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一家国有股占78%的钢铁有限责任公司,1998年为建设高速线材项目,另外组建了一家有限责任公司。这家“小公司”先后投资8000万元,其中国有股占40%,职工股占55%。职工投资额也不一样,经营者群体每人5万股,中层干部每人3万股,职工每人3000股。高速线材生产线当年投产,当年见效,经营形势一直不错,2000年分红率高达29%,经营者和职工除工资、奖金外,又有一笔不菲的收入。这意味,这家国有控股公司和职工成了另外一家企业的“真正主人”。据介绍,“小公司”独立经营,但经营领导班子与“大公司”有一定重合,董事长由同一人担任。如何看待这种“内部股份”现象,各方人士有多种多样的评说。
A state-owned shares accounted for 78% of the steel limited liability company, in 1998 for the construction of high-speed wire rod project, another set up a limited liability company. This “small company ” has invested 80 million yuan, of which 40% of state-owned shares, accounting for 55% of workers shares. Employee investment is not the same, each operator group of 50,000 shares, middle-level cadres and 30,000 shares each, 3,000 employees each. High-speed wire production line was put into operation in the same year, when the year came into effect, the business situation has been good. In 2000, the dividend rate was as high as 29%. Besides the wages and bonuses, the operators and employees also have a huge income. This means that the state-owned holding company and staff have become the “real masters” of another business. According to reports, “small company ” independent management, but the management leadership and “big company ” there is a certain overlap, the chairman of the same person. How to treat such an “internal shares ” phenomenon, all parties have a wide range of commentary.