Question 2: How to comprehensively deepen and promote the reform of state-owned enterprises (1)? Take the reform of state-owned enterprises as the central link of economic system reform, take the establishment of modern enterprise system as the direction, and effectively transform the enterprise management mechanism. Modern enterprise system is an enterprise system that meets the requirements of market economy and is standardized according to law. Its typical form is company system, and its basic characteristics are clear property rights, clear rights and responsibilities, separation of government from enterprises and scientific management. Establishing a modern enterprise system and separating the ownership of investors from the ownership of enterprises as legal persons are conducive to separating government from enterprises, transforming the operating mechanism of state-owned enterprises, cultivating diversified investors and strategically reorganizing state-owned enterprises.
(2) classified guidance, starting with doing a good job in the whole state-owned economy, "grasping the big and letting go of the small" and carrying out strategic restructuring of state-owned enterprises. "Grasping the big" means grasping some large enterprises and enterprise groups that are related to the lifeline of the national economy and reflect the national economic strength, and taking effective policies and measures to help the excellent and the strong in accordance with the requirements of the market economy to improve their quality and competitiveness; "Opening up small enterprises" means opening up small state-owned enterprises through reorganization, association, merger, leasing, contracting operation, joint-stock cooperative system and sale, so that small state-owned enterprises can flexibly adapt to the market.
(3) According to the standard of "three benefits", explore and develop various forms of public ownership. Under the condition of socialist market economy, the forms of public ownership can and should be diversified, and all business forms that reflect the law of socialized production can be boldly adopted.
(4) Combine reform, reorganization, transformation and strengthening management. In the process of state-owned enterprise reform, we should actively promote the flow and reorganization of state-owned assets to make rational use of resources; Combine reform with technological transformation, speed up the technological progress of state-owned enterprises, encourage and guide social funds to invest in technological transformation of enterprises, and form a market-oriented mechanism for new product development and technological innovation; Effectively strengthen the internal management of enterprises, strive to explore the enterprise leadership system and organizational management system in line with market rules and China's national conditions, establish a decision-making, implementation and supervision system, and form an effective supervision and restriction mechanism.
(5) encourage mergers, standardize bankruptcy, divert laid-off, reduce staff and increase efficiency, and implement re-employment projects. In order to speed up the reorganization and adjustment of state-owned enterprises, enterprises with advantages should be encouraged to merge enterprises with difficulties; Enterprises with long-term losses and no hope of turning losses into losses will go bankrupt; Diversion of surplus personnel is also an important way to improve the economic benefits of enterprises, but it will bring temporary difficulties to some employees. The Party and * * * should take active measures to care for and arrange the lives of laid-off workers, broaden employment channels and promote the re-employment project.
(6) Promoting the supporting reform focusing on the establishment of social security system. Establish a social security system, implement a pension and medical insurance system that combines social pooling with individual accounts, improve social insurance and social relief systems, and provide the most basic social security; Establish an effective management, supervision and operation mechanism of state-owned assets to ensure the preservation and appreciation of state-owned assets and prevent the loss of state-owned assets; Establish urban housing provident fund, speed up the reform of housing system, and create a good external environment for deepening the reform of state-owned enterprises and adjusting the economic structure.
Question 3: How to reform state-owned enterprises? First, deepening the reform of state-owned enterprises must face the problems of * * * system and property rights.
1. Thoroughly reform the system of appointment and dismissal of cadres and the system of employing people. First of all, we should really abolish the administrative level of enterprises and the cadre treatment of enterprise managers, cultivate the entrepreneur market, improve the performance evaluation system of enterprise managers, and promote the rational flow of management talents; Secondly, it is necessary to implement civil servants' competition for posts within the * * * department, establish a performance appraisal system for civil servants, and improve the quality of civil servants; Third, actively explore a new mechanism for selecting and employing people to meet the requirements of market economy, and combine organizational assessment and recommendation, introduction of competition mechanism and open recruitment for the society.
