1. Basic situation of the reform and development of state-owned enterprises

As of the end of 2011, there were 144,700 state-owned and state-controlled enterprises (excluding financial enterprises, hereinafter referred to as national state-owned enterprises) nationwide, with assets The total amount is 85.37 trillion yuan, the owner's equity is 29.17 trillion yuan, there are 36.724 million registered employees, and 16.553 million retired employees. In 2011, state-owned enterprises across the country achieved operating income of 39.25 trillion yuan, total profits of 2.58 trillion yuan, and taxes paid of 3.45 trillion yuan, accounting for approximately 35%, 43%, and 40% of the total industrial and commercial enterprises in society respectively. Among them, the total assets, operating income, total profits, and taxes paid of enterprises under the supervision of the State-owned Assets Supervision and Administration Commission accounted for 71.2%, 87.3%, 80.7%, and 75.8% of the national state-owned enterprises respectively.

Since the reform and opening up, the reform of state-owned enterprises, as a central link in the reform of the economic system, has been continuously advanced and has gone through a difficult process. From the early days of reform and opening up to the Third Plenary Session of the 14th Central Committee of the Communist Party of China, it took roughly 15 years to introduce state-owned enterprises into the market through measures such as expanding powers, transferring profits, and implementing a contract management responsibility system. After that, it took about 10 years to work hard to solve the problems exposed by state-owned enterprises after they entered the market through a series of measures such as "grasping the big ones and letting go of the small ones", exiting difficult enterprises, separating enterprises from social functions, transforming operating mechanisms, and establishing modern enterprise systems. There are problems such as unreasonable structures, unsuitable mechanisms, heavy social burdens, heavy historical baggage, and severe overstaffing in enterprises. In particular, the Fourth Plenary Session of the 15th Central Committee of the Communist Party of China issued the "Decision on Several Major Issues Concerning the Reform and Development of State-owned Enterprises", which comprehensively elaborated on the basic direction, main goals and guidelines for the reform and development of state-owned enterprises. In 1998, the reform and development of state-owned enterprises began to be implemented. The "three-year attack" has laid a solid foundation for the reform and development of state-owned enterprises in the new century. Since the 16th National Congress of the Communist Party of China, the state-owned assets management system has undergone major reforms, promoting the separation of government and enterprise, separation of government and capital, and separation of management rights and ownership. The layout and structure of the state-owned economy have been continuously optimized. The development vitality of state-owned enterprises has been continuously enhanced. The reform and development of enterprises have achieved remarkable results.

(1) Major changes have occurred in the layout and structure of state-owned enterprises.

First, through restructuring, mergers, leasing, sales, etc., state-owned enterprises have gradually withdrawn from the level of small and medium-sized enterprises. The front lines of state-owned enterprises have been greatly reduced, and the layout structure has been optimized. Second, through the implementation of policy closures and bankruptcies, it took more than ten years to enable 5,010 large and medium-sized state-owned enterprises with long-term losses, insolvency, and no hope of turning around losses, and resource-depleted mines to exit the market smoothly and orderly, and properly resettled them. staff. The third is to promote the gradual withdrawal of state-owned capital from general production and processing industries. Among the 39 industrial industries, the total output value of state-owned enterprises in 18 industries accounts for less than 10%, and state-owned capital is more concentrated in industries and fields related to the lifeline of the national economy and national security. Fourth, a number of state-owned enterprises have developed and grown in competition. The number of state-owned enterprises on the Fortune Global 500 list increased from 6 in 2003 to 54 in 2012.

(2) The relationship between the government and state-owned enterprises has undergone major changes.

