Anhui Geological Survey Bureau believes that there are several different options to realize the reform goal of enterprise management of geological prospecting units:
The first is to continue to operate according to a single enterprise system and mechanism. This obviously does not conform to the direction of the reform of state institutions, the requirements of the State Council Document No.37 and the objective requirements of the market economy. First of all, after localization, the national geological prospecting fee only exists as the base. With the increasing retirement expenses, the daily expenses of career development are decreasing, so it is impossible for provincial finance to invest a lot of money to bear the professional expenses of such a large team; Secondly, the state has reformed scientific research institutions, and other types of institutions have also been put on the agenda. It is actually impossible to completely retain the original system of geological prospecting units. Thirdly, there are some insurmountable contradictions in geological prospecting units, such as the system of writing off business funds, the idea of relying on enterprises and the weak ability to adapt to the market. Using this state to adapt to the highly competitive market after China's entry into WTO will definitely be eliminated. At the same time, after decades of reform, geological prospecting units have formed a certain industrial base, occupied a certain market share, and achieved a certain market income. Some employees have also changed their jobs stably, and some diversified enterprises have developed and expanded. All these have formed a strong support for the transformation of geological prospecting units into enterprises. If these enterprises are transformed into enterprise management methods, the existing reform achievements will be ruined. Obviously, this obsession with pure professional systems and mechanisms will not work.
The second is to immediately cancel the brand of public institutions and operate according to the enterprise mechanism. If you register as an enterprise immediately, the current policy environment is very unfavorable to geological prospecting units, and you may even lose some preferential support policies of the state for geological prospecting units. For example, all taxes and fees of geological prospecting units are treated as enterprises, which undoubtedly loses the policy space for rapid development for geological prospecting units with small scale and weak strength; If geological prospecting units are transformed into wholly state-owned enterprises, it is not the requirement of the state for the reform of state-owned enterprises. Only some special fields or industries related to the national economy and people's livelihood and national strategic security can be registered as wholly state-owned enterprises. At the same time, the disadvantages of traditional state-owned enterprises are not conducive to their own economic development. If it is transformed into a corporate enterprise, it is difficult to standardize its operation because diversified investors have not formed. Moreover, many retired and laid-off workers have formed in the history of geological prospecting units, so it is difficult to socialize in a short time. If it is registered as an enterprise immediately, the geological prospecting units will not be able to bear these burdens.
The third is to keep the brand of public institutions externally and operate and manage them internally according to the enterprise mechanism. At the same time, institutions and enterprises are separated in geological prospecting units, and institutions relatively guarantee their necessary expenses, but operate internally according to the market; Some enterprises operate according to the enterprise mechanism. When the conditions are ripe, remove the brand of the institution and register it as a company-based enterprise, and the geological prospecting units will fully implement enterprise management. First, it will not affect geological prospecting units to use existing policies and create a more relaxed external environment for their own development; Second, the internal all-round implementation of enterprise management is conducive to completely changing the concept of employees in geological prospecting units and cultivating their ability to strive for self-improvement in the sea of market economy; Third, it is conducive to formulating specific measures according to the team situation in a realistic way to ensure the all-round development of enterprise management. However, it should be noted that this reform is not to divide a geological prospecting unit into two units, namely a public institution and an enterprise, but to separate them. Before the separation, it was a traditional geological prospecting unit, during the transition period, it was a separate unit managed by two mechanisms, and after the separation, it was a new unit that initially realized enterprise management and transitioned to modern enterprises.
Based on the above analysis, they think that the third form is a better form of reform of geological prospecting units in the transitional period and a realistic choice.
Two, on the basis of geological prospecting units, internal affairs are separated from enterprises.
The separation of enterprises in geological prospecting units means separating the main business from the auxiliary business, and the main business includes all existing and future internal enterprises; Auxiliary industries include geological exploration, logistics services and base management, hospitals and schools and other internal social functions and social security parts. This division is mainly from the nature, so that enterprises can adopt different mechanisms to operate, rather than who is in charge of who is superior and who is inferior. On the basis of extensive investigation, after repeated discussion and revision, the bureau issued "Several Opinions on Accelerating the Enterprise Management of Geological Prospecting Units", which put forward specific requirements for the separation of main and auxiliary.
First, separate assets. Operating state-owned assets are classified as main business, and non-operating state-owned assets are classified as auxiliary business. The criteria for dividing assets are: all kinds of assets actually occupied by existing enterprises of geological prospecting units and assets occupied by foreign operations in the name of geological prospecting units are regarded as operating assets; At present, the assets occupied by institutions that are temporarily unable to operate or can operate externally, but have a low degree of marketization at present, belong to non-operating assets. The main business part, simulation company system, takes the geological prospecting unit which is internally restructured as an enterprise as the parent company; For geological prospecting units that have not been restructured as a whole, a backbone enterprise that can support or drive the development of other industries of geological prospecting units is taken as the parent company, and the geological prospecting units are entrusted by the bureau to invest all the operating state-owned assets in the parent company, and the parent company then invests some assets in other enterprises, forming the internal relations between the parent company and its subsidiaries, and between the parent company and its branches. The auxiliary industry aims at maintaining the value of assets, reducing the cost and fluctuation of reform and maintaining the stability of the team through internal integration.
