Since 2020, the three-year action of state-owned enterprise reform has been fully launched, made breakthroughs in multiple areas and promoted in depth. The modern enterprise system with Chinese characteristics has become more mature and finalized, the three system reforms have broken the ice on a large scale, and the layout and structure of the state-owned economy have been comprehensively optimized. A new dynamic, efficient and good mechanism has been developed. Facing the future, the report of the 20th National Congress of the Communist Party of China put forward that "deepening the reform of state-owned assets and enterprises, speeding up the optimization and structural adjustment of the state-owned economy, promoting the state-owned capital and state-owned enterprises to become stronger, better and larger, and enhancing the core competitiveness of enterprises", "improving the modern enterprise system with Chinese characteristics, promoting entrepreneurship, and accelerating the construction of world-class enterprises", giving state-owned assets and enterprises new missions and tasks. At the end of the three-year reform of state-owned enterprises, the report of the 20th National Congress of the Communist Party of China put forward new missions and tasks for the reform and development of state-owned assets and enterprises. How to further implement the new mission and tasks based on the results of the three-year action of state-owned enterprise reform has become the most important work of state-owned enterprises. In this regard, the State owned Assets Supervision and Administration Commission of the State Council and state-owned enterprises further deepened the reform, continued to promote the implementation of policies, guaranteed high-quality development with high-quality party building as the guide, vigorously improved the core competitiveness of enterprises, accelerated the construction of world-class enterprises, and demonstrated the new responsibilities of state-owned enterprises. Deeper and more practical reform of the system and mechanism "In our unit, the function of the board of directors in formulating strategies, making decisions and preventing risks has been fully highlighted." Wei Qianhu, Secretary of the Board of Directors of Shenzhen Power Supply Bureau of China Southern Power Grid, has deep feelings on the governance changes brought about by the reform. China Southern Power Grid defined 131 rights and responsibilities through "one table", without power beyond the list. It implemented the leadership of the Party to the whole system through "one model", so that "who exercises power", "what rights", "how to exercise power" and so on were clear at a glance. Since the three-year action of state-owned enterprise reform, from the comprehensive completion of "Party building into the Constitution", the overwhelming majority of enterprises have formulated a list of major business and management issues for pre research and discussion by the Party committee (Party group), to the comprehensive completion of the corporate system reform, basically realizing that the board of directors should be fully built and external directors accounted for the majority, and the governance mechanism of state-owned enterprises with statutory rights and responsibilities, transparent rights and responsibilities, coordinated operation, and effective checks and balances is taking shape, The modern enterprise system with Chinese characteristics has become more mature and finalized. How to further stimulate the vitality? Seizing the "bull nose" of the reform of the three systems of labor, personnel and distribution, state-owned enterprises have anchored the goal of "managers can rise and fall, employees can enter and leave, and income can increase and decrease", comprehensively implemented the tenure system and contractual management of managers, accelerated the establishment and implementation of market-oriented employment system, and improved the incentive and restraint mechanism. The top scientists of CNNC Group receive the highest salary, with more than 14 people earning millions of annual salaries. CNNC Group has achieved 100% open recruitment, innovated and implemented the quantitative assessment method for employees of management departments based on standard working hours. The maximum difference in bonus distribution among employees at the same level has reached 64%, and the maximum decrease in employee bonus has reached 28%. It has established 110 medium and long-term incentive plans, covering 137 member companies. According to the High Quality Development Report of Central Enterprises (2022) issued by the State owned Assets Supervision and Administration Commission of the State Council on November 6, as of the end of 2021, 97.3% of the managers of subsidiaries of central enterprises will be able to rise and fall