论文部分内容阅读
长春光学精密机械与物理研究所是由原长春光机所和原长春物理所于1999年整合而成的。近两年来,我所坚持将企业改制同研究所整体发展战略紧密结合,收到了显著成效。一、从研究所发展战略的高度出发,整体策划企业改制方案1999年底,我所有全资企业22家(其中包括20世纪50年代初建立的中型国营企业——长春光机所工厂),合资公司11家。企业共容纳“院编”职工1000余人。企业账面总资产约2.2亿元,净资产约1.1亿元,其中本所权益约8000万元。1999年企业销售收入约1.1亿元。长期以来,我所的所办企业不仅数量多、历史
Changchun Institute of Optics, Fine Mechanics and Physics by the original Changchun Institute of Light and the original Changchun Institute of Physics in 1999 from the integration. In the past two years, I have insisted on closely integrating enterprise restructuring with the overall development strategy of the Institute and have received remarkable results. First, from the perspective of the Institute's development strategy, the overall planning of enterprise restructuring program By the end of 1999, I all 22 wholly-owned enterprises (including the mid-2050s established medium-sized state-owned enterprises - Changchun Institute of Optics and Gynecology), joint venture 11. Enterprises accommodate a total of “hospital editor” more than 1,000 workers. The total book value of the company is about 220 million yuan and the net assets is about 110 million yuan, of which the equity of the company is about 80 million yuan. 1999 sales revenue of about 110 million yuan. For a long time, not only the number of businesses I run, history