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自(zi)1995年(nian)成立以來，國(guo)投(tou)(tou)始(shi)終秉承資(zi)產經(jing)營與資(zi)本(ben)經(jing)營相結(jie)合的經(jing)營理(li)念，堅持戰略投(tou)(tou)資(zi)、價值(zhi)投(tou)(tou)資(zi)，持續優(you)(you)化國(guo)有(you)資(zi)本(ben)布局，推(tui)動國(guo)有(you)資(zi)本(ben)向(xiang)關(guan)系國(guo)民經(jing)濟命脈和國(guo)計民生的重要行業(ye)和關(guan)鍵(jian)領域集中(zhong)(zhong)，向(xiang)戰略性(xing)新(xin)興產業(ye)集中(zhong)(zhong)，推(tui)動投(tou)(tou)資(zi)企業(ye)高質量發(fa)展，實(shi)現國(guo)有(you)資(zi)本(ben)保值(zhi)增值(zhi)。在(zai)此過程中(zhong)(zhong)，國(guo)投(tou)(tou)堅持對標先進企業(ye)，并結(jie)合自(zi)身實(shi)際(ji)情況，不(bu)斷提高自(zi)身管(guan)(guan)理(li)水平(ping)。去年(nian)以來，國(guo)投(tou)(tou)推(tui)進了(le)“強總(zong)部”職能(neng)優(you)(you)化改革(ge)，進一步(bu)(bu)完善了(le)集團(tuan)管(guan)(guan)控(kong)體(ti)系，初步(bu)(bu)形成了(le)一套(tao)適應國(guo)有(you)多元化資(zi)本(ben)投(tou)(tou)資(zi)公(gong)司(si)特點的“5M”管(guan)(guan)控(kong)模(mo)(mo)式，該模(mo)(mo)式在(zai)本(ben)次管(guan)(guan)理(li)標桿創建行動中(zhong)(zhong)獲評標桿模(mo)(mo)式。

“5M”管(guan)控(kong)(kong)模式是“以價(jia)值(zhi)創造(zao)為(wei)核心(xin)，以協同管(guan)理(li)共創價(jia)值(zhi)，以全(quan)面風險管(guan)理(li)保(bao)護價(jia)值(zhi)，以投(tou)(tou)資管(guan)理(li)發現價(jia)值(zhi)，以投(tou)(tou)后管(guan)理(li)提升價(jia)值(zhi)，以退出管(guan)理(li)實(shi)現價(jia)值(zhi)”的涵蓋股權全(quan)生命周期的價(jia)值(zhi)管(guan)理(li)體(ti)系(xi)(xi)。這套體(ti)系(xi)(xi)以“集團化、專(zhuan)業化、差異化、市(shi)場化”為(wei)原則，以“總(zong)部(bu)、子公司、投(tou)(tou)資企業”三級管(guan)理(li)架構為(wei)載體(ti)，以“要(yao)素管(guan)理(li)、分(fen)類授權、流程(cheng)把控(kong)(kong)”為(wei)依托，是國投(tou)(tou)多年探索和實(shi)踐的成果。

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

國投(tou)明確投(tou)資方(fang)向，突出發(fa)(fa)展(zhan)(zhan)規劃對公司發(fa)(fa)展(zhan)(zhan)的(de)(de)(de)引領(ling)作用，聚焦主(zhu)責(ze)主(zhu)業(ye)，確立了做優基礎產業(ye)、做專(zhuan)戰(zhan)略性新(xin)興產業(ye)、做精(jing)金融及(ji)服務(wu)(wu)(wu)業(ye)的(de)(de)(de)總體目(mu)標；制(zhi)定了14個行業(ye)的(de)(de)(de)分類(lei)指(zhi)導原則，明確不同行業(ye)的(de)(de)(de)發(fa)(fa)展(zhan)(zhan)定位、投(tou)資范圍和(he)(he)重點(dian)(dian)投(tou)資方(fang)向。堅(jian)持(chi)財務(wu)(wu)(wu)評價(jia)(jia)(jia)標準，注重投(tou)資質(zhi)量和(he)(he)效益，分行業(ye)制(zhi)定投(tou)資項目(mu)財務(wu)(wu)(wu)評價(jia)(jia)(jia)指(zhi)標基準值。完善(shan)投(tou)資決(jue)策(ce)(ce)(ce)流(liu)程，將投(tou)資決(jue)策(ce)(ce)(ce)節點(dian)(dian)分為立項、設立公司以及(ji)投(tou)資方(fang)案三個節點(dian)(dian)，并將決(jue)策(ce)(ce)(ce)流(liu)程分為基本流(liu)程和(he)(he)快速流(liu)程兩個類(lei)型。同時(shi)，搭建(jian)了投(tou)資全生命周期管理信息化平臺—投(tou)資決(jue)策(ce)(ce)(ce)管理系統，實現對投(tou)資活(huo)動的(de)(de)(de)動態(tai)監督、分析和(he)(he)后評價(jia)(jia)(jia)。

