Interpretation of Sichuan state-owned enterprise reform plan, attached table Sichuan state-owned enterprise reform plan list

The Sichuan Provincial Party Committee and the Sichuan Provincial People's Government recently issued the Opinions on Deepening the Reform of State-owned Enterprises and Promoting Development. The full text is as follows:

In order to implement the spirit of the 18th CPC National Congress, the Third Plenary Session of the 18th CPC Central Committee and the Third Plenary Session of the 10th CPC Provincial Committee, further deepen the reform of state-owned assets and state-owned enterprises in our province, promote the supervision of state-owned assets to a new level, and the development of state-owned enterprises to a new level, continuously enhance the vitality, control and influence of the state-owned economy, and promote the sustained and healthy economic and social development of the province, we hereby put forward the following opinions.

I. Guiding ideology, basic principles and main objectives

(1) guiding ideology. Adhere to the guidance of Deng Xiaoping Theory, Theory of Three Represents and Scientific Outlook on Development, focus on maintaining and increasing the value of state-owned assets and making state-owned enterprises stronger and better, accelerate the strategic adjustment of the layout structure of state-owned economy, comprehensively deepen the reform of state-owned enterprises, improve the management system of state-owned assets, strengthen the supervision of state-owned assets mainly by managing capital, and continuously enhance the vitality and competitiveness of state-owned enterprises, thus making contributions to the realization of "two leaps".

(2) Basic principles

-Adhere to the basic economic system. Unswervingly consolidate and develop the public sector of the economy and unswervingly encourage, support and guide the development of the non-public sector of the economy. We will actively develop a mixed-ownership economy in which state-owned capital, collective capital and non-public capital cross-hold shares and merge with each other, and promote equal competition, mutual promotion and common development of all types of ownership capital.

-adhere to market orientation. Correctly handle the relationship between the government and the market, give play to the decisive role of the market in the allocation of resources, further promote the separation of government and capital, government and enterprise, effectively change the operating mechanism of enterprises, increase the intensity of de-administration, and stimulate the vitality of enterprises.

-Adhere to classified supervision. Clarify the functional orientation of different types of enterprises, implement classified supervision and assessment, improve the scientificity, pertinence and effectiveness of state-owned capital supervision, and promote the preservation and appreciation of state-owned assets.

-adhere to overall planning. Do a good job in top-level design and system planning, adhere to the combination of overall promotion and key breakthroughs, respect grassroots initiative, and encourage enterprises to try first.

(iii) Main objectives

By 2020, the following main goals will be achieved:

-The layout of state-owned capital has been continuously optimized. 80% of state-owned capital is concentrated in key industries and key areas such as public services and strategic emerging industries. Cultivate a number of domestic first-class enterprises and international large companies with strong independent innovation ability and well-known brands.

-The modern enterprise system has been continuously improved. Improve the corporate governance structure of the company, standardize the construction of the board of directors, and basically complete the management system of the parent-subsidiary company with property rights as the link. Complete the reform of three systems of labor, personnel and distribution within the enterprise, and realize the rise and fall of managers, the entry and exit of employees and the increase and decrease of income. Establish a professional manager system, increase the intensity of market-oriented hiring, and implement the decision-making power of the board of directors to managers according to law.

-New breakthroughs have been made in diversification of property rights. Deepen the shareholding system reform of state-owned enterprises at all levels, including the group level, optimize the shareholding structure of state-owned enterprises, and realize the overall restructuring and listing of qualified enterprises or the listing of their main businesses. Actively develop the mixed ownership economy, introduce the non-public ownership economy to participate in the restructuring and reorganization of state-owned enterprises according to law, and realize the diversification of investment subjects.

-The state-owned assets supervision system has been further improved. Realize centralized and unified supervision of state-owned operating assets, and further implement the responsibility of maintaining and increasing the value of state-owned assets. According to the functional orientation of different types of state-owned enterprises, classified management is implemented to improve the pertinence and effectiveness of supervision. Establish a number of state-owned capital operation companies, reorganize a number of state-owned capital investment companies, and establish and improve a state-owned assets supervision system focusing on managing capital.

