国企监事会的出路管理（Management of the board of supervisors of state-owned enterprises）

国企监事会的出路管理（Management of the board of supervisors of state-owned enterprises） 国企监事会的出路管理(Management of the board of supervisors of state-owned enterprises) Low efficiency behind dummy In reality, most of the SOE engaged in administrative work, the general identity for civil servants, the chairman of the trade union or the party members, mostly no management experience, no legal and financial knowledge, the lack of these skills will lead to the lack of information processing, and its impact on the judge aware of the problem. The role of the board of supervisors in the corporate governance structure similar to the "assistant referee", the lack of the ability of supervisors because they do not know in what place, what time, why the "flag", often simply do not "flag up" or "chaos flag". At the same time, most of the supervisors of the majority of the members are internal supervisors and their subordinates led them as "natural status, lack of independence; and assignment of supervisors to age from the leadership post back seat of the old comrades are considered job supervisors to take care of the old comrades play heat transfer station, although they have rich experience and strong sense of responsibility, but the role of organizational arrangements, they also need to learn, and explore the experience in this new job, and work for 3 to 5 years they will retire, which is as an occupation planning. Due to the fact that the internal type of state-owned enterprise supervisory committee has the majority of jobs in the enterprise, and the independence is poor, the effectiveness of the work has been questioned. At present, the development of state-owned enterprises is based on the supervisory board of internal and external integration, which is mainly based on the assignment of supervisors, and the independence of the board of supervisors has been guaranteed. The union Board of supervisors in the supervisor has a "high" characteristic, "high" refers to the enterprise's chairman of the board of supervisors assigned to a considerable level, at least as much as the chairman or general manager, full-time expatriate supervisors also have level. For example, Jiangsu province SASAC to the provincial 19 state-owned enterprises with the board of supervisors, served as chairman of the board of supervisors and full-time supervisors who generally increase administrative ranks level; Hubei province SASAC to 16 provincial state-owned enterprises from the board of supervisors, there are 16 members (including administrative staff of 15 people each), the board of supervisors shall have the chairman (Deputy departmental level) 1, is at the level of 1 supervisors, other supervisors 1 - 2. Due to the current executives of state-owned enterprises and administrative cadres characteristics, cause the external supervisors "high" is the guarantee of the work of the board of supervisors the authority and effectiveness of the important conditions, improve an important experience by external supervision system is in a certain period in the future. But this also reflects from one aspect in the state-owned enterprises are still more serious thought of "official standard", the corporate governance is still a relatively serious phenomenon, facing the "rule of man" from the "rule of man" to "rule of law" a serious challenge. Market selection is imperative To ensure the effectiveness of the supervisory board of state-owned enterprises, to change the "rule of man" in the governance structure of state-owned enterprises, and to build high-quality, professional, professional and market-oriented supervisors are the basic measures. At present, the chairman of state-owned assets supervision in the allocation of supervisors and supervisors, often focus on the administrative level, qualification of cadres experience, obviously, it is difficult to play the competition mechanism in the selection and survival of the fittest in the relatively closed circle of personnel. According to 2008 Shanghai municipal requirements, all state-owned enterprises should establish city management board of supervisors, but there are some enterprises have not established the board of supervisors, the board of supervisors has established some enterprises are incomplete (some of the board of supervisors since its establishment did not change, with the original board chairman or board of supervisors retirement also declined, nearly died), truly achieve the "requirements of state-owned company by company law" board of not less than 5 people only 5 companies. The work has made a breakthrough progress in the field of Shanghai state-owned company, but the pace is not big enough, now only 10 of external supervisors team assigned to 14 companies, team members are not complete (currently 10 chairman of the board of supervisors, 9 full-time supervisors). To the board of supervisors organization is not perfect, the Organization Department was a very important reason is because no one can send, the relevant departments of the appointing body pick the chairman of the board of supervisors or board of supervisors focus on administrative cadres and personnel within the circle, is looking for candidates in the department level cadres to step down, Therefore, the lack of expatriate supervisors is a matter of course. In the selection and appointment of the SASAC central enterprises responsible person, has repeatedly recruits the general manager (in 2010 reached an unprecedented 5 name) senior positions, but the public Recruitment Supervisor no implementation. From 2002 to 2009, the total assets of central enterprises increased from 7 trillion and 130 billion yuan to 21 trillion yuan, an average annual increase of 16.74%; at the same time, according to the February 2010 National Board of supervisors meeting reports, the central enterprises in 2009 the board of supervisors revealed 222 major issues, found violations of law and discipline violations clues involving an amount of 11 billion 900 million yuan. Therefore, facing the state-owned assets and the huge problem of huge assets (undetected or more), the effectiveness of the board of supervisors of state-owned enterprises to work how important it is to build a high-quality professional