According to new media reports, Weng Mingjie, deputy director of the State-owned Assets Supervision and Administration Commission, stressed that the entrance of new investment should be strictly controlled. Strictly control the scale and direction of non-main business investment, and do not blindly lay out new industries in the case of weak industrial base and insufficient resource advantages. Strengthen investment control in key areas such as real estate, finance, PPP, foreign mergers and acquisitions, and industrial park construction, strictly control investment construction in high-risk countries and regions, strictly control the construction of overseas projects with large investment, long construction period, cross-border or transnational factors, and strictly prohibit debt investment beyond financial affordability.
At this special promotion meeting, according to the requirements of the three-year action plan, the key tasks of promoting the slimming and fitness of state-owned enterprises this year were clarified.
Compressing the management level and reducing the number of legal persons is an important way to promote slimming and fitness. The state-owned economy should be stronger, better and bigger, but a single enterprise has too many levels and too large a scale, and it is easy to have problems if it cannot be managed. Therefore, efforts should be made to reduce emissions on the basis of consolidating the achievements. It is necessary to improve the normalized reduction mechanism of legal person shares.
The meeting requested that, in combination with the strategic positioning of enterprises, the characteristics of business structure and the trend of technological progress, focus on the needs of transformation and upgrading, benchmark the advanced enterprises in the same industry, pay attention to adjusting and optimizing the reduction standards, focus on enterprises with long-term losses, non-main businesses, a large number of legal persons and unnecessary shell companies, and scientifically formulate annual reduction plans and lists to ensure that the pressure is exhausted and exhausted.
Weng specifically mentioned that it is necessary to focus on the reduction after merger and reorganization. After reorganization and merger, it often leads to the increase of management level and the number of legal persons, which not only increases the task of reducing holdings, but also creates new opportunities for reducing holdings. It is necessary to plan the reduction of holdings in parallel with the reorganization and merger, and encourage "first reduction and then merger and reorganization". Comprehensively sort out the enterprises that have been merged and reorganized, promote the reduction with high standards, and achieve "one merger and one reduction". We should strictly and accurately control the new legal person.
The effectiveness of slimming and fitness ultimately depends on whether the efficiency is improved and whether the labor productivity is improved. The meeting made it clear that it is necessary to establish a streamlined and efficient headquarters. Deepen the special governance of headquarters institutions, extend to enterprises at all levels, especially through scientific and reasonable authorization and decentralization, minimize headquarters institutions and personnel at all levels, reduce "overstaffing", and make up your mind to divest business matters that should be decided by their own enterprises.
At present, individual state-owned enterprises do not pay attention to investment, are keen on paving the way, and even divorced from reality, illegally investing in non-main business. Due to lax investment control, some projects have low returns, which has attracted great attention.
It is reported that from 20 16 to the end of 20021,the central enterprises * * "reduced" the number of enterprises 19965, accounting for 38.3% of the total number of central enterprises, and promoted the management level to be controlled within 5 levels, while the management level of local state-owned enterprises was generally reduced to 4 levels, which made the organizational structure of state-owned enterprises change significantly.
The main tasks of "two non-"(non-main business and non-advantage) stripping and "two capital" (inefficient assets and invalid assets) repaying have been basically completed. Up to now, the completion rate of divestiture of central enterprises and local state-owned enterprises has exceeded 85%, the disposal rate of "zombie enterprises" listed nationwide has exceeded 95%, and the losses of key loss-making subsidiaries have been reduced by 83.8% in three years.
State-owned enterprises have also achieved decisive results in stripping social functions and solving problems left over from history. The completion rate of separation and transfer of "three supplies and one industry" of state-owned enterprises and socialized management of retirees exceeded 99%, and the completion rate of collective reform of large factories and mines reached 97.6%.