10 10 On October 29th, Shandong Rong Yue Financial Holdings Co., Ltd. (hereinafter referred to as "Rongyue Financial Holdings"), a wholly-owned subsidiary of Shandong SDIC, was officially listed in Shandong Property Rights Exchange Center, and "took out" 40% of its shares to attract strategic investors and started the reform of mixed ownership.
Last month, in just 20 days, nine mixed-reform listed projects successively entered the Shandong Property Rights Exchange Center. Their "owners" include Shandong Expressway Group, Shandong Energy Group Co., Ltd., Shandong Iron and Steel Group Co., Ltd. and other powerful large state-owned enterprises.
"Similar financial holding platform, providing a comprehensive package of services for small and micro enterprises and individual customers" is the goal of Rong Yue Financial Holdings. By the end of April 20 19, its assets had reached 254 1 100 million yuan. The purpose of this mixed reform is to increase registered capital and supplement working capital.
In order to speed up the mixed reform of Shandong state-owned enterprises, we should avoid "wearing new shoes and taking the old road" "img _ height =" 465 "img _ width =" 800 "data-src ="//imgq3.q578.com/de/1kloc-0/05/48a0e8d966 ".
As a gene of state-owned enterprises, Rongyue Financial Holdings has a high threshold for the qualification of intended investors: it requires intended investors to invest with their own funds, and may not invest with non-owned funds such as entrusted funds and creditor's rights funds. If the intended investor is a single investor, the subscription amount shall not be less than 33.333 million yuan of registered capital. At the same time, the project is invested by the consortium, but each member of the consortium must meet the requirements for a single investor. ...
The capital market is a "good helper" in the reform of mixed ownership of state-owned enterprises, which is mainly reflected in the important role of listing of pilot enterprises in mixed ownership reform and market-oriented mergers and acquisitions in the transformation and upgrading of state-owned enterprises. In the next step, we will continue to pay close attention to the construction of listing, mergers and acquisitions and other related systems, which will be more significant for the reform of mixed ownership of state-owned enterprises.
Looking at other provincial state-owned enterprises participating in the mixed reform, the purpose is to increase capital and shares to supplement the working capital of enterprises, expand their main business with the help of strategic investors, and truly empower enterprises themselves.
There is also a way of mixed reform of state-owned enterprises, which is biased towards internal reform. By promoting the shareholding of management and key employees and vigorously implementing the reform of mixed-ownership enterprises, a positive correlation between enterprise benefits and operators' interests has been established. Different from the demand of the former, this mixed reform is more to retain talents and make enterprises a platform for * * *.
Recently, Jining Luoling Chunhui Machinery Manufacturing Co., Ltd. (hereinafter referred to as' Chunhui Company'), a third-level enterprise under Jining Energy Group, a state-owned enterprise in Jining City, also ushered in mixed reform, providing equity to employees by increasing capital and shares and selling equity, hoping to share the benefits and risks of the company, senior management and core team, and turn the enterprise into a * * *, laying a solid foundation for the rapid development of the enterprise.
In order to accelerate the mixed reform of state-owned enterprises in Shandong, we should avoid "wearing new shoes and taking the old road" "img _ height =" 533 "img _ width =" 800 "data-src ="//imgq3.q578.com/de/1105//kloc-0.
Chunhui Company was established in March, 20 13, and belongs to Shandong Shengyuan Holding Co., Ltd., which is an integrated enterprise engaged in the design, production and service of hydraulic system of mining hydraulic support for a long time. It has maintained cooperation with the Academy of Coal Sciences for many years, with a high level of science and technology, with professional and technical workers with rich production and operation as the backbone. After 7 years of market competition, Chunhui Company has developed into the largest valve processing enterprise in Shandong Province.
With more and more enterprises of the same type, the competitiveness of talents has gradually become the core advantage of enterprise development, especially the introduction and retention of management talents and scientific and technological R&D talents. Timely equity incentive for core talents has become a "cardiotonic agent" to promote the rapid development of enterprises.
According to this actual situation, Chunhui Company transferred part of the equity to the shareholding platform for equity incentive based on the results of asset appraisal, and set up a limited partnership company as the employee shareholding platform, and the employees who meet the incentive conditions obtained the equity of the shareholding platform in cash. Subsequently, Chunhui Company quickly carried out evaluation and review, registered shareholding platform, employee investment and other work in accordance with relevant regulations, and truly realized the shareholding of management and key employees.