2. The reform of property rights system is still the core issue of state-owned enterprise reform. The establishment of modern enterprise system must be based on clear property rights, otherwise any other reform measures will be ineffective or have little effect. A mature and perfect property right system should include three aspects: first, the property right is clear, that is, the subject of property ownership and its responsibilities and rights with the legal person subject are clear; The second is the flow of property rights, that is, property rights can be traded; Third, the internal property rights structure of enterprises is reasonable, that is, the main body of property rights within enterprises is diversified. At present, the reform of property rights system should focus on the following tasks:
(1) Actively promote the perfection and perfection of the shareholding system. First of all, we should correctly understand the leading role of the state-owned economy in the national economy, completely change the understanding of the absolute holding of shares in such joint-stock enterprises in China, and promote the diversification of enterprise property rights structure. Secondly, we should establish a perfect corporate governance structure so that owners can have their "position". Corporate governance structure is the core of the company system, and its foundation is the separation of ownership and management rights. The key is that the owner has his "status", that is, an institution that can clearly exercise his residual control rights and residual claims on behalf of the owner in the corporate governance structure.
(2) Take effective measures to promote the rational flow of property rights. Revitalizing the existing assets and promoting the optimal allocation of assets of state-owned enterprises have been included in the focus of China's current economic work. One of the problems to be solved is to improve laws and regulations and standardize the operation of property rights trading institutions. In view of the present situation of multi-government, direct intervention and over-the-counter transactions in property rights transactions, we should first improve the laws and regulations on property rights transfer as soon as possible to promote the legal, standardized and orderly flow of public property rights; Secondly, it is necessary to strengthen the supervision of property rights changes and property rights registration inspection; Third, improve the functions of property rights trading institutions, strengthen the intermediary role of property rights trading institutions, and actively promote the free trade of property rights and the realization of national policy objectives. Second, combined with the strategic adjustment of state-owned capital, give full play to the macro-control function of * * * *, make corresponding policies by administrative and economic means, adjust the investment direction and structure of state-owned assets, and realize the adjustment goal in a planned and step-by-step manner. The third is to expand and improve the capital market. First, promote the expansion of the stock market step by step year by year, create opportunities for qualified enterprises to go public directly, and at the same time urge enterprises to operate capital according to the inherent requirements of the capital mechanism; Second, we should further explore the ways and methods of the flow of state-owned shares, eliminate the obstacles between state-owned shares, legal person shares and market tradable shares as soon as possible, enhance the liquidity of state-owned shares, realize the same benefits, standardize the operation of state-owned shares, and effectively protect the rights and interests of state-owned assets owners.
Second, deepening the reform of state-owned enterprises must face the issue of economic interests.
As a cell in social economy, enterprises must pay attention to and seek their own economic interests. From the perspective of social and economic development, this is the driving force and source of economic development. In the period of planned economy, the economic interests of state-owned enterprises and their employees have been neglected for a long time, and the prevalence of "big pot rice" and egalitarianism has seriously dampened the enthusiasm of enterprises and employees. This problem should be solved in the reform of state-owned enterprises. However, it must be noted that ignoring the economic interests of state-owned enterprises is only one of the reasons for the long-term inefficiency of state-owned enterprises, and it is very debatable to take solving the economic interests of state-owned enterprises as the main line of reform. We must note that state-owned enterprises, as a special enterprise form, must follow certain principles when pursuing economic interests. These principles can be summarized as follows: first, the ownership of state-owned enterprises belongs to the whole society rather than the enterprises themselves. This determines that the recipients of economic benefits of state-owned enterprises should be the whole society, not the state-owned enterprises themselves. Second, state-owned enterprises are responsible for ensuring social and economic stability and guiding social and economic development. Therefore, the goal of state-owned enterprise management has the consistency of economic benefits and social benefits, rather than a single demand for its own economic benefits. Third, for the country ... >>
Question 4: How to treat the reform of state-owned enterprises correctly? For some time, when it comes to the reform of state-owned enterprises, some people have complained, and even complained: enterprise reform has caused the loss of state-owned assets, aggravated the polarization between the rich and the poor, harmed the interests of workers and staff, and caused various social contradictions, and a few people even lost confidence in enterprise reform. Indeed, the reform of the state-owned economy, which plays a leading role in the national economy, will inevitably attract public attention.
