The reform of state-owned enterprises went to hit the water. On the 25th, the State-owned Assets Supervision and Administration Commission, the National Development and Reform Commission, and the Ministry of Human Resources and Social Sciences disclosed that the state-owned enterprise reform leading group decided to carry out the “ten reform pilots†for state-owned enterprise reform, and that in 2016 it will implement the “nine key tasksâ€. Thus the long-awaited reforms of all sectors of the society “have made another big moveâ€, and those who questioned the reform of state-owned enterprises “have a big thunder and a small amount of rain†are not broken.
The article is dry goods and the item is "hard." The ten pilot reforms include the implementation of the authority of the board of directors, market-based selection of business managers, implementation of the professional manager system, the reform of the company's salary distribution differentiation, and mixed ownership reforms in some important areas. It can be said that all kinds of "lesions" of state-owned enterprises that have been a concern for the market over the past few years have been concentrated here and there. They have been diagnosed one by one, and they have been opened up "prescriptions" one by one, both horizontally and comprehensively on content, and also on difficulty. The deepening of the situation requires no detours or scorn. It is worthwhile.
Among them, the core point is to persist in the direction of marketization and transform state-owned enterprises into true market players. For example, for some companies, the board of directors has the problem of “visible and unawareâ€, and it needs to strengthen the corporate governance mechanism; for example, it promotes mixed ownership reform pilot projects in monopolies such as electricity, petroleum, telecommunications, and military industries, and introduces diversified investments in non-state-owned capital. From last year’s guidance to this year’s tough work, the “1 N†pattern is prominent. The key lies in the marketization, forming a governance structure and operating mechanism conducive to participating in market competition, so that “the eldest son of the republic†will fight for victory in the commercial sea tide.
It can be predicted that market-oriented reforms are bound to be a tough battle. The real word "real market subject" not only means a change in form but also a profound adjustment of the pattern of interest. To adjust in the direction of "ten thousand kinds of frost days competing for freedom" will inevitably bring about a dramatic increase in risks, as well as an increase in various types of resistance. To select and attract a group of outstanding talents who have genuine skills and fully recognized the market to start business in state-owned enterprises. What about the administrative officials suffering from the diseases of large enterprises? The strength of mergers and reorganizations has not diminished, and the workload has increased. Reflect, but who hat will be willing to move?
Difficulties are valuable. The biggest consensus on reform is that the public ownership system must be adhered to; but how can we persist in the problem now? If we can stand still, can we persist in it? Will the people still be able to buy it? Not to change it again, I am afraid it is too late. After the wind and rain can be seen as rainbows, the reform of state-owned enterprises that sustains the welfare of the entire nation has become a Kaner that can fully intensify reforms. In this regard, on the one hand, the SASAC will actively build a unified information disclosure platform to protect the public’s right to know about reforms and let everyone watch valuable state-owned assets together. “We cannot turn state-owned assets into opportunities for profiteering in the midst of a reform wave. On the other hand, the state-owned assets supervision and control department will make major adjustments and make drastic changes to the existing working organizations. It is not necessary for them to hesitate to reform the doers, and to seize every measure to take root.
"Comprehensively deepening reforms is a systematic project. There are many clues and tasks must be carried out. There must be an imposing manner when it comes up." This is the focus of the first Central Committee's deep-reorganization meeting held in the Year of the Monkey. The reform of state-owned enterprises must also "upward must have a momentum," and the key to this "momentum" is to hit points, eliminate monopolies, and actively adapt to the market economy. Looking forward to the reform of the state-owned enterprises, we can achieve a more stable and far-reaching reform path in the direction of marketization.
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