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華潤集團積極探(tan)索國(guo)有(you)資本投(tou)資公(gong)司發(fa)展(zhan)(zhan)模式，在向(xiang)(xiang)“管(guan)資本”轉變的(de)過程中，秉承“集團多元(yuan)化(hua)、利潤中心專業化(hua)”的(de)發(fa)展(zhan)(zhan)理念，不(bu)斷強化(hua)多元(yuan)化(hua)管(guan)控(kong)優(you)勢，以(yi)市(shi)場為導向(xiang)(xiang)，大力推動創新促(cu)進各項業務轉型升級、高質(zhi)量發(fa)展(zhan)(zhan)，保障(zhang)國(guo)有(you)資本保值增(zeng)值。

推動國有資本投資公司轉型發展

華(hua)潤(run)(run)(run)集團加大創(chuang)(chuang)(chuang)建(jian)(jian)世界(jie)(jie)一(yi)(yi)(yi)(yi)流(liu)(liu)企(qi)業(ye)(ye)(ye)(ye)工作(zuo)力(li)度，集團層面(mian)進(jin)一(yi)(yi)(yi)(yi)步(bu)優(you)化(hua)集團管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)(mo)式(shi)(shi)、總部職(zhi)(zhi)能(neng)、管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)界(jie)(jie)面(mian)、業(ye)(ye)(ye)(ye)務(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)架(jia)構(gou)等。一(yi)(yi)(yi)(yi)是(shi)(shi)(shi)推(tui)動創(chuang)(chuang)(chuang)建(jian)(jian)世界(jie)(jie)一(yi)(yi)(yi)(yi)流(liu)(liu)企(qi)業(ye)(ye)(ye)(ye)。集團層面(mian)，從戰(zhan)略(lve)(lve)、組織、運(yun)營、財務(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)、科(ke)技(ji)(ji)創(chuang)(chuang)(chuang)新、風(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)、人(ren)力(li)資源、信息化(hua)八個領(ling)域開展對(dui)標(biao)提升，打造有(you)利于價(jia)值創(chuang)(chuang)(chuang)造的整體生態系(xi)(xi)統。利潤(run)(run)(run)中心層面(mian)，確定華(hua)潤(run)(run)(run)置地、華(hua)潤(run)(run)(run)啤(pi)酒、華(hua)潤(run)(run)(run)電力(li)、華(hua)潤(run)(run)(run)水泥、華(hua)潤(run)(run)(run)燃氣、華(hua)潤(run)(run)(run)三(san)(san)九六家試(shi)點(dian)單位(wei)在(zai)各(ge)自領(ling)域創(chuang)(chuang)(chuang)建(jian)(jian)世界(jie)(jie)一(yi)(yi)(yi)(yi)流(liu)(liu)企(qi)業(ye)(ye)(ye)(ye)；其(qi)他企(qi)業(ye)(ye)(ye)(ye)在(zai)現有(you)卓越運(yun)營體系(xi)(xi)基礎上開展對(dui)標(biao)提升，逐步(bu)向(xiang)(xiang)世界(jie)(jie)一(yi)(yi)(yi)(yi)流(liu)(liu)企(qi)業(ye)(ye)(ye)(ye)看齊。集團管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)領(ling)域及所屬(shu)子企(qi)業(ye)(ye)(ye)(ye)共8項(xiang)對(dui)標(biao)范例上報國資委，其(qi)中：6S管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)體系(xi)(xi)和(he)(he)5C財務(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)分(fen)別被評(ping)為(wei)標(biao)桿(gan)模(mo)(mo)(mo)式(shi)(shi)和(he)(he)標(biao)桿(gan)項(xiang)目，燃氣、電力(li)、三(san)(san)九三(san)(san)家被評(ping)為(wei)標(biao)桿(gan)企(qi)業(ye)(ye)(ye)(ye)。二是(shi)(shi)(shi)進(jin)一(yi)(yi)(yi)(yi)步(bu)優(you)化(hua)組織管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)(mo)式(shi)(shi)。集團明(ming)確了(le)(le)“戰(zhan)略(lve)(lve)引領(ling)、客戶導(dao)向(xiang)(xiang)、權責對(dui)等、協同(tong)高效(xiao)、風(feng)險(xian)可控(kong)(kong)(kong)(kong)、動態優(you)化(hua)”的組織設計(ji)原則，形成(cheng)了(le)(le)組織管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)優(you)化(hua)方案，并(bing)逐步(bu)推(tui)動落實(shi)。