Research On The Motivation And Effect Of Nationalization Of Private Environmental Protection Enterprises

As one of the participants in China’s economic market,private environmental protection enterprises have played a pivotal role in the development of China’s economy in recent years.They have not only created enormous economic value,but also contributed their own strength to improving the quality of the ecological environment.These enterprises have opened the door to the environmental protection industry.Under the guidance of current policies,they have continuously promoted technological innovation in the field of ecological and environmental protection,and have become the main force of pollution control and emission reduction in China.However,in recent years,due to the adjustment of national policies,the macro situation of the environmental protection industry has also changed,and the development of private environmental protection enterprises is facing many challenges.Intensified market competition,more financing constraints,and other constraints are restricting the transformation and upgrading of enterprises.Many companies have experienced a crisis of capital chain rupture and lack of project resources.In order to overcome these difficulties,they have begun to turn their attention to strategic investors.In addition to ordinary listed companies,how to gain the favor of state-owned strategic investors has become the goal of these enterprises.Because they can rely on the background of state-owned enterprises to obtain advantages such as funds and project resources,and the injection of state-owned capital can also optimize the ownership structure and improve governance models,thereby further increasing market share and improving performance."State-owned assets platform+ private enterprise operation",as a new mode of mixed ownership reform,has gradually become the preferred approach for private enterprise reform,which also opens up a new idea for their subsequent business development.This thesis starts with an overview of the development of CECEP Guozhen,then elaborates on the reasons for its implementation of the mixed ownership reform,and then introduces the specific implementation process of the company’s mixed ownership reform in chronological order.After that,this thesis will analyze the effectiveness of CECEP Guozhen through the mixed reform from three aspects: governance mechanism,financial performance,and non-financial performance.Firstly,this thesis will analyze the impact of changes in the company’s equity structure before and after the mixed reform,as well as changes in the members of the board of directors,supervisory board,and party committee,on the company’s internal governance reform;The second is to conduct horizontal analysis and vertical comparison based on multiple financial indicators such as debt paying ability,profitability,operating ability,and development ability during the process of CECEP Guozhen hybrid reform,to illustrate the impact of the reform on the company’s financial situation with its actual changes;Third,study the changes in the overall innovation ability,business scale,and financing ability of CECEP Guozhen,and then clarify the role of reform on non-financial performance.Finally,based on the analysis of the above content,it can be found that the reasons for the good results of CECEP Guozhen hybrid reform are: following the policy trend,grasping the opportunity for industry reform,and introducing the background of state-owned enterprise holding into state-owned assets;Fully utilize the capital and resource advantages of central enterprises after the mixed reform,and coordinate their own technological advantages to achieve the integration of industry and finance;Adhere to its own industrial problem orientation,adjust development strategies,and accurately position itself to an asset light operation model;After nationalization,the ownership structure has shifted from highly concentrated to moderately concentrated,and equity checks and balances have been achieved to improve corporate governance and promote performance improvement.Based on the conclusions of the case company,corresponding inspiration can be drawn and suggestions can be made for other private environmental protection enterprises similar to CECEP Guozhen to implement mixed ownership reform in the future.Firstly,after determining the goal of nationalization,environmental protection enterprises need to accurately screen state-owned assets that match the development concept and complete the work of actively introducing them.Only in this way can we promote the smooth development of bilateral cooperation in the future and achieve the original intention of mixed ownership reform;The second is that the nationalization of environmental protection enterprises cannot only be satisfied with the relief funds obtained during the mixed reform.Only by fully leveraging the synergies brought about by the integration of resources between both sides,such as the improvement of financing capacity and the expansion of business markets,can they better promote their own performance improvement;Thirdly,after completing the nationalization of environmental protection enterprises,they should focus more on their long-term planning.For the environmental protection industry,the improvement of technological level is to provide protection for competitiveness and support for long-term development.Therefore,enterprises need to carry out targeted strategic planning under the guidance of innovation driven,so as to improve their competitive level;Fourth,after introducing state-owned shareholders into environmental protection private enterprises,in the process of adjusting their own governance mechanisms,they should pay attention to balancing the discourse rights of state-owned and private shareholders,not only to avoid the situation of "one shareholder dominating the majority",but also to fully utilize the governance advantages of both sides,combining the standardization of state-owned enterprises and the flexibility of private enterprises,to escort the development of enterprises.