First, the separation of government and enterprises has taken substantial steps. With the deepening of fiscal system reform and financial system reform, the fiscal budget no longer arranges expenditures to supplement the capital of state-owned enterprises, nor does it allocate funds to make up for the operating losses of enterprises, and banks no longer provide blood transfusions for enterprises in difficulty. State-owned enterprises bear external responsibilities with all their legal person property and become independent legal entities. The second is the initial separation of the government's corporate management functions and investor functions. The 16th National Congress of the Communist Party of China established the major principles of state-owned assets supervision that “unify rights, obligations and responsibilities, and combine the management of assets with the management of people and affairs.” The establishment of State-owned Assets Supervision and Administration Commission at all levels has achieved the separation of corporate management functions and investor functions in the establishment of government agencies. The "State-owned Assets Law of the People's Republic of China and State-owned Enterprises" and the "Interim Regulations on the Supervision and Administration of State-owned Assets of Enterprises" have established the responsibilities and positioning of state-owned assets supervision agencies from a legal perspective. The third is to continuously improve the supervision methods of state-owned enterprises. Establish and improve performance appraisal, major responsibility investigation and other mechanisms to ensure that state-owned asset management responsibilities are implemented at all levels; establish a system to determine the remuneration of enterprise leaders based on operation and management performance, risks and responsibilities, so as to achieve the goal of "when performance increases, salary increases, when performance decreases, "Salary reduction"; deepen the reform of the internal distribution system, strengthen the control of employee income distribution; strengthen the supervision of property rights transfer, form a nationwide state-owned property rights transaction monitoring platform, and institutionally curb the loss of state-owned assets; strengthen financial supervision, supervision of expatriate supervisory boards, and audit supervision , disciplinary inspection supervision and inspection supervision, strengthen the supervision of overseas state-owned assets, and basically form a supervision system for key links in the operation and management of state-owned assets of enterprises; establish and gradually improve the state-owned capital operation budget system, and implement the income rights of state-owned capital investors. At the same time, we fully respect the legal property rights and operational autonomy of enterprises as independent market entities, and do not interfere in the production and operation activities of enterprises.

(3) Major changes have occurred in the operating mechanism of state-owned enterprises.

First, the reform of the corporate shareholding system has been further advanced. More than 90% of state-owned enterprises across the country have completed the shareholding reform. The shareholding reform coverage of central enterprises increased from 30.4% in 2003 to 72% in 2011. Second, the corporate governance structure is gradually standardized. In accordance with the requirements of the "Company Law of the People's Republic of China" and the "State-owned Assets Law of the People's Republic of China on State-owned Enterprises", most state-owned enterprises have established institutions such as shareholders' meetings, boards of directors, management and supervisory boards. Pilot projects to establish standardized boards of directors have been carried out in some local state-owned enterprises and 50 central enterprises, and the scientific decision-making level and risk prevention capabilities of enterprises have been significantly improved. Third, the reform of the three systems of labor, personnel, and distribution has gradually deepened. State-owned enterprises generally implement a labor contract system for all employees, employee competition for employment, and a basic salary system based on job wages.

Actively explore effective ways to combine party-controlled cadres with market-based selection and recruitment of senior corporate managers. There are 141 senior management positions in central enterprises open to recruitment around the world, and a total of 600,000 operating and management personnel at all levels have been recruited.

(4) The development quality and operational efficiency of state-owned enterprises have been significantly improved, and their contribution to economic and social development has further emerged.