Second, speed up structural adjustment and optimize resource allocation.

(4) Optimize the layout of state-owned assets. Guide state-owned capital to concentrate in public services, strategic emerging industries, modern service industries, ecological environment and other important industries and key areas. Open the fields and projects of state-owned capital investment, encourage private capital to enter, and actively develop a mixed ownership economy that combines state-owned, collective and non-public capital. Promote industrial transformation and upgrading, build a new system of modern industrial development, make full use of high-tech and advanced applicable technologies to transform and upgrade traditional industries, and promote the development of state-owned enterprises to the high end of value chain and industrial chain. Establish and improve the withdrawal mechanism of state-owned capital, and promote the orderly withdrawal of state-owned capital from industries and fields that never have competitive advantages, overcapacity and cannot play an effective role.

(5) Accelerate enterprise restructuring. Give full play to the function of the market in allocating resources, encourage state-owned enterprises to make use of the capital market and property rights market for public reorganization, and establish and improve the mechanism for sharing fiscal and taxation benefits after reorganization. Support state-owned enterprises with similar industries, related industries and the same main business to reorganize through mergers, transfers and mergers and acquisitions. , focusing on promoting enterprise restructuring in transportation, energy and water conservancy, medicine and chemical industry, construction real estate, commerce, tourism and other fields. , reduce the quantity, improve the quality, and cultivate a number of large enterprises and groups with excellent brands, good benefits and leading industries. Support the integration of internal resources of state-owned enterprises, divest non-main business assets, and promote the concentration of funds, talents, technology and other resources to the main business. Support qualified state-owned enterprises to set up financial companies or invest in commercial banks, securities companies, insurance companies, trust companies and other financial institutions to promote the integrated development of industrial capital and financial capital. Encourage and support qualified state-owned enterprises to "go global", carry out foreign direct investment and transnational operations, and realize the optimal allocation of resources on a larger scale and at a higher level.

Third, promote reform and innovation to stimulate the vitality of enterprises.

(6) Normalization of classified management. Reasonably define the different functions of state-owned enterprises. According to the actual situation of enterprises in our province, state-owned enterprises are divided into functional and competitive types in principle. Functional state-owned enterprises refer to enterprises that mainly undertake government strategic tasks, major special tasks or provide public products and services, with social benefits as the main goal and economic benefits as the consideration. Competitive state-owned enterprises refer to enterprises that are market-oriented, mainly provide competitive products or services, take the maximization of economic benefits as the main goal, and give consideration to social benefits. According to the layout structure of state-owned assets, the adjustment of enterprise development strategy and the different development stages of enterprises, the classification of state-owned enterprises is dynamically adjusted. According to different types of state-owned enterprises, different standards, methods and requirements are set from the aspects of leadership personnel allocation, salary management, performance appraisal, target responsibility and supervision focus. , the implementation of classified supervision.

(seven) to promote the diversification of property rights structure. It will take three years to complete the transformation of the company system of state-owned enterprises in the province, vigorously promote the reform of the shareholding system, and in principle, the second-and third-tier state-owned enterprises will implement equity diversification. Encourage enterprise legal persons and all kinds of investors to adhere to the market rules in accordance with the law, participate in the restructuring and reorganization of state-owned enterprises openly, fairly and justly, realize the diversification of investment subjects, and promote the development of mixed ownership economy. According to the functions of different state-owned enterprises, determine the appropriate proportion of state-owned shares. For a small number of enterprises that are related to national security and provide public goods and services and other important people's livelihood, state-owned capital remains wholly-owned or absolutely controlled; For enterprises involving major infrastructure and mineral resources and important backbone enterprises in strategic emerging industries, state-owned capital can maintain relative holding; Other state-owned shares can advance and retreat in an orderly manner and flow reasonably according to market competition and development and market rules.

