At the recent meeting of local SASAC heads held by the State-owned Assets Supervision and Administration Commission of the State Council, the work results of state-owned assets and state-owned enterprises in 2023 and the newly deployed key tasks for 2024 attracted much attention.
Many industry insiders said that the meeting of local State-owned Assets Supervision and Administration Commission leaders highlighted the “two capabilities” and “three concentrations” and made “seven strengthening” arrangements for the work of state-owned assets and state-owned enterprises in 2024, reflecting “functional mission, value creation, and innovation capabilities.” “, efficient supervision” and guide enterprises to effectively shift the focus of development to value creation and connotative growth, give full play to the leading role of state-owned enterprises, and constantly discover, cultivate and create new economic growth points.
Increase coordination efforts
Promote the deepening of reforms and improve the implementation of actions to achieve results
In response to the key tasks of state-owned assets and state-owned enterprises in 2024, Zhang Yuzhuo, Secretary and Director of the Party Committee of the State-owned Assets Supervision and Administration Commission of the State Council, said at this meeting that it is necessary to thoroughly implement the actions to deepen and improve the reform of state-owned enterprises, increase the coordination and promotion of reforms, and seize the key points with the spirit of nailing. tasks, strengthen implementation and results, strive to achieve greater breakthroughs in key areas, and strive to complete more than 70% of the main tasks by the end of this year.
How to coordinate the progress and promote the deepening of reforms and the implementation of effective actions? Mei Junqi, director and researcher of the Innovation Development Research Division of the Research Center of the State-owned Assets Supervision and Administration Commission of the State Council, said that the reform promotion mechanism is an important guarantee for the implementation and effectiveness of various reform measures. It is necessary to further improve the reform decision-making, implementation and supervision mechanisms, and rationalize the reform. The relationship between “decision-making, execution, and supervision” ensures scientific decision-making, strengthened implementation, and improved evaluation. 2024 is a critical year for the comprehensive advancement of the reform and improvement of state-owned enterprises and the link between the past and the future. State-owned assets and state-owned enterprises will pay more attention to improving the added value, functional value, economic added value, strategic emerging industry revenue and added value proportion, and brand value. value in all aspects, promote the “three concentrations” of state-owned capital, focus on strengthening core functions and improving core competitiveness, in-depth implementation of the reform and improvement of state-owned enterprises, and better play the role of state-owned enterprises in scientific and technological innovation, industrial control, and safety support, and create a Chinese-style Modernization comprehensively promotes the construction of a strong country and the great cause of national rejuvenation and makes new and greater contributions.
Feng Wensheng, Party Secretary and Director of the Sichuan Provincial State-owned Assets Supervision and Administration Commission, said that this meeting made arrangements for “deepening functional reforms to closely serve the national strategy”, which requires local state-owned assets and state-owned enterprises to firmly establish a “big picture” and “a game of chess” for state-owned assets supervision. Awareness, focusing on the “big one in the country”, closely following the needs of the country, based on the resource endowments and industrial advantages of various places, promoting the up-down linkage and left-right coordination of state-owned capital, better exerting the overall functional role of state-owned capital, and gathering a strong synergy for strategic support.
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