Born in 1956, Heilongjiang native, university degree, senior engineer. He has successively served as Director of the Investment Department of the State Planning Commission, Deputy Director of the Comprehensive Planning Bureau of the National Development Bank, Director of the Comprehensive Planning Department, Assistant to the General Manager and Director of the Comprehensive Planning Department, Chief Engineer and Director of the Comprehensive Planning Department of the State Development and Investment Corporation, and Vice President of the State Development and Investment Corporation. Manager, member of the Party Leadership Group, President and Secretary of the Party Leadership Group of the State Development and Investment Corporation.
He is currently the Vice Chairman of the China Investment Association and Chairman of the State-owned Investment Company Committee. In order to complete the tasks assigned by the state and adapt to the needs of the ever-changing situation, the State Development and Investment Corporation has always adhered to reform and actively explored and established management systems and operating mechanisms that adapt to the characteristics of investment holding companies. Among them, the following three have had far-reaching impacts:
The first was the reform in early 1996. This is a substantial reorganization of subsidiaries, branches and business departments at the beginning of the company's establishment. According to the determined industrial development priorities, nine wholly-owned subsidiaries were reorganized and the company's assets were initially integrated. A parent-subsidiary structure has been established, forming three management levels with assets as the link, organic connections and different responsibilities. This reform established the company's operation and management model, moving the company from decentralization to centralization.
The second time was the internal reform of the company in 1999. The management organization has been streamlined, the functional role and job responsibility system of the headquarters have been strengthened, and the supervision of investment enterprises has been strengthened through the implementation of the project manager responsibility system. Subsequently, a large-scale asset integration was carried out in 2000, and good assets and non-performing assets were separated and professionally operated and managed separately. This reorganization reallocated the company's resources, improved its asset structure, highlighted the characteristics of professional operations and management, and enhanced the company's competitiveness.
The third reform is still ongoing since September 2002. This reform is systematic and comprehensive, centered on improving efficiency, market-oriented, competition-oriented, and focusing on future development, and has solved several major problems in the company's development.
The company’s development strategy and goals are clarified. The company's development goals are: to rapidly develop into an investment holding company with market-oriented operations and diversified equity, to become a first-class national investment holding company in China within five years, and to become a world-class investment holding company within ten years. The so-called first-class means to have first-class investment enterprises, first-class management teams and first-class management methods. On May 30, 2003, the company's party group further deepened the reform and made the resolution of "secondary entrepreneurship, revitalization of SDIC, and accelerated development", put forward the guiding ideology of the company's development, determined the strategic goals of the company's development, and determined Optimize business selection and build a business framework for mutual support and coordinated development of industrial investment and service business. On June 8, 2005, the company's party group made the "Resolution on Paying Close Implementation, Strict Management, Deepening Reform, and Pushing the Second Entrepreneurship to a New Stage" to scientifically grasp the company's development rhythm and ensure the company's healthy development. Adjust the organizational structure and design key management processes and business processes. Based on development needs and new business choices, and in accordance with the principles of separating business systems from support systems and strengthening supervision and services, the company has successively adjusted its functional departments and business departments, cooperated with the State-owned Assets Supervision and Administration Commission to recruit a chief accountant, and established a general legal adviser. The respective responsibilities, tasks, and reporting relationships of each department at the headquarters and subsidiaries were clarified, and the company's management system was streamlined. The secondary legal entities have been streamlined, and the number of wholly-owned subsidiaries has been reduced from 11 to 5. An investment committee and advisory committee have been specially set up to provide support for the company's decision-making with the help of external experts to achieve democratization and scientific decision-making.
With the goal of improving efficiency and standardizing operations, the reform plan also designed a series of key management processes and businesses such as strategic management, budget management, human resources management, internal audit and investment decision-making, project management, and performance appraisal. Processes, 38 items of various types of processes. Through the process, the division of labor and collaboration between various major management and business tasks are clarified, and the roles and responsibilities of each department and position in the process are strengthened.
In the process of continuous reform and exploration, the company has gradually established a management system and operating mechanism suitable for the characteristics of an investment holding company and adapted to market-oriented operations, and established a three-level management structure of parent company - subsidiary company - investment enterprise. , forming a parent-subsidiary management system with capital as the link. In practice, the nature, status and role of the company were gradually clarified, the business philosophy of "staged shareholding" was clearly put forward, capital management was implemented and good results were achieved, and the operating model of the state-owned investment holding company under the new system was explored.
