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華潤集團(tuan)(tuan)積極探索國有資本(ben)投資公司發展(zhan)模式(shi)，在(zai)向“管資本(ben)”轉(zhuan)變的(de)過程中，秉(bing)承“集團(tuan)(tuan)多元化、利(li)潤中心專業化”的(de)發展(zhan)理(li)念，不斷強化多元化管控優勢，以市場為導向，大力推動創新促進各項業務轉(zhuan)型升級(ji)、高質量發展(zhan)，保障(zhang)國有資本(ben)保值增值。

推動國有資本投資公司轉型發展

華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)集(ji)團(tuan)加(jia)(jia)大(da)創(chuang)(chuang)(chuang)建(jian)(jian)世界一(yi)(yi)流(liu)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)工作力(li)度，集(ji)團(tuan)層(ceng)(ceng)面(mian)進(jin)一(yi)(yi)步(bu)優(you)(you)化(hua)(hua)(hua)(hua)集(ji)團(tuan)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)、總(zong)部(bu)職能(neng)(neng)、管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)界面(mian)、業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)架構等(deng)。一(yi)(yi)是推(tui)動(dong)(dong)(dong)創(chuang)(chuang)(chuang)建(jian)(jian)世界一(yi)(yi)流(liu)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)。集(ji)團(tuan)層(ceng)(ceng)面(mian)，從戰(zhan)(zhan)略(lve)、組(zu)織(zhi)、運(yun)(yun)(yun)營(ying)(ying)、財(cai)務(wu)(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)、科(ke)(ke)(ke)技(ji)創(chuang)(chuang)(chuang)新、風險管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)、人(ren)力(li)資(zi)(zi)源、信(xin)息化(hua)(hua)(hua)(hua)八個領(ling)(ling)(ling)域開(kai)展(zhan)對(dui)標(biao)(biao)(biao)提升，打(da)造有(you)利于(yu)價(jia)值創(chuang)(chuang)(chuang)造的(de)(de)整(zheng)體(ti)生態系(xi)統(tong)。利潤(run)(run)(run)(run)(run)中心層(ceng)(ceng)面(mian)，確(que)定(ding)(ding)華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)置(zhi)(zhi)地、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)啤酒、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)電力(li)、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)水泥、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)燃(ran)氣、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)三九(jiu)(jiu)六家(jia)試點(dian)單(dan)(dan)位(wei)(wei)在各自領(ling)(ling)(ling)域創(chuang)(chuang)(chuang)建(jian)(jian)世界一(yi)(yi)流(liu)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)；其(qi)他企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)在現有(you)卓越運(yun)(yun)(yun)營(ying)(ying)體(ti)系(xi)基礎上開(kai)展(zhan)對(dui)標(biao)(biao)(biao)提升，逐步(bu)向(xiang)世界一(yi)(yi)流(liu)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)看齊。集(ji)團(tuan)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)領(ling)(ling)(ling)域及所屬子企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)共(gong)(gong)8項(xiang)對(dui)標(biao)(biao)(biao)范例(li)上報國資(zi)(zi)委，其(qi)中：6S管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)體(ti)系(xi)和(he)5C財(cai)務(wu)(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)分(fen)(fen)別被評(ping)為(wei)標(biao)(biao)(biao)桿模(mo)式(shi)(shi)和(he)標(biao)(biao)(biao)桿項(xiang)目(mu)，燃(ran)氣、電力(li)、三九(jiu)(jiu)三家(jia)被評(ping)為(wei)標(biao)(biao)(biao)桿企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)。二是進(jin)一(yi)(yi)步(bu)優(you)(you)化(hua)(hua)(hua)(hua)組(zu)織(zhi)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)。集(ji)團(tuan)明確(que)了“戰(zhan)(zhan)略(lve)引(yin)領(ling)(ling)(ling)、客戶導(dao)向(xiang)、權責對(dui)等(deng)、協同(tong)高效、風險可控(kong)(kong)(kong)、動(dong)(dong)(dong)態優(you)(you)化(hua)(hua)(hua)(hua)”的(de)(de)組(zu)織(zhi)設計原則，形成了組(zu)織(zhi)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)優(you)(you)化(hua)(hua)(hua)(hua)方案，并逐步(bu)推(tui)動(dong)(dong)(dong)落(luo)實(shi)。