1, adjust the organizational structure, and build the basic framework and management system of the parent-subsidiary company.
From 65438 to 0996, the company made clear its development strategy, that is, "according to the tasks entrusted to the company by the state, persist in reform, work hard, cultivate advantageous industries, realize capital management, and become a national investment company with China characteristics in this century". Subsequently, the company carried out business restructuring and institutional adjustment. Six business divisions and nine wholly-owned subsidiaries, which were established at the beginning of the company's establishment with overlapping business and no clear business direction, were abolished, and 65,438+00 wholly-owned professional subsidiaries and headquarters functional departments were re-established, and a framework system of parent-subsidiary companies with different responsibilities and organic connection was established. Initially define the company's development direction and main business, and begin to shrink the front line and cultivate the main business. Subsequently, the company established a management responsibility system centered on business plan in time, initially established a supervision and restraint system with financial supervision, audit supervision, legal supervision and discipline inspection as the main contents, and formed an internal management framework that basically adapted to the actual situation of the company. For investment projects, the company vigorously promotes the transformation of corporate system and establishes a scientific corporate governance structure.
Through this reform, the relationship has been straightened out, management and supervision have been strengthened, the enthusiasm of subsidiaries has been mobilized, the development of new business has been promoted, and organizational guarantee has been provided for realizing the company's development strategy.
2. Adjust the employment mechanism and establish a management responsibility system with the project manager responsibility system as the core.
1999, the company's headquarters carried out internal institutional reform, implemented the labor contract system for all employees, established and improved the post responsibility system, intensified the reform of the distribution system, and vigorously promoted the reform of the operating mechanism with the employment mechanism as the core. Subsequently, the subsidiary carried out the reform of establishing a management mechanism with the project manager responsibility system as the core. According to the company's business intention and relevant decisions, the project manager works within the framework of the corporate governance structure of the project, and the management responsibility is more clear, which greatly improves the management efficiency of investment projects.
Through this reform, the functions and post responsibility system of the headquarters have been further strengthened, the management of investment enterprises has been strengthened, and conditions have been created for establishing a cadre management system and an incentive and restraint mechanism adapted to the company's development, so that the foothold of the company's operation has changed from simply safeguarding rights and interests to improving efficiency, and the way of resource allocation has changed from partial optimization to overall optimization.
3. Rebuild the scientific management system and cultivate strategic management investment holding companies.
In 2002, based on the systematic analysis of the company's management and operation, the company put forward a more systematic and comprehensive reform plan with efficiency as the center, market as the guide, competition as the guide and development as the guide. This plan answers the major issues of the company's future development, such as what road to take, what goal to achieve and how to achieve this goal, and further clarifies the company's positioning, vision and business choice; Designed the organizational structure, management process and business process to adapt to business development; A supervision system with the characteristics of holding company and an incentive mechanism with employee career management as the main content have been initially established.
Through this reform, strategic management with strategic planning and strategic review as the main content began to play an important role; The three-level decision-making system makes the company's investment decision more democratic and scientific, and greatly avoids various investment risks; By establishing two channels: business sequence and management sequence, the channel of employees' career development is opened, and the three-dimensional assessment system links employees' development with their personal abilities and contributions.
4. Innovate the development mode, reform the organizational structure and management mode to meet the requirements of state-owned assets management.
In 2003, the company made the decision of "starting a second business, revitalizing state-owned investment and accelerating development". In the following years, in order to cooperate with the rapid development of the company under the new situation, the company carried out a series of deepening reform measures.
(1) Innovate the development mode of state-owned investment holding companies and put forward the business framework of "three pillars" of industry, financial services and state-owned assets management. By strengthening the unique role of investment holding companies in the year of national economy and adjusting the layout structure of state-owned economy, the theory of state-owned investment holding companies with China characteristics has been further improved, and the company's development has reached a new level.
(2) Implement collectivization, specialization and differentiated management. Through measures such as unified allocation of funds, cross-regional and cross-industry flow of talents, and experience information sharing, the internal resources of SDIC Group are scientifically allocated in a wider scope, which greatly promotes the synergy effect and improves the cohesion and influence of the company. At the same time, strengthen the construction of professional management, strengthen the professional management and refined management responsibility of professional subsidiaries to investment enterprises, and improve the level of professional management. And according to the industry characteristics of each professional subsidiary, different differentiated management is implemented among different subsidiaries, which makes management more in line with the management and development needs of different industries.
