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如市的乡镇企业两极分化的现象比较突出,既有一批国家、省级企业集团和经营良好的骨干企业,但同时资不抵债企业的面也比较大。面对全市25％的资不抵债企业,如何探索出一条资不抵债企业绝处逢生之路,成为我市乡镇企业推进改制初期的一大难题。通过大胆探索,我市乡镇企业的改制采取了一系列有力措施,取得了突破性的进展。142家资不抵债企业,出售109家,租赁26家,兼并7家。在改制中实现了集体资产保值增值。 由于资不抵债企业形成亏损的原因各异,转制操作也就不可能一个模式。实践中,我们从实际情况出发,坚持
For example, the polarization of township enterprises in the city is quite prominent. There are a number of national and provincial enterprise groups and well-run key enterprises, but the face of insolvent companies is also relatively large. In the face of 25% of the city’s insolvent companies, how to explore the path of a non-debt-paying enterprise to be on the verge of life has become a major problem for the township and township enterprises in the early stage of the reform. Through bold explorations, the restructuring of the township and township enterprises in our city has adopted a series of powerful measures and has made breakthrough progress. Of the 142 insolvent companies, 109 were sold, 26 were leased, and 7 were merged. In the system reform, it has realized the preservation and appreciation of collective assets. Because the reasons for the formation of losses for insolvent companies are different, there is no way for the restructuring operation. In practice, we proceed from the actual situation and insist