Benchmarking "world-class", central enterprises speed up
On February 21, the 2 million kilowatt photovoltaic project of Ningxia Electric Power Company of the National Energy Group was in full swing. After completion, it will become a green power source for an important channel of "West-East Power Transmission".
Photo by Xinhua News Agency reporter Wang Peng
During the just-concluded Beijing Winter Olympics, the "Xue Ruyi" National Ski Jumping Center staged a number of thrilling competitions.
This venue, built by the "National Team" of a central enterprise, uses domestic new technology to integrate the speed passion of ice and snow sports and the profound artistic conception of Chinese culture into the venue building, which shocked the world.
In recent years, central SOEs have bravely shouldered heavy responsibilities in major tasks and charged forward at critical moments, not only achieving sustained growth in their own operating efficiency, but also fully demonstrating the responsibility of state-owned central SOEs, and are striving towards the goal of becoming a world-class enterprise Row.
What achievements have central SOEs achieved when benchmarking against world-class enterprises?
What are the gaps?
What is the standard?
——"Three leaders, three leaders, and three models", good operating efficiency is the foundation, and independent innovation ability is indispensable
Workers are erecting rows of blue photovoltaic panels at the construction site of the 2 million kilowatt photovoltaic project of the National Energy Group Ningxia Electric Power Company on the edge of the Mu Us Sandy Land.
The project is currently the largest single-scale centralized smart photovoltaic power station in China, and it is also a green power source for an important channel of "West-to-East Power Transmission". After completion, it will deliver 3.7 billion kWh of green power to East China every year, reducing carbon dioxide emissions by 3.1 million tons. .
In January of this year, the main economic indicators of central enterprises achieved double-digit growth, and each major project was in full swing, achieving a "good start".
Behind the "good start" is the continuous self-improvement of state-owned enterprises based on the standards of world-class enterprises.
In 2018, the State-owned Assets Supervision and Administration Commission of the State Council selected 11 central SOEs including Aerospace Science and Technology with good basic conditions, prominent main business and obvious competitive advantages, and organized the work of creating world-class demonstration enterprises.
In June 2020, the State-owned Assets Supervision and Administration Commission (SASAC) launched a benchmarking and world-class management improvement action (hereinafter referred to as the "Benchmarking and Improvement Action") in central enterprises and local key state-owned enterprises to guide state-owned enterprises to seek quality, efficiency and growth from advanced management. , and promote a number of enterprises to achieve world-class efficiency and efficiency.
For more than 4 years, central SOEs have been benchmarking against world-class enterprises and running forward with all their strength.
To become a world-class enterprise, in what aspects should central enterprises "reach the standard"?
The State-owned Assets Supervision and Administration Commission stated that "three leaders, three leaders, and three models" are the standards for central enterprises to build world-class enterprises, that is, to become a leader in the allocation of international resources and a leader in leading global industry technology development. The company has become a leading company with the right to speak and influence in the development of the global industry; leading in efficiency, efficiency and quality; becoming a model for practicing the concept of green development, a model for fulfilling social responsibilities, and a model for the image of a world-renowned brand .
Among them, good operating efficiency is the foundation, not only the total revenue and growth rate, but also the labor productivity.
Through hard work, Sinopec Zhenhai Refining and Chemical Company will achieve an operating income of 117.8 billion yuan in 2021, a profit of 11.1 billion yuan, and a labor productivity of 5.25 million yuan per person.
In the four years since its establishment, the National Energy Group has seen an increase of 33% in the labor productivity of all employees, and its comprehensive strength ranks among the forefront of similar enterprises in the world.
In 2021, CRRC Group will fully complete the annual "steady growth" target, and the labor production of all employees will increase by 5.1% year-on-year.
The ability of independent innovation is indispensable.
In recent years, the SASAC has asked central enterprises to prioritize innovation.
At present, the R&D investment intensity of central enterprises has reached 2.5%, of which industrial enterprises have reached 2.9%. With the rapid growth of operating income, the R&D investment intensity has remained stable.
Central SOEs continue to increase their investment in strategic emerging industries.
The implementation of a number of digital collaborative innovation platforms such as new energy vehicles, Beidou, e-commerce, and blockchain has been accelerated, and investment in the construction of new information infrastructure such as 5G and gigabit optical networks has continued to increase.
how is the progress?
——Efficiency and efficiency have been significantly improved, the management system has been continuously improved, and the digital and intelligent transformation has been accelerated
What is the significance of building a central enterprise into a world-class enterprise for economic development?
"As the gap between my country and developed countries in terms of industrial structure and technological level is getting smaller and smaller, future economic growth and the improvement of enterprise competitiveness must be more optimized through management optimization, R&D investment, product innovation, and improving the global value chain. status and other means.” Zhou Lisha, research director of the China Institute of Modern State-Owned Enterprises at Tsinghua University, told this reporter that cultivating a group of world-class enterprises is not only an important force to drive the transformation of China’s economic development mode, but also China to get rid of the technological blockade of developed countries It is an important measure to improve the ability of independent innovation and finally realize the goal of a powerful modern socialist country.
