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存续企业是我国国有企业改革中的特殊问题。中国海油也不例外,1999年优质资产分拆后存续企业(基地系统)总资产仅占中国海油总资产的8%,职工却占中国海油职工总数的60%,亏损2.4亿元,成为中国海油全面建设现代企业制度最后的障碍。但是,仅隔几年,弱势的存续企业就转变为具有市场竞争力的专业化的强势企业。那么,中国海油在建立现代企业制度最后的“攻坚战”中,是如何决战决胜、攻克这最后的“堡垒”呢?
Surviving enterprise is a special problem in the reform of state-owned enterprises in our country. CNOOC is no exception. In 1999, the total assets of the surviving enterprises (base system) after the spin-off of high-quality assets accounted for only 8% of CNOOC’s total assets while the employees accounted for 60% of the total CNOOC employees, with a loss of 240 million yuan, It becomes the final obstacle for CNOOC to build a modern enterprise system in an all-round way. However, in just a few years, the weak surviving enterprises have been transformed into highly specialized and competitive enterprises with market competitiveness. So, CNOOC in the establishment of a modern enterprise system, the final “tough battle” is how to make a winning battle to overcome this last “fort” it?