In order to thoroughly implement the spirit of the Third Plenary Session of the 18th CPC Central Committee and the Fourth Plenary Session of the 1th CPC Municipal Committee, emancipate the mind and open wider to the outside world, we should take adjustment and reorganization, liberalize and invigorate, and clean up and withdraw from the "three batches" as the starting point, focus on standardizing business practices, maintaining and increasing assets, participating in competition fairly, improving enterprise efficiency, enhancing development vitality and taking social responsibility, further deepen the reform of state-owned enterprises, and strengthen state-owned assets mainly by managing capital.

1. Market-oriented, increase the strategic adjustment of the layout structure of state-owned capital

1. Implement classified supervision according to the functions of different state-owned enterprises. Competitive enterprises mainly involve manufacturing, trade logistics, real estate, finance and other fields. Such enterprises are market-oriented, aiming at maximizing economic benefits, playing a key role in the city's economic development and becoming the industry leader, taking into account social benefits. Focus on business performance indicators and the ability of sustainable development of the main business.

public service enterprises, mainly involving energy, transportation, water and other fields. This kind of enterprise mainly provides public products and services, aiming at ensuring the normal operation and stability of the city, ensuring the people's livelihood, maximizing social benefits and giving consideration to economic benefits. Focus on safety, product quality, cost control and service quality.

functional enterprises mainly involve various investment and financing platforms, capital operation platforms and other fields. This kind of enterprise aims to complete the major special tasks of the government, serve the strategic tasks and the real economy, and pursue the comprehensive effects of economy and society. Focus on financing ability and risk control.

for enterprises involved in the above-mentioned classified business, differentiated management shall be implemented according to the actual situation of the enterprise. Enterprise classification can be dynamically adjusted.

2. Promote state-owned capital to invest more in important industries and key areas. Accelerate the concentration of state-owned capital from traditional industries to modern service industries and strategic emerging industries such as modern manufacturing, modern logistics and finance. Further optimize the resource allocation of state-owned capital in urban infrastructure, energy security, people's livelihood and other fields, and focus on providing public services to ensure urban economic security and protect the ecological environment. By the end of 217, 9% of state-owned capital has gathered in important industries and key areas, and the layout of state-owned capital has gathered in about 4 industries.

3. Promote the distribution of state-owned capital to advantageous regions at home and abroad. Adjust the spatial layout of state-owned capital according to the overall planning of the city. Continue to promote the eastward relocation and transformation of enterprises. Accelerate the "going out" of state-owned enterprises, promote the distribution of state-owned capital to areas rich in domestic resources and areas with obvious comparative advantages, solve the problem of energy and resource shortage, and enhance market competitiveness. Focusing on the implementation of international operations, exploring the international market, promoting cross-border mergers and acquisitions, and strengthening joint ventures and cooperation with overseas enterprises.

4. accelerate the liquidation and withdrawal of inferior enterprises and inefficient assets. Enterprises belonging to the scope of inefficient assets shall, in principle, withdraw as a whole. The state-owned assets will be cleaned up and revitalized by means of equity transfer, introduction of social capital restructuring, merger and reorganization of assets and debts. For insolvent enterprises and "shell" enterprises with no hope of turning losses, bankruptcy and liquidation cancellation shall be adopted according to law to realize the withdrawal of state-owned capital and properly arrange employees. By the end of 217, 6 inefficient enterprises have withdrawn from the market.

second, accelerate the pace of reorganization and integration, improve the main body of state-owned capital operation

5. increase the integration and reorganization of resources at the group level. In accordance with the principle of similar industries, related industries and the same main business, we will accelerate the reorganization and integration through mergers, transfers, mergers and acquisitions, and build the core carrier of our city's advantageous industrial clusters and urban competitiveness. By the end of 217, the number of groups has been adjusted to about 35, forming more than 1 large enterprise groups with excellent brands, good benefits and leading industries.

