| As a local planning and design state-owned enterprise,KM Planning and Design Institute has been transferred to the enterprise in 2003 and the municipal business sector reorganized and mixed reform in 2014,which has maintained the driving force for the sustainable development of the enterprise.As the country continues to promote a series of reforms on the supply side,industrial structure transformation and upgrading,and the deepening of state-owned enterprises,local governments have stepped up efforts to remove market barriers,accelerated the pace of globalization of planning and design service procurement,increased the openness of the planning and design market,and gradually reduced the protection of local state-owned enterprises.Intensity.During this period,the long-term stagnation of the company on the reconstruction of the mixed reform path led to the slow pace of reform and missed the best time for business transformation and upgrading,which completely intensified the contradiction between the lack of development motivation of the KM Planning Institute and the insignificant reform effect.In recent years,facing the increasingly cruel industry competition environment,it has directly caused problems such as decline in corporate revenue,squeezed living space,decline in salaries and benefits,outflow of core technical personnel,rising human resource costs,and decline in overall competitiveness.To get rid of the current development dilemma,gain a place in the market,and maintain the driving force of the enterprise’s survival and development,it is necessary to find out the crux that restricts the benefits of the mixed reform,guide the restructuring of the mixed reform path,assist with strong implementation guarantee measures,and promote the mixed reform of the enterprise in depth.This paper obtains first-hand information through copywriting survey and questionnaire survey,and sorts out the related theoretical research results of mixed reform.Based on the analysis of the internal and external environment of the KM Planning Institute,it is concluded that the urgency of promoting the comprehensive mixed reform of enterprises needs to be accelerated.Using qualitative and quantitative analysis methods,we sort out the five major problems that exist in the mixed reform of enterprises;closely follow the reform of local state-owned enterprises and the development goals of the enterprise itself,and form a dual-oriented technical route with problems and goals.Reconstruct the path model of "increasing capital and expanding shares + employee shareholding" that matches the mixed reform of enterprises.Finally,with the aid of reform performance evaluation indicators such as operating efficiency,overall competitiveness,and salary and welfare growth rates,specific suggestions on the implementation of the mixed reform path were put forward,and the problem of mixed reform encountered by the KM Planning Institute was solved from the path side.In-depth analysis of the problems encountered by the mixed reform of the KM Planning Institute,and the key points for restructuring the path of the mixed reform:First,as a whole,ensure the rationality of the equity allocation of state-owned capital,strategic investors,and employees,and stimulate the mix of diversified equity.The role of "chemistry" is to truly realize the separation of ownership and management,and complete the professional transformation of management and operation;second,the main consideration for the proportion of state-owned equity allocation is to maintain government trust,maintain state-owned platform dividends,and maintain comparative advantages in market competition;third,select Strategic investors need to have business complementarity and upstream and downstream synergy,be able to bring technology and resources to the company,have a strong desire to participate in corporate governance,and be able to break the previous dominance of state-owned equity in terms of equity allocation;fourth is employee ownership The share mechanism must be able to release incentive benefits and maintain the sustainable development of the enterprise.Based on the experience of the mixed reform in the first phase of the KM Planning Institute,this mixed reform should focus on optimizing the shareholding ratio of employees,and simultaneously establish a differentiated "basic salary + bonus allowance + equity incentive" type of remuneration supporting mechanism,and improve the rights and responsibilities and remuneration of employees at all levels Matching degree,strengthen employees’ sense of corporate identity and belonging,and increase the company’s attractiveness to talents.This research conclusion will provide decision-making reference for KM Planning Institute and similar enterprises to effectively promote mixed reform.The research value of this paper is mainly reflected in four aspects: First,the mixed reform path mode of small-scale planning and design local state-owned enterprises(hereinafter referred to as such enterprises)should adopt the mode of "increasing capital and expanding shares+employee stock ownership",and the employee stock ownership mechanism system should pay attention to overall situation,systematicness,equity difference and liquidity;Second,these enterprises have accumulated certain platform advantages with the help of state-owned assets background and have comparative advantages in local market competition.At this stage,a certain proportion of state-owned equity should be retained in the mixed reform;Third,such enterprises are generally light assets,so it is not appropriate to exaggerate the incentive benefits of mixed listing.We should pay attention to the selection of strategic investors and do a good job of "mixing well" to avoid excessive dilution of corporate equity due to the introduction of financial investors,which will affect the benefit of employee stock ownership mechanism;Fourth,there are management shortcomings in such enterprises,which can be replaced by means of mixed reform,complete the separation of ownership and management rights,and realize the professional transformation of enterprise management and operation. |
