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自(zi)1995年成(cheng)立(li)以來，國(guo)(guo)(guo)(guo)投(tou)始終秉承資(zi)(zi)產經(jing)(jing)營與資(zi)(zi)本經(jing)(jing)營相(xiang)結(jie)合(he)(he)的(de)(de)經(jing)(jing)營理念，堅持戰略投(tou)資(zi)(zi)、價值(zhi)投(tou)資(zi)(zi)，持續優化國(guo)(guo)(guo)(guo)有(you)(you)資(zi)(zi)本布局，推動國(guo)(guo)(guo)(guo)有(you)(you)資(zi)(zi)本向關系國(guo)(guo)(guo)(guo)民經(jing)(jing)濟命(ming)脈和國(guo)(guo)(guo)(guo)計民生的(de)(de)重要(yao)行業(ye)和關鍵領(ling)域(yu)集(ji)中，向戰略性(xing)新興產業(ye)集(ji)中，推動投(tou)資(zi)(zi)企業(ye)高質量發展，實現國(guo)(guo)(guo)(guo)有(you)(you)資(zi)(zi)本保值(zhi)增值(zhi)。在此過程中，國(guo)(guo)(guo)(guo)投(tou)堅持對標(biao)(biao)先進(jin)企業(ye)，并結(jie)合(he)(he)自(zi)身實際情況，不斷提高自(zi)身管(guan)理水平。去(qu)年以來，國(guo)(guo)(guo)(guo)投(tou)推進(jin)了(le)“強(qiang)總部”職(zhi)能優化改革，進(jin)一(yi)步(bu)完善了(le)集(ji)團管(guan)控(kong)(kong)體(ti)系，初步(bu)形成(cheng)了(le)一(yi)套適應國(guo)(guo)(guo)(guo)有(you)(you)多元(yuan)化資(zi)(zi)本投(tou)資(zi)(zi)公司特點的(de)(de)“5M”管(guan)控(kong)(kong)模式(shi)，該(gai)模式(shi)在本次(ci)管(guan)理標(biao)(biao)桿(gan)創建行動中獲評標(biao)(biao)桿(gan)模式(shi)。

“5M”管(guan)控(kong)模式是“以(yi)(yi)價(jia)(jia)值(zhi)創造為(wei)核心，以(yi)(yi)協同管(guan)理(li)共創價(jia)(jia)值(zhi)，以(yi)(yi)全面風(feng)險管(guan)理(li)保護價(jia)(jia)值(zhi)，以(yi)(yi)投(tou)資管(guan)理(li)發現價(jia)(jia)值(zhi)，以(yi)(yi)投(tou)后管(guan)理(li)提升價(jia)(jia)值(zhi)，以(yi)(yi)退出管(guan)理(li)實現價(jia)(jia)值(zhi)”的涵蓋股(gu)權全生命周期的價(jia)(jia)值(zhi)管(guan)理(li)體系。這套體系以(yi)(yi)“集團化(hua)(hua)、專業化(hua)(hua)、差異(yi)化(hua)(hua)、市場化(hua)(hua)”為(wei)原則，以(yi)(yi)“總部、子公司、投(tou)資企(qi)業”三(san)級管(guan)理(li)架構(gou)為(wei)載體，以(yi)(yi)“要(yao)素管(guan)理(li)、分類授權、流程把控(kong)”為(wei)依托(tuo)，是國投(tou)多年探索和(he)實踐的成果。

