文章來源：國家開發(fa)投(tou)資集團有限公司 發(fa)布時間：2023-04-19
自(zi)1995年(nian)成立以來，國(guo)投(tou)始終秉承資產(chan)經(jing)營(ying)與資本(ben)(ben)經(jing)營(ying)相結(jie)合的(de)(de)經(jing)營(ying)理念(nian)，堅持(chi)(chi)戰(zhan)略投(tou)資、價值投(tou)資，持(chi)(chi)續優(you)化國(guo)有(you)資本(ben)(ben)布局(ju)，推動國(guo)有(you)資本(ben)(ben)向關系國(guo)民經(jing)濟(ji)命脈和(he)國(guo)計民生的(de)(de)重要行業和(he)關鍵(jian)領域集中(zhong)，向戰(zhan)略性(xing)新(xin)興產(chan)業集中(zhong)，推動投(tou)資企業高(gao)質量發展(zhan)，實(shi)現國(guo)有(you)資本(ben)(ben)保值增值。在此過程中(zhong)，國(guo)投(tou)堅持(chi)(chi)對標(biao)先進企業，并(bing)結(jie)合自(zi)身實(shi)際情況，不斷提高(gao)自(zi)身管(guan)理水(shui)平(ping)。去年(nian)以來，國(guo)投(tou)推進了“強總部”職能優(you)化改革(ge)，進一步完(wan)善了集團(tuan)管(guan)控體(ti)系，初步形成了一套適應國(guo)有(you)多元化資本(ben)(ben)投(tou)資公(gong)司特點的(de)(de)“5M”管(guan)控模式，該模式在本(ben)(ben)次管(guan)理標(biao)桿(gan)創建行動中(zhong)獲(huo)評標(biao)桿(gan)模式。
“5M”管(guan)控模式是“以(yi)(yi)(yi)(yi)價(jia)值(zhi)創造為核心(xin)，以(yi)(yi)(yi)(yi)協同管(guan)理(li)(li)共(gong)創價(jia)值(zhi)，以(yi)(yi)(yi)(yi)全面(mian)風(feng)險管(guan)理(li)(li)保護(hu)價(jia)值(zhi)，以(yi)(yi)(yi)(yi)投資(zi)管(guan)理(li)(li)發現價(jia)值(zhi)，以(yi)(yi)(yi)(yi)投后管(guan)理(li)(li)提升價(jia)值(zhi)，以(yi)(yi)(yi)(yi)退出管(guan)理(li)(li)實現價(jia)值(zhi)”的(de)涵蓋(gai)股(gu)權全生(sheng)命周期的(de)價(jia)值(zhi)管(guan)理(li)(li)體系。這套體系以(yi)(yi)(yi)(yi)“集團化、專業化、差異化、市場(chang)化”為原(yuan)則，以(yi)(yi)(yi)(yi)“總部、子公司、投資(zi)企業”三級管(guan)理(li)(li)架構為載(zai)體，以(yi)(yi)(yi)(yi)“要素(su)管(guan)理(li)(li)、分類授權、流(liu)程把控”為依托(tuo)，是國(guo)投多年(nian)探索和實踐的(de)成(cheng)果。
打造以投資分類指導體系和決策流程體系為核心的投資管理體系
國(guo)投(tou)(tou)明(ming)確投(tou)(tou)資(zi)方(fang)向，突出發展規劃(hua)對(dui)公司(si)發展的(de)引(yin)領作用，聚焦(jiao)主責主業，確立(li)了做(zuo)優(you)基(ji)礎產(chan)業、做(zuo)專戰略性新(xin)興(xing)產(chan)業、做(zuo)精(jing)金融(rong)及(ji)服務業的(de)總體目(mu)標；制定了14個行業的(de)分(fen)(fen)(fen)類(lei)指導原則，明(ming)確不同(tong)行業的(de)發展定位、投(tou)(tou)資(zi)范圍和(he)重點投(tou)(tou)資(zi)方(fang)向。堅持財(cai)務評(ping)價標準(zhun)，注重投(tou)(tou)資(zi)質量和(he)效益，分(fen)(fen)(fen)行業制定投(tou)(tou)資(zi)項目(mu)財(cai)務評(ping)價指標基(ji)準(zhun)值。完(wan)善(shan)投(tou)(tou)資(zi)決(jue)策流程，將投(tou)(tou)資(zi)決(jue)策節(jie)(jie)點分(fen)(fen)(fen)為(wei)立(li)項、設立(li)公司(si)以及(ji)投(tou)(tou)資(zi)方(fang)案(an)三個節(jie)(jie)點，并(bing)將決(jue)策流程分(fen)(fen)(fen)為(wei)基(ji)本流程和(he)快(kuai)速流程兩(liang)個類(lei)型。同(tong)時，搭(da)建了投(tou)(tou)資(zi)全(quan)生命(ming)周期管理信息(xi)化平(ping)臺(tai)—投(tou)(tou)資(zi)決(jue)策管理系統(tong)，實現對(dui)投(tou)(tou)資(zi)活動的(de)動態監督、分(fen)(fen)(fen)析和(he)后評(ping)價。
