State-owned enterprises must be strong and do better, and in the final analysis, they must rely on reform. With the start of the new round of state-owned enterprise reform championships, how to cross the threshold of the reform of the board of directors before the reform, such as the reform of the state, the classification of state-owned enterprises is unknown, and become the key to the speed of reform. In addition, we must further boost the confidence of the people and mobilize the enthusiasm of state-owned enterprises to participate in the reform. Really let the state-owned enterprises open the door and let the private capital come in -

Recently, reforms in the state-owned assets and state-owned enterprises have been frequent. The merger and reorganization of China Light Group and China Poly, China Nuclear Power and China Nuclear Construction are poised for growth. China Shenhua has a large proportion of dividends. The “national level” fund has invested in Air China, and the China Minmetals state-owned capital investment company pilot program is expected to be approved. Many provinces and cities have formulated relevant reform refinement plans and pilot plans for 2017, and many provinces have clearly defined the roadmap timeline.

State-owned enterprises must be strong and do better, and in the final analysis, they must rely on reform. Where will the reform of state-owned enterprises break through this year? How to improve the operational efficiency of state-owned enterprises? Judging from the state-owned state-owned enterprises and the pace of reforms in various places, the new round of state-owned enterprise reform championships has already “sounded the whistle”, and the results are exactly what people expect.

Corporate reform will welcome the official day

Xiao Yaqing, director of the State-owned Assets Supervision and Administration Commission, said that in 2017, it is necessary to further promote the company-owned shareholding system, actively explore the group-level equity diversification reform, comprehensively complete the state-owned enterprise company restructuring, and support the cross-shareholding among central enterprises, central enterprises and local state-owned enterprises. Promote the restructuring and listing work.

It is understood that the current restructuring of the central enterprise subsidiaries is over 92%, and the proportion of mixed-ownership enterprises is 68%. The construction of the board of directors was further deepened. The number of central enterprises that built the board of directors reached 85, the number of external directors increased to 389, and the number of full-time external directors increased to 26.

Li Jin, chief researcher of the China Enterprise Research Institute, said that the reform of the state-owned enterprise system was first proposed at the Third Plenary Session of the 14th Central Committee in 1993. The State-owned Assets Supervision and Administration Commission stated that it intends to take the central enterprises as an example and let the pace of reform of local SOEs keep pace. This also means that this reform will usher in the closing day.

“Although the number of enterprises that have not yet completed the corporate reform is less than 10%, the task is still very difficult.” Yuan Dongming, deputy director of the Enterprise Research Institute of the Development Research Center of the State Council, said that the enterprises that have not yet been reformed are basically the first-level enterprise groups supervised by the SASAC. Or the second- and third-tier enterprises that have been merged and restructured, with large assets, wide business scope, and wide geographical distribution. The workload of clearing assets and assets assessment is very large. In addition, state-owned enterprises that have not yet reformed have problems such as more land, creditor's rights and debts, and personnel placement. It is not easy to solve them effectively in a short period of time.

The reform of the company system has entered the stage of “hard work and hardship”. Only after crossing the last few thresholds, the reform task is basically completed. Li Jin said that the current thresholds before the reform are precisely the problems of the reform of the board of directors and the unclear classification of state-owned enterprises.

"The goal of corporate reform is not only to achieve the annual goal, but also to establish a modern corporate system and corporate governance structure and a market-oriented operating system in accordance with the requirements of the "Company Law." Li Jin said.

Yuan Dongming said that the reform of the company system can be said to be the basis for establishing a modern enterprise system. To ensure that the company system reform is completed this year, it is necessary to attach great importance to restructuring enterprises. It is necessary to be a top-ranking project, to define timetables, key nodes, and to coordinate various aspects.

Continue to promote the opening of monopoly areas

This year's "Government Work Report" proposes to deepen the reform of mixed ownership and take substantial steps in the fields of electricity, oil, natural gas, railways, civil aviation, and telecommunications. It can be said that mixed ownership reform is still one of the important reform initiatives. However, in a few areas, private capital has a moderate response to the mixed reform of state-owned enterprises. A number of private entrepreneurs said that they are not only in the market "water is too cold", but also worried about the policy "heart is not bottom."

