincial enterprises and realizing high-quality transformation and development, and provide replicable and popularized experience for overall reform.
In "Six Decisions:
The first, the fixed organization, is to determine the name specification and quantity setting of the provincial enterprise headquarters organization. The fixed organization is changed from the root in accordance with the modern enterprise system, by reorganizing the functions of the headquarters, clarifying the functional positioning of the headquarters, standardizing the name of the establishment of the organization, clarifying the number of the establishment of the organization, diluting the administrative color of the organization, eliminating the idea of "official standard" of state-owned enterprises, and creating a value-based headquarters of "flat and small organs.
The second, the number of posts, is the name and number of management posts at all levels in approved provincial enterprises. The fixed number of posts and the fixed organization support each other, mainly to solve the phenomenon of administrative and official standard of provincial enterprise managers, and to solve the problem of provincial enterprise managers without establishment, random promotion or separate posts and different standards. The first is to change the number of posts from the name, standardize the name of the post, and dilute the administrative color. The second is to control the number of posts from the number, unify the standard for setting the number of management posts in the headquarters of provincial enterprises, reduce the number of management personnel, improve the management requirements, and improve the management level, efficiency and efficiency.
The third, fixed posts, is to determine the total amount of labor employed by the headquarters of provincial enterprises and the total amount control standards of subordinate units. The fixed number of posts focuses on solving the problems of overstaffing and setting up posts according to the number of people in the headquarters of provincial enterprises. Through the positioning of the headquarters of provincial enterprises, the sorting and analysis of functional processes, and the benchmarking of advanced standards in the same industry at home and abroad, the number of posts is reasonably determined according to the principles of reasonable structure, lean and efficient, the number of personnel in the headquarters is effectively controlled, and a "small organ, large grass-roots" headquarters is built.
The fourth, the fixed mechanism, refers to the establishment of a unified market-oriented open recruitment mechanism and talent flow mechanism across the province. The fixed mechanism is broken from the system. Efforts should be made to solve the outstanding problems such as random entry of personnel, opaque selection process and low matching of personnel and posts. Through comprehensive sorting out and establishment of post employment standards, strict personnel access conditions, establishment of talent flow network of provincial enterprises, and establishment of open, transparent, competitive and merit-based selection and employment mechanism.
Fifth, fixed salary refers to determining the salary plan for the leaders of provincial enterprises and guiding provincial enterprises to implement differentiated market-oriented salary distribution. Fixed salary focus on solving the problem of "doing more and doing less, income and contribution are inconsistent, doing and not doing the same, salary and performance are not synchronized, doing well and doing bad, salary and benefit are not linked. By establishing a linkage mechanism between wages and benefits, introducing a salary benchmarking mechanism, and exploring diversified medium-and long-term incentives, we will enhance the vitality and competitiveness of provincial enterprises and promote their innovative development, transformational development and high-quality development.
Sixth, fixed term refers to promoting the reform of the "three systems" of the tenure system of directors, the appointment (cabinet formation) system of managers and the contract system of employees, and strengthening the linkage between the expiration of appointment and the assessment results. The fixed term of office is based on governance, and strives to solve the stubborn problem of "cadre life system and employee iron rice bowl" in state-owned enterprises. By strengthening the assessment of the appointment period of directors and managers, the performance of employees' contracts and the ability to perform their duties, the ability to achieve the ability of the capable, the equal, the mediocre, and the inferior.
We strive to achieve a 40 per cent reduction in the number of headquarters of provincial enterprises, a 40 per cent reduction in the number of management positions, a 50 per cent market-oriented recruitment rate at the management level, a 100 per cent sunshine recruitment rate and a 100 per cent tenure assessment rate through three years of compliance and five years of consolidation. Through 3-5 years of efforts, we will promote provincial enterprises to establish a market-oriented operation system of "efficient management headquarters, flat organizational structure, marketization of personnel selection and employment, differentiation of salary distribution, maximization of efficiency and efficiency, and modernization of governance capacity", so as to stimulate the vitality of endogenous power and improve the operational efficiency of provincial enterprises.
Thank you all.
 

Economic Daily? China County Economic News reporter:

The provincial state-owned assets and state-owned enterprise reform work development conference mentioned that the reform of state-owned enterprises in our province, cities and counties is still relatively backward, so how can the provincial SASAC promote the reform of the province, cities and counties based on its own responsibilities?
 

