从“物理聚合”到“化学反应” 泉州国企改革“改”出新活力

Core Viewpoint - The integration and restructuring of state-owned enterprises (SOEs) in Quanzhou, Fujian Province, is seen as a key strategy to enhance the efficiency of state capital allocation and drive high-quality economic development during the 14th Five-Year Plan period [1]. Group 1: Economic Indicators and Goals - By the end of 2025, the total assets of enterprises funded by the Quanzhou State-owned Assets Supervision and Administration Commission (SASAC) are expected to exceed 500 billion yuan, with operating income surpassing 80 billion yuan, both indicators projected to double during the 14th Five-Year Plan [1]. Group 2: Market-oriented Integration and Restructuring - The Quanzhou SASAC has initiated multiple rounds of integration and restructuring to transform small, scattered enterprises into larger, more competitive entities, enhancing the efficiency and core competitiveness of state capital [1][2]. - The successful establishment of Quanzhou International Trade Group in early 2024 is a result of three rounds of restructuring, addressing the issues of small, weak, and homogeneous competition among trade enterprises [2]. Group 3: Strategic Support and Public Services - Quanzhou's transportation and construction groups are focusing on professional integration to enhance the strategic support capabilities of state-owned enterprises, while also forming a grain and oil operation company to improve urban construction and resource allocation [2]. - The restructuring of Quanzhou Water Group into an urban operation company aims to improve the quality and efficiency of public service supply, addressing the community's needs for a better quality of life [2]. Group 4: Mechanism Reform and Internal Development - The reform of the governance structure and market-oriented mechanisms is crucial for activating the internal development dynamics of state-owned enterprises, with a focus on labor, personnel, and distribution systems [3][4]. - The implementation of a modern corporate governance system includes the appointment of external directors and the establishment of clear responsibilities, enhancing decision-making processes and accountability [3][4]. Group 5: Transition from Asset Management to Capital Management - The ongoing reforms signify a transition from managing assets to managing capital, with a focus on modern governance, market-oriented operations, and risk prevention [5]. - The Quanzhou SASAC aims to consolidate the achievements of the two rounds of SOE reform actions, further guiding state capital to play a significant role in local strategic services, industry leadership, and public welfare [5].