Municipal State-owned Assets Supervision and Administration Commission Party Committee Leading Group Analysis and Inspection Report
Since the in-depth study and practice of the scientific development concept, the party committee of the Municipal State-owned Assets Supervision and Administration Commission, under the guidance of the Municipal Party Committee Study and Practice Office and the Tenth Guidance Inspection Team, took the lead in in-depth study and took the lead in accordance with the requirements of the Municipal State-owned Assets Supervision and Administration Commission In-depth corporate research, take the lead in discussion, take the lead in soliciting public opinions, find and focus on the problems of the team and individuals to implement the scientific development concept. On this basis, from the beginning of the analysis and inspection stage, we have established the party secretary and director Guo. Comrade Limin organized the inspection report writing team for the leadership team of the team leader, organized a special writing team, and made a serious summary of the implementation of the scientific development concept by the Municipal State-owned Assets Supervision and Administration Commission in recent years. It analyzed and checked the existing problems and implemented the next step. The work of scientific development has been thoroughly studied, and the ideological understanding has been further unified.
I. Implementing the initial achievements and consensus of the scientific development concept. Implementing the preliminary results of the scientific development concept. In the past four years, under the correct leadership of the municipal party committee and municipal government, the party committee of the Municipal State-owned Assets Supervision and Administration Commission has always adhered to Deng Xiaoping Theory and the important thinking of “xxxx”. We will thoroughly implement the scientific development concept, unite and lead the masses of state-owned enterprises and enterprises on the front line, and actively participate in the great practice of the reform and development of the state-owned economy. Always adhere to the mission, emancipate the mind, seek truth and be pragmatic, fully carry forward the spirit of the SAR, dare to dare to try and explore, improve the state-owned assets supervision system, promote the strategic adjustment of the state-owned economy and the strategic reorganization of state-owned enterprises, and strengthen the national capital supervision system. Strengthen the management of enterprise leaders, deepen the reform of the three systems, improve the corporate governance structure, strengthen strategic management, implement comprehensive budget management and capital operation, reform the state-owned assets management system of administrative institutions, timely adjust internal institutions and perform duties. Bold exploration has been carried out, and many aspects have been at the forefront of the country. This has not only promoted the sound and rapid development of the state-owned economy of the city, but also produced a good demonstration role throughout the country.
By the end of November XX, the Municipal State-owned Assets Supervision and Administration Commission had directly managed 24 enterprises, and the total assets of state-owned enterprises in the table market were 226.34 billion yuan, the state-owned net assets were 80.56 billion yuan, and the total profit was 9.88 billion yuan. Yuan or so. Under the current background of the giant economy, the state-owned enterprises in the city are inevitably subject to extreme instability in the domestic and international giants' economic operations. The US subprime mortgage crisis has evolved into a global financial turmoil, frequent domestic natural disasters, and huge declines in the capital market. The impact of unfavorable factors such as rising costs, but they can better control risks, and the state-owned economy has basically maintained a steady state. Excluding the impact of factors such as the capital market, the real estate market, and the increase in the price of coal, electricity and oil transportation, the overall profitability of the state-owned enterprises in the city is still strong, which fully reflects the excellent comprehensive quality of the state-owned enterprises.
After years of reform and development, especially in recent years, under the strong leadership of the municipal party committee and municipal government, and the joint efforts of the Municipal State-owned Assets Supervision and Administration Commission and the municipal state-owned enterprises, the city's state-owned assets and state-owned enterprise system has the following distinct characteristics:
1. After years of restructuring, capital operation, the current state-owned enterprise assets are distributed reasonably, and gradually concentrate on important areas related to the national economy and people's livelihood, and play an important role.
In recent years, we have strengthened capital operations and vigorously promoted the adjustment and restructuring of state-owned enterprises in the city. The vitality, control and influence of the state-owned economy have been continuously enhanced. State-owned capital has gradually concentrated on infrastructure, public utilities, and important areas related to the national economy and people's livelihood in accordance with the principle of “having advancement and retreat, and doing something different”. The state-owned net assets distributed in these fields have risen from the end of XX by 16.9 billion yuan. To the current 48.5 billion yuan, the proportion increased from 43.34% to 61.97%. The municipal state-owned enterprises have undertaken more than 90% of the water supply business and 99% of the sewage treatment business in the SAR, 100% of the city's pipeline gas, 50% of the bus in the SAR and 60% of the city's long-distance passenger transport business, plus ports and airports. With the rapid development of infrastructure, the municipal state-owned economy has created a good environment for the city's comprehensive social and economic development, and played an irreplaceable role in fulfilling social responsibilities, improving urban functions, and improving residents' lives.
2. The asset quality of state-owned enterprises has gradually improved, and the vitality and competitiveness of enterprises have been significantly improved. State-owned enterprises have made new progress in becoming stronger and bigger.
Compared with the end of XX before the establishment of the Municipal State-owned Assets Supervision and Administration Commission, on the basis of large-scale restructuring and exit, the assets and profits of state-owned enterprises in the city have maintained a substantial increase. By the end of XX, total assets increased by 39%, state-owned net assets increased by 76%, and total profit increased by 287%. Considering the influence of factors such as the reorganization and exit from XX to XX, compared with the end of XX before the establishment of the Municipal State-owned Assets Supervision and Administration Commission, the total assets of the municipal state-owned enterprises increased by 77%, the state-owned net assets increased by 76.2%, and the total profit increased by 286.9%. At the same time, per capita income increased by nearly 170,000 yuan, per capita profit increased by 3.7 times, per capita income and per capita profit reached a record high. Compared with the four municipalities directly under the central government of Beijing, Tianjin and Shanghai, Shenzhen has the advantage of “three highs and one low” for state-owned enterprises, and the three indicators of total asset profit rate, sales profit rate and cost and profit rate are the highest. At the end of the month, they were 4.15%, 20.07% and 22.94% respectively, and the asset-liability ratio was the lowest, which fully reflected the strong profitability and risk resistance of the state-owned enterprises. Compared with the supervision of the provincial-level SASAC, our total assets are small, but the total net assets have entered the top ten in the country, while the total profit is second only to Shanghai and Shandong.
The municipal state-owned enterprises also have strong vitality and competitiveness, and the effect of accelerating the development of the municipal state-owned economy has also begun to appear. At present, there are 6 state-owned enterprises with assets exceeding 10 billion. The comprehensive strength of a group of municipal state-owned enterprises such as water, energy, airport, Yantian port, gas, bus, agricultural products and innovation investment ranks among the top in the same industry in the country. Yantian Port has become the first single operation port area with a container throughput of over 10 million TEUs. Shenzhen Port, which is built and operated by state-owned enterprises such as Yantian Port Group and Dachan Bay Company, has already become the fourth largest container port in the world, Shenzhen. The airport's cargo and mail throughput and passenger throughput are ranked 4th in the same industry in the country. The state-owned enterprises in the city have established their leading position in the strategy of strengthening the city in Shenzhen. The water supply of the Water Group has leapt to the first place in the domestic industry. The revenues of the Gas Group and the Bus Group are also ranked 2nd and 5th respectively in the same industry in the country. Energy Group has become the largest regional power listed company in China. As the key leading enterprise of national agricultural industrialization, agricultural products shares are the only listed companies in China that focus on agricultural products wholesale business. The agricultural market standards created by them have been widely promoted and applied in the domestic industry. Innovative investment companies have become the largest and most influential venture capital firms in China. Guosen Securities has grown into one of only two aA-level securities companies in the country. The achievement of these achievements is the result of years of joint efforts of all state-owned enterprises and state-owned enterprises to seriously implement the scientific development concept.
3. Through the effective adjustment and management of the leadership team of state-owned enterprises in recent years, the state-owned enterprise system of the city has formed a good atmosphere of being honest and motivated.
The leadership team of the enterprise is the core of the leadership of the company's operation and management. Grasping the construction of the leadership team of the state-owned enterprises is the key to our work in the state-owned state-owned enterprises.
After the establishment of the Municipal State-owned Assets Supervision and Administration Commission, it comprehensively understood and analyzed the status of the leaders of the state-owned enterprises in the city, formulated and improved the Interim Provisions on the Selection and Appointment of Leaders of Municipal State-owned Enterprises Managed by the Municipal State-owned Assets Supervision and Administration Commission, and established the management of state-owned assets adapted to the city. Institutional corporate leadership selection and management system structure. In accordance with the requirements of the Interim Provisions, the Party Committee of the Municipal State-owned Assets Supervision and Administration Commission has made drastic adjustments to the leadership of the directly-administrated enterprise. Over the past four years, the company has inspected 72 enterprises and 320 corporate leaders. The number of interviews reached 2,333, the new 56, and 77 were dismissed. We also have 67 masters and totals in the direct management enterprise. Help positions to be standardized and cleaned up. By the end of October XX, the total number of leaders of 24 households directly managed was 144, a decrease of 61 from the beginning of the establishment of the State-owned Assets Supervision and Administration Commission. The average age of leaders fell from 51 to 46.