In terms of the operation model, based on years of practice, the company has conducted in-depth research on the operation model and believes that under the new system, state-owned investment holding companies must achieve the purpose of maintaining and increasing the value of state-owned assets and complete the service of the adjustment of the state-owned economy. The target and its operating model can be summarized as "capital management, staged shareholding, and combination of investment and financing." These three sentences and twelve words highly summarize the company's ten years of exploration and practice. They are not only a true portrayal of the company's operating model, but also an important experience in the development of state-owned investment holding companies. This research result has been highly praised by relevant leaders such as the State-owned Assets Supervision and Administration Commission and the National Development and Reform Commission.
In terms of management system, firstly, different management systems are adopted for different business entities; secondly, the headquarters adjusts its functions and clarifies responsibilities in accordance with the requirements of the business framework, and gradually becomes a strategic decision-making center, financial control center and The capital operation center; the third is to establish and improve various management methods and relevant rules and regulations in a timely manner according to the different responsibilities of functional departments and the operating characteristics of subsidiaries, and to ensure the standardization of management from an institutional perspective; the fourth is to determine operating responsibilities and assessment standards by classification, based on Prepare business plans and business responsibility letters based on the operating characteristics of different subsidiaries, and formulate corresponding assessment methods for different types of subsidiaries.
In terms of operating mechanism, we highlight the characteristics of professional operations and pursue the maximization of the company's overall interests. The first is to establish a decision-making mechanism that adapts to the company's framework. The company's headquarters, as the strategic decision-making center, uses scientific analysis methods and evaluation systems to make correct judgments on the market exit or entry of all the company's businesses; the second is to establish a financial system that adapts to the company's framework. , the company headquarters serves as the financial control center and establishes and improves the company's financial management system and financial management order based on the company's business choices, including accounting system, financial policy system, financial target management and control system, fund management and monitoring system, etc. , and establish and improve corresponding rules, regulations and methods; third, based on changes in the company's business framework and organizational structure, establish a supervision and restraint mechanism under the holding company model, including financial supervision, audit supervision, legal supervision and disciplinary inspection and supervision, as well as the supervision of operating activities Process Monitoring.
At the same time, the company takes the world-class investment holding company as the benchmark and the implementation of ERP projects as the entry point to accelerate the company's informatization construction and strive to improve the company's management methods and management level. In 1996, the company clarified its development strategy, which is to "according to the tasks assigned to the company by the state, persist in reform, work hard to start a business, cultivate advantageous industries, realize capital management, and become a national investment company with Chinese characteristics within this century." Subsequently, the company carried out business restructuring and organizational adjustments. The six business departments and nine wholly-owned subsidiaries established at the beginning of the company's establishment with overlapping businesses and no clear business direction were abolished, and 10 wholly-owned professional subsidiaries and headquarters functional departments were reorganized to build a capital-based network. A parent-subsidiary framework system with different responsibilities but organically linked decision-making, management and operating levels. Preliminarily clarified the company's development direction and main business, and began to vigorously shrink the front line and cultivate the main business. Subsequently, the company promptly established an operation and management responsibility system centered on the business plan, and initially established a supervision and restraint system with financial supervision, audit supervision, legal supervision, and disciplinary inspection and supervision as the main contents, forming an internal management framework that basically adapts to the company's actual situation. For investment projects, the company vigorously promotes corporate restructuring and establishes a scientific corporate governance structure.
Through this reform, relationships have been straightened out, management and supervision have been strengthened, the enthusiasm of subsidiaries has been mobilized, the development of new businesses has been promoted, and organizational guarantees have been provided for the realization of the company's development strategy. In 1999, the company headquarters carried out internal organizational reforms, implemented a labor contract system for all employees, established and improved the job responsibility system, and also intensified the reform of the distribution system and vigorously promoted the reform of the operating mechanism with the employment mechanism as the core. Subsequently, the subsidiary carried out the reform of the operating mechanism with the project manager responsibility system as the core. The project manager carried out work within the framework of the project legal person governance structure in accordance with the company's business intentions and relevant decisions. Management responsibilities became clearer, making the investment project more clear. Management efficiency has been greatly improved.
