Corruption is the greatest cancer that endangers the party's vitality and combat effectiveness, and the fight against corruption is the most thorough self-revolution. The discipline inspection and supervision institutions of state-owned enterprises must always be sober and firm on the road, dare to show their swords, strike hard, and defuse bombs accurately, strengthen the role of high-pressure deterrence, promote the comprehensive and strict governance of state-owned enterprises to develop in depth, and provide a strong guarantee for the high-quality development of state-owned enterprises. Calibrate the "compass" to promote the implementation of strategic decision-making and deployment. Focus on the "great plan of the country" and "the great plan of the province", keep an eye on the political position, political direction, political attitude, and political responsibility, and always find problems, examine and solve problems politically, and see whether the strategic deployment of the 20th National Congress of the Communist Party of China has been implemented and whether it has been implemented well, and how well the key tasks, important policies, and important requirements put forward by the superiors due to the situation have been implemented, and whether the responsibilities and tasks belonging to state-owned enterprises have been taken up, and whether the discipline and rules are strictly implemented. Outstanding problems such as ineffective implementation of responsibilities, making choices, and making changes. At the same time, focus on improving the quality and efficiency of supervision, see whether implementation measures have been formulated in combination with the actual situation, whether they have been effectively implemented in place, and effectively promote the main responsibility and main business with strong and effective political supervision.
Build a solid "ballast stone" and promote the deepening and development of the work of positive conduct and discipline. With the concept of "full-cycle management" and the goal of curing "no disease", we actively explore the path carrier of the integration of "three non-corruptions", and deal with the dialectical unity relationship of "punishment and prevention". Focus on key risk areas in the production and operation of state-owned enterprises, and resolutely punish corruption. We should pay close attention to key areas and key links such as investment decision-making, engineering construction, bidding and bidding, and material procurement, seriously investigate and deal with a number of typical cases, and resolutely eliminate corrupt elements who embezzle state-owned assets. Dig deep into the corruption behind the major losses of state-owned assets, and resolutely cut off the gray interest chain. Focus on daily supervision to highlight the effectiveness of governance, skillfully use the analysis and early warning function of the information supervision platform, give full play to the collaborative supervision role of the leading group of "general supervision", and do a good job in the "second half of the article" of supervision and inspection, so as to realize the five major changes from passive supervision to active supervision, flood irrigation to precise drip irrigation, accountability quantity to accountability quality, symptomatic treatment to both symptoms and root causes, and single-handedness to taking advantage of the situation. Combined with the investigation and handling of key cases, pay attention to discovering the common problems of similar enterprises, and simultaneously plan to promote reform and governance and construction. Focus on the construction of integrity, strengthen warning education, plan from a high position, systematically promote the construction of clean state-owned enterprises, expand the construction of clean and honest cultural positions, carry out all-round and multi-level propaganda and education activities that cadres and employees like to see, and implant the culture of integrity into the whole process of enterprise operation and management.
Be a good "booster" to promote state-owned enterprises to become stronger, better and bigger. Accurately grasp the "three distinctions", seek truth from facts and use the "four forms", combine strict management with love, pay equal attention to incentives and constraints, and tolerate and correct errors throughout the discipline inspection and supervision work, so as to support reformers, encourage innovators, tolerate faults for experimenters, and take responsibility for those who are responsible. We must have strength in one hand, focusing on cracking down on the "old guards" who are self-contained, the "lying flat system" who do nothing, the "hand-shaking faction" who are afraid of the serious, and the "procrastination" who perfunctory responsibility, so as to awaken responsibility and stimulate the spirit of responsibility with accountability. It is necessary to have warmth in one hand, adhere to the integration of discipline and law, emotion and reason, accurately implement fault tolerance and correction and reform and innovation risk filing mechanism, severely crack down on false accusations and frame-ups, clarify the correct name in a timely manner, and let the cadres and employees who have the courage to take responsibility and do good deeds unload their burdens, and run out of the "acceleration" of state-owned enterprise reform with the mentality of "efficiency is productivity". (Author's Affiliation: Hunan Xiangjiang New Area Development Group***.)
Selected from "Xinxiang Review" Issue 20, 2023).