After several years of hard work, the management of the leaders of the state-owned enterprises in the city has achieved remarkable results: First, the appointment mechanism for the leaders can be established, and the leaders who have been removed from the post will be remunerated according to the newly hired positions of the enterprise. Re-enjoy the original ranks of treatment, this institutional initiative has changed the traditional ills of the lifelong system of corporate leaders, and has had a positive impact in the city's state-owned enterprise system and even the provinces and cities across the country. Second, in the company's re-election and mid-term inspections, the company's leadership team was “slimmed down” on a large scale. By streamlining the number of corporate leadership positions, the company's management costs are reduced and the decision-making efficiency of the company is improved. The third is to clean up the leadership style and actively create a "four good team." We cooperated with the Organization Department of the Municipal Party Committee and resolutely exchanged and degraded the main leaders of the leadership team that seriously affected the work. At the same time, actively carry out the "four good team" activities with good political quality, good business performance, good unity and cooperation, and good image style. The fourth is to improve the overall quality of the company's leaders, and select a group of outstanding young cadres who understand management, management, and high quality to enter the corporate leadership team. The fifth is to gradually realize the rational flow and optimal allocation of human resources within the system through the exchange of business leaders. Sixth, the employment system of enterprise leaders has been effectively implemented. The business management team has accepted the market-oriented management concept of the appointment system. Through contractual management, the risk awareness and responsibility awareness of the company's leaders have been enhanced.
Practice has proved that after the adjustment of our standards in recent years, the situation of the leaders of the state-owned enterprises in the city can be completely changed, the situation of being able to be high or not can be completely changed, the spiritual outlook of the leaders of the company has undergone a fundamental change, the cohesiveness of the enterprise team, The combat effectiveness and work efficiency have been effectively upgraded and strengthened, effectively eliminating all kinds of bad habits such as running officials, having passed, and the internal consumption of the team. In the whole system, a good atmosphere of honesty and entrepreneurship has been formed.
The implementation of the consensus on the formation of the scientific outlook on development The practice of reform and development of state-owned enterprises and state-owned enterprises in the past four years, especially the in-depth development of this study and practice activities, has enabled us to further deepen our understanding and understanding of the science of scientific development, and has formed a high consensus in many aspects:
1. To implement the scientific concept of development, we must truly recognize the significance of the scientific development concept for our various undertakings. The scientific outlook on development is both a worldview and a methodology. On the one hand, the scientific outlook on development is a powerful ideological weapon that pushes the great cause of socialism with Chinese characteristics forward at a new historical starting point. It is not only a fundamental guide for promoting scientific development and promoting social harmony, but also in a profoundly changing international environment. The urgent need to promote China's economic and social development is an urgent need to implement the new requirements for achieving the goal of building a well-off society in an all-round way. It is an urgent need to comprehensively promote the new great project of party building in the spirit of reform and innovation. On the other hand, the scientific outlook on development is a methodology that guides the coordinated development of material, political, spiritual, social, and ecological civilizations. Mastering this “golden key” will promote various businesses, including state-owned enterprises. Development has produced a qualitative leap.
2. To implement the scientific concept of development, we must firmly grasp the first essential point of development and focus all work on promoting the sound and rapid development of state-owned enterprises. We must persist in promoting the sound and rapid development of municipal state-owned enterprises as the main line, condensing all the forces to accelerate development, concentrating all resources to accelerate development, and putting all the work to the point of accelerating development. Unswervingly develop and strengthen the city's state-owned economy.
3. To implement the scientific development concept, we must firmly grasp the core of people-oriented and fully mobilize the enthusiasm and creativity of state-owned enterprise workers and state-owned work teams. Through the reform of the system and mechanism, the enthusiasm and creativity of the cadres and workers will be stimulated, and the strength and wisdom of the workers and staff will be condensed into the reform and development of the enterprise, and the state-owned enterprises will be fully motivated by the employees. Adhere to the development of the people, properly coordinate the interests of all parties, promote the harmonious integration of the development of state-owned enterprises and the interests of employees, and promote the broad masses of workers and staff to accelerate the all-round development of people in the reform and development of state-owned enterprises, and achieve personal success in the reform and development of state-owned enterprises and state-owned enterprises. Career, sharing the fruits of reform and development.
4. To implement the scientific development concept, we must firmly grasp the basic requirements of comprehensive, coordinated and sustainable, and promote the state-owned enterprises in the city to accelerate the transformation of development methods and improve the level of development. Further promote the optimization and upgrading of industrial structure, improve industrial competitiveness; accelerate the transformation of enterprises to establish a modern enterprise system, improve internal management level, enhance corporate profitability; strengthen independent innovation and energy conservation and emission reduction capacity, and promote the practical transformation of enterprise development mode To the track of a benign development that relies on the advancement of science and technology and the improvement of the quality of workers, we will continue to enhance our capacity for sustainable development.
5. To implement the scientific concept of development, we must firmly grasp the fundamental method of overall planning and take all measures to advance new progress. The key to coordinating and taking into account all kinds of work and forming a joint effort is to properly handle several relationships. Correctly handle the relationship between supervision and service, accurately grasp the position of investors, fulfill the duties of investors in accordance with the law, improve the level of scientific performance, strengthen service awareness, and provide services in supervision, and effectively help enterprises solve practical difficulties. Correctly handle the relationship between reform, development, and stability, further deepen reform, innovate institutional mechanisms, and promote development through reform; actively do well in the work of the people under the new situation, maintain corporate and social stability, and stabilize development. Correctly handle the relationship between speed, quality and efficiency, adhere to good word priority, and strive for fast, guide enterprises to pursue quality, efficiency and speed, and coordinate with resources and environment. Correctly handle the relationship between party building and business management, adhere to the party's leadership, actively explore ways and means of organic integration of party building and management, and focus on transforming the political advantages of state-owned enterprises into competitive advantages.
II. Analysis of the main problems and reasons for the implementation of the scientific development concept According to the requirements of the “three comparisons and three search” of the study and practice activities, the party committee of the Municipal State-owned Assets Supervision and Administration Commission actively sought the members of the various departments and municipal state-owned enterprises through various forms. And suggestions from the party members, the party representatives at all levels, and the various sessions of the society. On the basis of combing and analyzing the opinions and suggestions, in light of the party's xx spirit and the essential requirements of the scientific development concept, we have carefully searched for outstanding problems in implementing the scientific development concept. There are four main aspects:
The understanding of the scientific connotation and spiritual essence of the scientific development concept is not deep enough, and the grasp is not comprehensive enough to understand the scientific development concept from the height of the latest achievements of Marxism in China and from the height of the important part of the theoretical system of socialism with Chinese characteristics. The great practical significance and far-reaching historical significance are not profound enough; the scientific outlook on development is a concentrated expression of Marxist world outlook and methodology on development, and it is not comprehensive enough and not accurate enough; understanding of the essential requirements of the scientific development concept, some aspects of understanding It is still superficial, and there is not enough understanding of innovation; the consciousness of using scientific theory to transform the subjective world and the objective world is not strong enough, and the scientific development concept is not closely integrated with the actual practice of thought and work; it restricts the development of state-owned economic science in the city. Some major issues have not been thoroughly studied. Some problems are realized but not caught enough. Some problems have been caught but not enough.
The key to understanding and mastering the laws of the market and the law of enterprise development remains to strengthen the implementation of the scientific concept of development is to respect the law, understand the law and master the law. For enterprises, to achieve scientific development, we must first follow the laws of the market and the law of enterprise development. Since the recent stage, the financial turmoil on Wall Street has swept the world and has shown an increasingly strong trend. The famous five major US investment banks have either collapsed or went bankrupt or were taken over. The reason is that there are factors such as the imperfect and imperfect financial system and financial supervision in the United States, but the important reason is that the internal governance of these companies has gone wrong. This provides us with a living teaching material that understands the laws of the market and the laws governing the development of enterprises. As far as our state-owned enterprises are concerned, we still have many shortcomings in our ability to understand the laws of the market and the laws governing the development of enterprises. For example, when formulating corporate budgets at the beginning of the year, we warned that real estate companies should fully recognize market changes, do their best, reduce investment, control risks, and increase sales. However, some companies are still blindly optimistic and even have the urge to increase investment. Vanke, however, braved the pressure of peers in Guangzhou and Shanghai, took the lead in cutting prices, increased capital recovery, reduced corporate risks, and also won the first opportunity in the harsh market environment. In contrast, we have to admit that some of our city-owned state-owned enterprises are aware of the gap in market rules. At the beginning of this year, we proposed to implement the "targeting" management, and to build a superior enterprise, it is necessary to carry out "targeting" with these first-class enterprises.
The awareness of promoting institutional innovation and independent innovation is not strong enough. There is still a gap in capacity to implement the scientific development concept, and to promote the scientific development of the state-owned economy. It is necessary to have a scientific system to ensure production. Reviewing the 28-year history of the development of state-owned enterprises in Shenzhen is not only a history of emancipating the mind, but also a history of reform and innovation. As far as the current situation is concerned, the reform and development of state-owned assets and state-owned enterprises in our city has certain institutional and institutional advantages compared with other provinces and cities, but it is also “half a step away”. If we do not fasten and continue to raise the banner of reform and innovation, then our “ "Fighting soldiers" will become "model soldiers", we will be defeated in the "tortoise and rabbit race". Objectively speaking, the task of reforming our state-owned state-owned enterprises is far from complete. Compared with the requirements of implementing the scientific development concept, the current state-owned assets and state-owned enterprise system is compared with the needs of the world’s advanced cities and Shenzhen’s new round of development. There are still many gaps. At present, the SASAC we are advancing to learn from Singapore's Temasek Company to speed up the improvement of the state-owned assets investor system. The municipal state-owned enterprises promote the construction of the board of directors and improve corporate governance. The goal is to build an institutional mechanism to ensure the city's state-owned economic and scientific development. We must continue to carry forward the daring of emancipating our minds at the beginning of the establishment of the SAR, break the inertia of thinking, step out of the mindset, and continue to promote the system of state-owned enterprises and state-owned enterprises in the city through the spirit of courage and determination, scientific methods, and innovative means. Improve and consolidate the city's foundation for the development of state-owned economic science.