Undeniably, reform will inevitably touch the interests of some people, but we should treat reform dialectically. Reform is a new thing, and there is no successful experience for us to learn from. Therefore, when we "cross the river by feeling the stones", there are bound to be several stones that hurt our feet, but we can't stop because we touch our feet. Problems and contradictions exist objectively in the process of reform. Touching the feet in front of the river can provide experience and lessons for those who cross the river behind. Those who touch their feet put forward some suggestions for reform, but they will play a positive role in promoting reform. When most of us cross the river smoothly, we should not exaggerate the problem of touching our feet unilaterally, but should see the results of crossing the river. Looking at the experience of state-owned enterprise reform, we should not be confused, but strengthen our confidence and determination in reform.
In the early days of reform and opening up, the state-owned enterprises were called state-owned enterprises. In fact, they were not real enterprises, but only a production unit. In the face of market competition, "loss" became the biggest problem that troubled state-owned enterprises in the late 1990s. From 65438 to 0998, the loss of state-owned enterprises reached two-thirds, and the total annual profit of state-owned enterprises nationwide was only 2 137 billion yuan. At that time, the central task of state-owned enterprises was to reform and get rid of difficulties. At present, the monthly profits of more than 100 central enterprises managed by the State Council SASAC have reached tens of billions or even nearly hundreds of billions. 20 1 1, 38 central enterprises entered the world's top 500.
Reform has provided a powerful impetus for the development of state-owned enterprises. From "extricating ourselves from difficulties" to "development", the progress of state-owned enterprises is obvious to all. Behind the profit growth and strength enhancement of state-owned enterprises is the continuous deepening of state-owned enterprise reform. In recent years, the reform of state-owned enterprises has been comprehensively promoted, and the state-owned economy has gradually withdrawn from the general competition field and concentrated in basic, public welfare and pillar industries, and concentrated in advantageous industries, large groups and large enterprises. The number of state-owned enterprises has been greatly reduced, and most state-owned small and medium-sized enterprises in general competitive fields have been reorganized and withdrawn from the ranks of state-owned economy. The proportion of state-owned economy in the whole national economy is decreasing year by year, but the management system and operating mechanism of state-owned enterprises have undergone profound changes, and the benefits have been improved year by year. The total profit increased from 263.6 billion yuan in 2002 to11498.9 billion yuan in 2000. The ability of technological innovation has been significantly enhanced, and a number of innovative achievements with independent intellectual property rights and international advanced level have been achieved. The development of state-owned economy not only significantly enhanced China's economic strength and international competitiveness, but also gave full play to its leading role and influence. After the outbreak of the international financial crisis, one of the important reasons why China was able to cope calmly and take the lead in realizing economic recovery was that it had a strong state-owned economy, which enabled macro-control to better grasp and command the overall situation.
The fundamental purpose of reform is to liberate and develop productive forces. The reform and development of state-owned enterprises is a process of continuous exploration, practice and deepening. We must correctly look at all kinds of contradictions in the reform from the perspective of development, solve all kinds of problems in the reform with innovative methods, deepen the reform of state-owned enterprises, and provide inexhaustible motive force for the sustainable development of state-owned enterprises.