建立以全面預算為龍頭、運行過程管理為保障、績效考核管理為抓手的投后管理體系
國投全面(mian)預(yu)算(suan)(suan)(suan)管理方(fang)面(mian)，建立了(le)戰略平(ping)衡、考核平(ping)衡和專業(ye)平(ping)衡的(de)均衡化目標確(que)定機制(zhi)(zhi)、差異化的(de)預(yu)算(suan)(suan)(suan)編制(zhi)(zhi)機制(zhi)(zhi)、流(liu)程化的(de)預(yu)算(suan)(suan)(suan)控制(zhi)(zhi)機制(zhi)(zhi)及系統化的(de)預(yu)算(suan)(suan)(suan)執行(xing)監控機制(zhi)(zhi)，貫通(tong)由(you)業(ye)務預(yu)算(suan)(suan)(suan)到財務預(yu)算(suan)(suan)(suan)的(de)路徑，使全面(mian)預(yu)算(suan)(suan)(suan)管理成為落實戰略規劃、保障年度目標完成的(de)有力(li)管控工具。
運行過程(cheng)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)方面(mian)，全面(mian)梳(shu)理(li)企業運營(ying)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)過程(cheng)要(yao)(yao)素(su)(su)，以三級架構為載體(ti)，分級分層理(li)清管(guan)(guan)(guan)(guan)(guan)(guan)理(li)邊界和(he)(he)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)責(ze)任，確保管(guan)(guan)(guan)(guan)(guan)(guan)理(li)要(yao)(yao)素(su)(su)全覆蓋(gai)。集團(tuan)層面(mian)負(fu)責(ze)重大(da)(da)事項的(de)(de)(de)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)，并(bing)制(zhi)定加(jia)強運營(ying)管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)和(he)(he)精益管(guan)(guan)(guan)(guan)(guan)(guan)理(li)體(ti)系(xi)(xi)建設的(de)(de)(de)指(zhi)(zhi)導(dao)原則，提(ti)出管(guan)(guan)(guan)(guan)(guan)(guan)理(li)要(yao)(yao)求、明確管(guan)(guan)(guan)(guan)(guan)(guan)理(li)標準，推(tui)(tui)動子公司(si)完善對控(kong)股投資企業專(zhuan)業化和(he)(he)差(cha)異化的(de)(de)(de)管(guan)(guan)(guan)(guan)(guan)(guan)控(kong)體(ti)系(xi)(xi)，全面(mian)提(ti)升子公司(si)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)水平。強化過程(cheng)監控(kong)，突(tu)出問題導(dao)向，聚焦關鍵(jian)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)要(yao)(yao)素(su)(su)，通過月度、季度經營(ying)分析機(ji)(ji)制(zhi)、重大(da)(da)經營(ying)事項推(tui)(tui)進落實(shi)工作機(ji)(ji)制(zhi)及指(zhi)(zhi)導(dao)關鍵(jian)要(yao)(yao)素(su)(su)的(de)(de)(de)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)，分析生產(chan)經營(ying)過程(cheng)中存(cun)在的(de)(de)(de)問題，推(tui)(tui)動管(guan)(guan)(guan)(guan)(guan)(guan)理(li)舉措落地和(he)(he)管(guan)(guan)(guan)(guan)(guan)(guan)理(li)提(ti)升。
