After the pilot reform of Jiangsu electric power company, how to reform the subordinate collective or diversified enterprises?

Since the power system reform started in 2002, with the gradual deepening of the reform, the diversified reform of power grid has become an important part of the system reform. In 2005, the reform of China's power industry was barely promoted, which also increased the urgency of "separation of main power and multi-power" in the next three to five years. State Grid Corporation's Opinions on Strengthening and Regulating the Management of Diversified Enterprises (Guo Wang Fa [2005] No.745) clearly points out that it is necessary to gradually separate the assets, personnel and management of diversified enterprises from their main business, so that diversified enterprises can truly become socialized market competitors. In April 2006, State Grid Corporation of China issued the Work Plan for Standardized Management, Inspection and Acceptance of Provincial Diversified Enterprises with State Grid Reform [2006] No.287, which further clarified that provincial diversified enterprises must follow the principle of "separation of assets, personnel and management" and realize the goal of no provincial diversified enterprises.

First, the current reform ideas of diversified enterprises

Many domestic experts and scholars have put forward many opinions and suggestions on the basic ideas of power diversification reform. On the basis of fully considering the historical reasons of electric power diversification and the important contribution of more than 20 years' reform and development, combined with the present situation of diversified enterprises, some ideas of "separation of main and diversified enterprises" reform have basically been formed:

1, non-tradable shares

Realize the split share structure with consideration and trust. The so-called consideration is similar to the practice of dealing with tradable shares and non-tradable shares in the share-trading reform, which effectively cuts off the assets of private power diversified enterprises between state-owned and individuals (employees who participate in investment). Through consideration, we can solve the problem that the monopoly interests caused by related party transactions belong to the state to a certain extent. Employees who hold shares in the main business of electric power in diversified business enterprises are no longer shareholders, but trust clients who have purchased trust products from relevant trust companies in society. This method solves the problem that the investment rights and interests of the main employees are not simply deprived, and at the same time avoids the main employees from participating in the company's decision-making in the form of general investment shareholders (otherwise, it will cause unfair trade problems, involving the restrictions of relevant policies and regulations). The split share structure provides a legal basis and guarantee for the separation of major shares and multiple shares.

2. Separation of management

Establish a diversified enterprise group company and build a diversified enterprise group management model. In many provinces of China, some major power companies at provincial and municipal levels have set up more diversified group companies. Middle-level cadres and managers of the branches and subsidiaries of the Group Company shall take up posts through open competition, and the managers and employees shall choose from each other, and the employees shall compete for posts. The establishment of the group company and the adjustment of the organizational structure have laid the organizational conditions and management foundation for the separation of the main and the auxiliary.

3. Reform of human resource incentive and distribution mechanism.

Due to the deepening of diversified reform, many diversified electric power enterprises began to move towards market-oriented operation, and established a distribution system in which the remuneration of operators is proportional to the operating efficiency of enterprises in terms of incentive and distribution mechanism. The development of enterprises is mainly reflected in the continuous creation of added value, and the source of added value is human resources. The motivation of the operator determines the vitality of the enterprise. The operator's labor is a complex labor with high risk and high efficiency. Their work should be fully respected and affirmed, and at the same time, they should be given better incentives to give full play to their talents. The effective incentive mechanism for operators generally adopts the annual salary system and equity system composed of fixed base salary and risk salary increase, and its experience and practice are worth learning and learning.

The foundation of enterprise development lies in people, especially in the reform process of management team, separation of main and auxiliary, and in the operation development after the reform, which largely depends on the management consciousness and management ability of management team. In order to make diversified enterprises feel a sense of crisis from the overstaffing in the past, everyone must find a job, build a socialized employment and distribution platform, gradually break the identity boundaries of enterprise employees, implement a socialized employment and employee distribution system guided by "social average wage", and implement the autonomy of enterprise employment, distribution, promotion and appointment. The reform of human resources and incentive system provides impetus for the subsequent development of diversified enterprises after the separation of "main business and multi-industry"

Second, some thoughts on promoting the reform and development of diversified enterprises

1. Actively develop existing diversified enterprises and accelerate the diversification of property rights.

Over the years, under the guidance of laws and policies related to reform and market economy, diversified enterprises of Zhejiang Electric Power Company have initially established private equity as the basic shareholding form.

First of all, the main business assets, collective assets and individual assets are distinguished in the form of property rights definition, the main business assets return to the main business, the collective assets set up a collective asset management center, and the individual assets form a number of natural person shareholders in the form of "creditor's rights entrustment", thus distinguishing and quantifying the national interests, collective interests and employee interests, and completing the property rights system reform in a legal way.

Second, realize diversification of property rights. From the initial formation of property right diversification of diversified power supply enterprises in China and the analysis of the reasons for the rapid development of diversified power supply enterprises, it is not difficult to see that realizing property right diversification of diversified power supply enterprises is an important measure to promote diversified development, and it is also the inevitable result of the transformation and reform of diversified power supply enterprises to market economy system. Diversified enterprises affiliated to our province have initially explored the establishment of joint-stock companies with diversified investment structure. Some enterprises have also absorbed social legal entities and private capital to participate in share exchange, and encouraged enterprises to carry out property rights reform through social diversified shares (legal persons) and employees' investment in shares. Doing so is conducive to providing legal basis and guarantee for building a market-oriented corporate governance structure. In the process of realizing the diversification of property rights, we should take the road of "strong alliance" to make enterprises face the market directly and occupy the market. Cultivating and developing market-oriented business is an important task of enterprises, and it is also the lifeblood of enterprises' survival after the separation reform.