具體包(bao)括：一(yi)(yi)(yi)(yi)實(shi)行資本層、資產(chan)層、運(yun)營層三(san)(san)級管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)(mo)式(shi)(shi)，對(dui)應集團總部、業(ye)(ye)(ye)(ye)務(wu)(wu)單元、生產(chan)經營單位(wei)的功能(neng)定位(wei), 調整了(le)(le)華(hua)潤(run)(run)(run)創(chuang)(chuang)(chuang)業(ye)(ye)(ye)(ye)、華(hua)潤(run)(run)(run)醫藥、華(hua)潤(run)(run)(run)健康等業(ye)(ye)(ye)(ye)務(wu)(wu)單元管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)架(jia)構(gou)，精簡了(le)(le)組織層級；二優(you)化(hua)總部職(zhi)(zhi)能(neng)，發揮(hui)“引領(ling)、發展、服(fu)務(wu)(wu)、監管(guan)(guan)(guan)(guan)(guan)(guan)”的作(zuo)用，打造戰(zhan)略(lve)(lve)導(dao)向(xiang)(xiang)、管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)科(ke)學、決策高效(xiao)的價(jia)值創(chuang)(chuang)(chuang)造型總部，重點(dian)聚焦戰(zhan)略(lve)(lve)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)、資產(chan)配置、資本運(yun)作(zuo)、公(gong)(gong)(gong)(gong)(gong)司(si)(si)治(zhi)理(li)(li)(li)(li)等核(he)心職(zhi)(zhi)能(neng)，新設科(ke)技(ji)(ji)創(chuang)(chuang)(chuang)新部，集團辦(ban)公(gong)(gong)(gong)(gong)(gong)室(shi)加強(qiang)董事會辦(ban)公(gong)(gong)(gong)(gong)(gong)室(shi)職(zhi)(zhi)能(neng)，同(tong)時剝(bo)離共享服(fu)務(wu)(wu)類職(zhi)(zhi)能(neng)和(he)(he)部室(shi)直(zhi)管(guan)(guan)(guan)(guan)(guan)(guan)公(gong)(gong)(gong)(gong)(gong)司(si)(si)，歸口擬組建(jian)(jian)的法人(ren)主體“華(hua)潤(run)(run)(run)現代服(fu)務(wu)(wu)公(gong)(gong)(gong)(gong)(gong)司(si)(si)”統一(yi)(yi)(yi)(yi)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)，包(bao)含(han)公(gong)(gong)(gong)(gong)(gong)司(si)(si)秘書、知識產(chan)權管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)、守(shou)正招標(biao)平臺、商旅(lv)平臺等；三(san)(san)深化(hua)差異化(hua)管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)模(mo)(mo)(mo)式(shi)(shi)，對(dui)控(kong)(kong)(kong)(kong)股類企(qi)業(ye)(ye)(ye)(ye)建(jian)(jian)立了(le)(le)涵(han)蓋5個維度（外部環(huan)境(jing)、公(gong)(gong)(gong)(gong)(gong)司(si)(si)治(zhi)理(li)(li)(li)(li)、資本結(jie)構(gou)與業(ye)(ye)(ye)(ye)務(wu)(wu)定位(wei)、組織能(neng)力(li)、企(qi)業(ye)(ye)(ye)(ye)競爭力(li)）、14項(xiang)具體評(ping)價(jia)指標(biao)的“一(yi)(yi)(yi)(yi)企(qi)一(yi)(yi)(yi)(yi)策”評(ping)價(jia)模(mo)(mo)(mo)型，對(dui)混合所有(you)制(zhi)企(qi)業(ye)(ye)(ye)(ye)和(he)(he)參(can)股類企(qi)業(ye)(ye)(ye)(ye)，明(ming)確對(dui)公(gong)(gong)(gong)(gong)(gong)司(si)(si)章程、董事會治(zhi)理(li)(li)(li)(li)等管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)(kong)要求；四(si)完善業(ye)(ye)(ye)(ye)務(wu)(wu)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)架(jia)構(gou)，將(jiang)業(ye)(ye)(ye)(ye)務(wu)(wu)劃分(fen)為(wei)大消(xiao)費、大健康、城(cheng)市建(jian)(jian)設運(yun)營、綜合能(neng)源、產(chan)業(ye)(ye)(ye)(ye)金融、科(ke)技(ji)(ji)與新興產(chan)業(ye)(ye)(ye)(ye)六大業(ye)(ye)(ye)(ye)務(wu)(wu)領(ling)域，推(tui)動落實(shi)產(chan)業(ye)(ye)(ye)(ye)轉型升級戰(zhan)略(lve)(lve)。三(san)(san)是(shi)(shi)(shi)持續優(you)化(hua)6S戰(zhan)略(lve)(lve)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)體系(xi)(xi)。集團不斷完善6S戰(zhan)略(lve)(lve)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)體系(xi)(xi)，加強(qiang)集團各(ge)職(zhi)(zhi)能(neng)部室(shi)、創(chuang)(chuang)(chuang)新委員會和(he)(he)其(qi)他專項(xiang)組織在(zai)6S管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)中的分(fen)工合作(zuo)，充(chong)分(fen)發揮(hui)其(qi)功能(neng)和(he)(he)作(zuo)用。對(dui)“科(ke)技(ji)(ji)類”企(qi)業(ye)(ye)(ye)(ye)進(jin)行差異化(hua)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)，探索實(shi)施OKR考(kao)核(he)方法和(he)(he)考(kao)核(he)機(ji)制(zhi)。