First, the operating strength has been continuously enhanced and the economic benefits have been greatly improved. From 2003 to 2011, the operating income of state-owned enterprises across the country increased from 10.73 trillion yuan to 39.25 trillion yuan, an average annual growth rate of 17.6%; the net profit increased from 320.23 billion yuan to 1.94 trillion yuan, an average annual growth rate of 25.2%; Taxes increased from 836.16 billion yuan to 3.45 trillion yuan, with an average annual growth of 19.4%. As of the end of 2011, the total assets of state-owned enterprises nationwide were 85.37 trillion yuan, and the owners' equity was 29.17 trillion yuan, which were 4.3 times and 3.5 times those in 2003 respectively. Second, significant progress has been made in technological innovation and core competitiveness has been further enhanced. As of the end of 2011, state-owned enterprises across the country had 214,000 independent intellectual property patents, including 137,000 central enterprises. Large enterprises have become an important force in scientific and technological innovation. Central enterprises have 1.25 million scientific and technological personnel and R&D personnel, including 226 academicians of the two academies; a large number of independent enterprises such as manned spaceflight, lunar exploration, deep-sea drilling platforms, and deep-sea exploration Intellectual property rights and internationally advanced achievements have become a model for my country's scientific and technological innovation. Third, the pace of “going out” continues to accelerate, and the ability to operate internationally has been significantly enhanced. In 2010, central enterprises’ overseas direct investment was US$49.9 billion, and overseas project contracting turnover was US$53.8 billion. As of the end of 2011, the total overseas assets of central enterprises were 3.1 trillion yuan, the operating income was 3.5 trillion yuan, and the net profit was 103.45 billion yuan, accounting for 11%, 16.9% and 11.3% of all central enterprises respectively. The fourth is to actively fulfill social responsibilities and make important contributions to economic and social development. Energy companies have overcome the difficulty of price inversion and made every effort to ensure the supply of electricity and refined oil. Grid and telecommunications companies have fully invested in the "Village Access" project, making positive contributions to ensuring market supply and supporting the construction of people's livelihood projects. State-owned enterprises vigorously promote energy conservation and emission reduction. During the "Eleventh Five-Year Plan" period, central enterprises saved 49 million tons of standard coal, which was 1.8 times the national energy-saving assessment target. Chemical oxygen demand and sulfur dioxide emissions were significantly reduced, completing energy conservation and emission reduction for the country. Make a positive contribution to the goals. State-owned enterprises have made due contributions to realizing the universal enjoyment of development results. From 2003 to 2011, the country's state-owned enterprises paid a total of 17.1 trillion yuan in taxes, accounting for 38.4% of the country's tax revenue in 2011. By the end of 2011, the country's state-owned enterprises had transferred 211.9 billion yuan of state-owned equity to social security funds, accounting for 43.1% of all social security fund fiscal revenue. ; Since 2007, state-owned enterprises have begun to turn over state-owned capital gains. State-owned enterprises actively participate in various social insurances, standardize the construction of employee welfare security systems, and effectively protect the legitimate rights and interests of migrant workers and labor workers. They are also responsible for the management of 16.553 million retired employees. State-owned enterprises actively participate in targeted poverty alleviation, aid to Xinjiang and Tibet, and various social welfare undertakings. 92 central enterprises have targeted 189 key counties for national poverty alleviation work, and 44 enterprises have carried out various types of assistance in Xinjiang and 40 in Tibet. Work. In responding to severe natural disasters such as freezing rain and snow and the devastating Wenchuan earthquake, and in supporting major events such as the Beijing Olympics, Shanghai World Expo, and the 60th National Day military parade, state-owned enterprises have not been afraid of difficulties and shouldered heavy responsibilities, playing a backbone role.

The remarkable results achieved in the reform and development of state-owned enterprises fully prove that the central government’s series of major decisions and arrangements on the reform and development of state-owned enterprises and the reform of the state-owned assets supervision system are completely correct. Public ownership and market economy can be effectively combined. The reform and development path of socialist state-owned enterprises with Chinese characteristics that has been explored for more than 30 years of reform and opening up must continue to be adhered to.

2. Problems in the reform and development of state-owned enterprises

Although the reform and development of state-owned enterprises have achieved great results, the reform is still in the process, and there are institutional and mechanism issues that need to be further resolved. There are still many structural and historical issues.

(1) There is still a considerable gap between the reform of state-owned enterprises and the requirements for establishing a modern enterprise system.

First, the governance structure of state-owned enterprises is not yet perfect. The pace of corporate shareholding reform at the parent company level of large state-owned enterprises is relatively slow, and institutional problems such as overall listing without retaining assets need to be further explored and resolved. The establishment of standardized boards of directors of state-owned enterprises is still in the process of continuous exploration and improvement. The assessment of the board of directors and the selection, appointment and evaluation mechanism of external directors are not yet perfect. The relationship between the state-owned assets supervision agency, the board of directors and the operating management needs to be further straightened out. Second, there is still a big gap between the business operating mechanism and the requirements of the market economy. The management system for state-owned enterprise operators cannot yet adapt to the requirements of the modern enterprise system. The administrative management of enterprise operators still exists, especially the lack of market-oriented exit channels. The reform of the three systems within some state-owned enterprises needs to be further deepened, and the market-oriented personnel selection and employment and incentive and restraint mechanisms have not yet been truly formed. Third, there is insufficient understanding of the urgency of further deepening the reform of state-owned enterprises. Some state-owned enterprises tend to focus on development over reform and speed over efficiency. In addition, the external environment has become more complex, the pressure to maintain stability has increased, the cost of reform has increased, and there is a fear of breaking through key and difficult issues in reform. Reform progress in key areas has been relatively slow.