具體(ti)包括(kuo)：一(yi)(yi)實(shi)行資(zi)(zi)本(ben)層(ceng)(ceng)、資(zi)(zi)產(chan)(chan)層(ceng)(ceng)、運(yun)(yun)(yun)營(ying)(ying)層(ceng)(ceng)三級管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)，對(dui)應集(ji)團(tuan)總(zong)部(bu)、業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)單(dan)(dan)元、生產(chan)(chan)經營(ying)(ying)單(dan)(dan)位(wei)(wei)的(de)(de)功能(neng)(neng)定(ding)(ding)位(wei)(wei), 調(diao)整(zheng)了華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)創(chuang)(chuang)(chuang)業(ye)(ye)(ye)(ye)、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)醫(yi)藥(yao)、華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)健康等(deng)業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)單(dan)(dan)元管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)架構，精(jing)簡了組(zu)織(zhi)層(ceng)(ceng)級；二優(you)(you)化(hua)(hua)(hua)(hua)總(zong)部(bu)職能(neng)(neng)，發(fa)揮“引(yin)領(ling)(ling)(ling)、發(fa)展(zhan)、服務(wu)(wu)(wu)、監(jian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)”的(de)(de)作用，打(da)造戰(zhan)(zhan)略(lve)導(dao)向(xiang)、管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)科(ke)(ke)(ke)學、決策高效的(de)(de)價(jia)值創(chuang)(chuang)(chuang)造型(xing)總(zong)部(bu)，重點(dian)聚焦戰(zhan)(zhan)略(lve)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)、資(zi)(zi)產(chan)(chan)配置(zhi)(zhi)、資(zi)(zi)本(ben)運(yun)(yun)(yun)作、公(gong)司治(zhi)理(li)(li)(li)(li)等(deng)核(he)(he)心職能(neng)(neng)，新設科(ke)(ke)(ke)技(ji)創(chuang)(chuang)(chuang)新部(bu)，集(ji)團(tuan)辦(ban)公(gong)室加(jia)(jia)強董(dong)(dong)事會(hui)辦(ban)公(gong)室職能(neng)(neng)，同(tong)時剝離(li)共(gong)(gong)享服務(wu)(wu)(wu)類(lei)(lei)職能(neng)(neng)和(he)部(bu)室直管(guan)(guan)(guan)(guan)(guan)(guan)(guan)公(gong)司，歸口(kou)擬組(zu)建(jian)(jian)的(de)(de)法(fa)人(ren)主體(ti)“華(hua)(hua)(hua)潤(run)(run)(run)(run)(run)現代(dai)服務(wu)(wu)(wu)公(gong)司”統(tong)一(yi)(yi)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)，包含公(gong)司秘書、知識產(chan)(chan)權管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)、守正招標(biao)(biao)(biao)平(ping)臺、商(shang)旅平(ping)臺等(deng)；三深化(hua)(hua)(hua)(hua)差異(yi)化(hua)(hua)(hua)(hua)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)模(mo)式(shi)(shi)，對(dui)控(kong)(kong)(kong)股(gu)(gu)類(lei)(lei)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)建(jian)(jian)立了涵蓋5個維度（外部(bu)環境、公(gong)司治(zhi)理(li)(li)(li)(li)、資(zi)(zi)本(ben)結(jie)構與(yu)業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)定(ding)(ding)位(wei)(wei)、組(zu)織(zhi)能(neng)(neng)力(li)、企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)競爭力(li)）、14項(xiang)具體(ti)評(ping)價(jia)指(zhi)標(biao)(biao)(biao)的(de)(de)“一(yi)(yi)企(qi)(qi)(qi)一(yi)(yi)策”評(ping)價(jia)模(mo)型(xing)，對(dui)混合所有(you)制企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)和(he)參股(gu)(gu)類(lei)(lei)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)，明確(que)對(dui)公(gong)司章程、董(dong)(dong)事會(hui)治(zhi)理(li)(li)(li)(li)等(deng)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)要求；四完(wan)善(shan)業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)架構，將(jiang)業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)劃分(fen)(fen)為(wei)大(da)消費、大(da)健康、城(cheng)市建(jian)(jian)設運(yun)(yun)(yun)營(ying)(ying)、綜合能(neng)(neng)源、產(chan)(chan)業(ye)(ye)(ye)(ye)金融、科(ke)(ke)(ke)技(ji)與(yu)新興產(chan)(chan)業(ye)(ye)(ye)(ye)六大(da)業(ye)(ye)(ye)(ye)務(wu)(wu)(wu)領(ling)(ling)(ling)域，推(tui)動(dong)(dong)(dong)落(luo)實(shi)產(chan)(chan)業(ye)(ye)(ye)(ye)轉(zhuan)型(xing)升級戰(zhan)(zhan)略(lve)。三是持(chi)續優(you)(you)化(hua)(hua)(hua)(hua)6S戰(zhan)(zhan)略(lve)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)體(ti)系(xi)。集(ji)團(tuan)不斷完(wan)善(shan)6S戰(zhan)(zhan)略(lve)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)體(ti)系(xi)，加(jia)(jia)強集(ji)團(tuan)各職能(neng)(neng)部(bu)室、創(chuang)(chuang)(chuang)新委員會(hui)和(he)其(qi)他專(zhuan)項(xiang)組(zu)織(zhi)在6S管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)中的(de)(de)分(fen)(fen)工合作，充分(fen)(fen)發(fa)揮其(qi)功能(neng)(neng)和(he)作用。對(dui)“科(ke)(ke)(ke)技(ji)類(lei)(lei)”企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)進(jin)行差異(yi)化(hua)(hua)(hua)(hua)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)，探索實(shi)施OKR考(kao)核(he)(he)方法(fa)和(he)考(kao)核(he)(he)機制。