Through this reform, the functional role of the headquarters and the job responsibility system have been further strengthened, the management of invested enterprises has been strengthened, and conditions have been created for the establishment of a cadre management system and incentive and restraint mechanism suitable for the company's development, and promoted The focus of the company's business operations has shifted from simply safeguarding rights and interests to improving efficiency, and the resource allocation method has shifted from partial to overall optimization. In 2002, based on a systematic analysis of the company's management and business status, the company proposed a relatively systematic and comprehensive reform plan centered on improving efficiency, oriented to the market, oriented to competition, and focused on development. This plan answers major questions about the company's development, such as what path the company will take in the future, what goals it will achieve, and how to achieve this goal. It further clarifies the company's positioning, vision and business choices; it also designs the organizational structure, management processes and operations that adapt to business development. Process; initially established a regulatory system with the characteristics of a holding company and an incentive mechanism with employee career management as the main content.
Through this reform, strategic management with strategic planning and strategic review as its main content began to play an important role; the three-level decision-making system made the company's investment decisions more democratic and scientific, greatly avoiding various Investment risks; the establishment of two channels, business sequence and management sequence, has opened up the career development channels for employees, and the three-dimensional assessment system links employee development with personal abilities and contributions. In 2003, the company made the decision to "start a second business, revitalize SDIC, and accelerate development." In the following years, in order to cope with the company's rapid development under the new situation, the company carried out a series of deepening reform measures.
(1) Innovate the development model of investment holding companies and propose a "three-legged" business framework of industry, service industry and state-owned asset management. By strengthening the unique role of investment holding companies in the national economic year and the structural adjustment of the state-owned economic layout, the theory of state-owned investment holding companies with Chinese characteristics has been further improved, bringing the company's development to a higher level.
(2) Promote group, professional and differentiated management. Through measures such as unified allocation of funds, cross-regional and industry mobility of talents, and sharing of experience and information, SDIC Group's internal resources are scientifically allocated on a larger scale, which greatly promotes the synergy effect and improves the company's cohesion. and influence. At the same time, we will strengthen the construction of professional management, strengthen the professional management and refined management responsibilities of professional subsidiaries for invested enterprises, and improve the level of professional management. In addition, according to the industry characteristics of each professional subsidiary, differentiated management is implemented among different subsidiaries to make management more in line with the management and development needs of different industries.
(3) Propose the corporate purpose of “for investors, for society, and for employees”. It has enriched the people-oriented connotation, improved the employee career management system, strengthened human resource planning and training, and further moved the introduction, use, assessment and motivation of talents towards marketization, and further improved the age structure, professional structure and academic structure of the employee team. Optimization gives employees greater room for development.
(4) Organizational structure reform. In accordance with state-owned assets supervision requirements and business development needs, the company continues to optimize and adjust its organizational structure. The company has strengthened its professional functions and management in safety production, risk control, external publicity, industrial research, asset management, capital operation and internal reform. At the subsidiary level, the organizational model concept of gradually transforming each business segment into a listed company was proposed.
(5) Continuously introduce scientific management methods, and have successively established information management systems, risk management systems, infrastructure management systems and safety production management systems, and implemented element management, benchmarking management and 6S management to make the company Management level and efficiency have been further improved.
The development history of SDIC is a history of reform and innovation. In every period of historical development, the corresponding management system and operating mechanism can be reformed according to changes in the external environment and the needs of the company's internal development and management, so that they can continuously adapt to the company's development needs and provide the company with comprehensive, coordinated and sustainable development. A strong guarantee. (1995-2002) is also the stage of laying the foundation. At the beginning of its establishment, the company had a registered capital of 5.8 billion yuan. Its business foundation was mainly based on undertaking 540 transfer projects from the six former national professional investment companies. Faced with the "large, small, scattered, and poor" assets and the employees' concepts that were not adapted to the planned economy, the company Facing the unfavorable situation required by the transition to a market economy, the company started its first business venture. The company first determined the development strategy in the founding stage, initially established the company's nature, role and status, and made timely and decisive strategic choices on the company's management model and business direction; at the organizational level, the company successfully established a parent-subsidiary management framework. Establish corresponding operating mechanisms such as the project manager responsibility system, so that the company's operations can move from extensive to intensive, and from the pursuit of local interests to the pursuit of maximizing overall interests. The concepts and quality of employees have also been significantly improved; at the business level, focus on cleaning up assets, claims and debts, clarify property rights, carry out corporate restructuring of investment projects, shrink the front line, and highlight the main business. Especially the establishment of the asset management company in 2001 effectively accelerated this process; when the company's survival foundation is basically solid, business selection and operating model have been further clarified, and the company has proposed the strategic goal of building the company into a strategic management investment holding company. After eight years of hard work, the company's scale and profits have grown rapidly. The company's assets have increased year by year from 7 billion yuan in the initial stage of establishment, and by the end of 2002, the company's assets had reached 73.3 billion yuan. From an initial loss of 15 million yuan, the profit turned around in 1997 after a year of adjustments, and then increased year by year, reaching 855 million yuan in 2002.