Secondly, define the functions and responsibilities of "main business" and "auxiliary business", and clarify the rights and responsibilities:
The main business is responsible for maintaining and increasing the value of operating state-owned assets, turning over the proceeds of state-owned assets, expanding market share, improving labor productivity, and enjoying a number of autonomy, including the right to dispose of property of enterprises as legal persons, the right to employ cadres, the right to labor and employment, and the right to distribute income. In view of the fact that the business brands of geological prospecting units are still retained, diversified investors have not yet formed, the team-owned enterprises are basically wholly state-owned enterprises, and the leading industries are not obvious, the internal simulation company system will be implemented during the transition period, but efforts should be made to straighten out the internal relations of simulation companies, comprehensively strengthen enterprise management, establish rules and regulations, change operating mechanisms, go all out to open up markets, increase structural adjustment, and build leading industries.
The auxiliary industry is responsible for maintaining the value of non-operating state-owned assets, creating conditions to transform non-operating assets into operating assets as much as possible, providing services for enterprises, actively carrying out foreign business activities, and gradually realizing self-operation. (1) The auxiliary industries and social functions of the social security sector are open to the society as much as possible. If socialized management cannot be realized for the time being, it will be supported by fixed income and differential subsidies, and it will be self-supporting within a time limit; (2) The logistics service and base management of auxiliary industries can be transformed into property centers, and gradually transition from fixed subsidies to self-supporting or territorial management; (3) Geological exploration in auxiliary industries is an important support for geological exploration units in the Mainland during the transitional period, and should be preserved and strengthened. However, the internal simulation enterprises operate independently, with capable personnel and excellent equipment. It has become one of the important supports for the development and growth of geological prospecting units to make good use of geological project funds, strive for basic, public welfare and strategic geological work of national, provincial and local governments, actively explore the geological prospecting market and undertake commercial geological prospecting projects. Teams undertaking geological exploration tasks have three destinations: first, they will enter the provincial and local hospitals, or they will still be supported by geological exploration fees; Second, geological prospecting units become enterprises, and small units with internal management nature are formed with self-raised funds; Third, it has become a resource-based company, operating in full accordance with enterprises.
Third, integrate the industrial structure with the bureau as the unit.
At present, the bureau has established geological exploration industry, mineral product development and processing industry and industrial exploration and construction industry as leading industries, and diversified management is an important supplement to the geological and mineral economy.
The Bureau will take assets as the link, certificates and projects as the link, cultivate leading industries, and build three industry Group and a professional group. The geological prospecting industry is led by the provincial geological prospecting institute, which is a public institution as a whole, but its internal operation is enterprise-oriented. Carry out technical cooperation and project contact with geological prospecting institutes of auxiliary industries of local geological prospecting units to concentrate their advantages. While actively striving for national, provincial and local basic, public welfare and strategic geological projects, we will vigorously broaden the field of geological work, develop the commercial geological prospecting market, and finally form the leading industry of global geological exploration. The geological prospecting industry takes the geological prospecting construction company as the core enterprise, strengthens the contact and alliance with the geological prospecting construction enterprises affiliated to the geological prospecting units, and gradually forms an overall comprehensive construction engineering group integrating survey, design, construction, project supervision and real estate development; The mineral development industry is guided by mining and trading companies, introducing market demand, driving mineral processing enterprises, and driving exploration and mining according to the needs of processing enterprises, and gradually forming a mining group that integrates trade, industry, exploration and mining; Give full play to the role of Grade A Surveying and Mapping Qualification Certificate of General Institute of Geological Surveying and Mapping, and build a system of General Institute of Surveying and Mapping and Surveying and Mapping Branch together with surveying and mapping enterprises with Grade B and C Surveying and Mapping Qualification Certificates of geological prospecting units, and finally form a global surveying and mapping professional group.
The bureau will concentrate financial resources and increase investment in leading industries. On the premise of making good use of the existing base of geological prospecting fees, the Bureau has formulated the management measures for the use of development funds, cutting out a piece of geological prospecting fees (about 65,438+00% ~ 65,438+05% of the base of geological prospecting fees) as the development fund every year, implementing the operating mechanism of internal borrowing, paid use and rolling development, and mainly investing in products (projects) with good market prospects, quick capital withdrawal and good economic benefits. By strengthening the contact with the financial sector, expanding the scale of credit, moderately operating in debt, attracting foreign capital for joint exploration and development, cooperating with enterprises, transferring mining rights, and holding shares by employees, we can raise development funds through various channels. Vigorously improve the self-accumulation ability of enterprises and expand the investment in production and operation of enterprises in profit retention.