6. increase the reorganization of competitive enterprises. Focusing on improving and upgrading the industrial chain, developing advanced manufacturing, modern service industry and strategic emerging industries, relying on key groups, promoting resource integration, and accelerating the construction of large groups with strong innovation ability, strong capital operation ability and strong overall competitiveness. For groups with industrial chains connected and value chains related, we should speed up the implementation, become the main body of market competition, and improve the ability of resource allocation and management and control. For groups that are not closely related to the industrial chain and the value chain, they will be gradually built or established as state-owned capital investment companies. By the end of 217, strive for two or three groups to enter the world's top 5.

cultivate leading financial enterprises. Integrate high-quality resources, increase state-owned capital investment, support the steady and rapid development of local financial enterprises such as banks, trusts, insurance and securities, and build one or two banks with assets exceeding one trillion.

7. accelerate the integration of public service enterprises. Focusing on improving the city's energy level and ability to serve people's livelihood, we will promote the integration of resources in energy, transportation, water affairs and other fields, cultivate large groups with perfect functions, strong guarantee and sustainable development, and can be reorganized into state-owned capital investment companies if conditions permit, actively fulfill their social responsibilities and play a leading role in demonstration.

8. Make functional enterprises stronger. Focusing on serving the real economy and improving urban infrastructure, we will build a state-owned capital operation company or state-owned capital investment company with efficient operation and outstanding role, absorb social capital, and build a platform and bridge for cooperation between state-owned capital and non-public capital.

expand the capital operation platform. Coordinate domestic and foreign markets and resources, increase equity operation, capital operation and asset reorganization, improve financing capacity, especially listing financing, and support the reform and development of state-owned enterprises.

strengthen the industrial investment and financing service platform. Provide all-round financial services such as loan, investment, financing and burden for major industrial projects and technology "little giants", accelerate the integration of industry and finance, and promote industrial upgrading.

optimize the infrastructure investment platform. Refine the investment function of urban infrastructure, streamline the main business, optimize the capital structure, reduce financing costs, enhance capital strength, innovate financing methods, guard against system risks, enhance the ability of sustainable development, and enhance the level of market-oriented operation, thus playing a key role in the field of urban infrastructure.

Third, deepen the reform of the company-based shareholding system and actively develop the mixed-ownership economy

9. Promote the shareholding system reform by classification and stratification. Except for a few companies that undertake policy functions and special purposes, state-owned enterprises should actively attract all kinds of social capital, carry out diversified reform of property rights and actively develop mixed ownership. Efforts will be made to promote the shareholding system reform of the second-level core enterprises, drive the third-level and below enterprises to fully liberalize and invigorate, and form a ladder-like development pattern with strong first-level, active second-level and specialized third-level. By the end of 217, more than 8% of core enterprises have diversified their equity, among which mixed ownership accounts for a large proportion. Compress the property right chain. Through equity transfer, merger, transfer, etc., clean up and integrate enterprises below level 3. In the end, the corporate management level of the group is basically controlled within the third level, and the clean-up and integration work is completed.

1. optimize the state-owned equity structure. Each group company should further clarify the capital layout planning and determine the core backbone enterprises and management methods. According to the functional orientation of different state-owned enterprises, we will gradually expand the opening of property rights, maintain an appropriate proportion of state-owned shares, and decentralize property rights management authority. State-owned capital maintains a controlling stake in key enterprises that provide important public products and important people's livelihood. State-owned capital can be relatively controlled by dominant pillar industries and core enterprises in the financial industry. In addition, all the state-owned shares of other enterprises have been liberalized, and they have advanced and retreated in an orderly manner and flowed reasonably in accordance with market rules.

