Central Government-Administered StateOwned Enterprises, implemented in August
2016;
• the Review of Policies and Suggestions on
Supporting Reform of State-Owned Enterprises, introduced in August 2016;
• the Circular on Doing a Good Job of Stock
Ownership and Dividend Incentives of Central Government-Administered Scientific and
Technological Enterprises, implemented in
October 2016;
• the Opinions on the Pilot Implementation of
the Functions and Powers of Boards of Directors for Central Government-Administered
State-Owned Enterprises, deliberated and
adopted in December 2016;
• the Guiding Opinions on Innovating
Government’s Resource Allocation Methods,
introduced in January 2017;
• the Regulations on the Supervision and
Administration of Investment by Central
Government-Administered
State-Owned
Enterprises, introduced in January 2017;
• the Plan of the State-Owned Assets Supervision and Administration Commission of the
State Council (SASAC) for Transforming
Functions by Means of Capital Management,
introduced in April 2017;
• the Guiding Opinions of the General Office of
the State Council on Further Improving the
Corporate
Governance
Structure
of
State-Owned Enterprises, introduced in April
2017;
• the Circular on Doing a Good Job of Declaring and Liquidating State-Owned Capital
Operation Budgets for the Divestment of the
Central Government-Administered StateOwned Enterprise Functions of Water,
Power and Heat Supply and Property Management for Employee Residential Areas in
2017, introduced in April 2017;
• the Several Opinions on Deepening Oil and
Natural Gas System Reform, introduced in
May 2017; and
• the Implementation Plan for the Transformation of Central Government-Administered
State-Owned Enterprises into a Corporate
System, introduced in July 2017.
9.2.3 Steady Progress in Priorities
First, the Ten Reform Pilots have been implemented since 2016. The 10 pilots were carried
out at central government-administered stateowned enterprises to create experience that can
be extended into other companies. The 10 pilots
had the following objectives:
(1) Reform the state-owned asset management system
State-owned capital investment and operational
company reform pilots: China National Cereals,
Oils and Foodstuffs Corporation (COFCO), State
Development & Investment Corporation (SDIC),
Shenhua Group, Baosteel, Wuhan Iron and Steel
Corporation (WISCO), China Minmetals Corporation (CMC), China Merchants Group
(CMG), China Communications Construction
Company (CCCC), China Poly Group
(state-owned capital investment company reform
pilot) and China Chengtong and China Reform
Holdings Corporation (CRHC, state-owned capital operation company reform pilot).
Central government-administered state-owned
enterprise merger pilots: China State Construction Engineering Corporation (CSCEC) and
China National Materials (Sinoma), China Ocean
Shipping Company (COSCO) and China Shipping Container Lines (CSCL), and China Power
Investment Corporation (CPI) and State Nuclear
Power Technology Corporation (SNPTC).
(2) Develop mixed ownership
Pilot mixed ownership reform in several key
sectors: power, oil, natural gas, rail, civil aviation, telecommunications and the military.
The first batch comprises nine pilots, the
second batch consists of 10 pilots and the third
batch comprises nine. The 28 pilots include
China Unicom, China Telecom, China Railway
Group (CREC), China Railway Construction
Corporation (CRCC), China Railway Corporation (CRC), China National Aviation Holding
Company (CNAH), China Eastern Airlines,
China Southern Airlines, State Grid Corporation
of China (SGCC), China Southern Power Grid
582
S. Yaodong and A. Gillespie
2016;
• the Review of Policies and Suggestions on
Supporting Reform of State-Owned Enterprises, introduced in August 2016;
• the Circular on Doing a Good Job of Stock
Ownership and Dividend Incentives of Central Government-Administered Scientific and
Technological Enterprises, implemented in
October 2016;
• the Opinions on the Pilot Implementation of
the Functions and Powers of Boards of Directors for Central Government-Administered
State-Owned Enterprises, deliberated and
adopted in December 2016;
• the Guiding Opinions on Innovating
Government’s Resource Allocation Methods,
introduced in January 2017;
• the Regulations on the Supervision and
Administration of Investment by Central
Government-Administered
State-Owned
Enterprises, introduced in January 2017;
• the Plan of the State-Owned Assets Supervision and Administration Commission of the
State Council (SASAC) for Transforming
Functions by Means of Capital Management,
introduced in April 2017;
• the Guiding Opinions of the General Office of
the State Council on Further Improving the
Corporate
Governance
Structure
of
State-Owned Enterprises, introduced in April
2017;
• the Circular on Doing a Good Job of Declaring and Liquidating State-Owned Capital
Operation Budgets for the Divestment of the
Central Government-Administered StateOwned Enterprise Functions of Water,
Power and Heat Supply and Property Management for Employee Residential Areas in
2017, introduced in April 2017;
• the Several Opinions on Deepening Oil and
Natural Gas System Reform, introduced in
May 2017; and
• the Implementation Plan for the Transformation of Central Government-Administered
State-Owned Enterprises into a Corporate
System, introduced in July 2017.
9.2.3 Steady Progress in Priorities
First, the Ten Reform Pilots have been implemented since 2016. The 10 pilots were carried
out at central government-administered stateowned enterprises to create experience that can
be extended into other companies. The 10 pilots
had the following objectives:
(1) Reform the state-owned asset management system
State-owned capital investment and operational
company reform pilots: China National Cereals,
Oils and Foodstuffs Corporation (COFCO), State
Development & Investment Corporation (SDIC),
Shenhua Group, Baosteel, Wuhan Iron and Steel
Corporation (WISCO), China Minmetals Corporation (CMC), China Merchants Group
(CMG), China Communications Construction
Company (CCCC), China Poly Group
(state-owned capital investment company reform
pilot) and China Chengtong and China Reform
Holdings Corporation (CRHC, state-owned capital operation company reform pilot).
Central government-administered state-owned
enterprise merger pilots: China State Construction Engineering Corporation (CSCEC) and
China National Materials (Sinoma), China Ocean
Shipping Company (COSCO) and China Shipping Container Lines (CSCL), and China Power
Investment Corporation (CPI) and State Nuclear
Power Technology Corporation (SNPTC).
(2) Develop mixed ownership
Pilot mixed ownership reform in several key
sectors: power, oil, natural gas, rail, civil aviation, telecommunications and the military.
The first batch comprises nine pilots, the
second batch consists of 10 pilots and the third
batch comprises nine. The 28 pilots include
China Unicom, China Telecom, China Railway
Group (CREC), China Railway Construction
Corporation (CRCC), China Railway Corporation (CRC), China National Aviation Holding
Company (CNAH), China Eastern Airlines,
China Southern Airlines, State Grid Corporation
of China (SGCC), China Southern Power Grid
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S. Yaodong and A. Gillespie