Four, the main measures to ensure the separation of enterprises and enterprises, structural integration
1. streamline the organization, capable personnel. In the setting of management institutions, in addition to setting up lean management institutions according to the needs of production and operation, other management institutions, such as party committees, discipline inspection committees, youth league committees, trade unions, etc. , it is merged with auxiliary industries according to the needs of work and the principle of streamlining, covering auxiliary industries and major industries. The Provincial Bureau strictly controls the internal institutions, management personnel and funds of the auxiliary industry. The management personnel shall be given a certain preparation according to the total number of employees in the auxiliary industry (generally 3% ~ 8% of the total number of employees), and the funds shall be subject to the differential budget and fixed subsidy. All units have set up geological prospecting institutes, and selected competent technicians to enter this institution, which belongs to the nature of the cause, relatively ensuring its working funds, operating independently internally and strictly managing projects.
2. Internal supporting reforms focusing on the three systems of "personnel, labor and distribution" have been carried out for both auxiliary and main businesses, and the organizational system has been transformed. Establish a talent competition mechanism, implement a full-time labor contract system, and fully implement openness, equality, competition and merit-based posts. Laid-off workers are all managed by specialized agencies, and there is a mechanism in which employees can go up and down, enter and leave. The main business independently establishes a distribution system based on post wages and linked to benefits. Before entering the local social security system, the auxiliary business of geological prospecting units established internal overall planning methods including enterprise employees. At present, the medical and unemployment insurance of most geological prospecting units has entered the local overall planning, and the old-age overall planning is trying to be incorporated into the local overall planning system.
3. Strengthen the construction of leading bodies of geological prospecting units and establish scientific and efficient decision-making bodies. In order to meet the needs of the reform of separating the main and auxiliary sectors, the leading bodies of geological prospecting units are divided into two parts-the leading bodies of the main industry and the leading bodies of the auxiliary industries. During the transition period, the captain is the main person in charge of the main and auxiliary business. There is only one vice captain in the auxiliary business, who is responsible for the auxiliary business except geological exploration, and the chief engineer of the team is responsible for the comprehensive work of geological exploration. The captain is also the general manager of the main business. Form a lean team of managers. Except for the general manager, deputy general managers and senior management personnel are selected according to the Company Law and relevant regulations, and are not directly appointed below the bureau level. According to the guiding ideology of "managing the main business with all one's strength, managing the auxiliary business with all one's heart", the Bureau has formulated the Guiding Opinions on the Rules of Procedure of Geological Prospecting Units after the Reform of Separation of Main Business and Auxiliary Business, which stipulates that the main business and auxiliary business office meetings are the highest decision-making meetings of the main business and auxiliary business respectively, and respectively stipulates the main tasks and decision-making contents of the two office meetings, making the decision more timely, accurate and scientific.
4. Establish an incentive and restraint mechanism to ensure the preservation and appreciation of state-owned assets. Our bureau has formulated the Measures for Rewarding and Punishing Management Objectives of Geological Prospecting Units in the Tenth Five-Year Plan, signed an annual management objective responsibility letter with the administrative heads of various units every year, established a term objective responsibility system, and formulated the Measures for Rewarding and Punishing Staff of Management Objective Assessment Organs, linking the rewards and punishments of all staff of our bureau with the annual overall management objectives, clarifying responsibilities, strictly assessing, and cashing rewards and punishments. The person in charge of the geological prospecting units and all the staff of the bureau shall implement the risk of mortgage system. At the same time, establish the archives of leading cadres' integrity, and implement the system of making team affairs public and factory affairs public.
5. Strive for various preferential policies to create a good external environment for the enterprise management of geological prospecting units. Guide and support geological prospecting units to obtain and transfer mining rights with compensation according to law, and the transfer proceeds will be used for the development of enterprises themselves. Strive for the provincial government to incorporate basic, public welfare and strategic geological work into the province's national economic and social development plan, and arrange certain geological work funds in the provincial finance; Strive for local governments at all levels to incorporate mineral resources exploration and development, geological environment protection and governance into the local economic development system and increase investment in geological exploration funds; Strive for geological prospecting units to enjoy relevant preferential policies such as structural adjustment, enterprise restructuring and re-employment projects; Strive for employees of geological prospecting units to enter the local social security system as soon as possible. All these efforts have made some progress.
To sum up, the reform goal of Anhui Geological Exploration Bureau is to realize the enterprise management of geological exploration units through the gradual socialization of auxiliary industries and the standardized corporate system reform and transformation of enterprises. In auxiliary industries, social security and social functions basically realize socialized management, logistics service and base management. For the geological prospecting industry, depending on its development, it should become a self-developing resource company, join the provincial geological prospecting institute and become its branch, or become an internal organization after the geological prospecting unit is transformed into an enterprise. By adjusting the industrial structure and changing the operating mechanism, the main business has gradually developed and expanded, and through further restructuring and transformation, a corporate governance structure with clear rights and responsibilities, effective checks and balances and coordinated operation has been established, and a modern enterprise system has been gradually established. At this time, geological prospecting units have initially realized enterprise management. When conditions are ripe, they will set up a standardized corporate enterprise, conduct industrial and commercial registration, and formally go public, and operate according to the modern enterprise system.