After the implementation of the scheme, employees who meet the incentive conditions actively signed up to participate, their work initiative was obviously improved, and their awareness of opening up markets and reducing costs was obviously enhanced. Chunhui Company implemented internal institutional reform, streamlined institutions and personnel, avoided overstaffing, implemented more flexible systems and mechanisms, actively connected with the market, and implemented order-based production, which further improved work efficiency and made the company look brand-new.
According to an insider, avoiding "wearing new shoes and taking the old road" is a place that needs special attention in the mixed reform of state-owned enterprises. Through equity adjustment, optimize the system and mechanism, so that enterprises and core employees can enjoy the benefits and take risks. In the process of enterprise operation, they can follow the market rules more, and their products can meet the market demand better, so as to get good results of the sustainable development of state-owned enterprises after the mixed reform.
According to Xinhua News Agency, Ying Luwen, the chairman and founding partner of Yida Capital, a leader in venture capital from state-owned enterprises, proved the great vitality brought by the mixed reform of state-owned enterprises with his own experience.
In order to speed up the mixed reform of Shandong state-owned enterprises, we should avoid "wearing new shoes and taking the old road" "img _ height =" 533 "img _ width =" 800 "data-src ="//imgq3.q578.com/de/1kloc-0/05/52e6e6DD ".
Six years ago, Jiangsu Hi-tech Investment Group (hereinafter referred to as "Jiangsu Hi-tech Investment Group") took the lead in achieving a breakthrough in mixed reform among state-owned venture capital enterprises, and established Yida Capital, with the management team holding 65% of the shares, which aroused strong repercussions in the industry. Five years later, by the end of June of 2011,Yida Capital Management Team had managed a total capital scale of106.6 billion yuan, invested and supported more than 800 start-up enterprises, and helped 175 of them to land in domestic and foreign capital markets. "20 19 June, China venture capital institution 60.
Just before the mixed reform, Jiangsu Gaotou was once in a dilemma. Without reform, it will be difficult to continue. The company has lost a large number of backbones for three consecutive years, and its investment business has declined seriously, making it difficult to increase its performance. If it is reformed, there will be no mature experience for reference, and it will also face great risks and challenges. "If you don't find a job, you will starve to death!" Lu Wen said in an interview that the environment forced them to learn new skills quickly and look for food from the market. At the beginning of the reform, Yida Capital used three "tricks" to stimulate team vitality, vigorously expand business and promote extraordinary growth.
The first move: change identity and reposition. From the status of "state-owned enterprise" to the status of "market", Yida Capital gradually transformed these backbones in state-owned enterprises into partners. They are no longer leaders but experts in door-to-door negotiation, market research and risk management.
The second measure: use talents in an eclectic way. Regardless of seniority, employees' income and rank promotion mainly depend on performance. Even newcomers who have just entered the company for one year will be promoted and reused because of their strong ability and outstanding performance. At present, it is normal for top employees to earn millions.
The third measure: better troops and simpler administration to enter the market. Innovative model, the team will be scattered and streamlined, and an investment team will be composed of 2 to 3 people to jointly organize an investment team of more than 20 people. ; Then according to different industries, the investment team is divided into business divisions, such as TMT, health medicine, clean technology, culture, service industry, advanced manufacturing, new materials and so on.
After internal optimization and reorganization, the work efficiency of Yida Capital has been greatly improved. The success of mixed reform has comprehensively enhanced Jiangsu Gaotou's ability to undertake government professional responsibilities, serve local development, serve innovation and entrepreneurship and the real economy. After the mixed reform, Jiangsu Gaotou focuses on planning development strategy and integrating resources, and is a strategic development and innovation center, a risk control management center and a party building cultural center. Yida Capital has become a market-oriented business platform and professional highland of Jiangsu Gaotou. At the same time, we will vigorously expand innovative businesses such as real estate funds, wealth management, mergers and acquisitions, etc., which will provide a guarantee for Jiangsu Gaotou to better carry the role of government professionals and serve the high-quality development of regional economy.
"Promoting the reform of state-owned enterprises should be conducive to maintaining and increasing the value of state-owned capital, improving the competitiveness of the state-owned economy and amplifying the functions of state-owned capital." This is the "three advantages" standard of state-owned enterprise reform. The subject of mixed reform of state-owned enterprises is being vigorously promoted to a deeper level from the aspects of modern enterprise system, governance structure and selection and employment mechanism. Facing the life-and-death reform, enterprises can only hope and develop if they dare to break through the barriers of ideas and the barriers of solidification of interests. In order to speed up the mixed reform of state-owned enterprises in Shandong, we should avoid "wearing new shoes and taking the old road" "img _ height =" 304 "img _ width =" 800 "data-src ="//imgq3.q578.com/de/1kloc-0/05/6556cf9e8 ".