績(ji)(ji)效考核(he)(he)(he)管理(li)(li)方(fang)面，一(yi)是(shi)(shi)構建(jian)(jian)分(fen)類(lei)考核(he)(he)(he)體(ti)系(xi)。將子(zi)公司(si)考核(he)(he)(he)分(fen)為經營(ying)業績(ji)(ji)、戰(zhan)略培(pei)育、協同服務三大類(lei)，不同考核(he)(he)(he)分(fen)類(lei)對(dui)應不同的(de)(de)考核(he)(he)(he)重點。二是(shi)(shi)強化目標(biao)、考核(he)(he)(he)及(ji)結(jie)果兌現(xian)全聯動(dong)。堅持將預算(suan)目標(biao)與(yu)(yu)考核(he)(he)(he)目標(biao)相統一(yi)，同時將工(gong)資總額目標(biao)與(yu)(yu)考核(he)(he)(he)目標(biao)實現(xian)捆綁，推動(dong)實現(xian)預算(suan)、考核(he)(he)(he)、工(gong)資兌現(xian)的(de)(de)閉環(huan)管理(li)(li)。三是(shi)(shi)引入市(shi)場對(dui)標(biao)考核(he)(he)(he)。在分(fen)析各業務板塊所(suo)屬行(xing)業特點、格局(ju)及(ji)行(xing)業優秀企(qi)業的(de)(de)基礎上(shang)，構建(jian)(jian)涵蓋行(xing)業宏觀、行(xing)業企(qi)業的(de)(de)標(biao)桿體(ti)系(xi)，對(dui)經營(ying)業績(ji)(ji)類(lei)子(zi)公司(si)全面引入市(shi)場對(dui)標(biao)考核(he)(he)(he)。四(si)是(shi)(shi)建(jian)(jian)立短期和(he)中長期相結(jie)合的(de)(de)激(ji)勵(li)機制(zhi)。對(dui)所(suo)有(you)子(zi)公司(si)經營(ying)班子(zi)實行(xing)任(ren)期考核(he)(he)(he)和(he)契約化管理(li)(li)，并匹(pi)配(pei)相應的(de)(de)任(ren)期激(ji)勵(li)機制(zhi)。
創建以經營評價分類為基礎的退出管理體系
國投(tou)以開展壓減(jian)工(gong)作為契機(ji)(ji)，制(zhi)定(ding)印發了(le)《經(jing)(jing)營指(zhi)導原則》，形成(cheng)了(le)結(jie)構(gou)調整長效(xiao)機(ji)(ji)制(zhi)。一是(shi)(shi)滾(gun)動(dong)跟蹤、量(liang)化(hua)評(ping)價(jia)。從戰(zhan)略(lve)匹配度、持續經(jing)(jing)營能(neng)力、資(zi)本回(hui)報(bao)水平等角度，聚(ju)焦價(jia)值創造、投(tou)資(zi)回(hui)報(bao)、盈利能(neng)力、經(jing)(jing)營增長、債務及現(xian)金流風險等方(fang)面的(de)關鍵(jian)指(zhi)標(biao)，構(gou)建(jian)了(le)包含自(zi)身絕對、自(zi)身改善、市場對標(biao)等多維度、每(mei)年滾(gun)動(dong)評(ping)價(jia)近三(san)年經(jing)(jing)營狀況的(de)量(liang)化(hua)模型體系，對全級次控(kong)參股(gu)投(tou)資(zi)項(xiang)目的(de)經(jing)(jing)營質量(liang)和效(xiao)率進行動(dong)態綜合定(ding)量(liang)評(ping)價(jia)，并(bing)通過信息化(hua)手段(duan)將(jiang)其(qi)予(yu)以固化(hua)。二是(shi)(shi)項(xiang)目分類(lei)、差異(yi)施(shi)策(ce)。根(gen)據(ju)各(ge)類(lei)指(zhi)標(biao)的(de)量(liang)化(hua)評(ping)價(jia)結(jie)果，對應分類(lei)判(pan)定(ding)條(tiao)件，將(jiang)投(tou)資(zi)項(xiang)目分為經(jing)(jing)營、退(tui)出兩種形態，以及優秀(xiu)、正(zheng)常(chang)、關注、觀察退(tui)出、立(li)即退(tui)出五小(xiao)類(lei)，并(bing)針對不同類(lei)別分類(lei)施(shi)策(ce)。三(san)是(shi)(shi)嚴格(ge)考(kao)核、閉環管理。將(jiang)退(tui)出計劃完成(cheng)情況與考(kao)核掛鉤，并(bing)對計劃外項(xiang)目退(tui)出予(yu)以考(kao)核加(jia)分獎(jiang)勵。
完善投資和業務全覆蓋、內部和外部相協調的協同管理體系