Looking back on the 8-year history of entrepreneurship, the company has established the basic framework, business philosophy and operating model of an investment holding company, and its management has become increasingly standardized. Through integration, the main investment areas are controlled in several strategic directions, and the efficiency of resource allocation can be optimized. Within the industry, we successfully initiated the establishment of the China Investment Association, which gradually made the concept of the investment industry deeply rooted in the hearts of the people. All of this laid a solid foundation for the second start-up. (2003 to present), the company has taken the initiative and entered a stage of rapid improvement in scale, efficiency and influence. At the beginning of 2003, the company conducted an in-depth analysis of the internal and external situations it faced, seized the opportunities, and decisively proposed the decision to "start a second business, revitalize SDIC, and accelerate the company's development", and put forward the guiding ideology, basic principles, strategic goals and main goals of the company's development. Business positioning. It has gradually explored and established a "three-legged" business framework of industrial investment, service industry and asset management business, and improved the functions and means of state-owned investment holding companies to make them more in line with the management concepts and needs of the State-owned Assets Supervision and Administration Commission.
In the industrial field, we insist on taking basic and resource-based large projects as the main direction of the company's industrial investment, while vigorously promoting a resource-saving and environmentally friendly circular economy, and exerting synergistic effects between businesses. After several years of hard work, we have invested in a A large number of industrial projects such as electricity, coal, ports, fertilizers and high-tech; marked by the acquisition of trust companies, the company began to explore financial business and made active efforts in direct financing, trust financing, syndicated loans, fund management, financial investment, etc. Try; set up China Investment Consulting Company to carry out engineering consulting, investment consulting and management consulting business, and in a short period of time obtained the qualification for entrusted investment consulting by the National Development and Reform Commission; in the process of vigorously promoting the adjustment of state-owned assets structure by the State-owned Assets Supervision and Administration Commission of the State Council, the company became One of the pilot units for state-owned assets management determined by the State-owned Assets Supervision and Administration Commission, the company leverages its own advantages to host China Packaging Corporation and China High-tech Investment Group Corporation; with the approval of the State Council, China Economic Guarantee Company, China Textile Materials Company, China Electronics Engineering Design Institute and China The four central enterprises of the Complete Equipment Import and Export (Group) Corporation have been integrated into the State Investment Corporation as a whole, which has promoted the reorganization and integration of central enterprises and the adjustment of the state-owned economic structure, and also expanded the scale and strength of the State Investment Corporation. After adjustment, the company's business framework has become increasingly clear, its main business has become more prominent, and industry concentration has increased. The mutual support and coordinated development effects of industrial investment and service industry have begun to appear, which has effectively promoted the company's development.
In 2008, SDIC achieved operating income of 42.1 billion yuan and profit of 5 billion yuan. By the end of 2008, the registered capital of SDIC had increased to 16.2 billion yuan, and total assets reached 175.8 billion yuan. In the performance assessment of the State-owned Assets Supervision and Administration Commission, it has been rated A-level for four consecutive years and has become an "outstanding performance enterprise" in the term assessment. In 2006, the company became a "national model state-owned enterprise" and its influence in the government, society and industry has been greatly improved.
Since its second start-up, the company has adhered to the scientific outlook on development, adhered to the development direction of a state-owned investment holding company, persisted in reform and innovation, effectively strengthened operation and management, adhered to the "three-for" purpose, effectively fulfilled corporate social responsibilities, and continuously The development theory of state-owned investment holding companies has been improved, the development path has become clearer, and the company's strength and influence have increased unprecedentedly.
Looking forward to the future, the company will actively explore emerging businesses and "go global" on the basis of consolidating, adjusting and improving existing businesses, and strive to achieve the goal of becoming a world-class investment holding company as soon as possible.