Why should the State Council accelerate the reform and development of state-owned enterprises?

First, the basic situation of the reform and development of state-owned enterprises

By the end of 20 1 1, there were 44,700 state-owned and state-holding enterprises (excluding financial enterprises, hereinafter referred to as state-owned enterprises)/kloc-0, with total assets of 85.37 trillion yuan, owners' equity of 29 17 trillion yuan, 36.724 million registered employees and retired employees/. 20 1 1 year, the national state-owned enterprises realized operating income of 39.25 trillion yuan, realized total profits of 2.58 trillion yuan, and paid taxes of 3.45 trillion yuan, accounting for 35%, 43% and 40% of the industrial and commercial enterprises in the whole society respectively. Among them, the total assets, operating income and total profits and taxes of SASAC-supervised enterprises account for 765,438 0.2%, 87.3%, 80.7% and 75.8% of the national state-owned enterprises respectively.

Since the reform and opening up, the reform of state-owned enterprises, as the central link of economic system reform, has been continuously promoted and has gone through a difficult course. From the early days of reform and opening up to the Third Plenary Session of the 14th CPC Central Committee, it took about 15 years to introduce state-owned enterprises into the market through measures such as expanding power and making profits and implementing the contract management responsibility system. After that, it took about 10 years to solve the problems of unreasonable structure, unsuitable mechanism, heavy social burden, heavy historical burden and serious enterprise redundancy exposed by state-owned enterprises after they went to the market through a series of measures, such as "grasping the big and letting the small go", quitting difficult enterprises, setting up social functions separately by government and enterprises, changing operating mechanism and establishing modern enterprise system. In particular, the Fourth Plenary Session of the 15th CPC Central Committee made the Decision on Several Major Issues concerning the Reform and Development of State-owned Enterprises, which comprehensively expounded the basic direction, main objectives and guiding principles of the reform and development of state-owned enterprises. From 65438 to 0998, we began to implement the "three-year attack" on the reform and development of state-owned enterprises, laying a solid foundation for the reform and development of state-owned enterprises in the new century. Since the 16th National Congress of the Communist Party of China, the management system of state-owned assets has undergone major reforms, promoting the separation of government and enterprise, government and capital, and the separation of management rights and ownership. The layout structure of the state-owned economy has been continuously optimized, the development vitality of state-owned enterprises has been continuously enhanced, and the reform and development of state-owned enterprises have achieved remarkable results.

(1) The layout structure of state-owned enterprises has undergone major changes.

First, through reorganization, merger, lease and sale, state-owned enterprises gradually withdrew from the level of small and medium-sized enterprises, the front of state-owned enterprises was greatly reduced, and the layout structure was optimized. Second, through the implementation of policy closure and bankruptcy, it took more than ten years to make 50 10 state-owned large and medium-sized enterprises and resource-exhausted mines with long-term losses, insolvency and no hope of turning losses out of the market smoothly and orderly, and properly resettle their employees. The third is to promote the gradual withdrawal of state-owned capital from general production and processing industries. Among the 39 industrial sectors, 18 accounts for less than 10% of the total output value of state-owned enterprises, and state-owned capital is more concentrated in industries and fields related to the lifeline of the national economy and national security. Fourth, a number of state-owned enterprises have grown stronger in the competition. The number of state-owned enterprises in Fortune Global 500 increased from 6 in 2003 to 54 in 20 12.

(2) The relationship between the government and state-owned enterprises has undergone major changes.

First, substantial steps have been taken to separate government from enterprise. With the deepening of financial system reform and financial system reform, the financial budget no longer arranges expenditures to supplement the nature of state-owned enterprises' capital, nor funds to make up for enterprises' operating losses, and banks no longer transfuse blood for difficult enterprises. State-owned enterprises assume external responsibilities with all the legal person property and become independent legal persons. Second, the public management function of the government is initially separated from that of investors. The 16th National Congress of the Communist Party of China established the principle of "the unity of rights, obligations and responsibilities, and the combination of managing assets, people and affairs". The establishment of SASAC at all levels has realized the separation of public management function and investor function in the establishment of government institutions. The Law of People's Republic of China (PRC) on State-owned Assets of Enterprises and the Provisional Regulations on the Supervision and Administration of State-owned Assets of Enterprises have established the responsibility orientation of state-owned assets supervision institutions from the legal level. Third, the supervision mode of state-owned enterprises has been continuously improved. Establish and improve mechanisms such as performance appraisal and major accountability, so that the responsibility of state-owned assets management can be implemented at different levels; Establish a system to determine the salary of the person in charge of the enterprise according to the performance, risks and responsibilities of the management, and realize "performance rise, salary rise, performance drop and salary drop"; Deepen the reform of internal distribution system and strengthen the adjustment of employee income distribution; Strengthen the supervision of property rights transfer, form a nationwide supervision platform for state-owned property rights transactions, and curb the loss of state-owned assets from the system; Strengthen financial supervision, supervision by the expatriate board of supervisors, audit supervision, discipline inspection supervision and inspection supervision, strengthen the supervision of overseas state-owned assets, and basically form a supervision system for key links in the operation and management of state-owned assets of enterprises; Establish and gradually improve the budget system of state-owned capital operation, and implement the income right of state-owned capital investors. At the same time, fully respect the corporate property rights and business autonomy of enterprises as independent market entities, and do not interfere in the production and business activities of enterprises.

