Establishing and improving the board of directors is an important task related to the overall reform and development of central enterprises. The reporter of economic information daily learned from the seminar on the construction of the board of directors of central enterprises held on October 18 that at present, central enterprises should build the board of directors at the group level, of which 82 have established the board of directors with the majority of external directors, 96.9% of qualified subsidiaries have established the board of directors, of which 78.8% of subsidiaries have achieved the majority of external directors. Hao Peng, party secretary and director of the state owned assets supervision and Administration Commission of the State Council, said that the construction of the board of directors of central enterprises has entered a new stage of "comprehensive promotion" from "pilot exploration", expanded from "focusing on the group level" to "covering important subsidiaries", and changed from "yes or no" to "good or not", which has made substantial and significant progress and remarkable results. It is revealed that the SASAC has issued the working rules of the board of directors of central enterprises (for Trial Implementation), and will also issue the implementation opinions on further implementing the assessment and allocation of powers of the board of directors of central enterprises in the near future. The next step will comprehensively improve the construction quality of the board of directors of central enterprises, and actively promote the establishment of the board of directors and the allocation of directors of subsidiary enterprises in accordance with the management authority and capital contribution relationship, We will strive to fully realize what should be done by the end of June next year, with the majority of external directors in principle. Central enterprises have carried out the pilot work of building and standardizing the board of directors, which has begun in 2004. SASAC has issued a series of systems and measures focusing on strengthening the party's leadership, the selection and employment management of external directors, remuneration, job performance support and the evaluation of the board of directors and directors, forming a "1 + n" system for the construction of the board of directors of central enterprises. At the same time, a series of powerful and effective measures have been gradually implemented, such as the in-depth implementation of the functions and powers of the board of directors, the establishment of corporate governance demonstration enterprises, and the full implementation of the external director convener system. By continuously promoting the standardized operation of the board of directors, the internal check and balance mechanism of corporate governance has initially taken shape, and the functions of the board of directors in formulating strategies, making decisions and preventing risks have been brought into full play. Hao Peng said that in the next step, we should focus on building a professional, responsible, standardized and efficient board of directors, improve the system, build an excellent mechanism and build a strong team, comprehensively improve the construction quality of the board of directors, promote the maturity and finalization of the modern enterprise system with Chinese characteristics, and strive to promote the better transformation of institutional advantages into governance efficiency. It is understood that SASAC is studying and revising the implementation opinions on improving the "three important and one large" decision-making system of central enterprises. All enterprises should formulate and improve the list of rights and responsibilities for decision-making on major matters as soon as possible in combination with reality, so as to promote the formation of a corporate governance mechanism with legal rights and responsibilities, transparent rights and responsibilities, coordinated operation and effective balance. Efforts to promote the construction of the board of directors of subsidiary enterprises is also one of the key tasks in the next step. "We should adhere to the implementation of policies according to enterprises and strengthen classified guidance." Hao Peng stressed that the classification should clarify the standards and requirements for the construction of the board of directors, encourage grass-roots enterprises to actively explore innovation, prevent simplification and "one size fits all". (outlook new era)
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