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)(tou)明(ming)確(que)投(tou)(tou)資方向(xiang)，突(tu)出發展(zhan)規(gui)劃(hua)對公司發展(zhan)的引(yin)領作(zuo)用，聚(ju)焦主責主業(ye)，確(que)立了做優基礎產業(ye)、做專(zhuan)戰略性新興產業(ye)、做精金融及(ji)服務業(ye)的總體目標(biao)；制(zhi)(zhi)定了14個(ge)(ge)行(xing)業(ye)的分(fen)(fen)類指導原則，明(ming)確(que)不同(tong)行(xing)業(ye)的發展(zhan)定位、投(tou)(tou)資范圍和重點投(tou)(tou)資方向(xiang)。堅持財(cai)務評價(jia)標(biao)準(zhun)，注重投(tou)(tou)資質量和效益，分(fen)(fen)行(xing)業(ye)制(zhi)(zhi)定投(tou)(tou)資項目財(cai)務評價(jia)指標(biao)基準(zhun)值。完善投(tou)(tou)資決(jue)策(ce)(ce)流(liu)程，將投(tou)(tou)資決(jue)策(ce)(ce)節點分(fen)(fen)為立項、設立公司以及(ji)投(tou)(tou)資方案三個(ge)(ge)節點，并將決(jue)策(ce)(ce)流(liu)程分(fen)(fen)為基本流(liu)程和快速(su)流(liu)程兩個(ge)(ge)類型(xing)。同(tong)時(shi)，搭建了投(tou)(tou)資全生命周(zhou)期管(guan)理信(xin)息化平臺—投(tou)(tou)資決(jue)策(ce)(ce)管(guan)理系(xi)統，實現對投(tou)(tou)資活動的動態監督(du)、分(fen)(fen)析和后評價(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(quan)面(mian)預(yu)(yu)算(suan)(suan)管理(li)方面(mian)，建立(li)了戰(zhan)略平衡、考核平衡和(he)專業(ye)平衡的(de)均衡化(hua)目標確定機(ji)(ji)制、差異化(hua)的(de)預(yu)(yu)算(suan)(suan)編制機(ji)(ji)制、流程化(hua)的(de)預(yu)(yu)算(suan)(suan)控制機(ji)(ji)制及系(xi)統化(hua)的(de)預(yu)(yu)算(suan)(suan)執行監控機(ji)(ji)制，貫通由業(ye)務預(yu)(yu)算(suan)(suan)到財務預(yu)(yu)算(suan)(suan)的(de)路徑，使(shi)全(quan)面(mian)預(yu)(yu)算(suan)(suan)管理(li)成(cheng)為落實戰(zhan)略規(gui)劃(hua)、保障年度(du)目標完成(cheng)的(de)有力(li)管控工(gong)具(ju)。

運行過(guo)(guo)程(cheng)(cheng)管(guan)理(li)(li)(li)方面(mian)(mian)，全(quan)面(mian)(mian)梳理(li)(li)(li)企(qi)業運營(ying)管(guan)理(li)(li)(li)過(guo)(guo)程(cheng)(cheng)要(yao)(yao)素(su)，以三級架構為載體(ti)(ti)，分(fen)級分(fen)層(ceng)理(li)(li)(li)清(qing)管(guan)理(li)(li)(li)邊界(jie)和管(guan)理(li)(li)(li)責(ze)(ze)任，確(que)保管(guan)理(li)(li)(li)要(yao)(yao)素(su)全(quan)覆蓋。集團層(ceng)面(mian)(mian)負(fu)責(ze)(ze)重(zhong)大(da)事(shi)項(xiang)的(de)(de)管(guan)理(li)(li)(li)，并制定加(jia)強(qiang)運營(ying)管(guan)控(kong)和精益管(guan)理(li)(li)(li)體(ti)(ti)系(xi)建設(she)的(de)(de)指(zhi)導(dao)原(yuan)則，提(ti)出管(guan)理(li)(li)(li)要(yao)(yao)求、明(ming)確(que)管(guan)理(li)(li)(li)標準(zhun)，推(tui)(tui)動(dong)子(zi)公司完善對(dui)控(kong)股投資企(qi)業專業化(hua)(hua)和差(cha)異(yi)化(hua)(hua)的(de)(de)管(guan)控(kong)體(ti)(ti)系(xi)，全(quan)面(mian)(mian)提(ti)升(sheng)子(zi)公司管(guan)理(li)(li)(li)水平。強(qiang)化(hua)(hua)過(guo)(guo)程(cheng)(cheng)監(jian)控(kong)，突出問題導(dao)向，聚焦(jiao)關(guan)鍵(jian)管(guan)理(li)(li)(li)要(yao)(yao)素(su)，通(tong)過(guo)(guo)月度、季度經(jing)營(ying)分(fen)析(xi)機(ji)制、重(zhong)大(da)經(jing)營(ying)事(shi)項(xiang)推(tui)(tui)進落(luo)實工作機(ji)制及指(zhi)導(dao)關(guan)鍵(jian)要(yao)(yao)素(su)的(de)(de)管(guan)理(li)(li)(li)，分(fen)析(xi)生產經(jing)營(ying)過(guo)(guo)程(cheng)(cheng)中存在的(de)(de)問題，推(tui)(tui)動(dong)管(guan)理(li)(li)(li)舉措落(luo)地和管(guan)理(li)(li)(li)提(ti)升(sheng)。