(3) Significant changes have taken place in the operating mechanism of state-owned enterprises.

First, the reform of the company-based shareholding system has been further promoted. More than 90% of the state-owned enterprises in China have completed the reform of corporate shareholding system, and the reform of corporate shareholding system of central enterprises has increased from 30.4% in 2003 to 72% of 20 1 1. Second, the corporate governance structure is gradually standardized. According to the requirements of People's Republic of China (PRC) Company Law and People's Republic of China (PRC) State-owned Assets Law, most state-owned enterprises have established such institutions as shareholders' meeting, board of directors, managers and board of supervisors. In some local state-owned enterprises and 50 central enterprises, the establishment of standardized board of directors was piloted, and the scientific decision-making level and risk prevention ability of enterprises were significantly improved. Third, the reform of the three systems of labor, personnel and distribution has been gradually deepened. State-owned enterprises generally implement the labor contract system for all employees, the post competition system for employees and the basic salary system based on post salary. Actively explore the effective ways to combine the party's management of cadres with the market-oriented selection and appointment of senior managers in enterprises. There are 65,438+0,465,438+0 senior management positions in central enterprises around the world, and 600,000 managers at all levels have been selected.

(4) The development quality and operating efficiency of state-owned enterprises have been significantly improved, and their contribution to economic and social development has been further manifested.

First, the business strength has been continuously enhanced and the economic benefits have been greatly improved. From 2003 to 20 1 1 year, the operating income of state-owned enterprises in China increased from 10.73 trillion yuan to 39.25 trillion yuan, with an average annual growth rate of17.6%; The net profit increased from 320.23 billion yuan to 1.94 trillion yuan, with an average annual growth rate of 25.2%; Taxes paid have increased from 83.6/kloc-0.60 billion yuan to 3.45 trillion yuan, with an average annual growth of/kloc-0.9%. By the end of 20 1 1, the total assets of state-owned enterprises nationwide were 85.37 trillion yuan, and the owners' equity was 29. 17 trillion yuan, 4.3 times and 3.5 times that of 2003, respectively. Second, significant progress has been made in scientific and technological innovation and core competitiveness has been further enhanced. By the end of 20 1 1, China's state-owned enterprises had 214,000 patents of independent intellectual property rights, including 0/37,000 patents of central enterprises. Large enterprises have become an important force in scientific and technological innovation. The central enterprises have scientific and technological activists and R&D personnel 1.25 million, including 226 academicians of the two academies. A large number of achievements with independent intellectual property rights and international advanced level, such as manned space flight, lunar exploration, deep-sea drilling platform and deep-sea exploration, have become models of scientific and technological innovation in China. Third, the pace of "going out" has been accelerating, and the ability to operate internationally has been significantly enhanced. In 20 10, the foreign direct investment of central enterprises was 49.9 billion US dollars, and the turnover of overseas project contracting was 53.8 billion US dollars. By the end of 20 1 1, the total overseas assets of central enterprises were 3. 1 trillion yuan, the operating income was 3.5 trillion yuan, and the net profit was 10345 billion yuan, accounting for10% and/kloc-0% of all central enterprises respectively. Fourth, actively fulfill social responsibilities and make important contributions to economic and social development. Energy enterprises overcome the difficulty of price inversion and fully guarantee the supply of electricity and refined oil. Power grid telecom enterprises have devoted themselves to the "every village" project, which has made positive contributions to ensuring market supply and supporting the construction of people's livelihood projects. State-owned enterprises vigorously promote energy conservation and emission reduction. During the Eleventh Five-Year Plan period, the central enterprises saved 49 million tons of standard coal, which was 1.8 times of the national energy-saving assessment target, and the chemical oxygen demand and sulfur dioxide emissions were significantly reduced, which made positive contributions to the national energy-saving and emission reduction targets. State-owned enterprises have made due contributions to the realization that all people can enjoy the fruits of development. From 2003 to 20 1 1 year, state-owned enterprises paid a total of 17. 1 trillion yuan, accounting for 38.4% of the national tax revenue of 201/year; By the end of 20 1 1, state-owned enterprises in China had allocated 211900 million yuan to the social security fund, accounting for 43.1%of the total financial income of the social security fund; Since 2007, state-owned enterprises have begun to turn over state-owned capital gains. State-owned enterprises actively participate in various social insurances, standardize the construction of employee welfare security system, effectively protect the legitimate rights and interests of migrant workers and laborers, and also undertake the management of16.553 million retired employees. State-owned enterprises actively participate in designated poverty alleviation, aid to Xinjiang and Tibet, and various social welfare undertakings. 92 central enterprises have identified 189 key poverty alleviation counties, 44 enterprises have carried out various counterpart support work in Xinjiang and 40 enterprises in Tibet. In response to severe natural disasters such as freezing rain and snow and Wenchuan earthquake, state-owned enterprises have bravely shouldered heavy burdens and played a key role in supporting major events such as the Beijing Olympic Games, the Shanghai World Expo and the 60th National Day military parade.