Question 5: How does China reform its state-owned enterprises? Personally, I think the reform of state-owned enterprises in China must be different from that in the West or the former Soviet Union. State-owned enterprises are enterprises owned by the whole people. I think we can set up a bank, called the state-controlled bank. 70% of the shares of state-owned enterprises should be held by banks owned by the whole people. 20% is held by * * *. 10% of the shares are held by the management of the company. Management shares are automatically held during the tenure of management personnel and may not be transferred. After leaving office, the next leader will take over. The state-controlled bank has a state-controlled committee composed of representatives from all walks of life, representing the interests of the whole people. Leaders of state-owned enterprises are no longer appointed or removed by * * *. But open recruitment. Leaders of state-owned enterprises are supervised by the State Holding Committee and * * *. Profits from banks controlled by the whole people are used for public welfare undertakings, such as subsidizing electricity prices, water prices and medical care. Finally, I want to emphasize that banks controlled by the whole people cannot be listed, that is, they cannot be controlled by anyone or state institutions. The main task of state-controlled banks is to hold shares in state-owned enterprises.
Question 6: Explain why the reform of state-owned enterprises should be carried out with the knowledge of economic life. How to reform state-owned enterprises? Deepening the reform of state-owned enterprises is conducive to enhancing the vitality of state-owned enterprises, adopting modern enterprise system and coping with economic globalization competition and cooperation.
It is conducive to improving the ownership of the means of production in China, the rational allocation of resources, the simultaneous development of various ownership economies, the development of productive forces and the healthy development of the national economy.
The reform of state-owned enterprises should improve the ownership of the means of production and give full play to its advantages, and adhere to the principle of three benefits. It is conducive to developing productive forces, improving people's living standards and improving comprehensive national strength.
The reform of state-owned enterprises should help to consolidate the leading role and pillar position of state-owned enterprises in the national economy.
The reform of state-owned enterprises should be conducive to the more successful operation of state-owned enterprises and the promotion of independent innovation and competitiveness.
The reform of state-owned enterprises should help state-owned enterprises go global, enhance their international competitiveness, raise the level of opening up to the outside world and cultivate new advantages in international competition.
Question 7: How to understand the reform of state-owned enterprises? The reform of state-owned enterprises is a trial-and-error process of "crossing the river by feeling the stones"
The reform of state-owned enterprises mainly focuses on adjusting the strategic layout, deepening the shareholding system reform, improving the corporate governance structure, improving the state-owned assets management system and the leadership style of state-owned enterprises.
Question 8: How to treat the reform of state-owned enterprises? The reform of China's state-owned enterprises and property rights system is forced by the double pressure of financial grain cut-off and bank loan cut-off The reform of state-owned enterprises has been constantly advancing in the debate. Different people have different views on how to treat the reform of state-owned enterprises. But the practice of state-owned enterprise reform is the best answer. At present, there are three theories about the reform of state-owned enterprises: one is pessimism, which loses confidence in the reform of state-owned enterprises and holds a negative attitude towards the role of state-owned economy; The second is the theory of quick victory, which holds that the main problems of state-owned enterprise reform have been solved; Third, the theory of persistence, pessimism and quick victory does not conform to objective facts, and the reform of state-owned enterprises is a long-term strategic goal. History is the best doctor. Some people think that the reform of state-owned enterprises in China was promoted under the guidance of neo-liberal ideas and theories. I don't think so. Historically, the reform of China's state-owned enterprises and property rights system was forced to be carried out under the dual pressure of financial grain cut-off and bank loan cut-off. Why did the reform of state-owned enterprises first break through from local areas? Local governments directly face the pressure from all sides, and directly face four major problems: factory smoke, employee employment, fiscal taxation and social stability. Faced with these pressures, they have no choice but to promote reform. From the national situation, the reform of central enterprises lags behind the reform of local enterprises, the reform of large enterprises lags behind the reform of small and medium-sized enterprises, and enterprises with good economic conditions lag behind the reform of difficult enterprises. All the methods that can be tried in the reform of state-owned enterprises for more than 20 years have been tried, and the managers of state-owned enterprises have the greatest decision-making power in the world. However, decision makers do not bear the responsibility of making mistakes, because the reform of state-owned enterprises is promoted without investors. The reform of state-owned enterprises needs to solve two basic problems, one is the marketization of state-owned enterprise management mode, and the other is the marketization of state-owned enterprise system. After