(8) Promoting the standardization of governance structure. Standardize the construction and operation mechanism of the board of directors system, and implement the powers of the board of directors in major decisions, salary assessment, selection and employment in accordance with the provisions of the Company Law and the Articles of Association. Except for the general manager, other management members generally do not enter the board of directors. Competitive enterprises implement the board structure that the outside is greater than the inside. In principle, the chairman and the general manager are separated, and the secretary of the party Committee is generally concurrently held by the chairman. In principle, the chairman of the functional enterprise is the legal representative, who can concurrently serve as the general manager after legal procedures, and the party secretary can be established separately. Actively promote the appointment system of chief financial officer and explore the implementation of the chief financial officer system. Improve the internal appointment operation mechanism of the board of supervisors and give full play to the role of the board of supervisors. The management institution that performs the responsibilities of the investor appoints or recommends the chairman and full-time supervisor of the board of supervisors, and forms the board of supervisors of the enterprise together with shareholders' supervisors and employee supervisors. Improve the "three majors and one big" decision-making system and form an operational mechanism with equal rights, responsibilities and interests. Improve the standard operation level of state-owned enterprises according to law, explore the establishment of a more open and transparent financial budget and other major information disclosure system of state-owned enterprises, and take the initiative to accept public supervision.

(9) Accelerate the securitization of state-owned assets. Encourage state-owned enterprises to make full use of multi-level capital markets including main board, small and medium-sized board, growth enterprise market, national share transfer system and regional equity exchange places to list, price capital and discover value through market-oriented mechanism, and realize the full flow of state-owned capital and equity diversification by means of financing, transfer and merger. Groups with listed companies should make full use of the platform of listed companies, realize the overall listing by injecting high-quality assets step by step, and gradually make listed companies an important organizational form of state-owned enterprises. Intensify efforts to solve the problems of horizontal competition and related transactions of listed companies, safeguard the independence of listed companies, improve the operating performance of listed companies, and enhance the financing ability and sustainable development ability of state-controlled listed companies. Standardize the equity operation of state-controlled listed companies, strengthen the dynamic management of market value, and realize the orderly circulation of state-owned assets to maintain and increase value. Strengthen the information disclosure management of state-owned unlisted public companies and state-owned listed companies, and improve their standard operation level.

(10) Promote the marketization of selection and employment. Guide state-owned enterprises to comprehensively establish a personnel management system that reflects the characteristics of enterprises and has competitive comparative advantages, and standardize the number of middle and high-level positions and post setting in enterprises. Establish a professional manager system in state-owned enterprises, increase market-oriented recruitment, and give full play to the role of entrepreneurs. Competitive state-owned enterprises shall, in principle, implement marketization to select new enterprise managers (including general managers); Functional state-owned enterprises should gradually increase the proportion of market-oriented hiring enterprise managers. Establish a management system with appointment system, tenure system and management target responsibility system as the main contents, clarify responsibilities, rights and obligations, and implement contractual management. Gradually promote the transformation of existing investors to recommend managers to market-oriented management. Strengthen the guidance to the market-oriented selection and appointment of managers by the board of directors, clarify the selection criteria, standardize management methods, and improve supporting policies. Through a scientific and reasonable manager assessment mechanism, we will promote the state-owned enterprises to establish a competitive system of selecting and appointing people.

(eleven) to achieve scientific incentives and constraints. Formulate medium and long-term incentive measures for state-owned enterprises, explore incentive methods such as restricted stocks, stock options, stock appreciation rights and excess profit sharing, and establish and improve the medium and long-term incentive mechanism within enterprises. For qualified competitive state-owned enterprises, equity, cash and other incentives can be implemented; After completing major tasks, functional state-owned enterprises will be given special rewards through assessment. Mixed ownership enterprises allow employees to hold shares. Support the management, core technicians and business backbones of high-tech and transformed research institutes to participate in enterprise restructuring in various ways, such as cash, technology and intellectual property rights. Establish a reasonable flow mechanism for leaders of state-owned and state-controlled enterprises. Establish a differentiated salary management system that adapts to the classified management of enterprise leaders and matches the selection method. According to enterprise categories and industry attributes, different assessment standards are formulated. Improve the restraint mechanism that is compatible with long-term incentives, such as performance-linked, financial audit, deferred payment, and recourse deduction. Formulate measures for the management of post consumption of the heads of state-owned enterprises, and standardize the post treatment, post consumption and business consumption of managers of state-owned enterprises. To study and formulate opinions on the reform of the wage determination mechanism of state-owned enterprises, and establish, improve and strictly implement the asset loss investigation system of state-owned enterprises.

