Eight contradictions in the top-level design program of state-owned enterprise reform

There are at least eight aspects to be considered in the top-level design of state-owned enterprise reform.

First, the implementation of the classification reform as soon as possible. The reform of state-owned enterprises must start from the classification in order to effectively promote the classification of management and reform. The biggest problem in the reform of state capital supervision is whether to industry or functional classification. The classification of state-owned assets into operational assets, resource protection assets and public welfare assets is a scientific division, the difficulty is the breakdown of resource protection assets.

Two, the investment and management company to determine the institutional framework. Investment and management company in the end what is to be clear, the positioning of the SASAC, the positioning of the investment and management company involves the relationship with the first level of large-scale state-owned enterprises, if there is no such positioning, these reforms are not clear.

Three, continue to make good use of the domestic and foreign stock markets, property rights markets and bond markets, revitalize the stock, make good use of the increment, and introduce more private capital and foreign capital to participate in the restructuring and reorganization of enterprises. Set the standards clearly for compliance.

Fourth, the remuneration reform program and the formulation of rules. Cadre system reform and pay system reform to address incentives.

Fifth, the corporate governance structure issues, involving continue to deepen the construction of standardized board of directors pilot work, further standardize the operation of the board of directors, strengthen the construction of the director team, optimize the structure of the directors, improve the selection and recruitment of outside directors, evaluation mechanism, improve the board of directors and the work of the expatriate supervisory board mechanism.

Sixth, the issue of employee shareholding. It also includes the establishment of a sound mechanism for selecting and hiring, evaluating, rewarding and punishing, and withdrawing business managers that meets the requirements of the modern enterprise system. Continue to deepen the reform of the three systems of personnel, employment and distribution.

Seven, the issue of reform standards. Standardize the reform program to promote mixed ownership economy, which has been discussed and adopted, will soon be introduced.

VIII, regulation and anti-profiteering issues. Including the legal responsibility for the loss of state capital, the "hand" of the party building discipline inspection work, discipline inspection stationed.

These eight elements are interlinked and interconnected as a whole, actually solving eight separate conflicts. These are separation of functions, separation of ownership and operation, separation of government and enterprise, separation of labor and capital, separation of internal and external, separation of enterprise society and separation of the block. There must be a top-level design with very clear ideas in order to solve the problems in these eight areas. The top-level design of the reform of state-owned enterprises must have a general program, the main and secondary, set out the menu.

The state-owned enterprise reform program is a system, led by the top design, ministries and commissions division of labor, provinces and municipalities echoed the situation has been formed, indicating that China's state-owned enterprise reform has stepped into the main and secondary, up and down the combination of the comprehensive deepening of the new stage. The difficulty and complexity of the reform is in full swing, and the blueprint for the reform and development of state-owned enterprises and the path to its realization is becoming clearer.