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近日，寧夏國(guo)資委出臺《關于進一步加(jia)強(qiang)自治區屬國(guo)有(you)企業內部控制體系建設(she)的(de)實施(shi)意見》，指(zhi)導企業結(jie)合開展“內控體系建設(she)年(nian)”活動，從五個方面強(qiang)化內控體系建設(she)工作，推動企業規范運行和高(gao)質量發(fa)展。

一是建立健全內(nei)控(kong)(kong)(kong)體(ti)(ti)系(xi)(xi)，夯實管(guan)理基礎(chu)。在企(qi)(qi)業現有內(nei)控(kong)(kong)(kong)制(zhi)(zhi)度基礎(chu)上，按照管(guan)理制(zhi)(zhi)度化(hua)、制(zhi)(zhi)度流(liu)程化(hua)、流(liu)程信(xin)息化(hua)思路，進一步加強企(qi)(qi)業內(nei)部環(huan)境、風險(xian)評(ping)估、控(kong)(kong)(kong)制(zhi)(zhi)活動、內(nei)部監督和信(xin)息溝通(tong)等建設(she)，及時將法律法規(gui)等外部監管(guan)要求轉化(hua)為企(qi)(qi)業內(nei)部規(gui)章制(zhi)(zhi)度，將風險(xian)、合規(gui)管(guan)理制(zhi)(zhi)度建設(she)及實施情況納(na)入內(nei)控(kong)(kong)(kong)體(ti)(ti)系(xi)(xi)監督評(ping)價范(fan)疇，通(tong)過強監管(guan)、嚴問責(ze)，切(qie)實提(ti)升內(nei)控(kong)(kong)(kong)體(ti)(ti)系(xi)(xi)有效性，促使企(qi)(qi)業依(yi)法合規(gui)開(kai)展經(jing)營活動。

二(er)是強(qiang)化內控(kong)(kong)體(ti)(ti)系執(zhi)行(xing)，提高管(guan)(guan)(guan)(guan)控(kong)(kong)效(xiao)能。聚焦企(qi)業(ye)關鍵(jian)(jian)業(ye)務、重點(dian)領域(yu)，定(ding)期梳理分析(xi)內控(kong)(kong)體(ti)(ti)系執(zhi)行(xing)情況，加(jia)(jia)(jia)強(qiang)日(ri)常管(guan)(guan)(guan)(guan)控(kong)(kong)，及(ji)時(shi)查找制(zhi)(zhi)(zhi)度缺(que)失(shi)或流程缺(que)陷，研究制(zhi)(zhi)(zhi)定(ding)改進措(cuo)施，確保體(ti)(ti)系完(wan)整、全面控(kong)(kong)制(zhi)(zhi)(zhi)、執(zhi)行(xing)有效(xiao)。加(jia)(jia)(jia)強(qiang)重要崗位(wei)授權管(guan)(guan)(guan)(guan)理和權力制(zhi)(zhi)(zhi)衡(heng)，嚴格規范(fan)重要崗位(wei)和關鍵(jian)(jian)人員(yuan)在授權、審(shen)批、執(zhi)行(xing)、報告(gao)等(deng)(deng)方面的權責，重點(dian)強(qiang)化采購、銷售、投資、資金管(guan)(guan)(guan)(guan)理等(deng)(deng)各崗位(wei)的職責權限和審(shen)批程序，形(xing)成相互銜接、相互制(zhi)(zhi)(zhi)衡(heng)、相互監督的內控(kong)(kong)體(ti)(ti)系工作機制(zhi)(zhi)(zhi)。健(jian)全重大風(feng)險(xian)防(fang)(fang)控(kong)(kong)機制(zhi)(zhi)(zhi)，強(qiang)化企(qi)業(ye)防(fang)(fang)范(fan)化解重大風(feng)險(xian)全過(guo)程管(guan)(guan)(guan)(guan)控(kong)(kong)，加(jia)(jia)(jia)強(qiang)經濟運行(xing)動態及(ji)目標(biao)市場指標(biao)變(bian)化監測，結合發現的經營管(guan)(guan)(guan)(guan)理缺(que)陷和問題(ti)，有針(zhen)對(dui)性地(di)制(zhi)(zhi)(zhi)定(ding)風(feng)險(xian)應對(dui)方案，有效(xiao)做好企(qi)業(ye)間風(feng)險(xian)隔離，防(fang)(fang)止風(feng)險(xian)由(you)“點(dian)”擴“面”，避免發生系統性、顛覆(fu)性重大經營風(feng)險(xian)。

