The management team of the National Development and Investment Corporation

1956 Born in Heilongjiang, with a university degree, senior engineer. He has served as Director of Investment Department of State Planning Commission, Deputy Director of Comprehensive Planning Bureau of China Development Bank, Director of Comprehensive Planning Department of China Development and Investment Company, Assistant to General Manager and Director of Comprehensive Planning Department, Chief Engineer and Director of Comprehensive Planning Department, Deputy General Manager of China Development and Investment Company, member of Party Group, President and Party Secretary of China Development and Investment Company.

At present, he is the vice president of China Investment Association and the chairman of the committee of state-owned investment companies. In order to complete the tasks entrusted by the state and adapt to the changing situation, the State Development and Investment Corporation has always insisted on reform and actively explored the establishment of a management system and operational mechanism that adapts to the characteristics of investment holding companies. Among them, there are the following three far-reaching effects:

The first time was 1996. This is a substantial reorganization of subsidiaries, branches and business divisions at the beginning of the company's establishment. According to the determined industrial development priorities, nine wholly-owned subsidiaries were re-established, the company's assets were initially integrated, and the parent-subsidiary company structure was established, forming three management levels with assets as the link, organic connection and respective responsibilities. This reform established the management mode of the company, which made the company move from decentralization to centralization.

The second time was the internal reform of the company from 65438 to 0999. Streamlined the management organization, strengthened the functions and post responsibility system of the headquarters, and strengthened the supervision of investment enterprises through the implementation of the project manager responsibility system. Subsequently, in 2000, a large-scale asset integration was carried out, and excellent assets and non-performing assets were separated for professional operation and management respectively. This reorganization has reconfigured the company's resources, improved the asset structure, highlighted the characteristics of professional management and enhanced the company's competitiveness.

The third time is the continuous reform since September 2002. This reform system is comprehensive, focusing on improving efficiency, facing the market and competition, focusing on future development, and solving several major problems in the company's development.

Clarify the company's development strategy and objectives. The company's development goals are: to rapidly develop into an investment holding company with market operation and diversified equity, to become a first-class national investment holding company within five years, and to become a world-class investment holding company within ten years. The so-called first-class, is to have a first-class investment enterprises, first-class management team, first-class management methods. On May 30, 2003, the party group of the company further deepened the reform, made a resolution of "starting a second business, revitalizing SDIC and accelerating development", put forward the guiding ideology of the company's development, determined the strategic objectives of the company's development, determined the optimization of business selection, and constructed a business framework in which industrial investment and service business support each other and develop synergistically. On June 8, 2005, the party group of the company made the Resolution on Strengthening Implementation, Strict Management and Deepening Reform, which scientifically grasped the development rhythm of the company and ensured the healthy development of the company. Adjust the organizational structure and design key management processes and business processes. According to the development needs and new business choices, according to the principle of separating the business system from the supporting system and strengthening supervision and service, the functional departments and business departments of the company were adjusted one after another, and the general counsel was established in cooperation with SASAC to recruit the chief accountant. The responsibilities, tasks and reporting relationships of the headquarters departments and subsidiaries were clarified, and the company management system was straightened out. Streamline the second-level corporate institutions and reduce the number of wholly-owned subsidiaries from 1 1 to five. In particular, an investment committee and an advisory committee were set up to support the company's decision-making with the help of external experts, so as to realize the democratization and scientificization of decision-making.

In order to improve efficiency and standardize operation, the reform plan also designed a series of key management processes and business processes, including strategic management, budget management, human resource management, internal audit and investment decision-making, project management and performance appraisal, with a total of 38 processes. Through the process, the division of labor and cooperation between the main management work and business work are clarified, and the roles and responsibilities of various departments and positions in the process are strengthened.

In the process of continuous reform and exploration, the company has gradually established a management system and operation mechanism suitable for the characteristics of investment holding companies and market-oriented operation, established a three-level management structure of parent company, subsidiary company and investment enterprise, and formed a parent-subsidiary company management system with capital as the link. In practice, the nature, position and function of the company are gradually clarified, and the business philosophy of "holding shares by stages" is clearly put forward. The implementation of capital management has achieved good results, and the operation mode of state-owned investment holding companies under the new system has been explored.

In terms of operation mode, the company has conducted in-depth research on the operation mode in combination with years of practice, and holds that under the new system, the state-owned investment holding company should realize the purpose of maintaining and increasing the value of state-owned assets and complete the goal of serving the adjustment of state-owned economy, and its operation mode can be summarized as "capital management, holding shares by stages, and combining investment and finance". These three sentences and twelve words highly summarize the company's exploration and practice in the past ten years, which is not only a true portrayal of the company's operating model, but also an important experience in the development of state-owned investment holding companies. This research achievement has been highly praised by relevant leaders such as SASAC and the National Development and Reform Commission.

In the management system, first, different management systems are adopted for different business entities; Second, according to the requirements of the business framework, the headquarters adjusted its functions and clarified its responsibilities, and gradually became a strategic decision-making center, a financial control center and a capital management center; Third, according to the different responsibilities of functional departments and the operating characteristics of subsidiaries, establish and improve various management measures and related rules and regulations in time to ensure the standardization of management from the system; The fourth is to determine the operating responsibilities and assessment standards by classification, prepare the operating plans and operating responsibility letters according to the operating characteristics of different subsidiaries, and formulate corresponding assessment methods for different types of subsidiaries.

In terms of operating mechanism, it highlights the characteristics of specialized operation and pursues the maximization of the overall interests of the company. First, establish a decision-making mechanism that adapts to the company framework. As the strategic decision-making center, the company headquarters uses scientific analysis methods and evaluation system to make correct judgments on the market exit or entry of all the company's businesses; The second is to establish a financial system that adapts to the corporate framework. As the financial control center, the company headquarters establishes and improves the company's financial management system and order according to the company's business choice, including accounting system, accounting policy system, financial target management control system, fund management and monitoring system, etc. , and established and improved the corresponding rules and regulations. Thirdly, according to the changes of the company's business framework and organizational structure, the supervision and restraint mechanism under the holding company model is established, including financial supervision, audit supervision, legal supervision, discipline inspection and supervision, and monitoring of business activities.

At the same time, the company takes the world-class investment holding company as the benchmark, takes the implementation of ERP project as the breakthrough, accelerates the pace of information construction of the company, and strives to improve the management means and level of the 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. 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. 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. 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 investment holding companies and put forward the business framework of "three pillars" of industry, service industry 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 the 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.

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. (1995-2002) is also the 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 and its business choice and operation mode are further clarified, the company also puts forward the strategic goal of building the company into a strategic management investment holding company. 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. (2003-present) The company took the initiative to attack 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, service industry and asset management, improve the functions and means of state-owned investment holding companies, and make them more in line with SASAC's business philosophy and needs. 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, Zhongjing Guarantee Company, China Textile Materials Company, China Electronic Engineering Design Institute and China Complete Equipment Import and Export (Group) Company, 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 service industry have begun to appear, which has effectively promoted the company's development.

In 2008, SDIC achieved an operating income of 4.2/kloc-0.0 billion yuan and a profit of 5 billion yuan. By the end of 2008, the registered capital of SDIC increased to 654.38+062 billion yuan, and the total assets reached 654.38+0758 billion yuan. In the performance appraisal of SASAC, it was rated as Grade A for four 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.

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 explore new business and actively "go global" on the basis of consolidating, adjusting and perfecting the existing business, and strive to achieve the goal of becoming a world-class investment holding company at an early date.