健全市場化經營機制

華潤積極(ji)推(tui)動(dong)經(jing)(jing)理(li)(li)層成(cheng)員(yuan)(yuan)任期(qi)制(zhi)與(yu)契(qi)約化落地(di)，靈活開(kai)展(zhan)(zhan)多(duo)種(zhong)方式的(de)(de)中長(chang)期(qi)激(ji)勵。一是推(tui)動(dong)經(jing)(jing)理(li)(li)層成(cheng)員(yuan)(yuan)任期(qi)制(zhi)和契(qi)約化管(guan)(guan)理(li)(li)落地(di)。集團成(cheng)立專項工作組(zu)，統籌推(tui)進集團和下屬(shu)企(qi)業(ye)實施(shi)經(jing)(jing)理(li)(li)層成(cheng)員(yuan)(yuan)任期(qi)制(zhi)和契(qi)約化管(guan)(guan)理(li)(li)。截至6月30日(ri)，開(kai)展(zhan)(zhan)任期(qi)制(zhi)與(yu)契(qi)約化的(de)(de)各級(ji)企(qi)業(ye)有451家(jia)，已(yi)(yi)簽約經(jing)(jing)理(li)(li)人(ren)(ren)(ren)人(ren)(ren)(ren)數1,740人(ren)(ren)(ren)，已(yi)(yi)完成(cheng)87.9%。二是積極(ji)推(tui)動(dong)集團下屬(shu)企(qi)業(ye)開(kai)展(zhan)(zhan)多(duo)種(zhong)方式的(de)(de)中長(chang)期(qi)激(ji)勵。上(shang)市(shi)公司(si)方面，華潤目前有10家(jia)企(qi)業(ye)已(yi)(yi)實施(shi)或正組(zu)織，其中華潤萬象生活已(yi)(yi)于2020年上(shang)市(shi)時實施(shi)戰略(lve)配(pei)(pei)售(shou)，共(gong)247人(ren)(ren)(ren)參與(yu)了(le)認購(gou)，共(gong)認購(gou)6.34億元人(ren)(ren)(ren)民幣(bi)；華潤微電子已(yi)(yi)實施(shi)硒盤(pan)項目跟投，其限制(zhi)性股票(piao)激(ji)勵方案(an)已(yi)(yi)報國資(zi)委審核；華潤化學材(cai)料結合創業(ye)板上(shang)市(shi)同步實施(shi)員(yuan)(yuan)工戰略(lve)配(pei)(pei)售(shou)，預(yu)計142人(ren)(ren)(ren)參與(yu)配(pei)(pei)售(shou)，初步認購(gou)金額(e)為1.55億元人(ren)(ren)(ren)民幣(bi)。非(fei)上(shang)市(shi)公司(si)方面，探索在(zai)華潤萬家(jia)等推(tui)行(xing)超額(e)利(li)潤分享機制(zhi)。

