State-owned enterprises in Germany emerged in the late 19th century during the construction of railways, when they took ownership of a large number of railways through state investment and private purchases. However, unlike other European countries, Germany did not repair the blow of the war to the national economy by high-speed nationalization after World War II, but opted for a unique development model of the social market economy. This model emphasizesThe capitalist way of private productionPlay a role in market competition, at the same time** Concentrate on providing a level playing field for the market rather than directly interfering in the operation of the market。On the basis of this social market economic system, the state-owned enterprises in GermanyIt should be responsible for the production and operation activities of sectors of important national interestsAt the same time, it is necessary to directly participate in market competition, that is, taking into accountEconomic benefitswithSocial responsibilityThe dual mission.
German state-owned enterprises are known forHierarchical managementwithClassification managementThe combination of methods distinguishes the management of state-owned enterprises of different natures. Hierarchical management refers to the division of state-owned enterprises into state-owned enterprises according to the different entities of investment** level state-owned enterprisesProvincial state-owned enterpriseswithLocal-level state-owned enterprisesThere are three basic types. The three types of state-owned enterprises are engaged in different business scopes and do not interfere with each other. For example, state-owned enterprises at the first level are mainly engaged in arms and heavy industry enterprises, state-owned enterprises at the provincial level are mainly engaged in banks, theaters, radio and television companies, special hospitals, and other enterprises, while local state-owned enterprises are engaged in some local hydropower, transportation, and other service enterprises. Classified management refers to the division of state-owned enterprises into profit-making state-owned enterprises and non-profit state-owned enterprises according to the profitability of enterprises in Germany.
Germany has a dual board system, ieManagement Board of DirectorswithOversight of the Board of Directors。The Board of Management is the executive body of the company, and each member manages the day-to-day affairs of the company with equal powers and unanimous approval. The Board of Directors is the decision-making and supervisory body of the Company and represents the common interests of shareholders, creditors and employees.
The Ministry of Finance is the authority under German law that exercises ownership rights over state-owned enterprises, which is responsible for approving major decisions such as the establishment, merger, dissolution, auction and capital increase of state-owned enterprisesFunding for state-owned enterprises, to formulate business rules for the board of directors, and more importantly, to achieve the purpose of supervising and supervising the enterprise through the deployment of members of the board of supervisors. The board of directors of German state-owned enterprises is only responsible for the day-to-day operation, while the supervisory board, as the specific executive body of the Ministry of Finance for the management of state-owned enterprises, is responsible for approving major issues of the enterprise, such as the expansion of new business of the enterprise, the establishment or cancellation of subordinate companies, huge investments, loans or loans, etc.
The supervisory board of the German state-owned enterprises consists of:State RepresentativesEmployee representativeswithTrade union representativesIt is made up of three groups of equal power. A national representative is a representative of the owner of an asset, usually a private company manager, minister**, banker or university professor recommended by the Minister of Finance. Employees and trade union representatives are generally elected and recommended by all employees or trade unions, so the employees of German state-owned enterprises can participate in the management of enterprises extensively, which is a prominent feature of their corporate governance model. The board of supervisors is the decision-making body of state-owned enterprises, and is also responsible for supervising, reviewing and maintaining the business objectives, financial situation and shareholders' rights and interests of the enterprise. In terms of external oversight, German state-owned enterprises, the Ministry of Finance and the Supervisory Board are all subject to the supervision of the highest auditing body, the Audit Committee.
Although Germany** has implemented very strict supervision of state-owned enterprises, it does not affect the effective exercise of enterprise autonomy. In fact, German state-owned enterprises have a lot of autonomy, and the board of directors has a large degree of freedom in the arrangement of the company's day-to-day business activities. ** Only the indirect management of the enterprise, the board of supervisors can not interfere in the general business of the enterprise, but can only regulate the behavior of the operator through laws and regulations. The performance of state-owned enterprises in Germany** is mainly measured by market indicators rather than policy objectives. Therefore, although the number and proportion of German state-owned enterprises in the economy are smaller, they have relatively stronger production and operation capabilities due to their better participation in market competition.
German law stipulates three basic principles for leading state-owned enterprises, namely the principle of efficiency, the principle of competition and the principle of model. The German legal system is relatively sound, and the legal provisions are very detailed, specific and clear, so that economic activities can be effectively regulated and guided. The principle of efficiency means that state-owned enterprises should improve their economic efficiency as much as possible, the state financial subsidies cannot be endless, and long-term loss-making enterprises need to be rectified or even closed. The principle of competition means that state-owned enterprises also need to participate in market competition, have the same operational vitality as private enterprises, and exercise effective supervision and management over state-owned enterprises. The model principle refers to the fact that state-owned enterprises should play an exemplary role in the economy, not only to actively participate in market competition, but also to assume corresponding economic, environmental and social responsibilities. AI assistant creation season