健全市場化經營機制

華(hua)(hua)(hua)(hua)潤積極推(tui)(tui)動(dong)經理(li)(li)層成員(yuan)(yuan)任(ren)(ren)期制(zhi)與契(qi)約化(hua)(hua)落(luo)地(di)，靈活開展(zhan)多種方(fang)式的中長(chang)期激(ji)(ji)勵(li)。一(yi)是(shi)推(tui)(tui)動(dong)經理(li)(li)層成員(yuan)(yuan)任(ren)(ren)期制(zhi)和(he)(he)契(qi)約化(hua)(hua)管理(li)(li)落(luo)地(di)。集(ji)團(tuan)(tuan)成立專(zhuan)項工(gong)作組，統(tong)籌(chou)推(tui)(tui)進集(ji)團(tuan)(tuan)和(he)(he)下屬企(qi)業(ye)實(shi)(shi)(shi)施(shi)(shi)經理(li)(li)層成員(yuan)(yuan)任(ren)(ren)期制(zhi)和(he)(he)契(qi)約化(hua)(hua)管理(li)(li)。截至6月30日，開展(zhan)任(ren)(ren)期制(zhi)與契(qi)約化(hua)(hua)的各級企(qi)業(ye)有451家(jia)，已(yi)簽約經理(li)(li)人(ren)(ren)人(ren)(ren)數1,740人(ren)(ren)，已(yi)完成87.9%。二是(shi)積極推(tui)(tui)動(dong)集(ji)團(tuan)(tuan)下屬企(qi)業(ye)開展(zhan)多種方(fang)式的中長(chang)期激(ji)(ji)勵(li)。上(shang)市(shi)(shi)公司方(fang)面，華(hua)(hua)(hua)(hua)潤目(mu)前有10家(jia)企(qi)業(ye)已(yi)實(shi)(shi)(shi)施(shi)(shi)或正組織，其中華(hua)(hua)(hua)(hua)潤萬象生活已(yi)于2020年上(shang)市(shi)(shi)時實(shi)(shi)(shi)施(shi)(shi)戰略配售(shou)，共247人(ren)(ren)參與了認(ren)購，共認(ren)購6.34億元人(ren)(ren)民幣；華(hua)(hua)(hua)(hua)潤微電子(zi)已(yi)實(shi)(shi)(shi)施(shi)(shi)硒盤項目(mu)跟(gen)投，其限制(zhi)性股票激(ji)(ji)勵(li)方(fang)案已(yi)報國(guo)資(zi)委審核；華(hua)(hua)(hua)(hua)潤化(hua)(hua)學(xue)材料結合創業(ye)板(ban)上(shang)市(shi)(shi)同(tong)步實(shi)(shi)(shi)施(shi)(shi)員(yuan)(yuan)工(gong)戰略配售(shou)，預計142人(ren)(ren)參與配售(shou)，初步認(ren)購金額為(wei)1.55億元人(ren)(ren)民幣。非上(shang)市(shi)(shi)公司方(fang)面，探索(suo)在華(hua)(hua)(hua)(hua)潤萬家(jia)等推(tui)(tui)行(xing)超額利潤分享機制(zhi)。