The remarkable achievements made in the reform and development of state-owned enterprises fully prove that a series of major decisions and arrangements made by the central authorities on the reform and development of state-owned enterprises and the reform of the state-owned assets supervision system are completely correct, and public ownership and market economy can be effectively combined. The reform and development path of state-owned enterprises in Socialism with Chinese characteristics, which has been explored for more than 30 years since the reform and opening up, must continue to be adhered to.

Second, the problems existing in the reform and development of state-owned enterprises

Although great achievements have been made in the reform and development of state-owned enterprises, the reform is still in progress, and there are still many problems in system, mechanism, structure and history that need to be further solved.

(A) there is still a considerable gap between the reform of state-owned enterprises and the establishment of a modern enterprise system.

First, the governance structure of state-owned enterprises is not perfect. The pace of shareholding system reform at the parent company level of large state-owned enterprises is relatively slow, and institutional problems such as the overall listing of surviving assets need to be further explored and solved. The standardized board construction of state-owned enterprises is still in the process of continuous exploration and improvement. The evaluation mechanism of the board of directors and the selection and appointment of external directors is not perfect, and the relationship between the state-owned assets supervision institution, the board of directors and the management needs to be further straightened out. Second, there is still a big gap between the operating mechanism of enterprises and the requirements of market economy. The management system of state-owned enterprise managers can not meet the requirements of modern enterprise system, and the administrative management color of enterprise managers still exists, especially the lack of market-oriented exit channels. Some state-owned enterprises need to further deepen the three system reforms, and the market-oriented mechanism of selecting and employing people and the incentive and restraint mechanism have not really formed. Third, there is insufficient understanding of the urgency of further deepening the reform of state-owned enterprises. Some state-owned enterprises tend to emphasize development over reform and speed over efficiency. In addition, the external environment is more complicated, the pressure of maintaining stability is increasing, and the cost of reform is rising. They are afraid to break through the key and difficult issues of reform, and the progress of reform in key areas is relatively slow.

(2) The development mode of state-owned enterprises is still relatively extensive, and the layout structure needs further adjustment.

First, the layout structure is still not reasonable. At present, most state-owned enterprises are still distributed in traditional industries, and the proportion of strategic emerging industries is low. The development of some enterprises mainly depends on expanding scale and increasing investment, and the task of changing from extensional expansion mode to connotative growth mode is quite arduous. Some industries have low industrial concentration, inefficient resource allocation and weak core competitiveness, and problems such as redundant construction, vicious competition, waste of resources and environmental pollution have not been well solved. Second, the innovation ability of enterprises needs to be improved urgently. Compared with international advanced enterprises, the R&D investment intensity of state-owned enterprises is still relatively low, and their technological innovation ability is still relatively weak. They lack key technologies and well-known brands with independent intellectual property rights, and many core key technologies are still subject to people. Third, the ability to operate internationally is relatively weak. The transnational operation index of state-owned enterprises is far below the international level, and there is a lack of high-quality talents suitable for international operation. Some enterprises lack the overall strategy and development plan of international operation, and their awareness of overseas operation risks is not strong, and the management system is not perfect enough, so major overseas operation risks and asset losses occur from time to time.