一是(shi)(shi)建(jian)立管(guan)理(li)體(ti)系(xi)，共享信息(xi)渠(qu)道。建(jian)立總部、子公司、控(kong)股(gu)投(tou)資(zi)(zi)企(qi)業三級(ji)協(xie)(xie)同(tong)(tong)管(guan)理(li)體(ti)系(xi)，制定業務(wu)協(xie)(xie)同(tong)(tong)實施意見，搭建(jian)協(xie)(xie)同(tong)(tong)信息(xi)平臺，基(ji)(ji)于OA系(xi)統開發(fa)協(xie)(xie)同(tong)(tong)管(guan)理(li)模塊，實現協(xie)(xie)同(tong)(tong)需(xu)求(qiu)提(ti)報辦理(li)全流程(cheng)線上化(hua)、標(biao)準化(hua)。二(er)是(shi)(shi)加強機(ji)制建(jian)設，形成(cheng)集(ji)團(tuan)合力。統籌協(xie)(xie)調內外資(zi)(zi)源，確定業務(wu)協(xie)(xie)同(tong)(tong)工作原(yuan)則(ze)，明確內部供應商(shang)(shang)采(cai)購流程(cheng)，形成(cheng)了(le)督導和(he)爭端協(xie)(xie)調、協(xie)(xie)同(tong)(tong)需(xu)求(qiu)報送、發(fa)布、協(xie)(xie)商(shang)(shang)、會(hui)議(yi)及激勵等協(xie)(xie)同(tong)(tong)工作機(ji)制。三是(shi)(shi)豐富協(xie)(xie)同(tong)(tong)模式(shi)，提(ti)升整體(ti)效益(yi)。通過聚焦產業鏈、金融工具(ju)、存量資(zi)(zi)產、客戶資(zi)(zi)源、供應商(shang)(shang)、風險防控(kong)等方面的(de)關鍵(jian)要素，進行商(shang)(shang)業模式(shi)、業務(wu)模式(shi)創新，打(da)(da)造新的(de)增長點。四(si)是(shi)(shi)發(fa)掘(jue)投(tou)資(zi)(zi)機(ji)會(hui)，打(da)(da)造共贏生(sheng)態。發(fa)揮控(kong)股(gu)投(tou)資(zi)(zi)企(qi)業境內外分(fen)支(zhi)機(ji)構屬(shu)地(di)優勢，開展區(qu)域投(tou)資(zi)(zi)協(xie)(xie)同(tong)(tong)。發(fa)揮市場(chang)化(hua)私募(mu)股(gu)權投(tou)資(zi)(zi)基(ji)(ji)金“探(tan)頭(tou)”“觸角”和(he)孵化(hua)作用，推(tui)動基(ji)(ji)金和(he)控(kong)股(gu)投(tou)資(zi)(zi)“雙(shuang)輪(lun)聯動”。
構建投、管、退全生命周期的全面風險管理體系
一是(shi)完(wan)(wan)成風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)頂層設計(ji)。從去年年初開始(shi)，國投(tou)(tou)引入風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)并表(biao)管(guan)(guan)(guan)理(li)(li)(li)(li)理(li)(li)(li)(li)念，將(jiang)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)作為(wei)重大管(guan)(guan)(guan)理(li)(li)(li)(li)要素，從頂層設計(ji)上(shang)搭(da)建了(le)一套覆蓋集(ji)團全級(ji)(ji)次(ci)、全業(ye)(ye)(ye)(ye)務、全流程、全員工，基于(yu)法(fa)人治理(li)(li)(li)(li)結(jie)構(gou)(gou)(gou)(gou)，分級(ji)(ji)、分類管(guan)(guan)(guan)理(li)(li)(li)(li)，適合(he)國有資(zi)(zi)本投(tou)(tou)資(zi)(zi)公司(si)(si)特(te)點的(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)體(ti)(ti)系，進一步強化(hua)異常管(guan)(guan)(guan)理(li)(li)(li)(li)。二是(shi)健(jian)(jian)全“三(san)(san)級(ji)(ji)架構(gou)(gou)(gou)(gou)—五個層面—三(san)(san)道防線(xian)”的(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)組織(zhi)架構(gou)(gou)(gou)(gou)。總部(bu)成立(li)(li)(li)經(jing)營層風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)委員會(hui)(hui)，設立(li)(li)(li)以風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)為(wei)工作主線(xian)的(de)職能部(bu)門。