2010 Upgrading Of Old Textile Base Is Imminent.

With the large-scale

Active adjustment in the forefront of industrial upgrading

"Although the proportion of state-owned components in textile economy is very small, it is still an important part of China's textile economy.

With the deepening of reform and opening up, from the 90s of last century, some textile and old industrial bases promptly seize the policy opportunities, actively implement adjustment and pformation, and go to the forefront of industrial upgrading.

Chen Shujin, vice president of China Textile Industry Association and executive vice president of China Textile entrepreneur association, said.

Speaking of the case of actively adjusting the pformation and regenerating new life, Shanghai textile should be the most outstanding example.

Textile industry is a "mother industry" and a pillar industry in Shanghai. Since the 90s of last century, Shanghai textile has seized the opportunity of large-scale industrial adjustment and the change of function orientation of Shanghai's urban development, and resolutely implemented the major adjustment of industrial structure, product structure, operation structure, asset structure and personnel structure: the initiative to reduce the scale of primary processing, the total number of spindles reduced from 2 million 550 thousand to 370 thousand ingots, compressed by 85%, adjusted nearly 500 enterprises, 2 times the number of enterprises now, the number of employees dropped from 550 thousand to 19 thousand, and actively promoted strategic pformation, pushing the pformation of traditional textile industry to the urban textile industry.

According to Xi Shiping, chairman of Shanghai Textile Holding (Group) company, under the background of Shanghai's functional pformation and industrial upgrading, Shanghai Textile Holding Group takes "technology plus fashion" as a pformation strategy, one is carefully nurturing and creating high-end textile manufacturing base; the two is to increase investment and create a core competitive capacity business segment; three, complying with the general trend, promoting the industrial layout to extend to the service industry; and four, integrating resources and building R & D system.

At present, the company has realized the pformation from primary processing and traditional technology to high technology, low pollution, wide use and high added value, and has played an irreplaceable leading role in breaking international technical barriers and monopoly.

It is worth mentioning that the adjustment and pformation of state-owned textiles also contributed to the pformation of Shanghai's urban functions and industrial upgrading.

At present, Shanghai has become an important platform for textile and garment trade in China and even the world, and one of the largest clothing consumer markets in China. The annual output value of textile and clothing is nearly 90 billion yuan.

In 2009, the total export volume of textiles and clothing in Shanghai customs area was as high as that of the whole country.

Efforts to promote the pformation of textile industry

Xi Shiping believes that the adjustment and pformation of Shanghai textile industry has been successfully carried out and achieved remarkable results. The three factors, including national policies, local support and active adjustment of the industry, are indispensable.

The most difficult problem in the adjustment, pformation and upgrading of state-owned enterprises is "where money comes from and where people go."

The problem of capital was solved by means of debt to equity swap and land conversion funds. The booming commercial and real estate industry in Shanghai provided strong support for the flow of surplus employees.

Yan Yong, chairman of Qingdao Textile Holdings Group, feels deeply.

He said that due to the deep feelings of the "mother industry" in the Textile City, the local government and all sectors of society attached great importance to the adjustment and upgrading of Qingdao's textile industry.

This emphasis has been condensed into tangible and intangible support, which has provided practical help for enterprises to overcome difficulties and firm adjustment.

As Chen Shujin said, "textile old state-owned enterprises not only have brilliant historical contributions, but also serve as pioneers in deepening the reform of state-owned enterprises, undertaking the cost of reform, and sacrificing the interests of more people.

The smooth adjustment of these old bases, especially the proper placement of employees, concerns the overall situation of stability and development, and deserves the attention and concern of the government and all circles. "

The Tianjin high tech textile industrial park construction project has not only set up an ideal platform for the pformation and upgrading of Tianjin textile industry, but also has been supported by the state and local "real gold and silver".

Since its construction, the park has enjoyed 90 million yuan of special funds for national structural adjustment, and the local policy supports 38 million yuan discount, 5 million 260 thousand yuan discount for imported equipment, and 2 million 655 thousand yuan discount for the bonded area project.

In this regard, Lv Zengren, chief engineer of Tianjin Textile Group (Holdings) Limited, pointed out: "although the support fund is limited, it has greatly boosted confidence in the pformation and upgrading of the textile industry in Tianjin, and has a great guiding effect on the implementation of policies at all levels."

"In the process of adjustment and pformation, the rise and fall of the textile industry is closely related to the policies of the locality, and is closely related to the development of the local economy.

The old base and the old state-owned enterprises themselves should also understand the relevant policies of the state conscientiously and actively implement the adjustment and pformation along the direction of policy encouragement.

Li Xuebin, deputy general manager of Beijing Textile Holding Co., Ltd.

It is reported that in 2000 ~2009, the full use of Beijing's textile policy solved the historical burden of state-owned enterprises.

Make up your mind to solve difficult problems in time.

The pace of reform and adjustment of the old textile industrial base is fast and slow. In this process, there are both experiences and lessons.

There are many problems left over in the reform of state-owned enterprises in some areas, and the task of adjustment and upgrading is arduous.

Although some enterprises have basically solved the redundant personnel and debt burden formed by history, the burden is still heavy.

For a time, the chief executives of Shijiazhuang Changshan textile Refco Group Ltd have been puzzled by how to successfully carry out relocation and pformation.

Looking at the two sets of data may help us understand more about what a tangled problem is facing the enterprise.

One group is: Shijiazhuang Changshan group, China's textile and garment enterprises in 2008~2009, the top 500 competitiveness and the top 20 competitive enterprises in the cotton spinning and dyeing industry. By the end of 2009, there were 18 wholly owned enterprises and 18 holding companies, including 1 listed companies, 6 billion 500 million yuan in total assets, 2 billion yuan in state-owned net assets, and 3 billion 850 million yuan in sales income in 2009, achieving 160 million yuan in profits and taxes.

The other group consisted of 68 thousand employees, 25 thousand of whom were on the job, 11 thousand from the security workers, 32 thousand from the retired workers, and the enterprises paid more than 700 million yuan of wages and insurance and retirees' overall external expenses per year, paying 200 million yuan a year.

These data clearly show that a large comprehensive enterprise group with a certain scale, technology and R & D strength in the industry is constrained by numerous employees and heavy burden.

To this end, Jia Fengmei, President of Shandong Ji'nan textile and garment industry association, expressed his view to reporters: "do not drag on restructuring and pformation, we must be proactive. No matter local or enterprise, we must clarify this point, and actively promote the lightening of burdens on old bases and old state-owned enterprises.

Otherwise, the old problem and the new situation will continue to superimpose, which will make the adjustment and pformation of enterprises face increasingly complex situations.

For those old bases that are "halfway" in the process of adjustment and pformation, they are faced with deeper institutional and institutional changes, such as property rights reform.

How to integrate the reform with reorganization, pformation and restructuring in order to achieve the goal of sustainable development in the context of market competition?