On March 14, the State-owned Assets Supervision and Administration Commission of the State Council held the first special promotion meeting in 2025 in the deepening and improving state-owned enterprise reform using the "on-site + video". At this meeting, Li Zhen, deputy director of the State-owned Assets Supervision and Administration Commission of the State Council, made a series of arrangements for completing the deepening and improvement action with high quality. What new signals did the meeting release?

On March 14, the State-owned Assets Supervision and Administration Commission of the State Council held a special meeting to re-deploy and re-promote the action to deepen and improve the reform of state-owned enterprises with high quality. Photo by Xinhua News Agency reporter Wang Xi

Re-examine and tackle the difficulties in reform

After continuous efforts, the deepening and improvement actions have made important phased progress: as of the end of 2024, the average completion rate of the main reform tasks of local and central enterprises exceeded 70%.

No need to say that reform has entered the deep waters, and the "low-hanging fruits" have been picked long ago. The more we move forward, the more we must focus on key and difficult points and strive to overcome them.

What specific problems are there to be solved? At the meeting, Li Zhen pointed out a series of key points that the State-owned Assets Supervision and Administration Commission of the State Council paid attention to.

For example, in recent years, in the context of global innovation and accelerated reconstruction of industrial territory, state-owned central enterprises have insisted on the coordinated development of traditional industries and strategic emerging industries, and have continuously promoted the quality improvement and upgrading of key industries. "Central enterprises should solidly increase the revenue share of new industries under the premise of adapting to local conditions; local SASACs should pay more attention to the development of the real economy and form more physical enterprises that play a pillar role locally." Li Zhen said.

Deepen and strengthen the reform results

In recent years, the three-year action plan for reform of state-owned enterprises and the deepening and improvement action of reform of state-owned enterprises have been continuously promoted, and some deep-seated institutional and mechanism obstacles have been effectively eliminated. On a new journey, we must continue to solve the stubborn problems that affect and restrict the vitality and momentum of state-owned enterprises.

In Li Zhen’s view, the next step is to take advantage of the momentum and continue to deepen, transform the advantages and potential that have been formed by the reform into a final victory, so that the high-quality completion will be more accurate and valuable.

On the one hand, to improve the quality of functional mission tasks, the key is to significantly enhance the core functions of state-owned enterprises.

Li Zhen took scientific and technological innovation as an example and explained in detail the key tasks to be carried out in the future: we must deepen the construction of original technology source and strive to form more original and leading scientific and technological research results; leading science and technology enterprises should take the lead in promoting major research, create an upgraded version of the innovation consortium, and seize the commanding heights of the technology; we must closely track technological innovation in important areas, especially the development of artificial intelligence "a thousand miles a day". Enterprises with conditions should seize the opportunity and implement the "AI+" special actions.

On the other hand, the institutional and mechanism reform tasks should continue to highlight "both body and spirit" and seek breakthroughs in improving accuracy and adaptability.

At present, in terms of corporate governance, market-oriented mechanisms, state-owned assets supervision, etc., many problems of "whether" reform tasks have been basically solved. "In the next step, we must focus on whether it is good or not, and work hard to improve quality and effectiveness." Li Zhen said that every reform task must be measured according to three standards: in place, sound system, and significant results.

Taking the term system and contract management of the management team as an example, he explained that signing a contract is a sign of the intact action, and paying attention to the normativeness of the contract text and the challenging indicators are requirements for the sound system. Through rigid implementation, the management team has achieved more work and more gains, and the ability is the mediocre, and the enthusiasm is improved, which is truly effective. (Reporter Wang Xi)