At present, Shenzhen is deeply engaged in the study and practice of the Scientific Outlook on Development. A key initiative and specific focus is to vigorously promote the construction of a national innovative city, accelerate the construction of a modern industrial system, and promote the full transformation of economic and social development into the scientific development track. Under the more severe economic situation this year, the same as most other types of enterprises in the city, the benefits of state-owned enterprises in the city also showed a downward trend. However, the city's technology and brand advantages, high value-added products, and high-end enterprises in the industrial value chain are less affected. For example, Shenzhen Huawei's sales growth in the first half of the year was 64%, and BYD's growth was 39%. This also highlights the gap we have in industrial development and independent innovation. Secretary Yu Pu also requested in the investigation of our committee, "Shenzhen should do more thinking in the field of state-owned enterprise development. Whether our state-owned enterprises can enter advanced manufacturing and high-tech industries, and large enterprises should do more Research.” The municipal party committee and municipal government just convened the city’s independent innovation conference and issued the “Several Opinions on Accelerating the Construction of a National Innovative City”, demanding innovative development concepts, innovative institutional mechanisms, innovative technology paths, and innovative industry development. The state-owned enterprise-owned enterprise system should be thoroughly implemented, how to promote the state-owned enterprises in the city to find a position in the process of urban industrial upgrading, give full play to the role of demonstration, and how to accelerate the establishment of an institutional mechanism that is conducive to promoting the independent innovation of municipal state-owned enterprises. The promotion of the system-wide independent innovation work is an urgent problem that needs to be solved.
Facing the new situation and new tasks of the development of the state-owned economy, the level of self-construction of the team needs to be further improved. The construction of the team needs to vigorously improve the establishment of the city's State-owned Assets Supervision and Administration Commission. The members of the team are united and cooperated, and they want to make a move to the city. Government leaders have repeatedly given high praise. However, compared with the requirements of scientific development, the team needs to further improve the understanding of the scientific development concept and its own construction level.
On the other hand, because the Municipal State-owned Assets Supervision and Administration Commission is composed of the staff of the former Municipal Reform Office and the State-owned Assets Administration, some of the staff lack knowledge of corporate work experience, corporate governance, capital operation, etc., and cannot adapt well to fulfillment. The requirements of the investor's duties. At the same time, in the process of deepening reform and accelerating development, the municipal state-owned enterprises generally face the shortage of professional directors, managerial talents and high-quality staff. The task of team building is very arduous, and the development of the state-owned economy accelerates the quality of talents. There is still a lot of distance in the overall requirements.
There are objective reasons for these problems, but more important are subjective reasons. Specifically, it is mainly:
First, the sense of crisis and urgency of scientific development is not strong. To some extent, to satisfy the status quo, to satisfy the current advantages of the system and mechanism, to think that “has done a very good job”, “has been very advanced”; satisfied with the current relatively good development momentum, blindly optimistic; satisfied with the municipal state-owned enterprises The resource advantages, industrial advantages and location advantages are satisfied with the current profitability of the municipal state-owned enterprises.
Second, the depth and breadth of ideological emancipation is not enough. The "total valve" for emancipating the mind has not been fully opened, and the development standards are not high enough. The awareness of finding positions and coordinates in the world and the whole country is still not strong, and the strength of competing with international and domestic advanced management teams is still insufficient. The idea of advancing work is not wide enough, and the methods are not enough. The atmosphere of reform and innovation is not strong enough. Sometimes there are empiricism, step-by-step, old-fashioned inertia, lack of courage to dare to try and dare to be first. The research on new experiences, new ideas and new achievements in scientific development at home and abroad is not enough, and the systematic, predictive and creative work of each work needs to be further improved. The implementation of the promotion is not big enough. Sometimes there is a tendency to seek stability and fear and fear, and to resolve the deep-seated contradictions of economic and social development. The determination to "harden the bones" is not big enough, the measures are not hard enough, and the progress is not fast enough.
Third, the ability to organize and lead scientific development is not strong enough. In thinking, thinking is not deep enough, rational thinking on major real issues from a strategic and global perspective, focusing on the long-term, using developmental perspectives to understand and researching immediate problems is not enough; in decision-making power, on the laws and economic development of the world's science The research and grasp of the general trend of social development still owe "heat waiting", and the ability to guide scientific development practice with scientific planning needs to be improved; in terms of creativity, the ability to use theory to guide practice and combine practical and creative implementation of the party's line, principles, and policies is not strong enough; In terms of execution power, after the goal of the big ideas is determined, it is not efficient to turn the ideas into deployment and deployment into actions. In particular, when encountering problems, there is a lack of openness in the mountains and waters, and the use of knowledge and knowledge. The ability to effectively solve outstanding contradictions and emergencies needs to be further improved.
Third, conscientiously implement the scientific development concept, clarify the main direction of work, put forward work requirements, take "six forces" as the main measures, change the development model of enterprises, vigorously improve the supervision level of state-owned enterprises and state-owned enterprises, and strive to take a new state-owned economy Since the beginning of this year, the world economic and financial situation has become more complex and volatile, and the uncertainties and uncertainties have increased significantly. The financial crisis triggered by the US credit crisis has intensified, rapidly developing from local to global, and from developed countries to emerging market countries and developing countries. The spread from the financial sector to the real economy has created an international financial crisis with a rare history, strong impact and wide spread. The current financial crisis has not yet bottomed out, and the impact on the real economy is deepening, and its serious consequences will be further revealed.
The impact of this financial crisis on the Chinese economy has become increasingly serious. Shenzhen, as a city dominated by an export-oriented economy, will inevitably be hit hard. In the turbulent process of the economic situation, enterprises are the first to perceive and be deeply affected. As an important part of Shenzhen's economy, state-owned enterprises in the city are closely related to the development of the entire society in Shenzhen. In the financial crisis, the city's financial securities, port logistics, real estate development, foreign trade exports, tax exemption and other enterprises have been affected to varying degrees, and new problems that have not been fully estimated and predicted in advance have emerged in the development. As the “contributors”, “shareholders” and management institutions of the municipal state-owned enterprises, the Municipal State-owned Assets Supervision and Administration Commission, in conjunction with the study of the scientific development concept, the members of the leadership team went deep into the enterprise to carry out research and study, and to understand in detail the state-owned state-owned enterprises under the current new economic situation. The new development of enterprise development, and the serious analysis of the problems currently faced, the use of scientific development methods and means, strive to seek opportunities in crisis, turn crisis into opportunity, grasp positive and favorable factors, and ensure the sustainable development of the state-owned economy .
Faced with such a severe economic situation, combined with learning and practice activities, we are clearing the direction and implementing measures. In the future work, we must highlight the "six strengths":
Adhere to sound management, focus on improving the level of risk management, ensure the sustainable development of municipal state-owned enterprises to cope with the current complex and huge economic situation, and guide municipal state-owned enterprises to do difficult assessments and prevent risks. First, vigorously promote the construction of a comprehensive risk management system, improve the ability of the SASAC to prevent risks, and guide enterprises to develop a comprehensive risk management system. With the establishment and improvement of the internal control system of the enterprise as the core, the risk management is integrated into the enterprise management and business processes to improve the system's ability to cope with risks. The second is to highlight financial risks. Strictly control non-main investment, strictly control investment speed and investment scale, strictly control enterprise cost and expenses, and at the same time strengthen overall budget management, increase supervision of corporate financial dynamics and supervision of major financial matters, and urge enterprises to improve internal control and improve financial affairs. Risk early warning system and strengthen cash flow budget to strictly control corporate financial risks. The third is to focus on guiding real estate and other industries to strengthen risk management. Further adjust the pace of development, increase the sales of real estate, speed up the return of funds, and prevent the capital chain from breaking.
Grasping the development opportunities, focusing on improving the level of industrial development and capital operation, and accelerating the risk of the state-owned enterprises in the city to strengthen and expand the pace, the stability should also be positive. The first is to comprehensively strengthen the management of "targeting". On the basis of determining the benchmark enterprises, clear the subject, steps and measures of the target, improve the assessment mechanism, and align with the flagship enterprises of the industry to create advantageous enterprises. The second is to fully promote the construction of major projects. We will seize the opportunity of the state to expand domestic demand and promote economic growth, accelerate the construction of major infrastructure projects, and steadily go global, and play a leading role in state-owned enterprises at the critical stage of economic and social development. The third is to increase capital operation. The study proposes a comprehensive strategic reorganization and structural adjustment of work ideas, and changes the passive response to take the initiative to make the industrial development and capital operation complement each other and promote each other. Increase the intensity of integration and restructuring, and continue to promote the concentration of advantageous resources to advantageous enterprises and listed companies. Pay close attention to and keep abreast of the latest developments in the capital market, and strive to raise the funds needed for development. Strengthen the budget management of state-owned assets income and explore the establishment of a closed “capital operation special fund”. Adhere to the principle of prudence and appropriateness, and increase some strategic assets with high intrinsic value and undervalued market prices.
Transforming the development mode, focusing on improving the level of independent innovation, and vigorously enhancing the core competitiveness of municipal state-owned enterprises, firmly grasping the opportunity of Shenzhen's new round of independent innovation, promoting the industrial upgrading and transformation of municipal state-owned enterprises, and improving core competitiveness. The first is to find the entry point for independent innovation. Taking Shenzhen as an opportunity to accelerate the construction of a national innovative city, combined with the industry characteristics of municipal state-owned enterprises, focusing on technological innovation and brand innovation, while promoting innovation in management innovation, business models and institutional mechanisms, and enhancing corporate innovation capabilities. The second is to vigorously promote industrial development and innovation. Supervise and urge enterprises to implement the scientific development concept in depth, break through various constraints, and innovate development models. Accelerate the promotion of existing manufacturing state-owned enterprises to improve product quality and quality, and strive to play the role of state-owned enterprises in building public innovation platforms, innovative investment and financing systems, and striving for new development advantages. Study the strategic layout of optimizing the state-owned economy, and give full play to the leading role of advantageous enterprises in promoting the adjustment and upgrading of leading industries in cities. The third is to improve the long-term mechanism for independent innovation. Efforts should be made to study the problems of insufficient innovation motivation and insufficient incentives, and put forward opinions on promoting independent innovation of state-owned enterprises in the city, and use the levers of state-owned assets income and performance assessment to scientifically guide and encourage municipal state-owned enterprises to strengthen independent innovation.