Provincial SASAC Party Committee Member and Deputy Director Wang Chuangmin:

Thank you for your question. The reform of state-owned enterprises in our province, cities and counties is indeed lagging behind a lot compared with developed provinces. In view of this situation, the reform of state-owned enterprises will especially take the reform of state-owned enterprises in cities and counties as one of the important tasks of state-owned supervision. Therefore, the main measures taken by the provincial SASAC are:
First, we have carried out a solid and efficient investigation of state-owned enterprises in cities and counties, completed the investigation of enterprises in 11 prefectures and cities in the province, and formed a research report.
Second, the provincial party committee will also hold a special meeting in the near future to study and deploy the work related to the reform of state-owned enterprises in cities and counties. The provincial SASAC will, in accordance with the decisions and arrangements of the provincial party committee and provincial government, strengthen the business guidance to the municipal SASAC and make every effort to promote cities and counties to complete the task of reforming state-owned enterprises.
Third, the municipal and county party committees and governments are responsible for the reform of state-owned enterprises in cities and counties. The Provincial State-owned Assets Supervision and Administration Commission will increase the continuous supervision of key tasks, and cooperate with relevant departments to provide on-site office and on-site services for key tasks.
The fourth is to promote the classified disposal of state-owned enterprises in cities and counties. In accordance with the principle of "one enterprise, one policy" and as little bankruptcy as possible and more reorganization, in principle, guide cities and counties to promote the withdrawal of state-owned enterprises from general competitive fields, and speed up the market-oriented liquidation of enterprises that are seriously losing money, cannot be saved, and exist in name only.
Thank you.
 

Shanxi Evening News reporter:

Since the establishment of Shanxi State-owned Operation Company, Shanxi State-owned Supervision has accelerated from managing enterprises to managing capital. Combined with the actual situation in Shanxi, how to stimulate the vitality of state-owned enterprises and improve their competitiveness under the new state-owned assets supervision system?
 

Provincial State-owned Assets Operation Company Party Committee Member, Deputy General Manager, and Press Spokesperson Yun Zhao:

Thank you for this reporter's question. Stimulating the vitality of enterprises and improving their competitiveness is the "initial intention" of the reform of state-owned enterprises ". To take advantage of the new state-owned system reform, state-owned operating companies are mainly working at the following three levels:
At the level of capital operation, it is mainly through capital operation, that is, the "advance and retreat circulation guarantee" introduced earlier, to promote the continuous concentration of state-owned capital layout to advantageous areas, advantageous industries, and advantageous enterprises, increase industrial concentration, and enhance corporate competitiveness. Build the enterprise into a flagship in the province and a strong domestic force. Here, "flow" and "turn" are the means, and "advance" and "retreat" are the landing points. Where to "enter", how to "enter", and to what extent; which fields, industries, and projects need to be "retired", and where the funds that have been vacated "enter", state-owned operating companies must give full play to the system The advantages of mechanism, scientific planning, the company's corresponding departments and offices, and its corresponding tool companies must effectively coordinate to form a joint force, promote provincial enterprises to focus on the main responsibility of the main industry, to do better and stronger, to achieve high-quality development.
At the level of exercising power and performing duties, state-owned operating companies specialize in state-owned capital operations, do not interfere with the daily production and operation activities of enterprises, and fully let enterprises make independent decisions and operate independently. Adhere to the separation of ownership and management rights. The matters that should be operated independently by the enterprise in accordance with the law should be located in the enterprise, and there is no need to disturb them. Continuously increase the delegation of power. Fully grant provincial enterprises independent decision-making authority, promote asset management responsibility to provincial enterprises down, capital operation rights to state-owned operating companies up, so that enterprises have a real sense of gain. In the examination and approval of reform items, as long as the laws and regulations do not explicitly prohibit it, as long as it is outside the "list of powers," enterprises are allowed to act boldly and venture boldly. Establish and improve the fault-tolerant mechanism, allow trial and error, but do not allow no reform, adhere to the combination of strict management and love, and build a good environment for entrepreneurship. Increase service efforts, improve service capabilities, build a "home of state-owned enterprises", and create conditions for the healthy development of enterprises.
At the level of business performance appraisal, we will play the role of the appraisal baton and further improve the incentive and restraint mechanism. In the assessment of "one enterprise, one policy" for provincial enterprises, the past practice of administrative orders and bargaining has been changed. This year, the assessment method has been changed. According to its own reality, enterprises have reported their own goals and put pressure on themselves, changing "enterprises to do" to "enterprises to do". Water does not excite, people do not excite. Establish and improve the long-term incentive and restraint mechanism for enterprise management personnel, the equity and dividend incentive mechanism of technology-based enterprises, expand the pilot project of employee stock ownership, and closely connect the interests of enterprises with the interests of managers and employees, so that enterprise managers and employees can share the fruits of reform and development.
Thank you.

Key words:

Qing Hong

Perforator

Taiyuan Qing Hong Intelligent Equipment Co., Ltd.

Contact Us

Address: 5th Floor, West Side of Longtou Apartment, Xinghua West Street, Wanbailin District, Taiyuan, Shanxi, China

Telephone:+86-351-6382700

Fax:+86-351-6382209

E-mail:tyqhjd@163.com

Copyright©2024 Taiyuan Qing Hong Intelligent Equipment Co., Ltd.

License