occupation supervisor team is how urgent. But the market is the fundamental condition for supervisors and team specialization occupation, construction of high quality, because the important function of the market mechanism, the market is the invisible hand, to allocation of social resources (including supervisors, executives), it can make all kinds of resources to maximize the effectiveness of. Compared with the factors such as remuneration and allowance, the supervisors selected from the market place more emphasis on their reputation, that is to say, how the society will evaluate its performance in corporate governance. From some market through the introduction of independent director of the state-owned company situation, such as Baosteel Group, Shanghai electric, Shanghai international port company, the independent directors are mostly from Hongkong, Singapore and other overseas regions, they are very important state-owned enterprises hired them as independent director, office is in place, due diligence. Asked about the reason, they are almost consistent speech can do independent directors, cannot fail, once they fail, then the whole of my occupation career is finished, not only the domestic no company hired him as independent directors, outside will leave a bad record. Visible, this is a more than performance reward more concern, more important motivation, it makes the talent competition from the fore executives do not dare to have slight neglect. At the same time, the marketization of the board of supervisors is also a necessary condition to maintain the independence of the supervisors. Because in the equity diversified enterprises, external supervisors should to shareholders will be responsible for the report, and report to the responsible agencies, dual responsibility will conflict in certain circumstances, as a civil servant status of supervisors, personal identity is based on civil liability or sent units to bear civil liability, the relevant laws and regulations and documents there is no clear, obviously not conducive to play the role of incentive and restraint mechanism. Market selection should be wholeheartedly In the governance of state-owned companies, the biggest difficulty is the lack of corporate governance of talent, for example, many companies are taking important measures to improve the proportion of outside directors as the construction of the board of directors, but where so many qualified outside directors become a problem. In order to solve the "external" needs, so there are a variety of practices, such as: the employment of recently retired former state-owned veterans, university officials, or accounting firms, law firms and other experts to serve as outside directors or supervisors. But this is an emergency practice, in which the real can be called professional, professional, and is conducive to corporate governance strategic change is not much. After all, the leadership of state-owned enterprises in the system of long-term survival, they in the system work program very familiar with the work themselves, but to really take on the occupation and professional directors and supervisors have to learn from scratch. As for many officials and experts, they also live in the system for a long time. One of the most deadly places is their lack of experience in operating enterprises. As consultants, directors and supervisors are lacking in sense. Now the state-owned enterprise directors and supervisors "external" is a measure to perfect the corporate governance, but the "external" if not a market will come to naught "". At present the relevant authority in the "external" candidates may not be considered "outside the system" (although in recent years there are many state-owned enterprises using market mechanisms to recruit managers deputy, but this measure is also dotted with ingredients, And really play the market mechanism to reform state-owned enterprise executives selection work has a considerable gap), sometimes to a political treatment politically assured or arrange cadres, not too much to consider whether the candidates qualified, using the market mechanism of the survival of the fittest competition is often only stay on paper. Shanghai SASAC announced in November 2010 "pilot of the board of directors of corporate governance guidelines", which made the twenty-sixth: the board of supervisors shall be responsible for the authenticity of the SASAC, focusing on supervision of financial accounting, legal compliance management, directors, managers and other senior management personnel to perform their duties and responsibility. In fact, the legal and policy documents have never been in the administrative level of party affiliation, including supervisors, executives qualifications made what limits are related to authority in determining the supervisors and other senior officials of state-owned enterprises as the primary standard to what person. Hiring supervisors is to see whether their professional ethics and professional competence are adequate to the functions of supervisors. Some domestic people have pointed out that the future reform of state-owned enterprises should be to truly benefit the interests of state-owned enterprises, and to make state-owned enterprises public. Here is not to discuss the specific meaning, but as every citizen has the right to maintain all of the property (state-owned assets) is not affected by the loss, also should give every qualification in accordance with certain conditions, people have the opportunity in the board of supervisors of the Bank of China to maintain the rights of state assets. The key to solve this problem is to establish and open market, including the hiring supervisor, with the role of market mechanisms, in order to have equal opportunity to enter the board of supervisors of state-owned enterprise can play from the system to make all kinds of people, let the market in these specialized talents cultivation, selection, compensation, etc. play a guiding role. This will bring pressure and motivation to the supervisors appointed by the organizational procedures, and will help more talents grow. Only in this way, the state-owned enterprise board of supervisors will have a way out". (the writer is Professor of Shanghai Cadre College of Economic Management.)