Breaking through key difficulties, focusing on improving corporate governance, and constantly improving the system and mechanism that is conducive to the reform and development of municipal state-owned enterprises. Improving corporate governance is a long-term, systematic project that requires breakthroughs and systematic advancement. The first is to improve the company's basic system. Guide the pilot enterprises based on the approved company charter and various rules of procedure, accelerate the combing and revision of the internal management system, and carry out the process re-creation of decision-making and implementation, and further refine the boundaries of powers and responsibilities, performance methods and accountability. The second is to improve the supporting system for promoting the construction of the board of directors. Formulate measures for management of external directors and measures for evaluation of the board of directors and directors, and establish an annual work report system for the board of directors, the board of supervisors, the party committee, and an evaluation system for outstanding directors. Third, continue to build the talent pool of external directors, select and strengthen external directors for pilot enterprises, and further improve assessment and dynamic management. The fourth is to improve the management and control mechanism of the group company. The construction of the board of directors should be organically linked with the overall management and control structure and management and control mechanism of the Group to promote the governance of subordinate companies and achieve seamless integration of decision-making permissions. The fifth is to increase the intensity of continuous tracking. Standardize the continuous tracking process, clarify the continuous tracking of personnel permission, establish a director's performance file, and promptly rectify the problems found in the tracking. Expand the scope of continuous tracking, in addition to attending board meetings, selectively attend the meeting of the party committee, the board of supervisors and the general manager of the pilot enterprises to promote the standard operation of the organizations. Pay attention to the typical issues and governance cases in the pilot of the board of directors, and summarize the pilot experience and lessons in a timely manner. The sixth is to strengthen communication with the board of directors and directors. Accelerate the formulation of directors' performance guidelines so that directors can perform their duties in accordance with the investors' intentions. Build a platform and pipeline for the two-way communication between the SASAC and the board of directors and directors to enhance the effectiveness of communication. Seventh is to effectively promote the improvement of the governance structure of listed companies and non-listed diversified companies. Focus on research and solve the problems in the selection and hiring of independent directors.
Strengthening the supervision of state-owned assets, focusing on improving the performance of investors, and striving to create a favorable environment conducive to the reform and development of state-owned enterprises. At present, the reform and development of state-owned enterprises in Shenzhen is at a critical stage, and it is of vital importance to create a good environment conducive to the development of state-owned SOEs. . First, further explore and improve Shenzhen's state-owned asset management system. Strive for the support of the State-owned Assets Supervision and Administration Commission of the State Council and the Municipal Party Committee and Municipal Government, and take into account the requirements of Shenzhen to build a socialist model city, and fully draw on the advanced practices of Singapore, Hong Kong and other countries and regions in the management of state-owned assets of enterprises, and continue to play the role of the special pilot zone of the special economic zone. Explore the adoption of SAR legislation to further improve the state-owned asset management system. In-depth study of the convergence of the existing state-owned income management system and the state-owned assets law in Shenzhen, and strive to consolidate the current state-owned assets income management measures formed by the city through long-term reform and exploration. The second is to greatly improve the scientific nature of the performance of the funders. Standardize the communication system with enterprises, strengthen the continuous research on enterprises and their industries, and ensure that the SASAC can effectively play its role as a shareholder. Study and revise some of the state-owned assets supervision system, and standardize the power and responsibility relationship between the State-owned Assets Supervision and Administration Commission and enterprises. Further establish a sense of achieving the investor's intention through the company's charter, and explore the implementation of individualized supervision of the enterprise. The third is to strengthen basic supervision. Strengthen strategic planning, and use the leadership team assessment, budget, performance assessment and other means to promote the implementation of corporate planning. Explore the introduction of eva assessment and improve the performance appraisal system. Improve the effective mechanism for the supervisory role of the expatriate supervisors and the external financial controllers and the supervisory committee of the enterprise, strengthen the internal audit work, and improve the accountability system for the loss of state-owned assets of enterprises.
堅持與時俱進，著力提升國資國企黨建與組織工作水平，確保學習實踐科學發展觀活動真正取得實效結合深入學習實踐科學發展觀活動，進一步提升國資國企黨建與組織工作水平。一是創新黨建工作。進一步發揮企業黨組織在黨的思想建設、組織建設、作風建設、制度建設和反腐倡廉建設中的作用，不斷探索適應現代企業制度要求的黨組織發揮政治核心作用的方法和途徑。二是創新企業領導人員管理。進一步提升對“管好人”工作重要性的認識，引入更加科學的測評辦法和手段，制訂更加個性化、動態化的企業領導人員職位設定辦法和企業經營班子成員的提名考核與任免辦法， 強化企業領導人員的動態管理。以企業董事培訓為龍頭，全面提升董事履職水平和直管企業人力資源管理水平。繼續做好企業領導人員人才庫建設， 加強對企業人才規劃建設的指導， 進一步探索符合實際的企業領導人員市場化選聘的途徑和方式， 不斷提升選人用人能力， 建立科學規範的人才管理機制。 三是加強企業文化建設。突出強化企業管理者和企業員工對股東忠誠負責、為股東創造價值的宗旨意識，促進企業不斷增強活力和凝聚力。四是推動國有企業履行社會責任。 在注重經濟效益的同時，強化國有企業的社會功能，塑造國資國企良好的社會形象。 繼續推進企業向社會公開財務報告。五是大力提高國資委幹部自覺實踐科學發展觀的能力與水平。深刻認識和把握市場規律、經濟運行規律、企業發展規律和國資監管規律，提高搞好國有企業和做好國資監管工作的本領。進一步完善雙向掛職鍛鍊制度，提高國資委幹部服務企業管理的能力。繼續辦好國資監管系列講壇，努力把國資委建設成為學習型機關。
四、落實加強領導班子自身建設的具體措施，加強委機關作風建設，努力塑造創新型、學習型、能力型、績效型、服務型、廉潔型機關大力加強委黨委領導班子自身建設我市國資國企工作近年來取得的成績，與市國資委黨委堅強有力的領導班子是分不開的。在現在的班子中，一把手年富力強，專業素質高，善於團結和帶領班子一幫人；班子其他成員工作責任心強，專業結構合理，均具有較高的領導素質。班子團結一致，決策得力，廉潔自律，在委機關及市屬國有企業中擁有較高的威信和良好的口碑。市委市政府多次對我們的班子給予了較高的評價。
但也應該看到，我們成立的時間畢竟不長，相比國務院國資委的要求，相比市委市政府的期望，以及我們自身提高管理水平和專業水平的需要，我們的班子建設還需要進一步提高。具體表現在：班子的管理和決策水平雖在國內領先，但相比國外先進的管理團隊還有一定的提高空間；班子成員忙於事務性工作，加強自身培訓、拓展本身知識面的需求還沒有時間得到滿足；班子成員深入企業調研還不夠，抓落實的效率和韌勁還有待進一步提高；抓工作做部署提要求多，但根據不同企業、不同情況分類指導、分類監管還做得不夠；等等。
在今後的工作中，委領導班子將藉助開展深入學習實踐科學發展觀活動的東風，解放思想，改革創新，進一步加強自身建設，落實加強班子建設的具體措施。
一是要向國外先進的管理團隊學習，向國務院國資委請教，吸取借鑑國內其他省市國資國企工作的先進經驗，提升我們國資國企監管工作的水平；
二是制定班子成員培訓計畫，根據工作需要和自身需求，有針對性地對班子成員進行知識更新培訓，滿足班子成員自身提升和改變知識結構的需求；
三是班子成員要有意識地多深入企業調研，隨時掌握企業的第一手資料，有的放矢地對企業進行指導。
四是通過談心會、民主生活會等方式，進一步加強班子成員之間的溝通協調，加強班子成員之間坦承的批評與自我批評，不斷提高班子整體的決策效率和決策水平。
大力加強委機關作風建設，打造一支作風好、水平高的機關工作隊伍市國資委擔負著監管全市XX 多億元國有資產的重任，機關作風建設始終是市國資委黨委極為關注和重視的問題。在委黨委的高度重視下，經過四年多的打造和磨練，我們帶出了一支工作效率高、工作責任心強、專業素質高、能打硬仗的機關工作隊伍。
但也應該看到，與新時期國資國企監管工作的要求相比，我們的這支隊伍在履職能力、知識結構、服務水平和態度等方面還有一定的差距。
為此，結合我市年初的解放思想學習討論活動、整頓機關作風活動，在學習實踐科學發展觀活動中，我們對機關各處室和工作人員重申了“五個不準”的要求：不準收受企業的現金及有價證券；不準違規乾預、插手企業人事任免、產權交易、資金使用、招標投標、採購銷售等經營管理活動；不準在企業報銷應由個人支付的各種費用、索取錢物和違規占用錢物；不準參加賭博活動；不準私自接受企業的邀請。
在此基礎上，我們將進一步解放思想，打造創新型機關；樹立標桿，打造學習型機關；敢抓善管，打造能力型機關；增強激勵，打造績效型機關；提高效率，打造服務型機關。要繼續開展各類廉政教育活動，增強拒腐防變的自覺性，做到依法辦事，勤儉節約，廉潔從政。
總之，機關作風建設是市國資委的生命線，委領導班子對機關作風建設始終是警鐘常鳴、常抓不懈，今後，委領導班子將繼續把機關作風建設作為我們工作的重中之重，結合學習實踐科學發展觀活動，努力塑造創新型、學習型、能力型、績效型、服務型、廉潔型機關，為我市國資國企工作提供堅強的核心和保障。
I. Implementing the initial achievements and consensus of the scientific development concept. Implementing the preliminary results of the scientific development concept. In the past four years, under the correct leadership of the municipal party committee and municipal government, the party committee of the Municipal State-owned Assets Supervision and Administration Commission has always adhered to Deng Xiaoping Theory and the important thinking of “xxxx”. We will thoroughly implement the scientific development concept, unite and lead the masses of state-owned enterprises and enterprises on the front line, and actively participate in the great practice of the reform and development of the state-owned economy. Always adhere to the mission, emancipate the mind, seek truth and be pragmatic, fully carry forward the spirit of the SAR, dare to dare to try and explore, improve the state-owned assets supervision system, promote the strategic adjustment of the state-owned economy and the strategic reorganization of state-owned enterprises, and strengthen the national capital supervision system. Strengthen the management of enterprise leaders, deepen the reform of the three systems, improve the corporate governance structure, strengthen strategic management, implement comprehensive budget management and capital operation, reform the state-owned assets management system of administrative institutions, timely adjust internal institutions and perform duties. Bold exploration has been carried out, and many aspects have been at the forefront of the country. This has not only promoted the sound and rapid development of the state-owned economy of the city, but also produced a good demonstration role throughout the country.