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)(yu)(yu)(yu)算(suan)管理方面(mian)，建立(li)了(le)戰略(lve)平衡(heng)(heng)、考核平衡(heng)(heng)和專業平衡(heng)(heng)的(de)均衡(heng)(heng)化目(mu)標確定機(ji)制、差(cha)異(yi)化的(de)預(yu)(yu)(yu)(yu)算(suan)編制機(ji)制、流(liu)程化的(de)預(yu)(yu)(yu)(yu)算(suan)控制機(ji)制及系統化的(de)預(yu)(yu)(yu)(yu)算(suan)執行監控機(ji)制，貫通由業務預(yu)(yu)(yu)(yu)算(suan)到財務預(yu)(yu)(yu)(yu)算(suan)的(de)路徑(jing)，使全面(mian)預(yu)(yu)(yu)(yu)算(suan)管理成為落實戰略(lve)規(gui)劃(hua)、保障(zhang)年度(du)目(mu)標完成的(de)有力管控工具。

運(yun)行過(guo)程(cheng)管(guan)(guan)(guan)理(li)方面，全(quan)面梳理(li)企業(ye)運(yun)營(ying)管(guan)(guan)(guan)理(li)過(guo)程(cheng)要(yao)素，以三級架(jia)構為載體(ti)，分級分層理(li)清(qing)管(guan)(guan)(guan)理(li)邊(bian)界(jie)和(he)管(guan)(guan)(guan)理(li)責任(ren)，確保管(guan)(guan)(guan)理(li)要(yao)素全(quan)覆蓋。集團層面負責重大(da)事(shi)項(xiang)的(de)管(guan)(guan)(guan)理(li)，并制定加強運(yun)營(ying)管(guan)(guan)(guan)控和(he)精(jing)益(yi)管(guan)(guan)(guan)理(li)體(ti)系建設的(de)指(zhi)導(dao)原則(ze)，提(ti)出管(guan)(guan)(guan)理(li)要(yao)求(qiu)、明(ming)確管(guan)(guan)(guan)理(li)標準，推(tui)動子(zi)公司(si)完善對控股投資(zi)企業(ye)專業(ye)化和(he)差異化的(de)管(guan)(guan)(guan)控體(ti)系，全(quan)面提(ti)升(sheng)子(zi)公司(si)管(guan)(guan)(guan)理(li)水平。強化過(guo)程(cheng)監(jian)控，突出問(wen)題導(dao)向，聚焦關鍵管(guan)(guan)(guan)理(li)要(yao)素，通過(guo)月(yue)度、季度經營(ying)分析機制、重大(da)經營(ying)事(shi)項(xiang)推(tui)進落實工作機制及指(zhi)導(dao)關鍵要(yao)素的(de)管(guan)(guan)(guan)理(li)，分析生產經營(ying)過(guo)程(cheng)中存在的(de)問(wen)題，推(tui)動管(guan)(guan)(guan)理(li)舉措(cuo)落地(di)和(he)管(guan)(guan)(guan)理(li)提(ti)升(sheng)。