推進國有資本布局優化和結構調整

一是(shi)大力發(fa)展科(ke)技(ji)(ji)(ji)創新(xin)(xin)。集(ji)(ji)團加強對科(ke)技(ji)(ji)(ji)人(ren)才(cai)和(he)研(yan)(yan)發(fa)投入的(de)統籌管理(li)，立(li)足長遠培育(yu)創新(xin)(xin)的(de)環境和(he)基因(yin)。華潤(run)集(ji)(ji)團2021年(nian)(nian)1-6月(yue)(yue)(yue)(yue)研(yan)(yan)發(fa)費(fei)用累(lei)計投入約18億元(yuan)人(ren)民幣，同比增(zeng)(zeng)長36%。截(jie)至2021年(nian)(nian)6月(yue)(yue)(yue)(yue)，集(ji)(ji)團14家(jia)利潤(run)中心(xin)成(cheng)立(li)了(le)(le)創委會(hui)，5家(jia)成(cheng)立(li)了(le)(le)科(ke)學技(ji)(ji)(ji)術協(xie)會(hui)，13家(jia)建設(she)了(le)(le)研(yan)(yan)發(fa)平臺，1家(jia)設(she)有院士工(gong)作站，7家(jia)設(she)有博士后工(gong)作站、成(cheng)立(li)了(le)(le)6個聯合實驗室。二是(shi)重(zhong)(zhong)組華創業(ye)(ye)(ye)務(wu)孵(fu)化(hua)(hua)功能(neng)(neng)。集(ji)(ji)團推動下屬企(qi)業(ye)(ye)(ye)華潤(run)創業(ye)(ye)(ye)有限公司（“華創”）的(de)業(ye)(ye)(ye)務(wu)重(zhong)(zhong)組工(gong)作，恢(hui)復其業(ye)(ye)(ye)務(wu)拓(tuo)展和(he)孵(fu)化(hua)(hua)功能(neng)(neng)，專注集(ji)(ji)團創新(xin)(xin)孵(fu)化(hua)(hua)業(ye)(ye)(ye)務(wu)，發(fa)揮華創在過往“兩(liang)次(ci)再造華潤(run)”過程中起(qi)到(dao)的(de)“業(ye)(ye)(ye)務(wu)孵(fu)化(hua)(hua)器(qi)”作用。三是(shi)推動“兩(liang)非(fei)”企(qi)業(ye)(ye)(ye)處置(zhi)工(gong)作。集(ji)(ji)團共27家(jia)“兩(liang)非(fei)”企(qi)業(ye)(ye)(ye)，截(jie)至2021年(nian)(nian)6月(yue)(yue)(yue)(yue)，已完(wan)成(cheng)17戶處置(zhi)工(gong)作，完(wan)成(cheng)率達63%。四是(shi)加強處僵治困和(he)重(zhong)(zhong)點(dian)虧損(sun)(sun)子(zi)企(qi)業(ye)(ye)(ye)治理(li)。截(jie)至2021年(nian)(nian)6月(yue)(yue)(yue)(yue)，集(ji)(ji)團93戶重(zhong)(zhong)點(dian)虧損(sun)(sun)子(zi)企(qi)業(ye)(ye)(ye)整體盈利30億元(yuan)，相較(jiao)2018年(nian)(nian)同期(qi)減虧增(zeng)(zeng)利41.2億元(yuan)，整體完(wan)成(cheng)情(qing)況較(jiao)好(hao)。