By the end of November XX, the Municipal State-owned Assets Supervision and Administration Commission had directly managed 24 enterprises, and the total assets of state-owned enterprises in the table market were 226.34 billion yuan, the state-owned net assets were 80.56 billion yuan, and the total profit was 9.88 billion yuan. Yuan or so. Under the current background of the giant economy, the state-owned enterprises in the city are inevitably subject to extreme instability in the domestic and international giants' economic operations. The US subprime mortgage crisis has evolved into a global financial turmoil, frequent domestic natural disasters, and huge declines in the capital market. The impact of unfavorable factors such as rising costs, but they can better control risks, and the state-owned economy has basically maintained a steady state. Excluding the impact of factors such as the capital market, the real estate market, and the increase in the price of coal, electricity and oil transportation, the overall profitability of the state-owned enterprises in the city is still strong, which fully reflects the excellent comprehensive quality of the state-owned enterprises.
After years of reform and development, especially in recent years, under the strong leadership of the municipal party committee and municipal government, and the joint efforts of the Municipal State-owned Assets Supervision and Administration Commission and the municipal state-owned enterprises, the city's state-owned assets and state-owned enterprise system has the following distinct characteristics:
1. After years of restructuring, capital operation, the current state-owned enterprise assets are distributed reasonably, and gradually concentrate on important areas related to the national economy and people's livelihood, and play an important role.
In recent years, we have strengthened capital operations and vigorously promoted the adjustment and restructuring of state-owned enterprises in the city. The vitality, control and influence of the state-owned economy have been continuously enhanced. State-owned capital has gradually concentrated on infrastructure, public utilities, and important areas related to the national economy and people's livelihood in accordance with the principle of “having advancement and retreat, and doing something different”. The state-owned net assets distributed in these fields have risen from the end of XX by 16.9 billion yuan. To the current 48.5 billion yuan, the proportion increased from 43.34% to 61.97%. The municipal state-owned enterprises have undertaken more than 90% of the water supply business and 99% of the sewage treatment business in the SAR, 100% of the city's pipeline gas, 50% of the bus in the SAR and 60% of the city's long-distance passenger transport business, plus ports and airports. With the rapid development of infrastructure, the municipal state-owned economy has created a good environment for the city's comprehensive social and economic development, and played an irreplaceable role in fulfilling social responsibilities, improving urban functions, and improving residents' lives.
2. The asset quality of state-owned enterprises has gradually improved, and the vitality and competitiveness of enterprises have been significantly improved. State-owned enterprises have made new progress in becoming stronger and bigger.
Compared with the end of XX before the establishment of the Municipal State-owned Assets Supervision and Administration Commission, on the basis of large-scale restructuring and exit, the assets and profits of state-owned enterprises in the city have maintained a substantial increase. By the end of XX, total assets increased by 39%, state-owned net assets increased by 76%, and total profit increased by 287%. Considering the influence of factors such as the reorganization and exit from XX to XX, compared with the end of XX before the establishment of the Municipal State-owned Assets Supervision and Administration Commission, the total assets of the municipal state-owned enterprises increased by 77%, the state-owned net assets increased by 76.2%, and the total profit increased by 286.9%. At the same time, per capita income increased by nearly 170,000 yuan, per capita profit increased by 3.7 times, per capita income and per capita profit reached a record high. Compared with the four municipalities directly under the central government of Beijing, Tianjin and Shanghai, Shenzhen has the advantage of “three highs and one low” for state-owned enterprises, and the three indicators of total asset profit rate, sales profit rate and cost and profit rate are the highest. At the end of the month, they were 4.15%, 20.07% and 22.94% respectively, and the asset-liability ratio was the lowest, which fully reflected the strong profitability and risk resistance of the state-owned enterprises. Compared with the supervision of the provincial-level SASAC, our total assets are small, but the total net assets have entered the top ten in the country, while the total profit is second only to Shanghai and Shandong.
The municipal state-owned enterprises also have strong vitality and competitiveness, and the effect of accelerating the development of the municipal state-owned economy has also begun to appear. At present, there are 6 state-owned enterprises with assets exceeding 10 billion. The comprehensive strength of a group of municipal state-owned enterprises such as water, energy, airport, Yantian port, gas, bus, agricultural products and innovation investment ranks among the top in the same industry in the country. Yantian Port has become the first single operation port area with a container throughput of over 10 million TEUs. Shenzhen Port, which is built and operated by state-owned enterprises such as Yantian Port Group and Dachan Bay Company, has already become the fourth largest container port in the world, Shenzhen. The airport's cargo and mail throughput and passenger throughput are ranked 4th in the same industry in the country. The state-owned enterprises in the city have established their leading position in the strategy of strengthening the city in Shenzhen. The water supply of the Water Group has leapt to the first place in the domestic industry. The revenues of the Gas Group and the Bus Group are also ranked 2nd and 5th respectively in the same industry in the country. Energy Group has become the largest regional power listed company in China. As the key leading enterprise of national agricultural industrialization, agricultural products shares are the only listed companies in China that focus on agricultural products wholesale business. The agricultural market standards created by them have been widely promoted and applied in the domestic industry. Innovative investment companies have become the largest and most influential venture capital firms in China. Guosen Securities has grown into one of only two aA-level securities companies in the country. The achievement of these achievements is the result of years of joint efforts of all state-owned enterprises and state-owned enterprises to seriously implement the scientific development concept.
3. Through the effective adjustment and management of the leadership team of state-owned enterprises in recent years, the state-owned enterprise system of the city has formed a good atmosphere of being honest and motivated.
The leadership team of the enterprise is the core of the leadership of the company's operation and management. Grasping the construction of the leadership team of the state-owned enterprises is the key to our work in the state-owned state-owned enterprises.
After the establishment of the Municipal State-owned Assets Supervision and Administration Commission, it comprehensively understood and analyzed the status of the leaders of the state-owned enterprises in the city, formulated and improved the Interim Provisions on the Selection and Appointment of Leaders of Municipal State-owned Enterprises Managed by the Municipal State-owned Assets Supervision and Administration Commission, and established the management of state-owned assets adapted to the city. Institutional corporate leadership selection and management system structure. In accordance with the requirements of the Interim Provisions, the Party Committee of the Municipal State-owned Assets Supervision and Administration Commission has made drastic adjustments to the leadership of the directly-administrated enterprise. Over the past four years, the company has inspected 72 enterprises and 320 corporate leaders. The number of interviews reached 2,333, the new 56, and 77 were dismissed. We also have 67 masters and totals in the direct management enterprise. Help positions to be standardized and cleaned up. By the end of October XX, the total number of leaders of 24 households directly managed was 144, a decrease of 61 from the beginning of the establishment of the State-owned Assets Supervision and Administration Commission. The average age of leaders fell from 51 to 46.
After several years of hard work, the management of the leaders of the state-owned enterprises in the city has achieved remarkable results: First, the appointment mechanism for the leaders can be established, and the leaders who have been removed from the post will be remunerated according to the newly hired positions of the enterprise. Re-enjoy the original ranks of treatment, this institutional initiative has changed the traditional ills of the lifelong system of corporate leaders, and has had a positive impact in the city's state-owned enterprise system and even the provinces and cities across the country. Second, in the company's re-election and mid-term inspections, the company's leadership team was “slimmed down” on a large scale. By streamlining the number of corporate leadership positions, the company's management costs are reduced and the decision-making efficiency of the company is improved. The third is to clean up the leadership style and actively create a "four good team." We cooperated with the Organization Department of the Municipal Party Committee and resolutely exchanged and degraded the main leaders of the leadership team that seriously affected the work. At the same time, actively carry out the "four good team" activities with good political quality, good business performance, good unity and cooperation, and good image style. The fourth is to improve the overall quality of the company's leaders, and select a group of outstanding young cadres who understand management, management, and high quality to enter the corporate leadership team. The fifth is to gradually realize the rational flow and optimal allocation of human resources within the system through the exchange of business leaders. Sixth, the employment system of enterprise leaders has been effectively implemented. The business management team has accepted the market-oriented management concept of the appointment system. Through contractual management, the risk awareness and responsibility awareness of the company's leaders have been enhanced.