(2) The development mode of state-owned enterprises is still relatively extensive, and the layout structure needs further adjustment.

First, the layout structure is not reasonable. Currently, most state-owned enterprises are still distributed in traditional industries, and the proportion of strategic emerging industries is relatively low. The development of some enterprises also mainly relies on expanding scale and increasing investment. The task of transforming from an extensional expansion model to a connotative growth model is quite arduous.

Encourage enterprises to accelerate the pace of "going global" through cross-border mergers and acquisitions, equity participation, listing, restructuring and alliances, etc. Efforts will be made to cultivate a group of world-class enterprises with international competitiveness to represent national strength, allocate global resources, and participate in international competition. Guide enterprises to highlight their main business, increase the integration of internal resources, and use various methods to divest and reorganize non-main business assets. Actively use the capital market and property rights market to absorb private capital to participate in the restructuring and reorganization of state-owned enterprises, forming a pattern of fair competition, mutual promotion, and synchronous development of various ownership economies.

The fourth is to accelerate the transformation and upgrading of the state-owned economy. We will step up efforts to eliminate outdated production capacity, adjust product structure, and enhance market competitiveness. Use informatization to drive the upgrading of traditional industries and promote the high-end development of manufacturing. Vigorously develop modern service industries, especially high-end service industries and producer service industries. Support the development of strategic emerging industries, break through and master a number of core technologies, and accelerate the realization of large-scale production. Guide enterprises to increase investment in technological innovation, promote the integration of industry, academia and research, enhance technological development capabilities and independent innovation capabilities, and cultivate well-known brands. Encourage enterprises to participate in cross-border mergers and acquisitions and reorganizations to upgrade their levels in the international industrial chain. Guide enterprises to strengthen management and improve development quality and operational efficiency.

Fifth, we must promptly resolve issues left over from history and corporate social burdens. Study and formulate relevant policies and measures, and focus on solving issues such as separating state-owned enterprises from social functions, reform of large collective enterprises run by factories, and social management of retirees. Raise funds through multiple channels and increase the use of state-owned capital operating budgets to solve problems left over from the history of state-owned enterprises. Research and solve practical problems that employees are concerned about, properly resettle transferred employees, do a good job in employee skills training and re-employment, and ensure the stability of the enterprise and society.

The sixth is to promote state-owned enterprises to better fulfill their social responsibilities. Guide state-owned enterprises to keep their mission and responsibilities in mind, pursue the maximization of comprehensive economic, social and environmental value, and strive to set an example of honesty and trustworthiness in operating according to the law, an example of saving resources and protecting the environment, and an example of building a harmonious enterprise with people first, so as to become the mainstay of the national economy and the enterprise of the whole society. example. Effectively ensure the safety and health of employees and safeguard their legitimate rights and interests. Guide state-owned enterprises to actively undertake the tasks of aiding Xinjiang, Tibet and targeted assistance, and actively participate in social welfare undertakings.

Seventh, further strengthen and improve party building in state-owned enterprises and transform political advantages into the core competitiveness of enterprises. The construction of a team of high-quality business managers, a team of talents, a team of party members, and a team of employees should be integrated throughout the party organization activities of state-owned enterprises. Uphold and improve the corporate leadership system of "two-way entry and cross-appointment" to ensure that party organizations participate in decision-making, take the lead in implementation, and effectively supervise, and play the core role of politics. Further promote the construction of corporate culture and promote and cultivate the advanced spirit of state-owned enterprises. Improve the systems of workers’ congresses, factory affairs disclosure, and employee directors and supervisors, and explore effective ways and means for workers to participate in democratic management. We will further strengthen the anti-corruption drive, strengthen the supervision, inspection and special management of major decisions of state-owned enterprises, and seriously investigate and deal with various disciplinary and illegal cases.

Chairman, Vice Chairman, Secretary-General, and members, the Standing Committee of the National People's Congress conducted a special review of the reform and development of state-owned enterprises, which fully reflected the great importance and concern for the reform and development of state-owned enterprises. We will further improve our work in accordance with the deliberation opinions of this meeting, accelerate the deepening reform and scientific development of state-owned enterprises, better play the leading role of the state-owned economy in economic and social development, and make greater contributions to the comprehensive realization of the grand goal of a moderately prosperous society .