本文關(guān)鍵詞： 上港集團 混合所有制改革 員工持股　出處：《深圳大學》2017年碩士論文　論文類型：學位論文

【摘要】：隨著中國經(jīng)濟增速步入新常態(tài)以及人民幣國際化戰(zhàn)略使國內(nèi)市場對外開放程度更高,國有企業(yè)尤其國有競爭性企業(yè)面臨的國際和國內(nèi)的競爭壓力以及宏觀經(jīng)濟下行壓力越來越大,順應時勢中央積極推動國有企業(yè)改革方案,2013年11月中共中央《關(guān)于全面深化改革若干重大問題的決定》明確提出“允許混合所有制經(jīng)濟實行企業(yè)員工持股”,為國有控股混合所有制企業(yè)實施員工持股提供了明確的政策支持,以及2016年8月,三部委印發(fā)《關(guān)于國有控股混合所有制企業(yè)開展員工持股試點的意見》,首次就國有控股混合所有制企業(yè)開展員工持股試點提出明確要求和政策措施,國有企業(yè)適時推出員工持股計劃,提高國有企業(yè)競爭力和盈利能力。2016年國有資產(chǎn)總規(guī)模達131.7萬億,同比增長9.7%,2016年規(guī)模以上工業(yè)企業(yè)實現(xiàn)利潤68803億元,同比增長8.5%,其中國有企業(yè)貢獻11751億,同比增長6.7%,2015年末,國有上市企業(yè)總市值接近34萬億,A股市值58.4萬億,其規(guī)模相當于國民生產(chǎn)總值的一半,因此國有企業(yè)提質(zhì)增效將是國家經(jīng)濟結(jié)構(gòu)轉(zhuǎn)型期的國家戰(zhàn)略目標。上市國有企業(yè)員工持股是國有企業(yè)改革的路徑之一,文章以上港集團實施員工持股作為案例分析對象,因其位于經(jīng)濟改革前沿地上市海;2013年11月《指導意見》發(fā)布以來是上海市首先實施的企業(yè),在國有控股上市企業(yè)中也屬首次;同時自2015年5月正式實施已有23月,并且2012-2015年期間《上港集團中長期激勵計劃》是國企股權(quán)激勵的一個標桿,取得顯著的激勵效果,文章分析員工持股員工持股的動因和員工持股計劃特點包括員工持股范圍、激勵期限、管理模式、解鎖標準和配套政策特點如延續(xù)股權(quán)激勵、分紅政策,發(fā)現(xiàn)該計劃方案在員工持股范圍和比例、定價、激勵期限、權(quán)益處置等方面存在著問題并提出相應對策建議,總結(jié)上港集團混合所有制改革中員工持股的經(jīng)驗和教訓,以啟示尚未實施混合所有制改革的上市國有企業(yè)實施員工持股。
[Abstract]:As China's economic growth rate enters the new normal and the internationalization strategy of RMB makes the domestic market more open to the outside world. State-owned enterprises, especially state-owned competitive enterprises, are facing more and more international and domestic competitive pressure and macroeconomic downward pressure. In line with the times, the central government actively promotes the reform of state-owned enterprises. In November 2013, the decision of the CPC Central Committee on several important issues of comprehensively deepening reform clearly proposed that "the mixed ownership economy should be allowed to implement enterprise employee stock ownership." It provides a clear policy support for the implementation of ESOP in state-owned mixed ownership enterprises, and in August 2016. The three ministries and commissions issued "opinions on the pilot of employee Stock ownership by State-owned holding mixed ownership Enterprises", which for the first time put forward clear requirements and policy measures for the implementation of ESOs. In 2016, the total scale of state-owned assets reached one hundred and thirty-one tillion six hundred and ninety-nine billion nine hundred and ninety-nine million nine hundred and ninety-nine thousand and nine hundred and ninety-nine , an increase of 9.7% over the same period last year. In 2016, the profits of industrial enterprises above the scale reached six tillion eight hundred and eighty billion three hundred million yuan, an increase of 8.5% over the same period last year, of which state-owned enterprises contributed one tillion one hundred and seventy-five billion one hundred million yuan, up 6.7% from the same period a year earlier, and on end of 2015. Total state-owned listed enterprises market value close to 34 tillion, A market value 58.4 tillion, the size of the equivalent of half the gross national product. Therefore, improving the quality and increasing efficiency of state-owned enterprises will be the national strategic goal in the transition period of the national economic structure, and the employee stock ownership of listed state-owned enterprises is one of the paths of the reform of state-owned enterprises. The above mentioned Hong Kong Group implements ESOP as the object of case analysis because it is located in the frontier of economic reform and listed in the sea; Since November 2013, the "guiding opinion" has been first implemented in Shanghai, and it is also the first time among the state-owned listed enterprises. At the same time, since May 2015, the formal implementation of 23 months, and 2012-2015 period of the "Shanggang Group medium and long term incentive Plan" is a benchmark of state-owned equity incentives, achieved significant incentive results. This paper analyzes the motivation of ESOP and the characteristics of ESOP including the scope of ESOP, incentive duration, management model, unlocking standards and supporting policy characteristics such as continuing equity incentive, dividend policy. It is found that there are some problems in the scope and proportion of ESOP, pricing, incentive period, rights and interests disposal and so on, and the corresponding countermeasures and suggestions are put forward. This paper summarizes the experience and lessons of ESOP in the reform of mixed ownership of Shanghai and Hong Kong Group in order to enlighten listed state-owned enterprises that have not yet implemented the reform of mixed ownership to implement ESOP.
【學位授予單位】：深圳大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F552.6

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本文編號：1475004