Practice has proved that after the adjustment of our standards in recent years, the situation of the leaders of the state-owned enterprises in the city can be completely changed, the situation of being able to be high or not can be completely changed, the spiritual outlook of the leaders of the company has undergone a fundamental change, the cohesiveness of the enterprise team, The combat effectiveness and work efficiency have been effectively upgraded and strengthened, effectively eliminating all kinds of bad habits such as running officials, having passed, and the internal consumption of the team. In the whole system, a good atmosphere of honesty and entrepreneurship has been formed.
The implementation of the consensus on the formation of the scientific outlook on development The practice of reform and development of state-owned enterprises and state-owned enterprises in the past four years, especially the in-depth development of this study and practice activities, has enabled us to further deepen our understanding and understanding of the science of scientific development, and has formed a high consensus in many aspects:
1. To implement the scientific concept of development, we must truly recognize the significance of the scientific development concept for our various undertakings. The scientific outlook on development is both a worldview and a methodology. On the one hand, the scientific outlook on development is a powerful ideological weapon that pushes the great cause of socialism with Chinese characteristics forward at a new historical starting point. It is not only a fundamental guide for promoting scientific development and promoting social harmony, but also in a profoundly changing international environment. The urgent need to promote China's economic and social development is an urgent need to implement the new requirements for achieving the goal of building a well-off society in an all-round way. It is an urgent need to comprehensively promote the new great project of party building in the spirit of reform and innovation. On the other hand, the scientific outlook on development is a methodology that guides the coordinated development of material, political, spiritual, social, and ecological civilizations. Mastering this “golden key” will promote various businesses, including state-owned enterprises. Development has produced a qualitative leap.
2. To implement the scientific concept of development, we must firmly grasp the first essential point of development and focus all work on promoting the sound and rapid development of state-owned enterprises. We must persist in promoting the sound and rapid development of municipal state-owned enterprises as the main line, condensing all the forces to accelerate development, concentrating all resources to accelerate development, and putting all the work to the point of accelerating development. Unswervingly develop and strengthen the city's state-owned economy.
3. To implement the scientific development concept, we must firmly grasp the core of people-oriented and fully mobilize the enthusiasm and creativity of state-owned enterprise workers and state-owned work teams. Through the reform of the system and mechanism, the enthusiasm and creativity of the cadres and workers will be stimulated, and the strength and wisdom of the workers and staff will be condensed into the reform and development of the enterprise, and the state-owned enterprises will be fully motivated by the employees. Adhere to the development of the people, properly coordinate the interests of all parties, promote the harmonious integration of the development of state-owned enterprises and the interests of employees, and promote the broad masses of workers and staff to accelerate the all-round development of people in the reform and development of state-owned enterprises, and achieve personal success in the reform and development of state-owned enterprises and state-owned enterprises. Career, sharing the fruits of reform and development.
4. To implement the scientific development concept, we must firmly grasp the basic requirements of comprehensive, coordinated and sustainable, and promote the state-owned enterprises in the city to accelerate the transformation of development methods and improve the level of development. Further promote the optimization and upgrading of industrial structure, improve industrial competitiveness; accelerate the transformation of enterprises to establish a modern enterprise system, improve internal management level, enhance corporate profitability; strengthen independent innovation and energy conservation and emission reduction capacity, and promote the practical transformation of enterprise development mode To the track of a benign development that relies on the advancement of science and technology and the improvement of the quality of workers, we will continue to enhance our capacity for sustainable development.
5. To implement the scientific concept of development, we must firmly grasp the fundamental method of overall planning and take all measures to advance new progress. The key to coordinating and taking into account all kinds of work and forming a joint effort is to properly handle several relationships. Correctly handle the relationship between supervision and service, accurately grasp the position of investors, fulfill the duties of investors in accordance with the law, improve the level of scientific performance, strengthen service awareness, and provide services in supervision, and effectively help enterprises solve practical difficulties. Correctly handle the relationship between reform, development, and stability, further deepen reform, innovate institutional mechanisms, and promote development through reform; actively do well in the work of the people under the new situation, maintain corporate and social stability, and stabilize development. Correctly handle the relationship between speed, quality and efficiency, adhere to good word priority, and strive for fast, guide enterprises to pursue quality, efficiency and speed, and coordinate with resources and environment. Correctly handle the relationship between party building and business management, adhere to the party's leadership, actively explore ways and means of organic integration of party building and management, and focus on transforming the political advantages of state-owned enterprises into competitive advantages.
II. Analysis of the main problems and reasons for the implementation of the scientific development concept According to the requirements of the “three comparisons and three search” of the study and practice activities, the party committee of the Municipal State-owned Assets Supervision and Administration Commission actively sought the members of the various departments and municipal state-owned enterprises through various forms. And suggestions from the party members, the party representatives at all levels, and the various sessions of the society. On the basis of combing and analyzing the opinions and suggestions, in light of the party's xx spirit and the essential requirements of the scientific development concept, we have carefully searched for outstanding problems in implementing the scientific development concept. There are four main aspects:
The understanding of the scientific connotation and spiritual essence of the scientific development concept is not deep enough, and the grasp is not comprehensive enough to understand the scientific development concept from the height of the latest achievements of Marxism in China and from the height of the important part of the theoretical system of socialism with Chinese characteristics. The great practical significance and far-reaching historical significance are not profound enough; the scientific outlook on development is a concentrated expression of Marxist world outlook and methodology on development, and it is not comprehensive enough and not accurate enough; understanding of the essential requirements of the scientific development concept, some aspects of understanding It is still superficial, and there is not enough understanding of innovation; the consciousness of using scientific theory to transform the subjective world and the objective world is not strong enough, and the scientific development concept is not closely integrated with the actual practice of thought and work; it restricts the development of state-owned economic science in the city. Some major issues have not been thoroughly studied. Some problems are realized but not caught enough. Some problems have been caught but not enough.
The key to understanding and mastering the laws of the market and the law of enterprise development remains to strengthen the implementation of the scientific concept of development is to respect the law, understand the law and master the law. For enterprises, to achieve scientific development, we must first follow the laws of the market and the law of enterprise development. Since the recent stage, the financial turmoil on Wall Street has swept the world and has shown an increasingly strong trend. The famous five major US investment banks have either collapsed or went bankrupt or were taken over. The reason is that there are factors such as the imperfect and imperfect financial system and financial supervision in the United States, but the important reason is that the internal governance of these companies has gone wrong. This provides us with a living teaching material that understands the laws of the market and the laws governing the development of enterprises. As far as our state-owned enterprises are concerned, we still have many shortcomings in our ability to understand the laws of the market and the laws governing the development of enterprises. For example, when formulating corporate budgets at the beginning of the year, we warned that real estate companies should fully recognize market changes, do their best, reduce investment, control risks, and increase sales. However, some companies are still blindly optimistic and even have the urge to increase investment. Vanke, however, braved the pressure of peers in Guangzhou and Shanghai, took the lead in cutting prices, increased capital recovery, reduced corporate risks, and also won the first opportunity in the harsh market environment. In contrast, we have to admit that some of our city-owned state-owned enterprises are aware of the gap in market rules. At the beginning of this year, we proposed to implement the "targeting" management, and to build a superior enterprise, it is necessary to carry out "targeting" with these first-class enterprises.
The awareness of promoting institutional innovation and independent innovation is not strong enough. There is still a gap in capacity to implement the scientific development concept, and to promote the scientific development of the state-owned economy. It is necessary to have a scientific system to ensure production. Reviewing the 28-year history of the development of state-owned enterprises in Shenzhen is not only a history of emancipating the mind, but also a history of reform and innovation. As far as the current situation is concerned, the reform and development of state-owned assets and state-owned enterprises in our city has certain institutional and institutional advantages compared with other provinces and cities, but it is also “half a step away”. If we do not fasten and continue to raise the banner of reform and innovation, then our “ "Fighting soldiers" will become "model soldiers", we will be defeated in the "tortoise and rabbit race". Objectively speaking, the task of reforming our state-owned state-owned enterprises is far from complete. Compared with the requirements of implementing the scientific development concept, the current state-owned assets and state-owned enterprise system is compared with the needs of the world’s advanced cities and Shenzhen’s new round of development. There are still many gaps. At present, the SASAC we are advancing to learn from Singapore's Temasek Company to speed up the improvement of the state-owned assets investor system. The municipal state-owned enterprises promote the construction of the board of directors and improve corporate governance. The goal is to build an institutional mechanism to ensure the city's state-owned economic and scientific development. We must continue to carry forward the daring of emancipating our minds at the beginning of the establishment of the SAR, break the inertia of thinking, step out of the mindset, and continue to promote the system of state-owned enterprises and state-owned enterprises in the city through the spirit of courage and determination, scientific methods, and innovative means. Improve and consolidate the city's foundation for the development of state-owned economic science.