(3) Put forward the corporate purpose of "for investors, for society and for employees". It enriches the connotation of people-oriented, improves the employee career management system, strengthens the planning and training of human resources, further promotes the marketization of talent introduction, use, assessment and incentive, further optimizes the age structure, professional structure and academic structure of employees, and gives employees more room for development.
(4) organizational reform. According to the requirements of state-owned assets supervision and business development, the company constantly optimizes and adjusts its organizational structure. Strengthened the company's professional functions and management in safety production, risk control, external publicity, industrial research, asset management, capital operation and internal reform. At the subsidiary level, the idea of transforming each business segment into a listed company is put forward.
(5) Scientific management methods have been introduced continuously, and information management system, risk management system, infrastructure management system and safety production management system have been established successively, and factor management, benchmarking management and 6S management have been implemented, further improving the management level and efficiency of the company.
5. Strengthen the management of "collectivization, specialization and differentiation" and comprehensively improve the management level of the company.
At the beginning of 20 10, the company carried out comprehensive reform again, focusing on strengthening collectivization, specialization and differentiated management, and comprehensively sorted out and optimized the main management systems and processes of the group. The main reform contents are as follows: first, on the basis of the project manager responsibility system, gradually implement the responsibility chief producer, give play to the role of professional departments, and improve the investment project management system; The second is to strengthen the professional management function of subsidiaries for investment projects, improve and optimize the management and control system, clarify the management relationship between headquarters, subsidiaries and investment projects, and clarify their respective responsibilities; Third, the human resource management system has been optimized and improved, which is more people-oriented and promotes the harmonious development of employees and enterprises; The fourth is to sort out and adjust the institutions, posts and responsibilities of functional departments and subsidiaries to better meet the company's business development and management requirements; Fifth, for business sectors with high degree of marketization and distinctive industry management characteristics, gradually implement management methods and means closer to the market to promote the optimal allocation of various resources and elements.
The history of SDIC is a history of reform and innovation. In each historical development period, we can reform the corresponding management system and operation mechanism according to the changes of the external environment and the needs of the company's internal development and operation, constantly adapt to the company's development needs, and provide a strong guarantee for the company's comprehensive, coordinated and sustainable development. According to the spirit of the reform of the national investment and financing system, SDIC was established in 1994 and 1995. Looking back on the development history of the company, it has gone through two stages, namely, the first stage of entrepreneurship and the second stage of entrepreneurship.
A pioneering stage (1995-2002) is also a stage of laying the foundation. At the beginning of the company's establishment, the registered capital was 5.8 billion yuan, and its business foundation was mainly to undertake 540 transfer projects of the original six major national professional investment companies. Faced with the unfavorable situation that the assets are "too much, too little, too scattered and too poor" and the employees' concept can't meet the needs of the transition from planned economy to market economy, the company started its first venture. At the beginning, the company determined its development strategy at the founding stage, initially established its nature, functions and status, and made a strategic choice for the company's management mode and business direction in a timely and decisive manner; At the organizational level, the company has successfully established the management framework of the parent-subsidiary company, established the corresponding management mechanism such as the project manager responsibility system, and made the company's operation move from extensive to intensive, from pursuing local interests to pursuing the maximization of overall interests, and the concept and quality of employees have also been significantly improved; At the business level, focusing on clearing assets and debts, clarifying property rights, reforming corporate investment projects, shrinking the front line and highlighting the main business, especially the establishment of asset management companies in 200 1, effectively accelerated this process; When the company's survival foundation is basically stable, the business choice and operation mode are further clarified, and the company's strategic objectives are put forward. After eight years' efforts, the company's scale and profits have increased rapidly. The company's assets increased from 7 billion yuan in the early days of its establishment to 73.3 billion yuan by the end of 2002. From the initial loss of 6.5438+0.5 million yuan, after one year's adjustment, 65.438+0.997 turned losses, and then increased year by year, reaching 855 million yuan in 2002.
Looking back on an 8-year history of starting a business, the company has established the basic framework, business philosophy and operation mode of investment holding companies, and its management has become increasingly standardized. Through integration, we will control the main investment fields in several strategic directions and optimize the efficiency of resource allocation. In the industry, the China Investment Association was successfully launched, which made the concept of investment industry deeply rooted in people's hearts. All these have laid a solid foundation for the second venture.