(twelve) to promote the sustainability of innovation and development. Improve the ability of independent innovation, increase R&D investment, and strive to make the R&D expenditure of productive state-owned enterprises account for more than 3% of the sales revenue of enterprises by 2020, and have a number of core technologies and well-known brands with independent intellectual property rights. Strengthen the protection and management of intangible assets such as intellectual property rights of state-owned enterprises, encourage state-owned enterprises to carry out flexible cooperation with scientific research institutes and universities, and strengthen the construction of scientific research platforms such as key laboratories, engineering technology research centers and postdoctoral workstations. Take the initiative to undertake major national and provincial special projects, science and technology plans and strategic emerging industry projects, as well as the related expenses incurred in setting up or purchasing domestic and foreign R&D centers, which can be assessed as profits. Strengthen scientific management of enterprises, carry out benchmarking activities in depth, promote flat management and optimize management processes. In principle, the management level of an enterprise should not exceed 3 levels. Accelerate the informatization construction of enterprises and build an efficient, intensive and * * * information platform. Improve the internal control system of enterprises, strengthen the management and control capacity building of group companies, and strengthen the strategic coordination and rapid market response capabilities of parent and subsidiary companies. Encourage enterprises to innovate business models and optimize their operating models.

Fourth, optimize the state-owned assets supervision system and improve the efficiency of state-owned assets supervision.

(thirteen) to promote the separation of government and enterprise. Adhere to and improve the separation of government and capital, government and enterprise, and the separation of ownership and management rights, and ensure that the state-owned assets supervision institutions can realize asset returns, participate in major decisions and choose managers and other investor rights on behalf of the government at the same level. Further clarify the state-owned assets institutions and supervision scope of enterprises authorized to perform the responsibilities of investors. Party and government organs that are not authorized by the government and do not assume the responsibilities of investors of state-owned assets should hand over the operating state-owned assets to the state-owned assets supervision institutions for centralized and unified supervision. Enterprises formed by the reform and transformation of enterprises and institutions after the separation of government from enterprises, as well as newly established state-owned enterprises, are all included in the unified supervision system. Clean up the examination and approval items of investors, simplify the examination and approval process, and the state-owned assets supervision department will not interfere with the specific production and business activities of enterprises, and truly play the role of enterprises as market players. The state-owned assets supervision institution at a higher level shall strengthen the guidance and supervision of the state-owned assets supervision work of the lower level government according to law.

(14) Optimize supervision methods. Strengthen the supervision of state-owned assets mainly by managing capital and further improve the supervision system of state-owned assets. Set up several state-owned capital operation companies or reorganize several state-owned capital investment companies by allocating equity, injecting resources and funds. The state-owned assets supervision institution shall perform the investor's duties for the state-owned capital operation investment company, and authorize the state-owned capital operation investment company to manage and operate the state-owned capital of the invested enterprise. In the management of enterprise leaders, according to the management authority, the management of enterprise leaders and leaders by higher-level party organizations and institutions that perform the responsibilities of investors has gradually changed to focus on managing the board of directors and members, party committees and members of group companies. State-owned assets supervision institutions should adapt to the needs of the reform and development of state-owned enterprises, speed up the adjustment of relevant functions, strictly supervise according to law, earnestly perform the responsibilities of investors within the statutory framework, and make efforts to strengthen the control of major issues and key links such as development goals, assessment and distribution, and risk control through articles of association management, contract management, inventory management, and collaborative management. Accelerate the linkage of supervision informatization, risk early warning and internal control construction.