建立(li)(li)(li)“集(ji)團總部(bu)-子(zi)公司(si)(si)-控(kong)股(gu)投(tou)(tou)資(zi)(zi)企業(ye)(ye)(ye)(ye)”三(san)(san)級(ji)(ji)架構(gou)(gou)(gou)(gou)，“董事會(hui)(hui)-經(jing)營層-總部(bu)部(bu)門-子(zi)公司(si)(si)-控(kong)股(gu)投(tou)(tou)資(zi)(zi)企業(ye)(ye)(ye)(ye)”五個層面，“業(ye)(ye)(ye)(ye)務部(bu)門-風(feng)(feng)(feng)(feng)(feng)(feng)控(kong)部(bu)門-審計(ji)部(bu)門”三(san)(san)道防線(xian)的(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)組織(zhi)架構(gou)(gou)(gou)(gou)。三(san)(san)是(shi)建立(li)(li)(li)健(jian)(jian)全風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)“1+N”制度體(ti)(ti)系。結(jie)合(he)監管(guan)(guan)(guan)要求、市(shi)場慣例、風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)偏(pian)(pian)好(hao)、戰略目標、業(ye)(ye)(ye)(ye)務特(te)點等(deng)，建立(li)(li)(li)了(le)適用于(yu)集(ji)團實業(ye)(ye)(ye)(ye)、金融各(ge)板(ban)塊，以全面風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)辦法(fa)為(wei)核(he)心(xin)，包括風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)報(bao)告(gao)、偏(pian)(pian)好(hao)管(guan)(guan)(guan)理(li)(li)(li)(li)、監督檢查、考核(he)評價(jia)、責(ze)任追究(jiu)等(deng)對各(ge)類風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)實現管(guan)(guan)(guan)理(li)(li)(li)(li)閉環的(de)“1+N”制度體(ti)(ti)系。四是(shi)完(wan)(wan)善風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)的(de)流程與(yu)(yu)機(ji)(ji)制。以風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)控(kong)制與(yu)(yu)效(xiao)率(lv)平衡為(wei)目標，健(jian)(jian)全風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)識別(bie)評估機(ji)(ji)制、監測預警機(ji)(ji)制及風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)報(bao)告(gao)機(ji)(ji)制，及時跟蹤、分析、報(bao)告(gao)重大風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)事件對集(ji)團的(de)關(guan)聯影響。優化(hua)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)(li)(li)指標體(ti)(ti)系，梳(shu)理(li)(li)(li)(li)完(wan)(wan)成399項(xiang)(xiang)核(he)心(xin)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)指標，其(qi)中(zhong)實業(ye)(ye)(ye)(ye)板(ban)塊225項(xiang)(xiang)、金融板(ban)塊174項(xiang)(xiang)，并與(yu)(yu)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)類型相匹配(pei)，明(ming)確風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)偏(pian)(pian)好(hao)和(he)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)限(xian)額，設置指標閾值，定期監控(kong)并分級(ji)(ji)預警，全面增強國投(tou)(tou)對風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)(xian)(xian)的(de)掌控(kong)力(li)、可控(kong)力(li)。
【責任編輯：溫存】