At present, Shenzhen is deeply engaged in the study and practice of the Scientific Outlook on Development. A key initiative and specific focus is to vigorously promote the construction of a national innovative city, accelerate the construction of a modern industrial system, and promote the full transformation of economic and social development into the scientific development track. Under the more severe economic situation this year, the same as most other types of enterprises in the city, the benefits of state-owned enterprises in the city also showed a downward trend. However, the city's technology and brand advantages, high value-added products, and high-end enterprises in the industrial value chain are less affected. For example, Shenzhen Huawei's sales growth in the first half of the year was 64%, and BYD's growth was 39%. This also highlights the gap we have in industrial development and independent innovation. Secretary Yu Pu also requested in the investigation of our committee, "Shenzhen should do more thinking in the field of state-owned enterprise development. Whether our state-owned enterprises can enter advanced manufacturing and high-tech industries, and large enterprises should do more Research.” The municipal party committee and municipal government just convened the city’s independent innovation conference and issued the “Several Opinions on Accelerating the Construction of a National Innovative City”, demanding innovative development concepts, innovative institutional mechanisms, innovative technology paths, and innovative industry development. The state-owned enterprise-owned enterprise system should be thoroughly implemented, how to promote the state-owned enterprises in the city to find a position in the process of urban industrial upgrading, give full play to the role of demonstration, and how to accelerate the establishment of an institutional mechanism that is conducive to promoting the independent innovation of municipal state-owned enterprises. The promotion of the system-wide independent innovation work is an urgent problem that needs to be solved.
Facing the new situation and new tasks of the development of the state-owned economy, the level of self-construction of the team needs to be further improved. The construction of the team needs to vigorously improve the establishment of the city's State-owned Assets Supervision and Administration Commission. The members of the team are united and cooperated, and they want to make a move to the city. Government leaders have repeatedly given high praise. However, compared with the requirements of scientific development, the team needs to further improve the understanding of the scientific development concept and its own construction level.
On the other hand, because the Municipal State-owned Assets Supervision and Administration Commission is composed of the staff of the former Municipal Reform Office and the State-owned Assets Administration, some of the staff lack knowledge of corporate work experience, corporate governance, capital operation, etc., and cannot adapt well to fulfillment. The requirements of the investor's duties. At the same time, in the process of deepening reform and accelerating development, the municipal state-owned enterprises generally face the shortage of professional directors, managerial talents and high-quality staff. The task of team building is very arduous, and the development of the state-owned economy accelerates the quality of talents. There is still a lot of distance in the overall requirements.
There are objective reasons for these problems, but more important are subjective reasons. Specifically, it is mainly:
First, the sense of crisis and urgency of scientific development is not strong. To some extent, to satisfy the status quo, to satisfy the current advantages of the system and mechanism, to think that “has done a very good job”, “has been very advanced”; satisfied with the current relatively good development momentum, blindly optimistic; satisfied with the municipal state-owned enterprises The resource advantages, industrial advantages and location advantages are satisfied with the current profitability of the municipal state-owned enterprises.
Second, the depth and breadth of ideological emancipation is not enough. The "total valve" for emancipating the mind has not been fully opened, and the development standards are not high enough. The awareness of finding positions and coordinates in the world and the whole country is still not strong, and the strength of competing with international and domestic advanced management teams is still insufficient. The idea of advancing work is not wide enough, and the methods are not enough. The atmosphere of reform and innovation is not strong enough. Sometimes there are empiricism, step-by-step, old-fashioned inertia, lack of courage to dare to try and dare to be first. The research on new experiences, new ideas and new achievements in scientific development at home and abroad is not enough, and the systematic, predictive and creative work of each work needs to be further improved. The implementation of the promotion is not big enough. Sometimes there is a tendency to seek stability and fear and fear, and to resolve the deep-seated contradictions of economic and social development. The determination to "harden the bones" is not big enough, the measures are not hard enough, and the progress is not fast enough.
Third, the ability to organize and lead scientific development is not strong enough. In thinking, thinking is not deep enough, rational thinking on major real issues from a strategic and global perspective, focusing on the long-term, using developmental perspectives to understand and researching immediate problems is not enough; in decision-making power, on the laws and economic development of the world's science The research and grasp of the general trend of social development still owe "heat waiting", and the ability to guide scientific development practice with scientific planning needs to be improved; in terms of creativity, the ability to use theory to guide practice and combine practical and creative implementation of the party's line, principles, and policies is not strong enough; In terms of execution power, after the goal of the big ideas is determined, it is not efficient to turn the ideas into deployment and deployment into actions. In particular, when encountering problems, there is a lack of openness in the mountains and waters, and the use of knowledge and knowledge. The ability to effectively solve outstanding contradictions and emergencies needs to be further improved.
Third, conscientiously implement the scientific development concept, clarify the main direction of work, put forward work requirements, take "six forces" as the main measures, change the development model of enterprises, vigorously improve the supervision level of state-owned enterprises and state-owned enterprises, and strive to take a new state-owned economy Since the beginning of this year, the world economic and financial situation has become more complex and volatile, and the uncertainties and uncertainties have increased significantly. The financial crisis triggered by the US credit crisis has intensified, rapidly developing from local to global, and from developed countries to emerging market countries and developing countries. The spread from the financial sector to the real economy has created an international financial crisis with a rare history, strong impact and wide spread. The current financial crisis has not yet bottomed out, and the impact on the real economy is deepening, and its serious consequences will be further revealed.
The impact of this financial crisis on the Chinese economy has become increasingly serious. Shenzhen, as a city dominated by an export-oriented economy, will inevitably be hit hard. In the turbulent process of the economic situation, enterprises are the first to perceive and be deeply affected. As an important part of Shenzhen's economy, state-owned enterprises in the city are closely related to the development of the entire society in Shenzhen. In the financial crisis, the city's financial securities, port logistics, real estate development, foreign trade exports, tax exemption and other enterprises have been affected to varying degrees, and new problems that have not been fully estimated and predicted in advance have emerged in the development. As the “contributors”, “shareholders” and management institutions of the municipal state-owned enterprises, the Municipal State-owned Assets Supervision and Administration Commission, in conjunction with the study of the scientific development concept, the members of the leadership team went deep into the enterprise to carry out research and study, and to understand in detail the state-owned state-owned enterprises under the current new economic situation. The new development of enterprise development, and the serious analysis of the problems currently faced, the use of scientific development methods and means, strive to seek opportunities in crisis, turn crisis into opportunity, grasp positive and favorable factors, and ensure the sustainable development of the state-owned economy .
Faced with such a severe economic situation, combined with learning and practice activities, we are clearing the direction and implementing measures. In the future work, we must highlight the "six strengths":
Adhere to sound management, focus on improving the level of risk management, ensure the sustainable development of municipal state-owned enterprises to cope with the current complex and huge economic situation, and guide municipal state-owned enterprises to do difficult assessments and prevent risks. First, vigorously promote the construction of a comprehensive risk management system, improve the ability of the SASAC to prevent risks, and guide enterprises to develop a comprehensive risk management system. With the establishment and improvement of the internal control system of the enterprise as the core, the risk management is integrated into the enterprise management and business processes to improve the system's ability to cope with risks. The second is to highlight financial risks. Strictly control non-main investment, strictly control investment speed and investment scale, strictly control enterprise cost and expenses, and at the same time strengthen overall budget management, increase supervision of corporate financial dynamics and supervision of major financial matters, and urge enterprises to improve internal control and improve financial affairs. Risk early warning system and strengthen cash flow budget to strictly control corporate financial risks. The third is to focus on guiding real estate and other industries to strengthen risk management. Further adjust the pace of development, increase the sales of real estate, speed up the return of funds, and prevent the capital chain from breaking.
Grasping the development opportunities, focusing on improving the level of industrial development and capital operation, and accelerating the risk of the state-owned enterprises in the city to strengthen and expand the pace, the stability should also be positive. The first is to comprehensively strengthen the management of "targeting". On the basis of determining the benchmark enterprises, clear the subject, steps and measures of the target, improve the assessment mechanism, and align with the flagship enterprises of the industry to create advantageous enterprises. The second is to fully promote the construction of major projects. We will seize the opportunity of the state to expand domestic demand and promote economic growth, accelerate the construction of major infrastructure projects, and steadily go global, and play a leading role in state-owned enterprises at the critical stage of economic and social development. The third is to increase capital operation. The study proposes a comprehensive strategic reorganization and structural adjustment of work ideas, and changes the passive response to take the initiative to make the industrial development and capital operation complement each other and promote each other. Increase the intensity of integration and restructuring, and continue to promote the concentration of advantageous resources to advantageous enterprises and listed companies. Pay close attention to and keep abreast of the latest developments in the capital market, and strive to raise the funds needed for development. Strengthen the budget management of state-owned assets income and explore the establishment of a closed “capital operation special fund”. Adhere to the principle of prudence and appropriateness, and increase some strategic assets with high intrinsic value and undervalued market prices.
Transforming the development mode, focusing on improving the level of independent innovation, and vigorously enhancing the core competitiveness of municipal state-owned enterprises, firmly grasping the opportunity of Shenzhen's new round of independent innovation, promoting the industrial upgrading and transformation of municipal state-owned enterprises, and improving core competitiveness. The first is to find the entry point for independent innovation. Taking Shenzhen as an opportunity to accelerate the construction of a national innovative city, combined with the industry characteristics of municipal state-owned enterprises, focusing on technological innovation and brand innovation, while promoting innovation in management innovation, business models and institutional mechanisms, and enhancing corporate innovation capabilities. The second is to vigorously promote industrial development and innovation. Supervise and urge enterprises to implement the scientific development concept in depth, break through various constraints, and innovate development models. Accelerate the promotion of existing manufacturing state-owned enterprises to improve product quality and quality, and strive to play the role of state-owned enterprises in building public innovation platforms, innovative investment and financing systems, and striving for new development advantages. Study the strategic layout of optimizing the state-owned economy, and give full play to the leading role of advantageous enterprises in promoting the adjustment and upgrading of leading industries in cities. The third is to improve the long-term mechanism for independent innovation. Efforts should be made to study the problems of insufficient innovation motivation and insufficient incentives, and put forward opinions on promoting independent innovation of state-owned enterprises in the city, and use the levers of state-owned assets income and performance assessment to scientifically guide and encourage municipal state-owned enterprises to strengthen independent innovation.
