China News Service, Beijing, September 14 (Reporter Zhou Rui) Weng Jieming, deputy director of the State-owned Assets Supervision and Administration Commission of the State Council, reported in Beijing on the 14th the special rectification of the "headquarters organization" problem existing in central enterprises.

  He said that in the past year, central SOEs have moved from quickly completing the establishment and reforms to focusing on accelerating the transformation of functions and implementing authorization and decentralization, and then in-depth advancement to the benchmarking of world-class governance and management capabilities. The outside and inside, the step-by-step deployment, and the interlocking factors have effectively solved many outstanding problems that were long-term and difficult to solve, and achieved good results.

  First, the positioning of the headquarters is clearer.

Combining the industry and the actual situation of the company, further clarify the functions of the headquarters, clarify the power and responsibility interface, optimize the management and control model, and further straighten out the management relationship between the headquarters and the subsidiary companies.

Currently, 61 companies are clearly defined as strategic + operational management and 36 companies are strategically controlled.

  The second is to further standardize corporate governance.

All central enterprises have formulated and improved the list of decision-making matters of the party committee (party group) meeting, the board of directors, and the general manager office meeting, further standardizing the discussion process, clarifying the decision boundary, and effectively performing the functions of each governance body.

The third is the continuous optimization of the organizational system.

Benchmarking advanced enterprises in the industry, deepening the reform of the headquarters organization, steadily carrying out adjustments in the establishment of posts, the organization setting is more scientific and reasonable, the staffing is more lean and efficient, the average number of central SOE headquarters departments has dropped from 17 to 14, and the average number of secondary organizations The number of staff has dropped from 59 to 51, and the average staffing has been reduced from 363 to 294. The problems of bloated headquarters, overlapped structures, and excessive personnel have been effectively resolved.

  Fourth, the operating mechanism is smoother.

Through the use of information technology to integrate and share various types of information, actively build an efficient communication and coordination mechanism, further optimize the approval process, shorten the approval time limit, 61 companies have reduced the approval and filing items by more than 20%, and effectively solved the long management chain, long approval cycle, and efficiency Low-level issues.

  Fifth, the vitality of development continues to increase.

By formulating and improving the list of items authorized and decentralized by the headquarters, the degree of authorization and decentralization has been further increased. Some enterprises have delegated more than 50% of the authority, which has effectively promoted the "unbinding" of layers and stimulated the vitality of enterprises at all levels.

  Sixth, the work style was further improved.

Regarding the special rectification of the “headquarters organization” issue as a powerful tool to rectify formalism and bureaucracy, improve the style of writing, standardize investigations and inspections, the average reduction ratio of documents, meetings, and inspection plans issued by central enterprises in 2020 will be 16%, 19%, 18%, to effectively solve the problems of too much literature, more meetings, more inspections, superfluous people, non-acceptance and inaction.

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