績(ji)(ji)效(xiao)考(kao)(kao)核(he)(he)(he)管(guan)理方面，一是構建分類考(kao)(kao)核(he)(he)(he)體(ti)系(xi)。將(jiang)(jiang)子(zi)公司考(kao)(kao)核(he)(he)(he)分為經營業(ye)績(ji)(ji)、戰略培育、協同(tong)服務三(san)大類，不同(tong)考(kao)(kao)核(he)(he)(he)分類對(dui)應不同(tong)的考(kao)(kao)核(he)(he)(he)重(zhong)點(dian)。二(er)是強化目(mu)標、考(kao)(kao)核(he)(he)(he)及結果兌現全聯(lian)動。堅持(chi)將(jiang)(jiang)預算(suan)目(mu)標與考(kao)(kao)核(he)(he)(he)目(mu)標相(xiang)(xiang)統一，同(tong)時將(jiang)(jiang)工(gong)資(zi)總(zong)額目(mu)標與考(kao)(kao)核(he)(he)(he)目(mu)標實現捆綁，推動實現預算(suan)、考(kao)(kao)核(he)(he)(he)、工(gong)資(zi)兌現的閉(bi)環管(guan)理。三(san)是引入市場(chang)對(dui)標考(kao)(kao)核(he)(he)(he)。在分析各業(ye)務板塊所屬行(xing)(xing)業(ye)特點(dian)、格局及行(xing)(xing)業(ye)優秀企業(ye)的基礎上，構建涵蓋行(xing)(xing)業(ye)宏觀(guan)、行(xing)(xing)業(ye)企業(ye)的標桿體(ti)系(xi)，對(dui)經營業(ye)績(ji)(ji)類子(zi)公司全面引入市場(chang)對(dui)標考(kao)(kao)核(he)(he)(he)。四(si)是建立短期和中長期相(xiang)(xiang)結合的激勵(li)機制。對(dui)所有子(zi)公司經營班子(zi)實行(xing)(xing)任(ren)期考(kao)(kao)核(he)(he)(he)和契約化管(guan)理，并匹配相(xiang)(xiang)應的任(ren)期激勵(li)機制。

創建以經營評價分類為基礎的退出管理體系

國投以(yi)開(kai)展(zhan)壓(ya)減工作為契機，制(zhi)定(ding)印(yin)發了《經(jing)營指(zhi)導原(yuan)則》，形(xing)成(cheng)了結構調整(zheng)長效機制(zhi)。一(yi)是(shi)(shi)滾(gun)動跟蹤、量化(hua)評(ping)價(jia)。從戰略匹配度(du)、持續(xu)經(jing)營能力、資本回(hui)報(bao)水平等(deng)角(jiao)度(du)，聚(ju)焦價(jia)值創造、投資回(hui)報(bao)、盈利能力、經(jing)營增長、債(zhai)務(wu)及現金流(liu)風險等(deng)方面的關(guan)鍵指(zhi)標，構建了包含自(zi)身(shen)(shen)絕對(dui)(dui)、自(zi)身(shen)(shen)改善、市場對(dui)(dui)標等(deng)多維(wei)度(du)、每年滾(gun)動評(ping)價(jia)近三年經(jing)營狀況的量化(hua)模型(xing)體(ti)系，對(dui)(dui)全(quan)級次控(kong)參股投資項目的經(jing)營質量和效率進行(xing)動態綜合定(ding)量評(ping)價(jia)，并通過信息(xi)化(hua)手段將(jiang)其(qi)予以(yi)固化(hua)。二是(shi)(shi)項目分(fen)類(lei)(lei)、差異施策(ce)。根據各類(lei)(lei)指(zhi)標的量化(hua)評(ping)價(jia)結果，對(dui)(dui)應分(fen)類(lei)(lei)判(pan)定(ding)條件，將(jiang)投資項目分(fen)為經(jing)營、退(tui)(tui)(tui)出(chu)(chu)兩種形(xing)態，以(yi)及優秀、正常、關(guan)注、觀察退(tui)(tui)(tui)出(chu)(chu)、立(li)即(ji)退(tui)(tui)(tui)出(chu)(chu)五小(xiao)類(lei)(lei)，并針對(dui)(dui)不同類(lei)(lei)別分(fen)類(lei)(lei)施策(ce)。三是(shi)(shi)嚴格考(kao)核、閉(bi)環管理。將(jiang)退(tui)(tui)(tui)出(chu)(chu)計劃(hua)完成(cheng)情況與(yu)考(kao)核掛鉤，并對(dui)(dui)計劃(hua)外項目退(tui)(tui)(tui)出(chu)(chu)予以(yi)考(kao)核加分(fen)獎勵。