三是加大企(qi)業監督(du)評(ping)(ping)價力度，促(cu)進內(nei)(nei)控(kong)(kong)體系(xi)持續優化。集團(tuan)公司(si)指(zhi)導督(du)促(cu)所屬企(qi)業每年(nian)以規范流程(cheng)、消除盲區、有效(xiao)運(yun)行為重(zhong)點(dian)，對內(nei)(nei)控(kong)(kong)體系(xi)的有效(xiao)性進行全面(mian)自(zi)評(ping)(ping)，客(ke)觀(guan)、真實(shi)、準(zhun)確揭(jie)示經(jing)營管理(li)中存在(zai)的內(nei)(nei)控(kong)(kong)缺(que)陷、風險(xian)和合規問題。在(zai)集團(tuan)所屬企(qi)業全面(mian)自(zi)評(ping)(ping)基礎上(shang)，圍繞重(zhong)點(dian)業務、關鍵環節和重(zhong)要崗位(wei)(wei)，組(zu)織對所屬企(qi)業內(nei)(nei)控(kong)(kong)體系(xi)有效(xiao)性進行監督(du)評(ping)(ping)價。建立健全與內(nei)(nei)控(kong)(kong)體系(xi)監督(du)評(ping)(ping)價結果掛鉤的考核機制，對內(nei)(nei)控(kong)(kong)制度不(bu)健全、內(nei)(nei)控(kong)(kong)體系(xi)執行不(bu)力、瞞報漏報謊報自(zi)評(ping)(ping)結果、整改落(luo)實(shi)不(bu)到位(wei)(wei)的單位(wei)(wei)或個(ge)人，給予(yu)考核扣分、薪酬扣減(jian)或崗位(wei)(wei)調整等(deng)處理(li)。

四是(shi)加強出資(zi)人監督(du)(du)，全(quan)面提升(sheng)內(nei)(nei)(nei)控體系(xi)有(you)效性。建立出資(zi)人監督(du)(du)檢查工(gong)作機制，國資(zi)委定(ding)期對(dui)企(qi)(qi)業(ye)內(nei)(nei)(nei)控制度(du)是(shi)否(fou)健全(quan)、執行情(qing)況是(shi)否(fou)到位、整(zheng)(zheng)改(gai)工(gong)作是(shi)否(fou)落(luo)實等進(jin)行檢查評價，納(na)入企(qi)(qi)業(ye)年度(du)經營(ying)(ying)情(qing)況考核，并(bing)按職(zhi)責(ze)(ze)權限對(dui)企(qi)(qi)業(ye)違規違紀違法經營(ying)(ying)問題進(jin)行責(ze)(ze)任追究。整(zheng)(zheng)合企(qi)(qi)業(ye)內(nei)(nei)(nei)部(bu)(bu)(bu)(bu)(bu)監督(du)(du)力量(liang)，完善公(gong)司治理(li)，健全(quan)相關制度(du)，發(fa)揮企(qi)(qi)業(ye)董事(shi)會(hui)或外部(bu)(bu)(bu)(bu)(bu)董事(shi)決策、審核和監督(du)(du)職(zhi)責(ze)(ze)，有(you)效利用(yong)企(qi)(qi)業(ye)內(nei)(nei)(nei)部(bu)(bu)(bu)(bu)(bu)監事(shi)會(hui)、內(nei)(nei)(nei)部(bu)(bu)(bu)(bu)(bu)審計(ji)、內(nei)(nei)(nei)部(bu)(bu)(bu)(bu)(bu)巡(xun)察等監督(du)(du)檢查工(gong)作成果，提升(sheng)內(nei)(nei)(nei)部(bu)(bu)(bu)(bu)(bu)監督(du)(du)實效。

五是加強信(xin)(xin)息(xi)(xi)化(hua)(hua)管(guan)(guan)(guan)控(kong)(kong)(kong)(kong)，強化(hua)(hua)管(guan)(guan)(guan)控(kong)(kong)(kong)(kong)效率。結合國資(zi)監管(guan)(guan)(guan)信(xin)(xin)息(xi)(xi)化(hua)(hua)建設(she)要(yao)求(qiu)，加大(da)內(nei)(nei)控(kong)(kong)(kong)(kong)信(xin)(xin)息(xi)(xi)化(hua)(hua)建設(she)力(li)(li)度，提(ti)升集團(tuan)(tuan)管(guan)(guan)(guan)控(kong)(kong)(kong)(kong)能力(li)(li)。內(nei)(nei)控(kong)(kong)(kong)(kong)體系建設(she)部門與業務、審計(ji)、信(xin)(xin)息(xi)(xi)化(hua)(hua)建設(she)等部門協同配合，推動企業“三重一大(da)”、投資(zi)和(he)項目(mu)管(guan)(guan)(guan)理、財務和(he)資(zi)產、物資(zi)采(cai)購、全面風(feng)險管(guan)(guan)(guan)理、人力(li)(li)資(zi)源等集團(tuan)(tuan)管(guan)(guan)(guan)控(kong)(kong)(kong)(kong)信(xin)(xin)息(xi)(xi)系統(tong)集成(cheng)應用，逐步實現內(nei)(nei)控(kong)(kong)(kong)(kong)體系與業務信(xin)(xin)息(xi)(xi)系統(tong)互聯互通、有機融合。

【責任編輯：語謙】