Fifth, strengthen the party's leadership and form a joint force for reform.

(15) Give full play to the political core role of Party organizations. Strengthen and improve the party's leadership over state-owned enterprises, and improve the system and mechanism for party committees to participate in decision-making on major issues in enterprises. Strengthen the building of a clean and honest party style and the fight against corruption, strengthen the supervision of leaders of state-owned enterprises, and improve the supervision mechanism that restricts the operation of power. Strengthen the education and training of managers in state-owned enterprises. Do a good job in the construction of grass-roots organizations, respect grass-roots initiative, improve the democratic management system of enterprises with workers' congresses as the basic form, and guarantee the democratic rights of workers to participate in management and supervision. Strengthen the construction of spiritual civilization in state-owned enterprises and lead the construction of corporate culture.

(sixteen) to promote the social responsibility of state-owned enterprises. Adhere to the combination of fulfilling social responsibility and promoting enterprise reform and development, and guide state-owned enterprises to integrate social responsibility into enterprise strategy, decision-making, operation and management. Standardize the overseas competition behavior of state-owned enterprises, and guide multinational enterprises in our province to respect local customs and assume corresponding social responsibilities. We will improve the operating budget system of state-owned capital, and gradually increase the income ratio of state-owned capital by classification to protect and improve people's livelihood. Establish and improve the enterprise credit system and the annual social responsibility reporting system of state-owned enterprises, and promote state-owned enterprises to do a good job in saving resources, protecting the environment, ensuring safe production, safeguarding people's livelihood, building harmonious labor relations and maintaining social stability.

(seventeen) improve the supporting policies. Establish a cost-sharing mechanism for the restructuring and reorganization of state-owned enterprises, and focus on solving historical problems such as state-owned enterprises running social functions, factories running large collectives, and socialized management of retirees. According to the actual needs, formulate specific policies and measures such as finance, taxation, land, human resources and social security. Establish a compulsory compensation mechanism for public construction projects, and the government will give corresponding resource allocation and subsidies to enterprises undertaking major infrastructure and environmental protection projects as appropriate.

(eighteen) to create a good environment for the reform of state-owned enterprises. For matters not stipulated by laws, regulations and national policies, state-owned enterprises are encouraged to carry out reform and innovation, and a fault-tolerant mechanism is established to encourage reform and innovation. Take the effect of reform and innovation as one of the bases for personal promotion and reward. Pay attention to the guidance of public opinion, increase the publicity of the reform of state-owned assets and state-owned enterprises, widely publicize the central principles and policies and the decision-making arrangements of the provincial party Committee and government, mobilize the enthusiasm of all parties, further establish a good image of state-owned enterprises, and vigorously create a good atmosphere to support reform. Establish a news release mechanism to respond to social concerns in a timely manner.

The reform of state-owned and state-owned enterprises is a systematic project. The Provincial State-owned Assets Supervision and Administration Commission and relevant departments should make overall arrangements, make systematic progress and operate steadily, earnestly draw lessons from previous state-owned enterprise reforms, establish and improve an open and transparent system and mechanism, effectively regulate the restructuring of state-owned enterprises and the transfer of property rights, and prevent the loss of state-owned assets. All localities and departments should enhance the overall concept and service awareness, perform their duties and cooperate closely, refine policies to support the reform of state-owned assets and state-owned enterprises, and implement work measures. In the specific implementation, we should adhere to the combination of overall promotion and key breakthroughs, select a group of state-owned enterprises to carry out pilot work in a classified manner, and make steady progress from point to area. State-owned enterprises should further emancipate their minds, enhance their awareness of reform, give full play to their subjective initiative, actively reform consciously, boldly innovate in practice, and take a new path through deepening reform to ensure new achievements in enterprise reform and development.

Municipal (state) party committees and governments should formulate implementation opinions according to the spirit of this opinion and the actual situation in various places.