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

一是建(jian)立管理體系(xi)，共享信息渠道。建(jian)立總部、子公司(si)、控股(gu)(gu)投資(zi)(zi)企業(ye)三(san)級協(xie)(xie)同(tong)管理體系(xi)，制(zhi)定業(ye)務(wu)協(xie)(xie)同(tong)實(shi)施意見，搭建(jian)協(xie)(xie)同(tong)信息平(ping)臺，基(ji)于(yu)OA系(xi)統(tong)開(kai)(kai)發(fa)協(xie)(xie)同(tong)管理模(mo)塊，實(shi)現協(xie)(xie)同(tong)需(xu)(xu)求提(ti)報(bao)辦理全(quan)流程線上化、標準化。二是加強(qiang)機(ji)制(zhi)建(jian)設，形成(cheng)集團合力。統(tong)籌協(xie)(xie)調內外資(zi)(zi)源(yuan)，確(que)定業(ye)務(wu)協(xie)(xie)同(tong)工(gong)作原則，明確(que)內部供應(ying)(ying)商(shang)(shang)采購(gou)流程，形成(cheng)了(le)督導和爭端協(xie)(xie)調、協(xie)(xie)同(tong)需(xu)(xu)求報(bao)送、發(fa)布(bu)、協(xie)(xie)商(shang)(shang)、會(hui)議及(ji)激勵等協(xie)(xie)同(tong)工(gong)作機(ji)制(zhi)。三(san)是豐富(fu)協(xie)(xie)同(tong)模(mo)式(shi)，提(ti)升整(zheng)體效益。通過(guo)聚焦產業(ye)鏈、金融工(gong)具(ju)、存量資(zi)(zi)產、客戶(hu)資(zi)(zi)源(yuan)、供應(ying)(ying)商(shang)(shang)、風(feng)險防控等方面的關鍵要素(su)，進行(xing)商(shang)(shang)業(ye)模(mo)式(shi)、業(ye)務(wu)模(mo)式(shi)創新，打造(zao)新的增長(chang)點。四是發(fa)掘(jue)投資(zi)(zi)機(ji)會(hui)，打造(zao)共贏生態(tai)。發(fa)揮控股(gu)(gu)投資(zi)(zi)企業(ye)境內外分支機(ji)構屬地(di)優勢，開(kai)(kai)展區域投資(zi)(zi)協(xie)(xie)同(tong)。發(fa)揮市場化私募(mu)股(gu)(gu)權投資(zi)(zi)基(ji)金“探(tan)頭”“觸(chu)角”和孵(fu)化作用(yong)，推動基(ji)金和控股(gu)(gu)投資(zi)(zi)“雙輪(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)成(cheng)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)頂(ding)層(ceng)設計。從(cong)去(qu)年(nian)年(nian)初開始(shi)，國投引入(ru)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)并(bing)表管(guan)(guan)(guan)(guan)理(li)(li)理(li)(li)念，將風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)作(zuo)為(wei)重大(da)管(guan)(guan)(guan)(guan)理(li)(li)要(yao)(yao)素，從(cong)頂(ding)層(ceng)設計上搭建了一套覆蓋集團全(quan)(quan)(quan)(quan)(quan)級次、全(quan)(quan)(quan)(quan)(quan)業(ye)務、全(quan)(quan)(quan)(quan)(quan)流(liu)程、全(quan)(quan)(quan)(quan)(quan)員(yuan)工(gong)，基于法(fa)人(ren)治理(li)(li)結構(gou)，分級、分類(lei)管(guan)(guan)(guan)(guan)理(li)(li)，適(shi)合國有(you)資(zi)(zi)本投資(zi)(zi)公(gong)司特點的風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)體(ti)(ti)系，進一步強(qiang)化異常管(guan)(guan)(guan)(guan)理(li)(li)。二是(shi)健(jian)全(quan)(quan)(quan)(quan)(quan)“三(san)(san)(san)級架(jia)構(gou)—五個層(ceng)面—三(san)(san)(san)道防線”的風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)組織架(jia)構(gou)。總部(bu)(bu)(bu)成(cheng)立(li)(li)(li)經(jing)營層(ceng)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)委員(yuan)會(hui)(hui)，設立(li)(li)(li)以(yi)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)為(wei)工(gong)作(zuo)主(zhu)線的職(zhi)能部(bu)(bu)(bu)門(men)(men)。