Recently, the State-owned Assets Supervision and Administration Commission of the State Council issued the Notice on Matters Related to the Reform of State-owned Capital Investment Companies, which comprehensively evaluated the pilot reform of state-owned capital investment companies. Five pilot enterprises, SDIC Group, China Resources Group, China Merchants Group, China Building Materials and China Baowu, have been officially transformed into state-owned capital investment companies because of their accurate functional positioning, outstanding capital operation ability and remarkable results in layout and structure adjustment.
At the central level, state-owned capital investment companies are mainly reorganized from existing central enterprise groups. Since 20 14, the State Council SASAC has successively identified three batches of 19 state-owned capital investment companies as pilot enterprises.
Exploring the reorganization and formation of state-owned capital investment companies is an important measure in the new round of state-owned enterprise reform, which is related to the reform of the entire authorized management system of state-owned capital. For a long time, China's state-owned assets supervision system has formed a set of "managing people, affairs and assets" mode, which is relatively administrative and easy to manage too much and too carefully, making state-owned enterprises lack vitality. The newly reorganized state-owned capital investment company is between the state-owned regulatory agencies and the entity enterprises, which is a link between the preceding and the following, and avoids the direct intervention of the state-owned regulatory agencies in the specific business activities of state-owned enterprises.
The functional orientation of state-owned capital investment companies is to "perform the duties of state-owned capital investors within the scope authorized by the state". However, in terms of institutional nature, it is a wholly state-owned company and bears limited liability to the extent of its capital contribution. Group headquarters is no longer engaged in specific production and operation activities, but as a professional and market-oriented state-owned capital operation platform.
Under this model, state-owned capital investment companies become "isolation layers", which is more conducive to the formation of a state-owned supervision model based on managing capital. Scholars in the industry said that this initially created a "three-tier structure" of the state-owned assets supervision system, namely "state-owned assets supervision institutions-state-owned capital operation platforms-state-owned enterprises".
In view of the fact that most central enterprises are not qualified to be reorganized into state-owned capital investment companies, it is necessary to adopt the model of pilot first and then promotion, which is a lower cost and more reliable reform method. Relatively speaking, the corporate governance mechanism of 19 pilot enterprise is relatively perfect and its capital operation ability is strong. After eight years of pilot work, some experiences and models that can be replicated and popularized have been formed.
The first is to clarify the functional positioning. Pilot enterprises should not only realize that they are different from industrial groups, but also realize that they are different from operating companies. Although the investment company does not engage in specific business, the holding company it invests in still has the management requirements for its main business. The investment means are mainly strategic shareholding, and it is necessary to maintain the strategic control and financial constraints of state-owned capital on its core business.
However, at present, after some pilot enterprises were reorganized from group companies into state-owned capital investment companies, the operating mode has not changed substantially. The so-called pilot work is simply a "flop", which does not give full play to the role of the state-owned capital operation platform and has a biased positioning.
The second is to optimize the capital layout and structural adjustment. To further optimize the capital layout and resource allocation, pilot enterprises should first speed up the internal business integration, promote the rational flow of state-owned capital, and concentrate resources on key industries, key fields and advantageous enterprises to better serve the national strategic needs. At present, it is particularly important to play a greater role in implementing the innovation-driven development strategy, promoting the upgrading of industrial chain supply chain and accelerating the cultivation of strategic emerging industries.
However, at present, the business fields of some pilot enterprises are too broad, and the reorganization and merger have not achieved effective integration. Huge assets, but not competitive. There are also some enterprises that have a tendency to "divorce reality from reality" and engage in businesses such as finance and real estate that "make quick money" too much. Therefore, for these non-main assets and non-dominant industries, it is necessary to decisively divest and dispose of them, gather more main businesses, and fulfill the responsibilities and responsibilities of central enterprises.
The third is to improve the operational capacity of capital investment. As a professional and market-oriented capital operation platform, it is necessary to promote the sinking of production and operation matters and the upward movement of capital investment and operation functions. It is necessary to enrich the means and tools of capital operation, inject more assets into listed companies through fund management, asset acquisition, equity investment, professional restructuring and IPO, improve the securitization rate of state-owned assets, and promote the preservation and appreciation of state-owned capital in the flow.
The fourth is to optimize management methods. According to the requirements of classification reform, the subsidiaries of state-owned capital investment and operation companies should "actively promote" the reform of mixed ownership and deeply transform their operating mechanisms through reform. At present, many state-owned enterprises have the problem of "mixing without changing". For mixed-ownership enterprises controlled by state-owned capital, the control mode of wholly state-owned and wholly state-owned companies is still implemented.
Therefore, in accordance with the principle of "easy first, difficult later", we should implement differentiated management and control in accordance with the articles of association for state-owned relatively controlled mixed-ownership enterprises with less than 50% state-owned shares and other ownership shareholders who can effectively participate in corporate governance, strive to build a first-class headquarters, and put strategic management and control and authorization and decentralization in place. At the same time, improve the market-oriented operation mechanism of subsidiaries, improve the selection and employment mechanism, especially the "toolbox" for medium and long-term incentives of "dare to use" and "will use".