(C) The state-owned assets management system needs to be further improved.

First, the problem of separating government from enterprises and separating government from capital still exists. Some important matters that should be decided by enterprises are still examined and approved by the government. Some local governments tend to interfere in the daily business activities of enterprises, and there are more and more repeated inspections. Centralized and unified supervision of operating state-owned assets has not yet been realized, and there are still a large number of state-owned assets scattered in many government departments, resulting in long policies, inconsistent supervision rules, scattered resource allocation and low operational efficiency. Second, the state-owned assets management system and system need to be further improved. The responsibilities of investors are not separated from the government's public management functions, and there is a great overlap. Due to the system swing, some state-owned assets that have been handed over to ad hoc organizations to perform the responsibilities of investors have returned to government departments for administrative management. The supervision system and system of state-owned natural resources, finance, culture and non-operating state-owned assets need to be further explored and established. Third, the efficiency and level of state-owned assets supervision need to be improved. The timeliness, effectiveness and pertinence of state-owned assets supervision are not strong enough, and the systems of income distribution management, capital operation budget and overseas assets supervision of state-owned enterprises need to be further improved. The way some local state-owned assets supervision institutions exercise their rights and perform their duties needs to be further improved, and the overall quality and performance ability of cadres need to be further improved.

(4) The social burden of state-owned enterprises is still heavy.

First, the social functions of state-owned enterprises are not completely separated. Take central enterprises as an example. By the end of 20 1 1, central enterprises had more than 8,000 social functional institutions such as hospitals, schools and managed communities, and subsidized their expenses by tens of billions of yuan every year. Second, the management of retirees and the help of vulnerable groups need a lot of subsidies. At present, there are 5.236 million retirees in central enterprises and more than 10,000 employees with difficulties/kloc-0. Therefore, enterprises need to bear a lot of management and other burdens. Third, the reform of factory-run collectives is more difficult, and it will cost a lot to solve the problem of factory-run collectives in state-owned enterprises.

Three, to further promote the reform and development of state-owned enterprises work ideas and measures

At present, China's economic and social development faces both rare historical opportunities and many foreseeable and unpredictable risk challenges. As the pillar of the national economy, state-owned enterprises shoulder more important responsibilities and more arduous tasks. We must adhere to the guidance of Socialism with Chinese characteristics Theory, the basic economic system in the primary stage of socialism, the direction of market-oriented reform, further deepen reform, speed up adjustment, strengthen innovation, strengthen management and enhance the vitality and competitiveness of the state-owned economy. Focus on seven aspects of work:

First, continue to deepen the reform of state-owned enterprises. Adhere to the direction of market-oriented reform, promote the overall restructuring and listing of large state-owned enterprises with conditions or the overall listing of their main businesses, and accelerate the reform of equity diversification without overall listing conditions, and need to maintain state-owned sole proprietorship and accelerate the reform of corporate system. We will continue to improve the reform measures for special industries such as electric power, telecommunications, petroleum and petrochemical, further relax market access according to the actual development of the industry, and strengthen industry supervision. Accelerate the reform of railway, postal and salt enterprises, and realize the separation of government and enterprise, government and capital. Further improve the modern enterprise system, standardize the operation of the board of directors, and form a mechanism in which the shareholders' meeting, the board of directors, the board of supervisors and the managers perform their respective duties, operate in a coordinated manner, and check and balance effectively. Establish and improve the selection, assessment, reward and punishment and withdrawal mechanism of enterprise leaders that meet the requirements of modern enterprise system, and explore the professional manager system. Deepen the reform of labor, personnel and distribution system within enterprises, and effectively change the operating mechanism of enterprises.

Second, continue to improve the supervision system and mechanism of state-owned assets. Adhere to the separation of government and enterprise, government and capital, and improve the investor system of "three unifications and three combinations". Further clarify the nature and responsibilities of state-owned assets supervision institutions and promote centralized and unified supervision of operational state-owned assets. Accelerate the formulation of laws and regulations that are compatible with the Law of People's Republic of China (PRC) on State-owned Assets of Enterprises, the Company Law of People's Republic of China (PRC) and the Provisional Regulations on the Supervision and Administration of State-owned Assets of Enterprises, and establish and improve institutional measures such as strengthening the basic management of state-owned assets, preventing the loss of state-owned assets, and investigating the responsibility for major asset losses. Establish and improve a state-owned capital operating budget system covering all state-owned enterprises and graded management, and rationally allocate and use state-owned capital gains. Improve the performance appraisal system, explore different types of state-owned enterprises classified supervision methods, and improve the effectiveness of supervision. Improve the salary management system of the person in charge of the enterprise, improve the adjustment mode of employee income distribution, and form a mechanism that effectively combines incentives and constraints. Promote the organic combination of investor supervision, auditing and discipline inspection and supervision, give full play to the positive role of the expatriate board of supervisors system, and improve the pertinence and effectiveness of supervision. Further improve the supervision system and system of state-owned financial assets, cultural assets, administrative assets and natural resources assets.

