Employee Ownership In Mixed Ownership Enterprises Should Be Encouraged.

< p > < < a href= > http://sjfzxm.com//business/ > > < /a > deepening reform and speeding up the construction of a strong economic and cultural province. The provincial CPPCC regards "vigorously developing mixed ownership economy and activating enterprise innovation and creativity" as the focus of consultations and consultations this year. The proposal passed yesterday suggested that our province should make clear the proportion of different types of state-owned enterprises participating in the mixed ownership economy, and analyze queuing and orderly progress, and support the ESOP of mixed ownership enterprises. < /p >
< p > at present, the mixed ownership economy in our province is still in the initial stage of exploration and initial development. Many state-owned enterprises are afraid to assume responsibility for the loss of state assets. Quite a number of private enterprises are afraid of losing the dominant power of enterprises, which affects the initiative and enthusiasm of "mixing". At the same time, because the development path is not clear, in what areas mixed, how to mix, how to mix well and other important issues are not clear enough, lack of long-term synergy propulsion mechanism. < /p >
< p > < a href= "http://sjfzxm.com/news/index_c.asp >" provincial CPPCC < /a > "proposal on vigorously developing mixed ownership economy and activating enterprise innovation and vitality" put forward that our province should first define the scientific function and make clear the proportion of different types of state-owned enterprises in the mixed ownership economy. State owned capital should be withdrawn as far as competitive state enterprises are concerned, and non-state-owned capital shall be shareholding, holding or sole proprietorship. Public welfare state owned enterprises include public service enterprises such as water supply, power supply, gas supply, heating and bus network. The government should strengthen effective control and absorb non-state-owned capital as far as possible. Functional state owned enterprises, including government investment and financing platforms and state-owned capital operation companies, should develop into mixed ownership enterprises with absolute holding of state capital. At present, China's provincial state owned enterprise assets account for 42.9%, and most of them are concentrated in some large enterprise groups. It is suggested that the provincial government analyze its queues and formulate targeted measures to promote them. The large group parent company with large scale and high organization degree can be directly reorganized into a state-owned capital operation company. It can also absorb non-state-owned capital shares and jointly form a capital operation company, transforming the second and three tier subsidiaries into mixed ownership enterprises, and realize the transformation of state-owned assets supervision into capital management. We should encourage state-owned capital and non-state-owned capital to jointly initiate equity investment funds and industrial investment funds, and support qualified state owned enterprises to be directly reorganized into state-owned capital investment companies, so as to further enhance the strength of investment and financing operation of state-owned capital in our province. < /p >
< p > to encourage and guide more non-state-owned capital to participate in the mixed ownership economy, it is suggested that the provincial government, in accordance with the deployment of social capital introduced by the State Council for the first time to launch 80 infrastructure projects, set out a list of key projects to encourage non-state-owned capital to enter Shandong as soon as possible, and announce to the public, attracting more non-state-owned enterprises from outside and inside to participate in the reform of mixed ownership in our province. < /p >
< p > support mixed ownership enterprises to implement ESOP to form a community of capital owners and workers interests. We should improve the institutional mechanism of the scope of employee stock ownership, shareholding ratio and equity withdrawal, and explore the operation mechanism of different types of ESOP and option incentives for rational advance and retreat and dynamic adjustment, so as to increase employee property income. It supports managers, core technical personnel and business backbone of mixed ownership enterprises through holding technology stocks, increasing bonus shares and futures stock options, and adopting trust companies and fund management companies to hold shares. < /p >