Li Rongrong has witnessed an important part of China’s economic transformation, and become one of such agents of change. He also became the state-owned enterprise reform history part. The first director of SASAC seven years in office, the ministerial-level since 2003, officials in one of the longest serving. He gave the history of China, left mark on state-owned enterprises, who can not avoid any later, this large state-owned economy has become the path of car dependence, and future hope to make some changes there Shui, will therefore be more difficult and complex .
If only from a formal point of view, he is a large self-crippled headed. 196 central enterprises, are in various ways merger integration, he left office, has not reached his ideal – he began to plan is from 30 to 50, later said that 80 to 100. However, these companies some of the distance of his vision has been getting closer, for example, these enterprises in the Chinese economy’s role in the Chinese economy’s control, influence, and leading, for example, with the leading of its kind enterprise gap is narrowing. As a major steward, he was in office 7 years, the state-owned assets from 7 trillion value to 20 trillion, the central enterprises who pay a profit is fivefold.
That which can have very different interpretations. For example, Li Rongrong took office that year, the Chinese economy is entering a new growth cycle in the first year, the Chinese economy has experienced since the development of the gold cycle. Another example, many central enterprises are in industrial chain upstream, China’s overheating economy, trapped in coal, electricity in those years, it is also the central business profits all the way Hurricane of those years. Again, the central enterprises has not really stood the test of economic recession – 2008 in the second half, the 4 trillion economic stimulus package that will pull the economy from the trough at the same time, almost the same time pull the central enterprises and large state-owned enterprises.
