2024 is a crucial year for the implementation of the action plan to deepen and enhance the reform of state-owned enterprises. The meeting of central enterprise leaders has made it clear that more than 70% of the main tasks must be completed within this year. What are the distinctive features of this round of reform? How to promote the implementation of various tasks? Recently, the State owned Assets Supervision and Administration Commission of the State Council held the first special promotion meeting of the year on the deepening and upgrading of state-owned enterprise reform, releasing a new signal. Strengthening the functions and missions around the "three roles" and effectively leveraging the scientific and technological innovation, industrial control, and security support roles of central enterprises in building a modern industrial system and a new development pattern are the characteristics and focus of this round of reform. "To implement functional and mission oriented reform tasks, we need to find the right direction for action and strengthen assessment and guidance." Wang Hongzhi, Deputy Director of the State owned Assets Supervision and Administration Commission of the State Council, stated at the promotion meeting that all units should focus more on serving high-level technological self-reliance, ensuring stable and smooth industrial and supply chains, and ensuring energy and resource security. At the meeting, the State owned Assets Supervision and Administration Commission of the State Council proposed to adapt to the requirements of functional and mission reform tasks, optimize the layout of state-owned capital, especially in areas that are urgently needed or scarce by the country, have strong basic support, and have significant positive spillover effects, such as "artificial intelligence+". Each unit can combine its own technological resource endowment and industrial foundation, make scientific decisions, and incorporate them into development plans, increasing investment. Since 2023, central and local state-owned enterprises have increased their efforts to develop strategic emerging industries, with annual investments reaching 2.18 trillion yuan and 0.73 trillion yuan respectively, accounting for 35.2% and 17.1% of the total investment. "At present, various units have clear tasks and goals for developing strategic emerging industries and promoting technological innovation. This year, we need to focus on implementation, and in the process, we should also pay attention to dynamic adjustment and optimization based on changes in industry technology. At the same time, we should also prevent excessive competition and duplicate construction." Wang Hongzhi said. The investment in original and leading innovation is large, the cycle is long, and the uncertainty is strong. It is necessary to explore medium to long cycle assessment and incentive measures. In this regard, the State owned Assets Supervision and Administration Commission of the State Council has made it clear that for enterprises undertaking more functional and mission tasks, special assessment plans may be considered. Each group company should also combine reality and synchronously improve its internal assessment system, implementing classified and precise assessments for subsidiary enterprises with heavy functional and mission tasks. Promoting the reform of state-owned enterprises to truly operate according to market-oriented mechanisms focuses on vitality and efficiency. During the three-year action plan for state-owned enterprise reform, many breakthroughs have been made in institutional and mechanism tasks such as the three institutional reforms. The new round of reform action is taking advantage of the situation, aiming to comprehensively promote the institutionalization, long-term effectiveness, and effectiveness of relevant reform results, with the aim of promoting state-owned enterprises to truly operate according to market-oriented mechanisms. What is truly operating according to market-oriented mechanisms? In the eyes of industry insiders, the key to achieving this depends on whether state-owned enterprises can truly break the practice of "judging by identity, level, and qualifications", and "judge positions, performance, and contributions" under market scrutiny. As the backbone of market-oriented management mechanisms, promoting the tenure system and contractual management of management members to improve quality and expand scope is one of the key tasks of reform. In recent years