On February 25, the media briefing of state-owned enterprises on Benchmarking world-class management improvement was held. The reporter learned from the meeting that by the end of 2021, the average completion progress of benchmarking and upgrading actions of 96 central enterprises had reached 92.01%; The average completion rate of local key state-owned enterprises reached 81.62%. Weng Jieming, deputy director of the office of the leading group for the reform of state owned enterprises under the State Council and member of the Party committee and deputy director of the SASAC, revealed that in 2022, the SASAC will pay attention to the overall promotion, carry out the year of strengthening compliance management, the special action to improve investment management, the special action to improve the digitization and intelligence of state-owned assets supervision, and the thematic action to improve the quality of listed companies controlled by central enterprises “Three in one” internal control system construction, and strengthen summary and research, and strive to form management theoretical achievements of universal significance to the industry and society.
The notice on carrying out actions to improve world-class management issued in June 2020 clearly states that by 2022, key state-owned enterprises will basically form a systematic, scientific, standardized and efficient modern state-owned enterprise management system with Chinese characteristics, the overall management ability of enterprises will be significantly enhanced, and the management of some key state-owned enterprises will reach or approach the world-class level. In 2021, according to the overall arrangement of benchmarking world-class management improvement actions, SASAC of the State Council identified 310 benchmarking enterprises, benchmarking projects and benchmarking models.
Weng Jieming introduced that in the past year, the enterprise management system has been continuously improved. SASAC strengthened the formulation and revision of normative documents and introduced 23 important management systems in strategic planning, corporate governance, risk control and compliance, market value management and financing guarantee to ensure that 102 rights and responsibilities are legally based and operate efficiently. In terms of progress and effectiveness, by promoting benchmarking and improvement, a new situation of coordinated linkage and mutual promotion between management, reform, innovation and development has been formed. In 2021, the profit margin of operating income of central enterprises was 6.8%, the profit margin of cost and expense was 7.1%, and the profit margin of labor cost was 80.7%. Compared with the beginning of the benchmarking action, it increased by 2.3%, 2.4% and 26.8% respectively. The per capita labor productivity reached 694000 yuan, an increase of 32.2%, more than five times the average level of the whole society, and the efficiency of enterprises was significantly improved.
At the briefing, relevant principals of national energy group, FAW, COSCO, Crrc Corporation Limited(601766) group, China Petroleum & Chemical Corporation(600028) Zhenhai Refining and chemical, Weichai group and other enterprises introduced the results of benchmarking and improvement actions.
By the end of 2021, the completion rate of the benchmarking work list of COSCO had reached 95.32%, faster than the average completion progress of the central enterprise group. Feng Bo, member of COSCO Shipping Party group and deputy general manager, said that this achievement is inseparable from the construction of a scientific benchmarking system and the integration of benchmarking into daily operation. It is reported that COSCO has formulated a list of benchmarking management improvement plans at the group level, including nine key management areas and 22 specific measures such as strategy, organization, operation, finance, science and technology, risk, human resources, informatization and brand. On the basis of establishing the benchmarking management system, 10 important subsidiaries of the group have formulated their own benchmarking schemes, earnestly implemented and carried out benchmarking work, integrated into the daily operation analysis of the enterprise, and organically integrated benchmarking and operation management. For example, COSCO Shipping Container Transportation Company actively selected Maersk, Dafei, Herbert and other industry-leading enterprises to carry out benchmarking from 33 indicators such as freight volume, single container revenue, fuel cost, profit margin, basic customers and e-commerce platform business, so as to catch up with world-class enterprises; COSCO Shipping Port Company took investment promotion, Hehuang and Singapore PSA as the main benchmarking objects, carried out the improvement action of port lean operation management, and formulated 957 specific measures to effectively improve the efficiency of terminal operation.
In 2021, the revenue of Weichai Holding Group Co., Ltd. exceeded 300 billion yuan, ranking first among China’s top 100 machinery industries. The production and sales of engines exceeded one million for two consecutive years. It is the world’s largest diesel engine industry cluster. Hu Haihua, Secretary of the Party committee and general manager of Weichai group, introduced that Weichai has realized the output of management mode and has achieved great success in introducing wos into each M & A enterprise. In 2021, the sales volume of Weichai Lovol agricultural machinery in China increased by 48%, and the market share increased by nearly 8 percentage points; The operating income of overseas French boduan, Italian Faraday and German Linde hydraulic increased by more than 20%. So far, the model has been promoted and implemented in 93 suppliers, realizing the common improvement of the industrial chain.
Weng Jieming stressed that management improvement should be reflected in the whole life cycle of the enterprise. After the centralized benchmarking and improvement action, SASAC will establish and improve the long-term mechanism for management improvement, guide enterprises to improve benchmarking data, optimize management indicators, form a closed-loop management, consolidate the achievements of management improvement with a systematic and complete system, and ensure “no withdrawal”.