建立(li)(li)(li)“集團總部(bu)(bu)(bu)-子(zi)公(gong)司-控(kong)(kong)(kong)股投資(zi)(zi)企業(ye)”三(san)(san)(san)級架(jia)構(gou)，“董事會(hui)(hui)-經(jing)營層(ceng)-總部(bu)(bu)(bu)部(bu)(bu)(bu)門(men)(men)-子(zi)公(gong)司-控(kong)(kong)(kong)股投資(zi)(zi)企業(ye)”五個層(ceng)面，“業(ye)務部(bu)(bu)(bu)門(men)(men)-風(feng)(feng)(feng)(feng)(feng)(feng)控(kong)(kong)(kong)部(bu)(bu)(bu)門(men)(men)-審(shen)計部(bu)(bu)(bu)門(men)(men)”三(san)(san)(san)道防線的風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)組織架(jia)構(gou)。三(san)(san)(san)是(shi)建立(li)(li)(li)健(jian)全(quan)(quan)(quan)(quan)(quan)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)“1+N”制(zhi)(zhi)(zhi)度體(ti)(ti)系。結合監管(guan)(guan)(guan)(guan)要(yao)(yao)求(qiu)、市場慣例、風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)偏好(hao)、戰略目標(biao)(biao)、業(ye)務特點等，建立(li)(li)(li)了適(shi)用于集團實業(ye)、金融各(ge)板(ban)塊，以(yi)全(quan)(quan)(quan)(quan)(quan)面風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)辦法(fa)為(wei)核(he)(he)心，包括風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)報告、偏好(hao)管(guan)(guan)(guan)(guan)理(li)(li)、監督檢(jian)查、考(kao)核(he)(he)評(ping)價、責任追究(jiu)等對(dui)各(ge)類(lei)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)實現管(guan)(guan)(guan)(guan)理(li)(li)閉環(huan)的“1+N”制(zhi)(zhi)(zhi)度體(ti)(ti)系。四是(shi)完(wan)善風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)的流(liu)程與機制(zhi)(zhi)(zhi)。以(yi)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)控(kong)(kong)(kong)制(zhi)(zhi)(zhi)與效率平(ping)衡為(wei)目標(biao)(biao)，健(jian)全(quan)(quan)(quan)(quan)(quan)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)識別評(ping)估機制(zhi)(zhi)(zhi)、監測預(yu)警機制(zhi)(zhi)(zhi)及風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)報告機制(zhi)(zhi)(zhi)，及時跟(gen)蹤、分析、報告重大(da)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)事件(jian)對(dui)集團的關聯影響。優化風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)指(zhi)標(biao)(biao)體(ti)(ti)系，梳(shu)理(li)(li)完(wan)成(cheng)399項核(he)(he)心風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)指(zhi)標(biao)(biao)，其中實業(ye)板(ban)塊225項、金融板(ban)塊174項，并(bing)與風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)類(lei)型(xing)相匹配(pei)，明確風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)偏好(hao)和風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)限(xian)額，設置指(zhi)標(biao)(biao)閾值，定期監控(kong)(kong)(kong)并(bing)分級預(yu)警，全(quan)(quan)(quan)(quan)(quan)面增強(qiang)國投對(dui)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)的掌控(kong)(kong)(kong)力、可控(kong)(kong)(kong)力。

【責任編輯：溫存】