Third, strive to optimize the layout of the state-owned economy. We will improve the rational flow mechanism of state-owned capital, vigorously promote the restructuring and adjustment of state-owned enterprises, and promote the concentration of state-owned capital in key industries and key fields and advantageous enterprises. Encourage enterprises to accelerate the pace of "going out" through cross-border mergers and acquisitions, equity participation, listing and restructuring. Focus on cultivating a number of world-class enterprises with international competitiveness, representing national strength, allocating global resources and participating in international competition. Guide enterprises to highlight their main business, increase the integration of internal resources, and divest and reorganize non-main business assets in various ways. Actively use the capital market and property rights market, absorb private capital to participate in the restructuring and reorganization of state-owned enterprises, and form a pattern of fair competition, mutual promotion and common development of various ownership economies.

The fourth is to accelerate the transformation and upgrading of the state-owned economy. Intensify the elimination of backward production capacity, adjust product structure and enhance market competitiveness. Promote the upgrading of traditional industries by informationization and promote the development of manufacturing industry to the high end. Vigorously develop modern service industry, especially high-end service industry and producer service industry. Support the development of strategic emerging industries, break through and master a number of core technologies, and accelerate the realization of large-scale production. Guide enterprises to increase investment in technological innovation, promote the integration of Industry-University-Research, enhance the ability of technological development and independent innovation, and cultivate well-known brands. Encourage enterprises to participate in cross-border mergers and acquisitions and upgrade their level in the international industrial chain. Guide enterprises to strengthen management and improve development quality and operational efficiency.

The fifth is to solve the problems left over from history and the social burden of enterprises. Study and formulate relevant policies and measures, and concentrate on solving problems such as separation of social functions of state-owned enterprises, reform of large-scale collective enterprises, and socialized management of retirees. Raise funds through multiple channels, increase the operating budget of state-owned capital, and solve the problems left over from the history of state-owned enterprises. Study and solve practical problems that workers care about, properly arrange workers who have transferred to other posts, do a good job in skills training and re-employment of workers, and ensure the stability of enterprises and society.

The sixth is to promote state-owned enterprises to better fulfill their social responsibilities. Guide state-owned enterprises to bear in mind their mission responsibilities, pursue the maximization of comprehensive economic, social and environmental values, and strive to become an example of honesty and trustworthiness in operating according to law, saving resources and protecting the environment, building a people-oriented harmonious enterprise, and becoming a pillar of the national economy and an example of enterprises in the whole society. Effectively protect the safety and health of employees and safeguard their legitimate rights and interests. Guide state-owned enterprises to actively undertake the task of aiding Xinjiang and Tibet and actively participate in social welfare undertakings.

Seventh, further strengthen and improve the party building of state-owned enterprises, and turn political advantages into core competitiveness of enterprises. It is necessary to build high-quality managers, talents, party member and workers throughout the activities of party organizations in state-owned enterprises. Adhere to and improve the enterprise leadership system of "two-way entry and cross-employment", ensure that party organizations participate in decision-making, take the lead in implementation, effectively supervise and play a political core role. Further promote the construction of corporate culture and carry forward and cultivate the advanced spirit of state-owned enterprises. Improve the workers' congress, open factory affairs and the system of workers' directors and supervisors, and explore effective ways and means for workers to participate in democratic management. We will further strengthen the building of anti-corruption and building a clean government, strengthen supervision, inspection and special treatment of major decisions made by state-owned enterprises, and seriously investigate and deal with all kinds of cases of violation of discipline and law.

Chairman, Vice-Chairman, Secretary-General and members, the National People's Congress Standing Committee (NPCSC)'s special deliberation on the reform and development of state-owned enterprises fully reflected his great attention and concern for the reform and development of state-owned enterprises. According to the deliberation opinions of this meeting, we will further improve our work, accelerate the deepening reform and scientific development of state-owned enterprises, give full play to the leading role of the state-owned economy in economic and social development, and make greater contributions to the overall realization of the grand goal of a well-off society.