more than 20 years of reform, the former problem has been basically solved, and the production, supply and marketing of people, goods and materials have basically realized market allocation. The second problem is being solved. The debate on the reform of state-owned enterprises in 2004 reflected different understandings of the reform of state-owned enterprises, which was positive on the whole. All aspects are paying attention to the contradictions and problems in the reform and reorganization, which can make our laws and regulations more perfect and standardized. At present, according to a sample survey, more than 70% of the state-owned enterprises after the restructuring have achieved profitability. From 1998 to 2003, the number of state-owned enterprises decreased to138,000, the number of employees decreased from 75 million to 43 million, and the annual profit increased from 21300 million to more than 400 billion. Under the tide of reform, mud and sand are everywhere, which is a process of exploration and game. From a historical point of view, if we don't actively promote the reorganization of state-owned small and medium-sized enterprises, the local economy and the whole China economy will not have today's situation and will lose historical opportunities. Enterprises that have completed the restructuring now seek survival before the restructuring and development after the restructuring. They are now further considering and promoting the second reorganization. Problems occur in the process of reform and can only be improved through reform. From a realistic point of view, the reform of state-owned enterprises has entered the stage of system reform, from shallow to deep. We must truly see the problems existing in the reform of state-owned enterprises under the current situation: First, the reform of the state-owned assets management system. The 16th National Congress of the Communist Party of China has solved the problem of investor organization in place, but it has not solved the problem of investor function in place. The second is the adjustment of the layout structure of the state-owned economy. The 15th National Congress proposed that the state-owned economy should advance and retreat, and do something and do nothing. But how to embody and how to implement it? Is an unsolved problem. The third is the adjustment of labor relations of state-owned workers. The institutional dependence of state-owned enterprise employees on state-owned enterprises is the most difficult problem to solve in the reform of state-owned enterprises. In addition to the above problems, there are also problems such as separation of main and auxiliary state-owned large and medium-sized enterprises, separation of enterprises from running society, socialized management of enterprise retirees, debt restructuring/disposal of non-performing assets of state-owned enterprises, merger and reorganization of state-owned enterprises and industrial integration, governance structure of state-owned enterprises, and restructuring of collective enterprises. (Zhou/Wen)
Question 9: How to understand and comprehensively deepen the reform of state-owned enterprises? The comprehensive reform of state-owned enterprises has entered a new stage of prioritizing.
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Reporter 20 14 12 17 learned that the annual meeting of the heads of central enterprises and local SASAC is expected to be held in the near future. The meeting will summarize the work in 20 14 years and deploy the reform points in 20 15 years. People familiar with the matter said that in terms of classification reform and defining the functions of central enterprises, central enterprises will be divided into general business, special business and public welfare. Commercial central enterprises should rely on the capital market to develop mixed ownership economy and become standardized public companies in the market economy.
Li Jin, vice president of China Enterprise Reform and Development Research Association, said that the meeting of central enterprises and local SASAC leaders will make overall arrangements and concrete implementation of the requirements put forward by the Central Economic Work Conference. Next year, the reform of state-owned enterprises will be deepened around six aspects: standardizing business decisions, maintaining and increasing value, participating in fair competition, improving efficiency, enhancing vitality and fulfilling social responsibilities. The clarification of classification reform can effectively promote the process of state-owned enterprise reform. At present, the blueprint for the reform of state-owned enterprises is gradually becoming clear. This year is the "opening drama" of the reform of state-owned enterprises, and it will gradually enter the "drama" next year.
With the acceleration of the reform of state-owned enterprises, the reform of state-owned enterprises has entered a new stage of distinguishing priorities, combining up and down, and deepening in an all-round way, and the blueprint for development and the realization path have gradually become clear. In the top-level design, the guiding ideology, principles and measures have basically formed * * * knowledge. In terms of classification reform, informed sources revealed that a document was issued three months ago to define the functions of different central enterprises. After many discussions and coordination, a basic understanding has been formed. In the future, central enterprises will be divided into general business, special business and public welfare business. General business class is also called "business class", that is, competitive enterprises; Special commercial category, also known as "commercial category II", includes oil, electric power, military industry and other enterprises related to national security and economic lifeline; Public welfare is an enterprise that guarantees people's livelihood and provides public services.