Breaking through key difficulties, focusing on improving corporate governance, and constantly improving the system and mechanism that is conducive to the reform and development of municipal state-owned enterprises. Improving corporate governance is a long-term, systematic project that requires breakthroughs and systematic advancement. The first is to improve the company's basic system. Guide the pilot enterprises based on the approved company charter and various rules of procedure, accelerate the combing and revision of the internal management system, and carry out the process re-creation of decision-making and implementation, and further refine the boundaries of powers and responsibilities, performance methods and accountability. The second is to improve the supporting system for promoting the construction of the board of directors. Formulate measures for management of external directors and measures for evaluation of the board of directors and directors, and establish an annual work report system for the board of directors, the board of supervisors, the party committee, and an evaluation system for outstanding directors. Third, continue to build the talent pool of external directors, select and strengthen external directors for pilot enterprises, and further improve assessment and dynamic management. The fourth is to improve the management and control mechanism of the group company. The construction of the board of directors should be organically linked with the overall management and control structure and management and control mechanism of the Group to promote the governance of subordinate companies and achieve seamless integration of decision-making permissions. The fifth is to increase the intensity of continuous tracking. Standardize the continuous tracking process, clarify the continuous tracking of personnel permission, establish a director's performance file, and promptly rectify the problems found in the tracking. Expand the scope of continuous tracking, in addition to attending board meetings, selectively attend the meeting of the party committee, the board of supervisors and the general manager of the pilot enterprises to promote the standard operation of the organizations. Pay attention to the typical issues and governance cases in the pilot of the board of directors, and summarize the pilot experience and lessons in a timely manner. The sixth is to strengthen communication with the board of directors and directors. Accelerate the formulation of directors' performance guidelines so that directors can perform their duties in accordance with the investors' intentions. Build a platform and pipeline for the two-way communication between the SASAC and the board of directors and directors to enhance the effectiveness of communication. Seventh is to effectively promote the improvement of the governance structure of listed companies and non-listed diversified companies. Focus on research and solve the problems in the selection and hiring of independent directors.
Strengthening the supervision of state-owned assets, focusing on improving the performance of investors, and striving to create a favorable environment conducive to the reform and development of state-owned enterprises. At present, the reform and development of state-owned enterprises in Shenzhen is at a critical stage, and it is of vital importance to create a good environment conducive to the development of state-owned SOEs. . First, further explore and improve Shenzhen's state-owned asset management system. Strive for the support of the State-owned Assets Supervision and Administration Commission of the State Council and the Municipal Party Committee and Municipal Government, and take into account the requirements of Shenzhen to build a socialist model city, and fully draw on the advanced practices of Singapore, Hong Kong and other countries and regions in the management of state-owned assets of enterprises, and continue to play the role of the special pilot zone of the special economic zone. Explore the adoption of SAR legislation to further improve the state-owned asset management system. In-depth study of the convergence of the existing state-owned income management system and the state-owned assets law in Shenzhen, and strive to consolidate the current state-owned assets income management measures formed by the city through long-term reform and exploration. The second is to greatly improve the scientific nature of the performance of the funders. Standardize the communication system with enterprises, strengthen the continuous research on enterprises and their industries, and ensure that the SASAC can effectively play its role as a shareholder. Study and revise some of the state-owned assets supervision system, and standardize the power and responsibility relationship between the State-owned Assets Supervision and Administration Commission and enterprises. Further establish a sense of achieving the investor's intention through the company's charter, and explore the implementation of individualized supervision of the enterprise. The third is to strengthen basic supervision. Strengthen strategic planning, and use the leadership team assessment, budget, performance assessment and other means to promote the implementation of corporate planning. Explore the introduction of eva assessment and improve the performance appraisal system. Improve the effective mechanism for the supervisory role of the expatriate supervisors and the external financial controllers and the supervisory committee of the enterprise, strengthen the internal audit work, and improve the accountability system for the loss of state-owned assets of enterprises.
堅持與時俱進，著力提升國資國企黨建與組織工作水平，確保學習實踐科學發展觀活動真正取得實效結合深入學習實踐科學發展觀活動，進一步提升國資國企黨建與組織工作水平。一是創新黨建工作。進一步發揮企業黨組織在黨的思想建設、組織建設、作風建設、制度建設和反腐倡廉建設中的作用，不斷探索適應現代企業制度要求的黨組織發揮政治核心作用的方法和途徑。二是創新企業領導人員管理。進一步提升對“管好人”工作重要性的認識，引入更加科學的測評辦法和手段，制訂更加個性化、動態化的企業領導人員職位設定辦法和企業經營班子成員的提名考核與任免辦法， 強化企業領導人員的動態管理。以企業董事培訓為龍頭，全面提升董事履職水平和直管企業人力資源管理水平。繼續做好企業領導人員人才庫建設， 加強對企業人才規劃建設的指導， 進一步探索符合實際的企業領導人員市場化選聘的途徑和方式， 不斷提升選人用人能力， 建立科學規範的人才管理機制。 三是加強企業文化建設。突出強化企業管理者和企業員工對股東忠誠負責、為股東創造價值的宗旨意識，促進企業不斷增強活力和凝聚力。四是推動國有企業履行社會責任。 在注重經濟效益的同時，強化國有企業的社會功能，塑造國資國企良好的社會形象。 繼續推進企業向社會公開財務報告。五是大力提高國資委幹部自覺實踐科學發展觀的能力與水平。深刻認識和把握市場規律、經濟運行規律、企業發展規律和國資監管規律，提高搞好國有企業和做好國資監管工作的本領。進一步完善雙向掛職鍛鍊制度，提高國資委幹部服務企業管理的能力。繼續辦好國資監管系列講壇，努力把國資委建設成為學習型機關。
四、落實加強領導班子自身建設的具體措施，加強委機關作風建設，努力塑造創新型、學習型、能力型、績效型、服務型、廉潔型機關大力加強委黨委領導班子自身建設我市國資國企工作近年來取得的成績，與市國資委黨委堅強有力的領導班子是分不開的。在現在的班子中，一把手年富力強，專業素質高，善於團結和帶領班子一幫人；班子其他成員工作責任心強，專業結構合理，均具有較高的領導素質。班子團結一致，決策得力，廉潔自律，在委機關及市屬國有企業中擁有較高的威信和良好的口碑。市委市政府多次對我們的班子給予了較高的評價。
但也應該看到，我們成立的時間畢竟不長，相比國務院國資委的要求，相比市委市政府的期望，以及我們自身提高管理水平和專業水平的需要，我們的班子建設還需要進一步提高。具體表現在：班子的管理和決策水平雖在國內領先，但相比國外先進的管理團隊還有一定的提高空間；班子成員忙於事務性工作，加強自身培訓、拓展本身知識面的需求還沒有時間得到滿足；班子成員深入企業調研還不夠，抓落實的效率和韌勁還有待進一步提高；抓工作做部署提要求多，但根據不同企業、不同情況分類指導、分類監管還做得不夠；等等。
在今後的工作中，委領導班子將藉助開展深入學習實踐科學發展觀活動的東風，解放思想，改革創新，進一步加強自身建設，落實加強班子建設的具體措施。
一是要向國外先進的管理團隊學習，向國務院國資委請教，吸取借鑑國內其他省市國資國企工作的先進經驗，提升我們國資國企監管工作的水平；
二是制定班子成員培訓計畫，根據工作需要和自身需求，有針對性地對班子成員進行知識更新培訓，滿足班子成員自身提升和改變知識結構的需求；
三是班子成員要有意識地多深入企業調研，隨時掌握企業的第一手資料，有的放矢地對企業進行指導。
四是通過談心會、民主生活會等方式，進一步加強班子成員之間的溝通協調，加強班子成員之間坦承的批評與自我批評，不斷提高班子整體的決策效率和決策水平。
大力加強委機關作風建設，打造一支作風好、水平高的機關工作隊伍市國資委擔負著監管全市XX 多億元國有資產的重任，機關作風建設始終是市國資委黨委極為關注和重視的問題。在委黨委的高度重視下，經過四年多的打造和磨練，我們帶出了一支工作效率高、工作責任心強、專業素質高、能打硬仗的機關工作隊伍。
但也應該看到，與新時期國資國企監管工作的要求相比，我們的這支隊伍在履職能力、知識結構、服務水平和態度等方面還有一定的差距。
為此，結合我市年初的解放思想學習討論活動、整頓機關作風活動，在學習實踐科學發展觀活動中，我們對機關各處室和工作人員重申了“五個不準”的要求：不準收受企業的現金及有價證券；不準違規乾預、插手企業人事任免、產權交易、資金使用、招標投標、採購銷售等經營管理活動；不準在企業報銷應由個人支付的各種費用、索取錢物和違規占用錢物；不準參加賭博活動；不準私自接受企業的邀請。
在此基礎上，我們將進一步解放思想，打造創新型機關；樹立標桿，打造學習型機關；敢抓善管，打造能力型機關；增強激勵，打造績效型機關；提高效率，打造服務型機關。要繼續開展各類廉政教育活動，增強拒腐防變的自覺性，做到依法辦事，勤儉節約，廉潔從政。
總之，機關作風建設是市國資委的生命線，委領導班子對機關作風建設始終是警鐘常鳴、常抓不懈，今後，委領導班子將繼續把機關作風建設作為我們工作的重中之重，結合學習實踐科學發展觀活動，努力塑造創新型、學習型、能力型、績效型、服務型、廉潔型機關，為我市國資國企工作提供堅強的核心和保障。
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