In the afternoon of November 7, 2022, as a series of activities of the fifth China Enterprise Forum, the parallel forum of "Three Years of Action Practice and Outlook for SOE Reform" was held in Jinan. At the scene, Tan Xuguang, secretary of the Party Committee and chairman of Shandong Heavy Industry Group, said that the world's top 500 enterprises formed by scale superposition and resource monopoly could not be regarded as world-class enterprises. The criteria for judging were what businesses entered the world's first echelon and established a global leading edge in full market competition. The key to a world-class enterprise is its core competitiveness.

The report of the 20th National Congress of the Communist Party of China proposed to improve the modern enterprise system with Chinese characteristics, promote entrepreneurship, and accelerate the construction of world-class enterprises.

"How to understand world-class enterprises?" In Tan Xuguang's view, there are four hard indicators to measure world-class enterprises: how many businesses have achieved the first-class global competitiveness? How many global industry-leading key core technologies have you mastered? Have products and brands entered the global mid - and high-end market? Does the governance system meet the requirements of globalization?

"The world's top 500 enterprises formed by scale superposition and resource monopoly cannot be regarded as world-class enterprises. The criterion for judging them is what businesses have entered the world's first echelon and established a global leading edge in full market competition. The key to world-class enterprises is their core competitiveness." Tan Xuguang said that the construction of core competitiveness requires scientific and technological research and development capabilities, industry leading talents and core technology secrets. Enterprises must adhere to positive research and development.

In Tan Xuguang's opinion, if our market is only in China, and we can't go to the world, enter the high-end market, compete positively with international giants, and form a global brand advantage, we can only be considered as first-class in China, not world-class. The biggest challenge of going global is not product capital, but whether Chinese style corporate governance can adapt to the global water and soil.

In his years of management, Tan Xuguang has established the management and control principles of strategic unity, resource sharing and independent operation, and the cultural concept of responsibility, communication and tolerance. Editor/Zhao E