In the second pioneering stage (2003-present), the company forged ahead and entered the stage of rapid improvement in scale, efficiency and influence. At the beginning of 2003, the company deeply analyzed the internal and external forms it faced, seized the opportunity, and decisively put forward the decision of "starting a second business, revitalizing SDIC and accelerating the company's development", and put forward the guiding ideology, basic principles, strategic objectives and main business positioning of the company's development. Gradually explore the establishment of a "three-legged" business framework for industrial investment, financial services and asset management, improve the functions and means of state-owned investment holding companies, and make them more in line with the management concept and needs of SASAC. In the industrial field, we insist on taking basic and resource-based large projects as the main direction of the company's industrial investment, and at the same time vigorously promote the resource-saving and environment-friendly circular economy, and give play to the synergistic effect between businesses. After several years of hard work, we have invested in a large number of industrial projects, such as electricity, coal, ports, fertilizers and high technology. Marked by the acquisition of trust companies, the company began to explore financial business, and made active attempts in direct financing, trust financing, syndicated loans, fund management, financial investment and so on. Established China Investment Consulting Company to carry out engineering consulting, investment consulting and management consulting business, and obtained the investment consulting qualification entrusted by the National Development and Reform Commission in a short time; In the process of the State Council SAAC vigorously promoting the structural adjustment of state-owned assets, the company became one of the pilot units of state-owned assets management determined by SAAC. The company gave full play to its own advantages and entrusted china national packaging corporation and China high-tech investment group companies; With the approval of the State Council, four central enterprises, including China Investment Guarantee Co., Ltd., China Textile Materials (Group) Corporation, China Electronic Engineering Design Institute and China Complete Equipment Import and Export (Group) Corporation, were merged into SDIC, which promoted the reorganization and integration of central enterprises and the restructuring of state-owned economy, and also strengthened the scale and strength of SDIC. After the adjustment, the company's business framework has become increasingly clear, the main business is prominent, the industry concentration has increased, and the effects of mutual support and coordinated development of industrial investment and financial services have begun to appear, which has effectively promoted the company's development.
In 2009, the Group completed its main business income of 45.5 billion yuan, and realized profits and taxes of 654.38+022 billion yuan, of which the total profit was 5.6 billion yuan. By the end of 2009, SDIC had a total of 72,043 employees, with total assets of 26,5438+0,065,438+0 billion yuan and owners' equity of 65.7 billion yuan. In the performance appraisal of SASAC, it was rated as Grade A for five consecutive years, and became an "excellent enterprise" in the term appraisal.
In 2006, the company became a "national model of state-owned enterprises" and its influence in the government, society and industry was greatly enhanced. In 20 10, the company was identified as one of 15 state-owned enterprises by Publicity Department of the Communist Party of China and SASAC, which aroused widespread concern in society.
Since the second venture, the company has adhered to the development direction, reform and innovation of Scientific Outlook on Development and state-owned investment holding companies, earnestly strengthened management, earnestly fulfilled corporate social responsibilities, and constantly improved the development theory of state-owned investment holding companies, with a clearer development path and unprecedented enhancement of the company's strength and influence.
Looking forward to the future, the company will actively promote energy conservation, environmental protection and "going out" business on the basis of consolidating, adjusting and perfecting its existing business, and strive to achieve the goal of becoming a world-class investment holding company as soon as possible. Company tenet: for investors, for society and for employees.
Company vision: to build a first-class investment holding company.
Company's development strategy: consolidate the business framework of "three pillars" of industry, financial services and state-owned assets management, adhere to the investment direction of infrastructure and resources, and focus on promoting the implementation of five strategies:
1. "first-class" strategy: first-class investment enterprise, first-class management team and first-class management means.
2. Regional development strategy: optimize and integrate regional resources, form industrial clusters, and cultivate comparative advantages and competitive advantages in the region.
3. Collaborative development strategy: improve the overall competitiveness of the company through the collaboration of business, resources and management among business segments, projects and regions.
4. Energy conservation, environmental protection and new energy strategy: increase investment in energy conservation, environmental protection and new energy fields, cultivate industrial advantages and expand new growth points.