績效考(kao)(kao)核(he)(he)管(guan)理方面(mian)(mian)，一(yi)是構建分(fen)類(lei)考(kao)(kao)核(he)(he)體(ti)系。將子公司(si)(si)考(kao)(kao)核(he)(he)分(fen)為經(jing)(jing)營(ying)業(ye)(ye)(ye)績、戰略(lve)培育、協同(tong)服(fu)務三(san)大類(lei)，不(bu)同(tong)考(kao)(kao)核(he)(he)分(fen)類(lei)對應不(bu)同(tong)的(de)(de)考(kao)(kao)核(he)(he)重(zhong)點。二(er)是強化目標(biao)(biao)、考(kao)(kao)核(he)(he)及結果(guo)兌現(xian)(xian)(xian)全聯動(dong)。堅持將預算(suan)(suan)目標(biao)(biao)與考(kao)(kao)核(he)(he)目標(biao)(biao)相統一(yi)，同(tong)時(shi)將工(gong)資總額目標(biao)(biao)與考(kao)(kao)核(he)(he)目標(biao)(biao)實現(xian)(xian)(xian)捆綁，推動(dong)實現(xian)(xian)(xian)預算(suan)(suan)、考(kao)(kao)核(he)(he)、工(gong)資兌現(xian)(xian)(xian)的(de)(de)閉環管(guan)理。三(san)是引入(ru)市場對標(biao)(biao)考(kao)(kao)核(he)(he)。在分(fen)析各業(ye)(ye)(ye)務板塊所(suo)屬(shu)行(xing)(xing)業(ye)(ye)(ye)特點、格局及行(xing)(xing)業(ye)(ye)(ye)優秀企業(ye)(ye)(ye)的(de)(de)基礎上，構建涵蓋行(xing)(xing)業(ye)(ye)(ye)宏(hong)觀、行(xing)(xing)業(ye)(ye)(ye)企業(ye)(ye)(ye)的(de)(de)標(biao)(biao)桿體(ti)系，對經(jing)(jing)營(ying)業(ye)(ye)(ye)績類(lei)子公司(si)(si)全面(mian)(mian)引入(ru)市場對標(biao)(biao)考(kao)(kao)核(he)(he)。四是建立短(duan)期(qi)和中長期(qi)相結合的(de)(de)激勵機制。對所(suo)有子公司(si)(si)經(jing)(jing)營(ying)班子實行(xing)(xing)任(ren)期(qi)考(kao)(kao)核(he)(he)和契(qi)約化管(guan)理，并(bing)匹配(pei)相應的(de)(de)任(ren)期(qi)激勵機制。

創建以經營評價分類為基礎的退出管理體系

國投(tou)(tou)以(yi)開展壓(ya)減工作(zuo)為(wei)(wei)契機(ji)，制定(ding)(ding)印發了《經(jing)營(ying)(ying)(ying)指導原(yuan)則(ze)》，形(xing)成了結構調整長(chang)(chang)效機(ji)制。一是(shi)(shi)滾動跟蹤、量(liang)化(hua)評(ping)(ping)價。從戰略匹配度(du)、持續經(jing)營(ying)(ying)(ying)能力、資本回報(bao)水平等角度(du)，聚(ju)焦價值創造(zao)、投(tou)(tou)資回報(bao)、盈利能力、經(jing)營(ying)(ying)(ying)增長(chang)(chang)、債務及現(xian)金流風(feng)險等方(fang)面的關鍵指標，構建了包(bao)含自身絕對(dui)(dui)、自身改善、市場對(dui)(dui)標等多維度(du)、每年滾動評(ping)(ping)價近三年經(jing)營(ying)(ying)(ying)狀況的量(liang)化(hua)模型體(ti)系，對(dui)(dui)全級次控(kong)參股投(tou)(tou)資項(xiang)目(mu)的經(jing)營(ying)(ying)(ying)質量(liang)和效率進行動態(tai)綜合定(ding)(ding)量(liang)評(ping)(ping)價，并通過信息化(hua)手段將其予(yu)以(yi)固化(hua)。二是(shi)(shi)項(xiang)目(mu)分類(lei)(lei)、差(cha)異(yi)施(shi)策。根(gen)據各類(lei)(lei)指標的量(liang)化(hua)評(ping)(ping)價結果(guo)，對(dui)(dui)應分類(lei)(lei)判(pan)定(ding)(ding)條件，將投(tou)(tou)資項(xiang)目(mu)分為(wei)(wei)經(jing)營(ying)(ying)(ying)、退(tui)出兩種形(xing)態(tai)，以(yi)及優(you)秀、正常(chang)、關注(zhu)、觀察退(tui)出、立即退(tui)出五小類(lei)(lei)，并針對(dui)(dui)不同類(lei)(lei)別分類(lei)(lei)施(shi)策。三是(shi)(shi)嚴格考核(he)(he)、閉(bi)環管理。將退(tui)出計劃(hua)完成情況與考核(he)(he)掛鉤，并對(dui)(dui)計劃(hua)外項(xiang)目(mu)退(tui)出予(yu)以(yi)考核(he)(he)加分獎(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