推進國有資本布局優化和結構調整

一是(shi)大(da)力發(fa)展科技(ji)創(chuang)新。集團(tuan)加(jia)強對科技(ji)人(ren)才和(he)研(yan)(yan)發(fa)投入的統籌管理，立(li)足長遠培育創(chuang)新的環境和(he)基因。華(hua)潤(run)集團(tuan)2021年(nian)1-6月(yue)研(yan)(yan)發(fa)費用累計投入約18億元(yuan)(yuan)人(ren)民幣，同(tong)(tong)比增長36%。截至(zhi)2021年(nian)6月(yue)，集團(tuan)14家利潤(run)中心(xin)成立(li)了(le)創(chuang)委會，5家成立(li)了(le)科學技(ji)術(shu)協會，13家建設(she)了(le)研(yan)(yan)發(fa)平臺(tai)，1家設(she)有(you)(you)院(yuan)士工作站(zhan)，7家設(she)有(you)(you)博士后工作站(zhan)、成立(li)了(le)6個(ge)聯(lian)合實(shi)驗(yan)室。二是(shi)重(zhong)組華(hua)創(chuang)業(ye)務(wu)(wu)孵(fu)化(hua)功(gong)能。集團(tuan)推(tui)動下屬(shu)企(qi)業(ye)華(hua)潤(run)創(chuang)業(ye)有(you)(you)限公司（“華(hua)創(chuang)”）的業(ye)務(wu)(wu)重(zhong)組工作，恢復其業(ye)務(wu)(wu)拓(tuo)展和(he)孵(fu)化(hua)功(gong)能，專注(zhu)集團(tuan)創(chuang)新孵(fu)化(hua)業(ye)務(wu)(wu)，發(fa)揮華(hua)創(chuang)在過往“兩(liang)(liang)次再(zai)造華(hua)潤(run)”過程(cheng)中起到的“業(ye)務(wu)(wu)孵(fu)化(hua)器”作用。三是(shi)推(tui)動“兩(liang)(liang)非(fei)”企(qi)業(ye)處(chu)置工作。集團(tuan)共(gong)27家“兩(liang)(liang)非(fei)”企(qi)業(ye)，截至(zhi)2021年(nian)6月(yue)，已完(wan)成17戶處(chu)置工作，完(wan)成率達63%。四是(shi)加(jia)強處(chu)僵治困和(he)重(zhong)點虧(kui)損子企(qi)業(ye)治理。截至(zhi)2021年(nian)6月(yue)，集團(tuan)93戶重(zhong)點虧(kui)損子企(qi)業(ye)整(zheng)體盈利30億元(yuan)(yuan)，相較(jiao)2018年(nian)同(tong)(tong)期(qi)減虧(kui)增利41.2億元(yuan)(yuan)，整(zheng)體完(wan)成情(qing)況較(jiao)好。