In this regard, Li Jin said that there are still some state-owned enterprises that refuse to open the door, and private enterprises refuse to enter the door, which makes the reform of mixed ownership system deadlocked. "Especially a few monopoly industries, it is even more thundering. It is a mixture of capital and insistence on mixed ownership. The main theme should be the capital combination of state-owned enterprises and private enterprises. The key is not to entangle control, but to solve management rights. The problem." Li Jin said.

The opening of the monopoly field can include two levels. One is the opening of capital under the mixed reform of state-owned enterprises, and the other is the opening of the industry that liberalizes market access. At present, these two openings are advancing, but there are indeed many obstacles.

"Some monopoly state-owned enterprises are large in scale and inefficient. They still do not have the conditions for overall mixed reform and listing. Some of the split-mixing reforms or incremental mixed reforms involve adjustments in industry interests. Reducing or liberalizing market access requires industry-wide reforms. Yuan Dongming said that to further promote the opening of monopoly areas, we must first accelerate the overall reform of the industry. We must implement reforms that separate government and enterprises, separate government and enterprises, franchise, and government supervision in accordance with the requirements of the central government. Separate and liberalize the business, laying the foundation for capital opening and industry opening. In addition, it is necessary to deal with the relationship between stock mixed reform and incremental mixed reform, overall mixed reform and split and mixed reform, and fully mobilize the enthusiasm of monopolizing state-owned enterprises to promote or participate in mixed reforms.

Stripping state-owned enterprises to carry out social functions

Recently, the Shandong Provincial State-owned Assets Supervision and Administration Commission has clearly defined a clear timetable for the separation of social functions. At the end of this year, the task of separation and handover of state-owned enterprises in Shandong Province should be completed more than half; to be completed by the end of 2018; from 2019, state-owned enterprises will no longer bear relevant expenses for “three for one industry” in any way.

The “three for one industry” separation and handover cost is high. According to the relevant plan, this fund will be shared by the enterprise and the government. Wen Xinsan, inspector of the Shandong Provincial Department of Finance, revealed that on the basis of actively seeking central subsidies, the Shandong financial department will further develop the comprehensive synergy effect of relevant funds.

However, it is not easy to completely remove the burden of state-owned enterprises' social functions and historical issues. Taking Liaoning, an old industrial province, as an example, according to preliminary calculations, it only solves the problem of large-scale collective enterprises in local state-owned enterprises, and the cost will reach 30 billion yuan to 50 billion yuan. If it is combined with the "three for one industry" and the social management of retired employees The cost of dealing with empty shell enterprises is astronomical.

In the "1+N" series of documents issued by the central government, the historical package of state-owned enterprises will be removed as one of the reform priorities. The aim is to help the state-owned enterprises to reduce the burden, to make them "lightly loaded" and participate in market competition fairly, and to sweep the property rights reform. Clear obstacles.

"The burden of state-owned enterprises' social functions is not conducive to the marketization of state-owned enterprises. The government must take part of the start-up funds, plus the strength of enterprises and employees to solve problems together." Li Jin said that the problem in Northeast China is particularly prominent because The lack of financial resources of the local government makes the problem difficult to solve.

In this regard, Yuan Dongming suggested that the separation of “three for one industry” should be combined with cutoff, self-development, strengthening supervision and community building. For those that have no policy basis and the economic and social environment to which they are attached have undergone major changes, they should no longer be defined as historical issues to prevent new enterprises from continuing to function. For social functions such as “three offerings and one industry” with industrial nature, it can be transferred administratively or industrially. If the functions of life services must be retained, the state-owned assets management department should supervise its strengthening of cost assessment. For areas that do not have separation conditions for the time being, such as border mining areas and old industrial areas, the central and local governments should create conditions to combine the social problems of separating state-owned enterprises from the old city transformation and urbanization in the region, and make overall arrangements and points. Step forward.