11. Introduce all kinds of social capital and actively develop mixed-ownership enterprises. Accelerate the pace of capitalization of state-owned assets, focus on introducing foreign capital, private investors, institutional investors and other social capital, strengthen strategic cooperation in capital, technology, market and management, realize cross-shareholding and mutual integration of state-owned capital and non-public capital through capital-to-capital, and build a number of mixed-ownership enterprises with new system, flexible mechanism and obvious market competitive advantages. Encourage private investors to participate in the restructuring and reorganization of state-owned enterprises through various forms such as capital contribution, equity acquisition and subscription of convertible bonds. Different investors can set up equity investment funds to participate in the restructuring and reorganization of state-owned enterprises, and invest in advantageous pillar industries and strategic emerging industries to carry out foreign investment. Actively explore the mixed ownership economy, implement enterprise technology and management backbone shareholding, and form the same body of capital owners and workers' interests.

Fourth, accelerate the securitization of state-owned assets, and make use of the capital market to make the dominant enterprises bigger and stronger

12. Make use of domestic and foreign multi-level capital markets to promote the listing of enterprises. According to the requirements of listing, promote the listed reserve enterprises to standardize the establishment of joint stock limited companies, and reasonably set the share capital scale and equity ratio. Actively promote enterprises with listing conditions to adopt initial public offering, backdoor, spin-off and other ways to realize the listing of domestic main board, small and medium-sized board, growth enterprise market and overseas capital market. Integrate the internal and external high-quality assets of the Group, inject them into listed companies through additional rights issue, asset replacement and acquisition, realize the overall listing of core business assets, and create a listed company with good development prospects, excellent asset quality and high profitability. We will promote the integration of listed companies with poor asset quality, poor main business and poor profitability, intensify asset, business restructuring and debt disposal, and improve the operating performance of listed companies. By the end of 217, key groups have at least one listed company, and the securitization rate of operating state-owned assets has reached 4%.

13. Strengthen the equity operation of listed companies. While strengthening product management, state-owned enterprises should make good use of the platform of listed companies, strengthen capital operation, and realize two-wheel drive of product management and capital operation. According to the situation of capital market and the needs of strategic development of enterprises, under the premise of maintaining the reasonable proportion of state-controlled shareholders to listed companies, we will actively explore the use of various means such as increasing or decreasing the holding shares, issuing additional shares and convertible bonds to strengthen the equity operation of state-controlled listed companies and provide financial support for industrial development.

V. Implementing the innovation-driven development strategy to enhance the core competitiveness of state-owned enterprises

14. Strengthening scientific and technological innovation of enterprises. Increase R&D investment, the R&D investment rate of industrial enterprises will gradually increase to 3%, scientific and technological enterprises will gradually increase to 5%, and strategic emerging industries will gradually increase to 6%. Strengthen the assessment of scientific and technological innovation of enterprises, and include scientific and technological investment and innovation achievements in the performance appraisal target of enterprise leaders. Build an open R&D platform, increase the integration of scientific and technological resources and R&D platforms within the Group, and encourage enterprises to obtain external R&D resources through cooperative R&D, commissioned R&D and mergers and acquisitions. Joint universities, research institutes and central enterprises to establish scientific research cooperation platforms and industrial innovation alliances, focusing on breaking through a number of industrial technologies and key core technologies. Improve the market-oriented mechanism of scientific and technological innovation and promote the capitalization and industrialization of scientific and technological innovation achievements of enterprises. Encourage enterprises to develop and protect independent intellectual property rights and promote industrial transformation and upgrading. Be a well-known brand and expand its influence.

15. Strengthen enterprise management and business model innovation. Consolidate basic management, deepen benchmarking management, implement lean management and excellent performance management, learn from the management experience of first-class enterprises at home and abroad, and promote enterprise standardization, intensification, refinement and information management. Strengthen unified financial management, unified allocation of funds and resources. Conditional groups should establish finance companies, leasing companies, overseas trading companies and asset management companies. Strengthen business model innovation, actively explore business models such as service-oriented manufacturing, green supply chain, e-commerce, new financial services and comprehensive solutions, and enhance value creation capabilities.

16. Strengthen the construction of innovative talents. Accelerate the construction of an innovative talent echelon with "three levels and a scale of 1, people" for leading talents in science and technology, top-notch talents in technology and senior management talents. Establish incentive mechanism and fault-tolerant mechanism to encourage reform and innovation. Talents who have made great contributions to enterprise technology and management innovation shall be rewarded. If the reform and innovation fail to achieve the expected goals, but they are diligent and conscientious and have not sought personal gain, no negative evaluation will be made.