5. "Going out" strategy: promote the internationalization process according to the business combination of international trade, international cooperation and overseas direct investment.
Basic principles of company development:
1, consistency principle. The nature of the company requires that the development direction of the company must be consistent with the reform and development direction of the state-owned economy, all businesses should be developed under the guidance of the company's overall strategy, adapt to the strategic goal of creating a first-class investment holding company, and local interests should be subordinated to the overall interests of the company.
2. The principle of strategic coordination. The company invests according to the principle of "limited, relevant and diversified" business selection, pays attention to the coordination between various business fields, and embodies the characteristics of investment holding companies.
3. The principle of coordinated development. We should not only attach importance to strategic investment to ensure the realization of the company's long-term goals, but also rationally arrange short-term and medium-term investments with good returns, maintain the company's good financial situation, and combine long-term, medium-term and short-term to achieve coordinated development.
4, the principle of unity of scale and benefit. The company focuses on the investment industry, achieving both scale and efficiency, and improving the influence of the industry; A single investment project should have a certain scale.
5. The principle of matching speed and quality. While maintaining a high development speed, the company pays attention to improving asset quality. By optimizing the investment layout, adjusting the asset structure and strengthening the management of investment projects, the development speed can be matched with the asset quality.
6, the principle of enterprise development and environmental harmony. The company mainly invests in basic and resource industries, pays attention to energy conservation and environmental protection in project development and construction, develops circular economy, improves resource utilization, reduces the harm to the environment, and realizes the harmony between enterprise development and the environment.
Company development ideas
Adhere to Scientific Outlook on Development, adhere to the purpose of "three major actions", on the one hand focus on reform and development; Strengthen the company's business layout and optimize the company's asset structure; Deepen the reform of the company, strengthen the construction of talent team, improve the employment mechanism, and comprehensively improve the professional management level of the company; Vigorously promote the investment concept of energy conservation and environmental protection, constantly enhance the sense of social responsibility of enterprises, and strive to build a first-class investment holding company.
-strengthen the company's business layout. The company has initially formed a "three-legged" business pattern of industry, financial services and asset management. The company will pay equal attention to development and mergers and acquisitions, increase investment in energy, transportation and fertilizer, ensure the smooth completion and commissioning of key construction projects, and continuously expand the scale and profitability of the industrial sector; Seize the opportunity of the rapid development of China's financial industry, choose the opportunity to control financial institutions such as securities and insurance, and build a corporate financial holding platform as soon as possible; Establish a business model that adapts to the development law of high-tech business, improve the asset liquidity of the company's high-tech business, and actively invest in new energy and energy-saving and environmental protection businesses; Further improve the functions of asset management companies, improve the level of marketization and expand the scale of business; On the premise of strengthening and expanding engineering consulting, consulting business actively participates in the field of management consulting services; Through continuous practice, the asset management business has established a scientific and efficient operation mode and management platform, giving full play to the role of SASAC's state-owned asset management platform; Actively carry out international business, cooperate with world-class companies, and implement the company's "going out" strategy.
-further deepen the company's reform. The company will vigorously promote the reorganization of industrial assets and the overall listing, and actively build the company's flagship enterprise in the capital market; Constantly sort out business development ideas, optimize business layout, strengthen collectivization, specialization and differentiated management, control risks, reduce costs and improve efficiency; Optimize the organizational structure and talent structure, further improve the company's management system and mechanism, and cultivate the company's core competitiveness.
-Adhere to the concept of green investment. The company gives priority to the development of hydropower in the energy field, especially to accelerate the overall rolling development of the Yalong River Basin; Actively invest in nuclear power, optimize the development of thermal power, and promote the construction of new energy projects based on wind power and photovoltaic power generation; Improve coal recovery rate, implement coal-electricity joint venture, and build pithead power plant to conform to the development trend of modern coal chemical industry; In other investment fields, we attach great importance to the application of energy-saving and environmental protection technologies. Build a number of resource-saving and environment-friendly key projects.
In 20 10, the company will continue to thoroughly implement the Scientific Outlook on Development, enhance the awareness of hardship, risk and responsibility, prepare for difficulties and challenges, consolidate the achievements and pay close attention to implementation; Strengthen management, reduce costs and increase efficiency; Reform and innovation to adapt to the environment; Improve the style of work and create first-class; Fulfill responsibilities and build harmony.