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当前,中国宝钢、神华等6家试点央企的董事会改革连带着使国资委的角色也产生变化。除了是政策制定者以外．国资委也扮演国有控股公司的角色。扮演好这两种截然不同的角色需要具备不同的组织心态、能力和经验。解决问题的可行方案之一是另设1-3家类似淡马锡的控股公司直接向政府股东(由国资委代表)负责,监管部分央企。国资委本身则专注于政策制定的工作。
At present, the reform of the board of directors of China’s six pilot state-owned enterprises, such as Baosteel and Shenhua, has also brought about a change in the role of SASAC. Except for policymakers. SASAC also plays the role of state holding company. Playing these two distinct roles requires different organizational mindsets, abilities and experiences. One of the viable options for resolving the problem is to have 1-3 other holding companies, similar to Temasek, directly responsible to government shareholders (represented by the SASAC) to supervise some of the central SOEs. SASAC itself is focused on the work of policy-making.