Core Practice Areas / 核心业务领域

Module I: Strategic Restructuring & Mixed-Ownership Reform

模块一：战略重组与混合所有制改革

Core Issues / 核心议题: Resource Integration (资源整合) · Mixed-Ownership (混改) · Professionalized Operation (专业化运作)
Optimizing layout, adjusting structure.
优化布局，调整结构。

• Strategic Positioning & Restructuring / 战略定位与重组: Clarifying main responsibilities and core businesses; integrating resources to avoid fragmentation and “hollowing out.”
• 明确主责主业，整合资源，避免碎片化与“空心化”。
• Mixed-Ownership Reform (MER) Design / 混合所有制改革设计: Introducing strategic investors, designing equity structures, and establishing market-based governance mechanisms.
• 引入战略投资者，设计股权结构与市场化治理机制。
• Professionalized Subsidiary Operation / 子公司专业化运作: Transforming administrative branches into market-oriented operating entities.
• 将行政性分公司转型为市场化经营实体。
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Module II: Corporate Governance & Board Excellence

模块二：公司治理与董事会建设

Core Issues / 核心议题: Modern Enterprise System (现代企业制度) · Board Diversity (董事会多元化) · Party Building Integration (党建融入)
From “Management by Administration” to “Management by Capital”.
从“行政管理”转向“资本管理”。

• Governance Structure Optimization / 治理结构优化: Clarifying the boundary between government and enterprises; establishing standardized boards with external directors.
• 厘清政企边界，建立规范董事会与外部董事制度。
• Board Capability Building / 董事会能力建设: Assessing board effectiveness and training directors on fiduciary duties and strategic decision-making.
• 评估董事会有效性，培训董事履行信托责任与战略决策。
• Integration of Party Building & Governance / 党建与治理融合: Designing mechanisms to legally embed Party leadership into corporate governance processes.
• 设计将党的领导融入公司治理结构的法定化机制。
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Module III: Marketization & Incentive Mechanism

模块三：市场化经营与激励机制

Core Issues / 核心议题: Three System Reforms (三项制度改革) · Tenure System (任期制契约化) · ESOP (员工持股)
Unleashing the vitality of human capital.
激发人力资本活力。

• Three System Reforms / “三项制度改革”: Breaking the “Iron Rice Bowl”; implementing market-based recruitment, performance appraisal, and salary distribution.
• 打破“铁饭碗”，实现员工能进能出、收入能增能减、管理人员能上能下。
• Manager Tenure & Contracting / 经理层任期制与契约化: Signing performance contracts with professional managers, clarifying accountability and exit mechanisms.
• 与职业经理人签订绩效契约，明确权责与退出机制。
• Medium & Long-Term Incentives / 中长期激励: Designing ESOPs, dividends sharing, and stock options for key talents in qualified SOEs.
• 为符合条件的国企关键人才设计员工持股、分红激励与股票期权。
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Module IV: Capital Operation & Investment Management

模块四：资本运作与投资管理

Core Issues / 核心议题: State Capital Investment Companies (国有资本投资公司) · M&A & Listing (并购上市) · Supervision System (监管体系)
Transitioning from managing enterprises to managing capital.
从管企业向管资本转变。

• State Capital Investment/Operation Company Pilot / “两类公司”试点: Redesigning headquarters functions, authorizing powers, and establishing fund management platforms.
• 重构总部职能、授权放权与基金管理平台建设。
• Listing & M&A Strategy / 上市与并购战略: Guiding SOEs through IPOs, asset injections, and strategic acquisitions to optimize asset securitization.
• 辅导国企IPO、资产注入与战略并购，提升资产证券化率。
• Investment Supervision & Risk Control / 投资监管与风控: Establishing “Three Major Supervisions” systems (Strategic, Budget, Performance) to prevent state asset loss.
• 建立“三大监督”体系（战略、预算、绩效），防止国有资产流失。
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Module V: World-Class Benchmarking & Digital Transformation

模块五：世界一流对标与数字化转型

Core Issues / 核心议题: Benchmarking Global Leaders (对标世界一流) · Digital SOE (数字化国企) · Innovation System (创新体系)
Accelerating high-quality development.
加速高质量发展。

• World-Class Benchmarking / 对标世界一流: Selecting global peer benchmarks; diagnosing gaps in management, innovation, and branding.
• 选取全球同行标杆，诊断在管理、创新、品牌等方面的差距。
• Digital SOE Transformation / 数字化国企转型: Building digital management platforms for finance, HR, and supply chain to enhance transparency and efficiency.
• 建设财务、人力、供应链等数字化管理平台，提升透明度与效率。
• Innovation Mechanism Design / 创新机制设计: Establishing R&D incentives, innovation funds, and collaboration models with universities.
• 建立研发激励机制、创新基金与产学研合作模式。