Recently, the State owned Assets Supervision and Administration Commission of the State Council held a special promotion meeting in Shenzhen, Guangdong, focusing on deepening the reform of state-owned assets and enterprises, breaking down institutional and mechanism barriers, vigorously promoting the deep integration of scientific and technological innovation and industrial innovation, and cultivating and developing new quality productive forces. How to better promote the high-quality development of state-owned enterprises and better serve the national strategy is a necessary task. Among them, accelerating the establishment of an evaluation mechanism for state-owned enterprises to fulfill their strategic missions is an important move. In recent years, the assessment system for state-owned enterprises has been mainly based on the performance evaluation of the responsible persons of state-owned enterprises by the state-owned asset supervision agency, which has achieved significant results in optimizing layout, preserving and increasing value, and promoting technological innovation. In terms of optimizing the layout, special assessment indicators will be set up to guide state-owned enterprises to layout strategic emerging industries and future industries. In 2024, central enterprises will invest 2.7 trillion yuan in strategic emerging industries, accounting for over 40% of the total investment for the first time. In terms of promoting classified assessment, we will accelerate the exploration of "one enterprise, one policy" assessment. By 2024, personalized indicators will account for 77% of the performance assessment of central enterprises, promoting enterprises to fully leverage their advantages in their respective fields. In terms of supporting technological innovation, we have guided research and development funding investment. Central enterprises' R&D investment has exceeded one trillion yuan for three consecutive years from 2022 to 2024, effectively stimulating the innovation vitality of enterprises. It should also be noted that although the existing assessment system has covered some assessment contents such as serving major national strategies and undertaking major special tasks, its coverage and functional orientation are still insufficient, and it is slightly inadequate in guiding state-owned enterprises to serve the overall development of the country and fulfill their strategic missions. For example, in the field of emergency response, state-owned enterprises, regardless of conditions and costs, actively participated in rescue and relief in the face of a series of disasters and accidents such as the Dingri 6.8 earthquake in Xizang and the collapse of the Alxa Xinjing coal mine in Inner Mongolia. For state-owned enterprises, more investment is made and more responsibility is shown, which needs to be considered in evaluation, and guide state-owned enterprises to play a better strategic supporting role in disaster prevention, disaster reduction, disaster relief and production safety assurance. For example, in the field of technology, state-owned enterprises shoulder an important role of leading and setting an example in promoting high-level technological self-reliance, building a modern industrial system, and developing new quality productivity. They need to guide state-owned enterprises to better fulfill their strategic missions through evaluation mechanisms, taking into account both current and long-term needs. Around optimizing the assessment and evaluation of state-owned enterprises, the State owned Assets Supervision and Administration Commission of the State Council and various levels of State owned Assets Supervision and Administration Commission have made many beneficial explorations, and the assessment index system based on "one benefit and five rates" has been continuously improved. For example, the innovation has implemented the assessment of "one industry, one policy" and "one enterprise, one policy", and introduced assessment implementation plans for 19 industries. Based on the functional positioning, industry characteristics, and undertaking major tasks of the enterprise, the common quantitative indicators and personalized differences of the enterprise are comprehensively considered to guide the enterprise to strive for high-quality development. For example, treating the development tasks of strategic emerging industries undertaken by state-owned enterprises as core business management, reducing the short-term investment return requirements and economic benefit indicators of strategic emerging industries, and guiding enterprises to accelerate the layout of new tracks and shape new advantages. Next, to guide state-owned enterprises to better fulfill their strategic missions through evaluation mechanisms, we can further accelerate exploration from four aspects. Clearly define evaluation objectives and highlight strategic mission orientation. Making serving national strategic needs the core objective of the evaluation mechanism, changing the economic efficiency oriented assessment model, and combining the functional definition, industry sectors, and classification reform of state-owned enterprises, evaluating the performance of state-owned enterprises in fulfilling strategic missions and tasks, continuing to promote "one policy for each category", "one policy for each industry", and "one policy for each enterprise", guiding state-owned enterprises to tilt resources towards key areas. For example, for enterprises undertaking bottleneck technology research and development, strengthen the evaluation orientation of long-term technological breakthroughs. Scientifically select indicators and construct a multidimensional evaluation index system. Focusing on establishing a scientific, objective, and quantifiable indicator system, corresponding indicators are set for the completion of strategic mission tasks of state-owned enterprises. Give full play to the role of state-owned enterprise investor departments or industry supervisory departments, qualitatively judge and evaluate the completion of strategic mission tasks, and enhance the objectivity and scientificity of evaluation. Innovate evaluation mechanisms and improve dynamic management. Extend the evaluation cycle, conduct regular evaluations of major strategic mission tasks, combine annual evaluations with strategic mission task cycle evaluations, and guide long-term behavior of enterprises. Establish a dynamic feedback mechanism for evaluation results, timely propose improvement requirements for deviations in the execution of strategic missions, form a closed-loop management of "evaluation feedback improvement", and ensure that the evaluation mechanism for state-owned enterprises to fulfill their strategic missions is consistent with national strategic policies. Strengthen mechanism guarantees and promote application implementation. The evaluation of the strategic mission of state-owned enterprises should not only avoid increasing the burden on the enterprise due to repeated assessments, but also prevent the occurrence of inclusion or substitution relationships, ensuring that the two complement and synergize with each other. For enterprises that have achieved outstanding results in fulfilling their strategic mission tasks, they should be linked to enterprise resource allocation, promotion of responsible persons, salary incentives, etc., to stimulate the enthusiasm of state-owned enterprises to actively serve national strategies, and effectively strengthen the rigid constraint and strategic guidance of evaluation results. (Xinhua News Agency) Author: Shi Ying (Associate Researcher at the Institute of Economic System and Management, China Academy of Macroeconomics)