VI. Promote state-owned enterprises to improve the modern enterprise system, and reform and innovate institutional mechanisms

17. Improve the corporate governance structure with coordinated operation and effective checks and balances. In accordance with the requirements of the Company Law of the People's Republic of China and the Law of the People's Republic of China on State-owned Assets of Enterprises, promote the establishment and improvement of the shareholders' (general) meeting, the board of directors, the board of supervisors and the management. Accelerate the construction of standardized board of directors of wholly state-owned companies and introduce all external directors within three years. In competitive enterprises, the number of external directors is gradually greater than that of internal directors. Explore the implementation of the appointment system of chief financial officer. In mixed-ownership enterprises, state-owned capital investors should improve the board of directors of state-owned absolute holding companies and propose candidates for directors and supervisors to relatively holding or shareholding enterprises in accordance with laws, administrative regulations and the articles of association. Strengthen the effective supervision of the board of supervisors. Build a lean and efficient corporate governance structure. Streamline the group's board of directors and management. The number of board of directors (including external directors) is generally 5 to 7, and the chairman is the legal representative, who in principle serves as the party secretary. In principle, the management level shall be controlled within 5 people (excluding chief economist, chief accountant and chief engineer). According to the articles of association, a small-scale enterprise may have an executive director without a board of directors. The executive director is the legal representative and concurrently serves as the general manager, and is separated from the party secretary. The chairman and general manager of a group shall not concurrently hold the post of a subordinate company.

18. implement a market-oriented mechanism for selecting and employing people. Explore the management system and management methods that meet the characteristics of enterprise managers, and implement a more market-oriented selection and withdrawal mechanism. Reasonably increase the proportion of market-oriented hiring, gradually implement the professional manager system, and give full play to the role of entrepreneurs. We will deepen the system reform in which internal managers can go up and down, employees can go in and out, and income can increase and decrease.

19. Establish a long-term incentive and restraint mechanism. Accelerate the establishment of an evaluation system that is conducive to the transformation of the development mode of enterprises, and give play to the guiding role of performance evaluation of business operators. Strengthen classified assessment, scientifically and reasonably set assessment indicators, and highlight value creation, independent innovation and energy conservation and emission reduction. Take the assessment results as an important basis for business operators to cash in their salaries, admonish and talk, assess their posts and reorganize their enterprises.

promote the reform of enterprise managers' salary management system. Improve the salary management mechanism of "emphasizing performance, stressing returns, strong incentives and hard constraints". For the board of directors with sound system and standardized operation, the SASAC will no longer directly determine the performance appraisal and salary of its senior management personnel, and the board of directors of the company will decide independently according to the relevant provisions of the SASAC. The remuneration of senior managers selected by the market can be determined by negotiation according to the talent market and the company's situation. For senior managers appointed by the administration, according to the principle of "two below and two linked", the salary level, job treatment, job consumption and business consumption are reasonably determined and strictly regulated.

strengthen the assessment of the honest behavior of business operators. Combined with business performance assessment, strengthen economic responsibility audit, and improve the system of reporting on major issues, debriefing honesty, democratic appraisal and honest talk. We will implement the responsibility system for building a clean and honest government, implement a "one-vote veto" against business operators for corruption, and hold them accountable.

establish and improve the long-term incentive and restraint mechanism for key personnel of enterprises affiliated to the group. For enterprises that implement the professional manager system, the income distribution of senior managers will gradually be in line with the market level. State-controlled listed companies that meet the statutory conditions, have clear development goals and have the ability to refinance can implement equity incentives for core backbone personnel. In small and medium-sized scientific and technological enterprises, we actively explore various incentive methods such as stock options and post dividend rights for core backbone personnel. Establish a long-term incentive mechanism to match the performance,