積極穩妥推進下屬重點企業混合所有制改革

華潤(run)(run)(run)積極推(tui)(tui)動(dong)下屬企業開(kai)展混(hun)改(gai)，引(yin)入合適的(de)戰略(lve)投(tou)資(zi)(zi)者(zhe)，共同(tong)(tong)轉換(huan)經營機制，不(bu)斷優化(hua)公(gong)司治(zhi)理、強化(hua)激勵約束機制。一(yi)是(shi)明確混(hun)改(gai)工(gong)(gong)(gong)作要(yao)求。集(ji)(ji)團下發《華潤(run)(run)(run)集(ji)(ji)團混(hun)合所有制改(gai)革(ge)項(xiang)目管(guan)理辦法(fa)（試(shi)(shi)行）》，進(jin)一(yi)步(bu)指(zhi)導下屬企業推(tui)(tui)進(jin)混(hun)改(gai)工(gong)(gong)(gong)作。對重要(yao)混(hun)改(gai)企業項(xiang)目，包括華潤(run)(run)(run)萬家(jia)、華潤(run)(run)(run)怡(yi)寶(bao)、太平(ping)洋(yang)咖(ka)啡等，積極推(tui)(tui)動(dong)實(shi)(shi)質性混(hun)改(gai)工(gong)(gong)(gong)作，把握好市場機會。二是(shi)完成華潤(run)(run)(run)微電子引(yin)戰工(gong)(gong)(gong)作。集(ji)(ji)團“雙百(bai)行動(dong)”試(shi)(shi)點(dian)(dian)企業華潤(run)(run)(run)微電子引(yin)入國家(jia)大(da)基金(jin)為戰略(lve)投(tou)資(zi)(zi)者(zhe)，股(gu)比超過5%并同(tong)(tong)步(bu)釋放其(qi)1名董事席(xi)位，進(jin)一(yi)步(bu)優化(hua)董事會治(zhi)理結構。三(san)是(shi)推(tui)(tui)動(dong)混(hun)改(gai)企業員(yuan)(yuan)工(gong)(gong)(gong)持股(gu)計劃實(shi)(shi)施。推(tui)(tui)動(dong)集(ji)(ji)團“科改(gai)行動(dong)”試(shi)(shi)點(dian)(dian)企業華潤(run)(run)(run)生物(wu)醫藥引(yin)入戰略(lve)投(tou)資(zi)(zi)者(zhe)，并同(tong)(tong)步(bu)開(kai)展員(yuan)(yuan)工(gong)(gong)(gong)持股(gu)計劃，預計有30名核心骨干員(yuan)(yuan)工(gong)(gong)(gong)將參與認購(gou)股(gu)權。

黨建、監督及其他重點改革工作

一(yi)是深度(du)開展(zhan)黨建工(gong)作責任(ren)制(zhi)(zhi)相(xiang)關工(gong)作。集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)修訂完(wan)善了《華潤(run)(run)集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)黨建工(gong)作責任(ren)制(zhi)(zhi)考核(he)評價辦法》，引入滿意度(du)測(ce)試、集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)黨委領導打分等(deng)新(xin)機制(zhi)(zhi)，將(jiang)(jiang)考核(he)結果(guo)與經營業績考核(he)結果(guo)銜接。二是加強改(gai)革(ge)監督(du)體系保障(zhang)。集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)修訂完(wan)善了《中(zhong)國華潤(run)(run)巡(xun)視監督(du)要點》，將(jiang)(jiang)總(zong)部(bu)部(bu)室(shi)和二級企業A組織落實(shi)《華潤(run)(run)集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)改(gai)革(ge)三(san)年行動實(shi)施方案》的情況納入內部(bu)巡(xun)視監督(du)范圍。三(san)是制(zhi)(zhi)定盡(jin)職(zhi)合規免(mian)責清單(dan)。集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)制(zhi)(zhi)定發(fa)布《華潤(run)(run)（集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)）有限公司經營投資盡(jin)職(zhi)合規免(mian)責事項(xiang)清單(dan)》，涉及集(ji)(ji)(ji)(ji)(ji)團(tuan)(tuan)(tuan)管控、風險管理、購(gou)銷管理、工(gong)程(cheng)承包建設和資金管理等(deng)十一(yi)個(ge)方面。

【責(ze)任編輯：王占朝】