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“十三五”时期是深化国有企业改革的关键阶段。各种配套文件的陆续出台制定,逐渐明确了国有企业深化改革的“设计图”“施工图”。国有企业集团要在党的十九大精神的指引下,优化公司治理结构,深化体制机制改革,在新一轮改革进程中以战略为纲、制度为先、品牌为重、人才为要、文化为基,形成集团总部为战略规划中心、重大决策中心、资源配置中心、经营协调中心、风险控制中心,子公司为经营利润中心、成本控制中心的组织架构,建立以战略管控为主、财务控制为辅的管控模式。由集团定战略、管大事、控风险、做评价,子公司承担市场主体经营责任。
The “13th Five-Year Plan” period is a crucial stage for deepening the reform of state-owned enterprises. A variety of ancillary documents have been formulated, and gradually clarify the deepening reform of state-owned enterprises “design ” “construction drawings ”. Under the guidance of the 19th CPC National Congress, state-owned enterprise groups should optimize the corporate governance structure, deepen the reform of the system and mechanism, take the strategy as the key link, the system as the first priority, the brand as the priority, the talent as the key and the culture as the key link in the new round of reform As the base to form the group headquarters for the strategic planning center, a major decision-making center, resource allocation center, operation coordination center, risk control center, subsidiaries for the profit center, cost control center organizational structure, the establishment of strategic control, financial control Supplemented by the management mode. By the group set strategy, management of major events, risk control, evaluation, subsidiaries bear the responsibility of the market’s main business.