Since the implementation of the benchmarking action, how has the progress been?
Efficiency and effectiveness have been significantly improved.
In 2021, the operating income profit rate of central enterprises will be 6.8%, the cost and expense profit rate will be 7.1%, and the labor cost profit rate will be 80.7%, which will increase by 2.3 percentage points, 2.4 percentage points, and 26.8 percentage points respectively compared with the beginning of the benchmarking action. The per capita amount reached 694,000 yuan, an increase of 32.2%, which was more than 5 times the average level of the whole society.
The management system is continuously improved.
A number of central SOEs have promoted innovation in the management model of the whole system, the whole chain and the whole process.
Among them, CRRC has carried out the modernization of the value-oriented management system and management capacity, which greatly enhances the ability and level of enterprise value creation.
Other companies focus on "streamlining": China National Energy Group implemented the "organization of the headquarters" rectification, the headquarters department was streamlined by nearly half, the number of personnel was reduced by 42%, and management matters were devolved by 29%; Sinopec Zhenhai Refining and Chemical Company restructured its business structure, and institutional pressure The reduction rate is more than 36%, and precise supervision is implemented. In 2021, the average processing time for various matters will be shortened from 2 days to 0.31 days.
Digital and intelligent transformation has become the development direction.
China FAW has built a digital sharing platform, with online closed-loop management of the entire process of knowledge uploading, approval, promotion, project approval, and tracking, to realize the capitalization, standardization, sharing, and digitization of cost-reduction results and experience. Currently, there are 1,952 cost-reduction knowledge items online. promotion.
Sinopec Zhenhai Refining and Chemical Company took the lead in building a national refining and chemical intelligent manufacturing demonstration factory. The 5G network fully covered the installation site, realizing "intelligent production and operation, digital equipment management, informatization of enterprise management, and platformization of industrial interconnection".
At the media briefing on state-owned enterprises' benchmarking and improving world-class management held on February 25, Weng Jieming, deputy director of the State-owned Assets Supervision and Administration Commission of the State Council, said that by the end of 2021, the average completion progress of 96 central enterprises' benchmarking and upgrading activities reached 92.01%; The average completion progress of key enterprises reached 81.62%.
Where is the gap?
——There is still a certain gap in technology, management and core competitiveness. We will coordinate and promote various tasks and establish a long-term mechanism
The world's largest new energy distributed camera cluster has been completed and put into operation in Qinghai, and the world's largest dual-purpose steel truss girder cable-stayed bridge has been completed and opened to traffic... Since the beginning of the year, there has been a lot of good news from central enterprises.
Today's Chinese state-owned enterprises are constantly setting new world records in manufacturing, construction and operation.
Among the Fortune Global 500 in 2021, 49 central enterprises are supervised by the State-owned Assets Supervision and Administration Commission of the State Council, and the total number of state-owned enterprises on the list is 95.
However, compared with the world-class enterprises, the central enterprises still have a certain gap.
"In recent years, central SOEs have strengthened their shortcomings, strengthened innovation, focused on their main businesses, and continuously improved their positions in the industry and even in the global value chain, but the overall R&D and innovation resources have not been sufficiently gathered and utilized, and some key core technologies are still controlled by others. There are also gaps in management and core competitiveness." Liu Xiangdong, deputy director of the Economic Research Department of the China Center for International Economic Exchanges, told this reporter.
How to make up for shortcomings, strengthen weaknesses, continue the "good start", and truly build a world-class enterprise?
"This year is the critical year and the final year of the three-year reform of state-owned enterprises. The benchmarking of world-class management improvement actions has also entered a critical stage of deepening evaluation and achieving results." Weng Jieming said that the next step will be goal-oriented and problem-oriented. , continue to deepen the modernization of state-owned enterprise management systems and management capabilities, and provide strong support for building a world-class enterprise.
Coordinate progress.
The central enterprises' benchmarking and upgrading actions are organically linked with the work of stabilizing growth, preventing risks, promoting reform, improving quality and efficiency, losing weight and keeping fit, and comprehensive management.
Weng Jieming said that this year, the SASAC will coordinate and carry out the year of strengthening compliance management, the special promotion action for investment management, the special action for improving the digitalization and intelligence of state-owned assets supervision, the theme action for improving the quality of listed companies controlled by central enterprises, and the construction of the "three-in-one" internal control system. .
Think long term.
According to reports, the State-owned Assets Supervision and Administration Commission will establish and improve a long-term mechanism for management improvement, guide enterprises to improve benchmarking data, optimize management indicators, form a closed management loop, and consolidate management improvement results with a systematic and complete system to ensure that "the end is not closed."
World-class enterprises must also establish a good corporate image at home and abroad, which requires telling the "state-owned enterprise story" in the future development.
The State-owned Assets Supervision and Administration Commission requires central enterprises to strengthen summary and research, comprehensively sort out and dig deep into the successful management practices of state-owned enterprises, and actively use a variety of methods to share successful practical experience, fully demonstrating the new era of state-owned enterprises. Tell the story of state-owned enterprises well to the society and contribute to the management wisdom of state-owned enterprises.
Xu Peiyu