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【CET4】【Chinadaily】中国医药集团加快改革步伐,以促进企业发展

英语佳苑2020-06-16 06:22:45

Sinopharm steps on reform pedal to enhancegrowth

中国医药集团加快改革步伐,以促进企业发展


By Liu Yukun and Zhong Nan | China Daily |Updated: 2018-03-04 15:32

刘宇坤(音)和钟楠(音)报道|中国日报|更新:2018-03-04 15:32

  ChinaNational Pharmaceutical Group (Sinopharm) will invest in more private companiesand attract investors from both private and State-owned businesses to furtherincrease its earnings potential this year.

  为了进一步增强其盈利潜力,中国医药集团(国药集团)今年将投资于更多的民营企业,并吸引民营和国有企业投资者入股。

  Thecompany has already made a good beginning in this regard by bringing nearly 90percent of its subsidiaries in the reform push by the end of 2017. It involved660 group companies and accounted for over 85 percent of the group's revenuecontributors.

  在推进国有企业混合所有制改革方面,国药集团取得了一个良好的开端。其在2017年底前就已经将近90%的子公司纳入了该项改革进程,此举涵盖了收入占集团总收入85%以上的660家集团公司。

  "Wehave been bringing in strategic investors in sales and pharmaceuticalequipment," said Shi Shengyi, deputy general manager of Sinopharm."Investing in selective private companies can generate high growthpotential as it helps further diversify the company's sales and supplychannels."

  国药集团副总经理石胜依(音)表示:“我们已经引入了销售和制药设备方面的战略投资者。选择性的向一些民营企业投资将生发更大的增长潜力,因为这些民营企业将使得国药集团的销售和供应渠道更加的多元化。


  SinceState-owned enterprises play a significant role in China's economic growth, thecentral government has been promoting a series of reforms to cut overcapacityand low-productivity, which had dragged down profits.

  国有企业在国民经济增长中发挥着主导性作用。故此,中央政府一直在推动着一系列改革以解决妨碍国有企业盈利的产能过剩和生产效率低下问题。

  Reformsinclude changing shareholding structure and reducing non-core assets. SOEs havealso been encouraged to foster innovation and streamline management.

  改革包括改变股权结构和减少非核心资产,同时也鼓励国有企业促进创新和精简管理。

"Such industrial reform benefitspharmaceutical SOEs in general through attracting more research funds, shorteningdevelopment processes and enhancing their overseas performance," said ZhouMi, a researcher at the Chinese Academy of International Trade and EconomicCooperation.

  中国商务部国际贸易经济合作研究院的研究员周觅谈到:“通过吸引更多的研发资金、缩短研发进程和扩大海外市场,此类产业改革将为国有制药企业带来诸多利好。”。

As a major SOE and mainstay for China'spharmaceutical industry, Sinopharm started its reform by adopting a mixedownership.

作为中国医药行业的主流企业和支柱,国药集团从采用混合所有制走上改革之路。

"Reform in pharmaceutical industrydiffers from the others because it stresses much on patent protection andinformation management, as product development is a long-term process thatneeds huge investment," said Zhou.

  周说:“医药行业的改革不同于其他行业,因为医药产品开发是一个需要巨额投资的长期过程,故而其更加注重专利保护和信息管理。”

To better collect market information andfacilitate research, Sinopharm established a management team with the task toattract talents and private investors, as well as offer executive boardmemberships in its subsidiaries, as a major step.

为了更好地收集市场信息和促进研究,国药集团成立了一个管理团队以吸引人才和私人投资者,并为他们在其下属子公司提供董事会成员资格,这是其改革的重要步骤。

  Forinstance, Sinopharm Group Co Ltd, a key member of Sinopharm, was established inJanuary 2003 through investment from both Sinopharm and privately-ownedShanghai Fosun Pharmaceutical (Group) Co Ltd. Under the deal, the group adopteda shared executive board with members coming from both Sinopharm and Fosun.

例如,中国医药集团的重要成员-国药集团有限公司,便是2003年1月通过来自中国医药集团和民营企业上海复星医药(集团)有限公司投资而成立的。根据双方所达成的协议,国药集团有限公司的董事会将由来自中医药集团和复星医药的董事共同组成。

  Inaddition to attracting private investors, Sinopharm has also been working onmergers and acquisitions.

除了吸引私人投资者之外,中国医药集团还一直致力于兼并和收购。

CMDC, another Sinopharm subsidiaryspecializing in pharmaceutical equipment trade, started its reform in 2014. Ithas been working on mergers and acquisitions ever since the reform for buildinga national distribution network of pharmaceutical equipment.

  另一家专注于医药设备贸易的中国医药集团控股子公司-中国医疗器械有限公司在2014便开始改革。为了建立覆盖全国的医药设备分销网,自改革初始该公司就致力于兼并和收购相关企业。

In addition, Sinopharm has also invested inprivate companies and become some of their major shareholders. It invested inChina Traditional Chinese Medicine Holdings Co Ltd and became its shareholderin 2013.

  此外,中国医药集团还投资于民营企业,并成为某些民营企业的主要股东。2013年,该公司投资中国中药控股有限公司,成为其股东。

"Mergers and acquisitions between SOEsand private companies can be challenging due to possible conflicting corporateculture and changes to each other's corporate structure," Zhou said.

周说:“国有企业与民营企业之间的合并和收购可能面临挑战,因为企业文化可能相互冲突,企业结构也会发生变化。”