積極穩妥推進下屬重點企業混合所有制改革

華(hua)潤(run)積極(ji)推(tui)動下屬企(qi)(qi)(qi)業(ye)開展混改(gai)(gai)，引入(ru)合(he)適的(de)戰(zhan)(zhan)略投資者，共同(tong)轉換經營(ying)機(ji)(ji)制，不斷優化(hua)公司治理、強化(hua)激勵約束機(ji)(ji)制。一是明確混改(gai)(gai)工作(zuo)(zuo)要求(qiu)。集(ji)(ji)(ji)(ji)團(tuan)下發《華(hua)潤(run)集(ji)(ji)(ji)(ji)團(tuan)混合(he)所有(you)制改(gai)(gai)革項(xiang)目管理辦法（試行(xing)）》，進一步指導下屬企(qi)(qi)(qi)業(ye)推(tui)進混改(gai)(gai)工作(zuo)(zuo)。對重(zhong)要混改(gai)(gai)企(qi)(qi)(qi)業(ye)項(xiang)目，包括(kuo)華(hua)潤(run)萬家、華(hua)潤(run)怡寶、太平洋咖啡等，積極(ji)推(tui)動實(shi)質性混改(gai)(gai)工作(zuo)(zuo)，把(ba)握(wo)好市場(chang)機(ji)(ji)會。二是完(wan)成(cheng)華(hua)潤(run)微(wei)電子(zi)引戰(zhan)(zhan)工作(zuo)(zuo)。集(ji)(ji)(ji)(ji)團(tuan)“雙百(bai)行(xing)動”試點企(qi)(qi)(qi)業(ye)華(hua)潤(run)微(wei)電子(zi)引入(ru)國家大基金為戰(zhan)(zhan)略投資者，股(gu)比超過5%并同(tong)步釋放其1名(ming)董(dong)(dong)事席(xi)位，進一步優化(hua)董(dong)(dong)事會治理結構。三是推(tui)動混改(gai)(gai)企(qi)(qi)(qi)業(ye)員(yuan)工持(chi)股(gu)計(ji)劃實(shi)施。推(tui)動集(ji)(ji)(ji)(ji)團(tuan)“科改(gai)(gai)行(xing)動”試點企(qi)(qi)(qi)業(ye)華(hua)潤(run)生物醫藥引入(ru)戰(zhan)(zhan)略投資者，并同(tong)步開展員(yuan)工持(chi)股(gu)計(ji)劃，預(yu)計(ji)有(you)30名(ming)核心骨干(gan)員(yuan)工將參與認購股(gu)權。

黨建、監督及其他重點改革工作

一(yi)是深度開展黨(dang)建(jian)工(gong)(gong)作責任制相(xiang)關工(gong)(gong)作。集(ji)(ji)團(tuan)(tuan)(tuan)修訂完(wan)善了(le)《華潤集(ji)(ji)團(tuan)(tuan)(tuan)黨(dang)建(jian)工(gong)(gong)作責任制考核(he)評價辦法(fa)》，引入滿意(yi)度測試、集(ji)(ji)團(tuan)(tuan)(tuan)黨(dang)委領導打(da)分等新機制，將(jiang)考核(he)結果與經營(ying)業(ye)績考核(he)結果銜接。二是加強改革監(jian)督(du)體(ti)系保障(zhang)。集(ji)(ji)團(tuan)(tuan)(tuan)修訂完(wan)善了(le)《中國華潤巡視監(jian)督(du)要點》，將(jiang)總部(bu)(bu)部(bu)(bu)室和二級(ji)企業(ye)A組織落實《華潤集(ji)(ji)團(tuan)(tuan)(tuan)改革三年(nian)行動實施方(fang)案》的(de)情況納入內部(bu)(bu)巡視監(jian)督(du)范圍。三是制定盡(jin)職(zhi)合規免責清單。集(ji)(ji)團(tuan)(tuan)(tuan)制定發布《華潤（集(ji)(ji)團(tuan)(tuan)(tuan)）有限公司經營(ying)投資盡(jin)職(zhi)合規免責事(shi)項清單》，涉及集(ji)(ji)團(tuan)(tuan)(tuan)管控、風險管理(li)、購銷管理(li)、工(gong)(gong)程承包(bao)建(jian)設和資金管理(li)等十(shi)一(yi)個方(fang)面。

【責(ze)任編輯：王占朝】