2, standardize the operation of corporate governance structure, and strive to achieve group management.

After the promulgation of the Company Law, most diversified enterprises have established a company system based on shares. Although the shareholding methods are different, they generally meet the requirements of the law. However, as a corporate governance structure adapted to the values of modern enterprise system, there is still a long way to go. From the requirements of market economy, corporate governance structure is the core of corporate system. According to the requirements of the new company law and modern enterprise system, it is the essential requirement of China's market economy system to entrust companies with corresponding responsibilities at all levels and form a power operation mechanism of corporate governance structure with consistent powers and responsibilities, coordinated operation and effective checks and balances. Although the problem of part-time leadership has been effectively solved through many reforms, it is still inseparable from the support and decision-making of the main leaders of enterprises in practice.

In order to make the corporate governance structure of diversified enterprises step by step on the right track, at present, a better method is to standardize the process by establishing auxiliary decision-making mechanism and other systems. Specialized auxiliary decision-making institutions are composed of relevant leaders of the main business and external experts and scholars, forming a benign decision-making mechanism.

In view of the close relationship between diversified electric power enterprises and their main business in personnel, business and management, the implementation of group management can better achieve coordination and standardization. On the one hand, the establishment of group matrix can straighten out the corporate governance structure of subordinate enterprises, and at the same time, it can establish management buffer zones for the main business and subordinate diversified enterprises, which is a shortcut to optimize the corporate governance structure and make scientific decisions. The successful experience of many large enterprise groups fully proves the advantages of group management and operation.

In the implementation of group management, we must grasp several main lines. Personnel, assets and finance are the lifeblood of enterprise operation, and also the foothold of collectivization to reflect scale effect and integration advantages. Human resources, financial center, comprehensive budget management system, annual salary system assessment, etc. It is a popular and effective means of group management. In addition, the implementation of collectivization can also reflect the advantages of integration. Through the unified coordination and deployment of funds, personnel and business, subordinate subsidiaries can see the advantages of unified management and overall operation. From the perspective of enterprise development, the relationship between group companies and subordinate enterprises is more cooperative, and the group can't ignore the functional orientation of its support and service. Implementing group management is the basic requirement and the ultimate way to realize the separation of management and operation.

3. Establish a market-oriented employment mechanism and effectively separate personnel.

At present, diversified enterprises are still subject to many restrictions in the employment mechanism. After the establishment of the group company, the market-oriented personnel management mechanism needs to be established urgently.

First of all, in terms of employment, most diversified enterprises have no autonomy in personnel recruitment and dismissal, and cannot form a market-oriented employment mechanism with benign flow and healthy competition, which invisibly increases the cost and standardization difficulty of enterprises.

Secondly, in terms of personnel incentives, there are often multiple standards between diversified enterprises and their main businesses, as well as within diversified enterprises. The situation of "different pay for equal work and different pay for the same post" is widespread, which seriously affects internal fairness and is not conducive to introducing and retaining talents.

Therefore, it is necessary to establish an independent employment system for diversified enterprises. First of all, considering that the main business leaders, including middle-level cadres, have withdrawn from the management of diversified enterprises, the board of directors, board of supervisors and managers of group companies and subordinate diversified enterprises should be re-established through open competition (internal). Secondly, those directors, supervisors and managers who have been reconfirmed have employees or leaders in the main business, and they are "left without pay" in the personnel department of the main business and "employed" in the form of contracts in diversified groups. Finally, these newly appointed directors, supervisors and managers will determine the management matters of the group company and its subordinate diversified enterprises according to the laws of market economy and corporate governance structure, including personnel recruitment, and implement two-way selection. In addition, all employees and collective employees working in diversified enterprises under the group company will be replaced step by step in accordance with the principle of new methods for newcomers and old methods for the elderly.

In addition, it is also a good choice for Jiangsu Electric Power Company to set up a talent exchange center. Its main business is dispatch contracts, and employers and employees sign specific employment contracts. However, to set up a city-level talent center, on the one hand, it needs timely support and guidance from provincial companies, on the other hand, it also needs the understanding and help of local governments.

Realizing the reorganization of organizational personnel and the independent employment of diversified enterprises is the fundamental way to separate personnel, and it is also the principle guarantee for the survival of diversified enterprises after the separation of their main business and diversified enterprises.

In a word, the power diversification reform is a gradual process. According to the requirements of market economy, diversified enterprises have made great progress at all levels through repeated optimization and continuous promotion. Practice has proved that as long as diversified enterprises proceed from the fundamental requirements of the socialist market economy, constantly adjust and improve the market-oriented management system according to the laws of the market economy, pay close attention to management, improve efficiency and pay attention to brand building from the aspects of internal tapping potential, cost control, industrial structure and market opportunities, they will certainly be able to promote diversified enterprises to embark on the road of scientific, sustained and healthy benign development.