Question 10: Why is nothing right in the reform of state-owned enterprises?
Investigation and analysis:
1. The Group's past achievements mainly depended on the old institutional environment in which the petrochemical industry was relatively closed, monopolized and protected by policies. Although enterprises are also trying to cope with the external environment, the company's long-standing weaknesses such as single industry and poor anti-risk ability have not been fundamentally changed; With China's entry into WTO, the external environment faced by this enterprise will undergo great changes, which will begin to have an impact on the development of the enterprise, and the living space of local petrochemical enterprises will be further affected.
2. As a typical production-oriented state-owned enterprise, many functional defects and system defects that are not suitable for market-oriented operation have not been perfected. It belongs to a typical olive enterprise, with weak ability in decision-making, development, research and innovation, strong ability in production management of main business, and weak ability in operation, marketing and public relations.
3. The original business philosophy, business habits and corporate culture of state-owned enterprises can no longer meet the needs of enterprises to make great achievements. At the same time, the further development of group enterprises lacks necessary organizational support, technical support, institutional support and talent support, and the long-term development momentum of enterprises is insufficient.
Solution:
Obviously, the next development goal of the group should be market-oriented, with industrial adjustment and upgrading as the starting point, and fully realize the strategic transformation from production-oriented enterprises to independent enterprises and the corresponding functional transformation.
First of all, we integrate the strengths, weaknesses, opportunities and challenges of our enterprise, and use the tools of strategic analysis to put forward the overall strategic thinking and development plan for our future development. After several rounds of demonstration and publicity, the new development strategy centered on the industrial development strategy of "ending with oil" and the capital operation strategy of "introducing strategic investors" began to be implemented in enterprises.
Secondly, in view of the defects of enterprise organization function, the enterprise organization context is redesigned and planned from the adjustment of governance institutions and management institutions, and the separation of governance institutions headed by the board of directors and management institutions headed by the general manager is implemented. At the same time, in order to meet the needs of enterprise transformation, we have newly established marketing and investment management departments. After the re-establishment of the organization, the process of its management and operation was also designed.
On the basis of effectively promoting the adjustment of organizational structure, we have also reformed the human resource management of enterprises, helped enterprises to set up personnel and posts according to the new organizational structure, carried out post evaluation and salary system reform and performance evaluation reform based on it with scientific and practical methods, launched competition among managers, formulated management incentive system, and inspired the enthusiasm of all cadres and workers. In addition, in response to the new requirements for managers' quality after the institutional reform, we also formulated a customized training plan and sent a group of managers to Shanghai for four months of intensive training, which improved their management ability and awareness.
We have made initial achievements in organizational structure and human resources reform, and have given full play to the development momentum from within the enterprise. At the same time, we actively assist enterprises to implement industrial development strategy and capital operation strategy, and try to realize the qualitative change and energy level improvement of enterprises by introducing external resources and strength.
Case enlightenment:
Through more than two years of close cooperation, we witnessed and personally participated in the strategic transformation of a traditional state-owned enterprise, experienced all kinds of hardships and difficulties, and saw the hope of success. An enterprise accustomed to living in a relatively monopolistic, closed and policy-protected business environment, faced with major changes in the external environment, how to realize the transformation and sustainable development of the enterprise is a * * * subject, such as petrochemical enterprises, telecommunications, electric power, medical services and other public * * * service industries. High-level leaders dare to face changes, which is the key to the success of enterprises to a great extent; Promoting enterprise transformation with the wisdom and strength of the third party is a shortcut for most state-owned enterprises to break through the complex internal interest pattern and seek rational thinking.