2065438+On August 18, 2004, the Central Committee comprehensively deepened the fourth meeting of the reform leading group, and deployed the reform of the salary system for the principal responsible persons of central enterprises. Adjust unreasonably high income, reasonably determine and strictly regulate the performance of duties and business expenses of the heads of central enterprises.
The meeting reviewed the reform plan of the salary system of the principal responsible person of the central management enterprise and the Opinions on Reasonably Determining and Strictly Regulating the Duty Performance and Business Expenditure of the Principal responsible person of the central management enterprise. This is a big move to adjust the salary of senior executives of central enterprises for many years.
The main person in charge of financial central enterprises will be the group that touches the most interests in this salary system reform.
According to the exclusive information obtained by Caijing, the first draft of the salary adjustment plan for the principal responsible persons of central enterprises led by Ministry of Human Resources and Social Security and participated by the Ministry of Finance has been drafted and comments have been sought. One of the main suggestions of this draft plan is that the salary of the principal responsible persons of central enterprises and state-owned financial enterprises will be reduced to about 30% of the existing salary, and the annual salary after the salary reduction cannot exceed 600,000 yuan. According to this regulation, financial enterprise executives with higher average salary will be cut the most.
Caijing also learned that the equity incentive for executives and employees of financial state-owned and state-controlled enterprises, which has been suspended for nearly five years, is also expected to be officially launched in the near future.
These two new policies will become the core of salary reform of financial institutions and central enterprises in the future.
If the salary of the principal responsible persons of some central enterprises is too low after the reduction, it may be appropriately increased according to the needs of enterprises.
As a matter of fact, the research on the reform of the salary system of the principal responsible persons of central enterprises, led by Ministry of Human Resources and Social Security and composed of many ministries and commissions, began in the first half of last year, covering all centrally managed enterprises, including financial institutions.
The reform of the salary system introduced this time is to narrow the gap between the main leaders of central enterprises in different fields and level the salary level of finance and industry.
As ministerial officials managed by the Central Organization Department, the salaries of some heads of central enterprises are several times or even dozens of times higher than those of ministerial officials in the civil service system, and these heads of central enterprises also enjoy the opportunity of promotion and wealth. If the system reform is not carried out and the professional manager system is established, the salary of the top leaders of these financial enterprises is obviously lower than that of the bottom employees, which is strange.
The adjustment of the salary system of the principal responsible persons of central enterprises is also the first step of a series of reforms. In the future, the responsibilities of the main responsible persons of central enterprises will be clarified. Recruit managers in charge of enterprise operation according to the principle of market-oriented pricing, and establish a professional manager system. As shareholder representatives, middle-level cadres are mainly responsible for taking care of enterprises.
The relevant scheme of employee equity incentive plan of state-owned financial enterprises led by the Ministry of Finance has completed the last round of soliciting opinions and will soon be formally piloted. The main point of this plan is that in order to give full play to the long-term incentive mechanism of employees of state-owned financial institutions, an equity incentive plan will be implemented for employees of state-owned financial institutions, and it is planned to purchase shares of the company at a certain proportion of the salary of employees of state-owned financial institutions to achieve the purpose of holding shares. After the pilot is mature, it will be fully promoted in state-owned and state-controlled enterprises. Private institutions such as Minsheng Bank are not within the scope of the pilot.
The Ministry of Finance will take the lead in piloting the banking industry, and Bank of Communications and Bank of China are expected to be the first batch of pilot institutions.
Recently, at the semi-annual performance conference of banks, the presidents of Bank of China and Bank of Communications respectively stated that they would strive to make the company a pilot for deepening the reform of mixed ownership. "Mixed ownership reform is conducive to optimizing equity, improving incentive mechanism and improving international competitiveness. BOC will actively explore the road of transformation and development. " China Bank Governor Chen Siqing said. Peng Chun, president of Bank of Communications, also said that Bank of Communications is studying and deepening the reform of mixed ownership, striving to try first.
In fact, the shares of the two listed banks have diversified, and deepening mixed ownership includes salary system reform and equity incentive.
The average salary of executives in the financial sector has been higher than other state-owned enterprises for a long time, which stems from the reform of state-owned banks since 2002. The reform of state-owned banks led by the five major banks has completely pushed state-owned banks to the market, operating openly and transparently within the framework of the capital market and strictly accepting market supervision. In this reform, the salary of state-owned bank executives has been greatly improved, and the salary of employees in the entire banking system has also been comprehensively improved.
The main leaders of these state-owned banks still belong to the cadres managed by the Central Organization Department and still enjoy the treatment of cadres at corresponding levels, thus forming the phenomenon of marketization of salary and non-marketization of job status.
Insiders believe that state-owned financial institutions inevitably have two identities: the government and the market. The salary reform should also clarify the difference between the two identities, adopt different job responsibilities and salary systems according to different identities, and can not ignore the particularity of talents in different fields, which can appropriately reflect the industry differences. At the same time, some people should be given the opportunity to choose their identity freely.
A video conference on deepening the reform of the salary system for the heads of state-owned enterprises 20141kloc-0/.6 was held in Beijing. In order to promote the reform of state-owned assets as a whole, the salary leadership reform group of state-owned enterprises has been established, and the specific plan may be accelerated.
* * * Member the Political Bureau of the Communist Party of China (CPC) Central Committee, Vice Premier the State Council, and Ma Kai, leader of the leading group for deepening the reform of the salary system for the heads of state-owned enterprises in the State Council, attended the meeting and delivered speeches. Wang Yong, State Councilor and deputy head of the the State Council Leading Group for Deepening the Reform of the Salary System for Heads of State-owned Enterprises, presided over the meeting. It shows that the reform of executive compensation of central enterprises has been highly valued by the central government. Past experience has proved that if the salary reform is only at the level of ministries and commissions, it may be difficult to reach a * * * understanding due to different interests, but it has risen to the level where Vice Premier the State Council and State Councilor personally take the lead, which reflects the determination of the central government to break through the shackles of reform.
The meeting revealed four aspects of the salary reform of heads of state-owned enterprises, namely, improving the incentive and restraint mechanism of salary distribution in state-owned enterprises, forming a reasonable distribution relationship between heads of enterprises and employees, rationally adjusting the salary gap of heads of different enterprises, enhancing the vitality of enterprise development, and forming a reasonable and orderly income distribution pattern. In addition, all localities need to "improve the salary formation mechanism, reasonably determine the salary level, improve the salary supervision mechanism, and coordinate and standardize welfare benefits other than salary".