一是建(jian)立管理體系，共(gong)(gong)享信息渠道。建(jian)立總部(bu)(bu)、子公司(si)、控(kong)股(gu)投(tou)(tou)資(zi)(zi)企業三(san)級(ji)協(xie)(xie)(xie)同管理體系，制定業務協(xie)(xie)(xie)同實施意見(jian)，搭建(jian)協(xie)(xie)(xie)同信息平臺，基于OA系統(tong)開(kai)發(fa)(fa)協(xie)(xie)(xie)同管理模塊，實現協(xie)(xie)(xie)同需(xu)求(qiu)提(ti)報辦理全流(liu)程線(xian)上化、標(biao)準化。二是加(jia)強機(ji)制建(jian)設(she)，形(xing)成(cheng)(cheng)集團合力(li)。統(tong)籌協(xie)(xie)(xie)調(diao)內(nei)外資(zi)(zi)源(yuan)，確定業務協(xie)(xie)(xie)同工作原則，明確內(nei)部(bu)(bu)供(gong)應商采(cai)購流(liu)程，形(xing)成(cheng)(cheng)了督導(dao)和爭端協(xie)(xie)(xie)調(diao)、協(xie)(xie)(xie)同需(xu)求(qiu)報送、發(fa)(fa)布、協(xie)(xie)(xie)商、會議及(ji)激勵等(deng)協(xie)(xie)(xie)同工作機(ji)制。三(san)是豐(feng)富協(xie)(xie)(xie)同模式(shi)，提(ti)升整體效益。通過(guo)聚焦產(chan)業鏈、金融(rong)工具(ju)、存量(liang)資(zi)(zi)產(chan)、客(ke)戶資(zi)(zi)源(yuan)、供(gong)應商、風險防控(kong)等(deng)方面的關鍵要(yao)素，進行(xing)商業模式(shi)、業務模式(shi)創新，打(da)造新的增長(chang)點。四(si)是發(fa)(fa)掘(jue)投(tou)(tou)資(zi)(zi)機(ji)會，打(da)造共(gong)(gong)贏生態。發(fa)(fa)揮控(kong)股(gu)投(tou)(tou)資(zi)(zi)企業境內(nei)外分(fen)支(zhi)機(ji)構屬(shu)地優勢，開(kai)展區域投(tou)(tou)資(zi)(zi)協(xie)(xie)(xie)同。發(fa)(fa)揮市場化私募(mu)股(gu)權投(tou)(tou)資(zi)(zi)基金“探頭”“觸(chu)角”和孵化作用，推(tui)動(dong)基金和控(kong)股(gu)投(tou)(tou)資(zi)(zi)“雙輪聯動(dong)”。

構建投、管、退全生命周期的全面風險管理體系

一是完(wan)(wan)成(cheng)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)頂(ding)層設(she)計。從去年年初開始(shi)，國投引(yin)入風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)并(bing)表管(guan)(guan)(guan)(guan)(guan)理(li)(li)理(li)(li)念，將風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)作為(wei)重大管(guan)(guan)(guan)(guan)(guan)理(li)(li)要素(su)，從頂(ding)層設(she)計上搭建了一套覆蓋(gai)集(ji)團全(quan)(quan)(quan)級次(ci)、全(quan)(quan)(quan)業(ye)(ye)務(wu)、全(quan)(quan)(quan)流程、全(quan)(quan)(quan)員工(gong)，基于(yu)法人治理(li)(li)結構(gou)(gou)(gou)(gou)，分(fen)級、分(fen)類管(guan)(guan)(guan)(guan)(guan)理(li)(li)，適合國有資本投資公(gong)司(si)特(te)點的(de)(de)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)體系(xi)(xi)，進一步強化異常管(guan)(guan)(guan)(guan)(guan)理(li)(li)。二是健全(quan)(quan)(quan)“三(san)(san)級架(jia)構(gou)(gou)(gou)(gou)—五個層面(mian)—三(san)(san)道防(fang)線”的(de)(de)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)組織(zhi)架(jia)構(gou)(gou)(gou)(gou)。總(zong)(zong)部(bu)成(cheng)立(li)(li)(li)經營(ying)層風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)委(wei)員會(hui)，設(she)立(li)(li)(li)以風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)為(wei)工(gong)作主線的(de)(de)職能部(bu)門。建立(li)(li)(li)“集(ji)團總(zong)(zong)部(bu)-子公(gong)司(si)-控(kong)(kong)股投資企(qi)業(ye)(ye)”三(san)(san)級架(jia)構(gou)(gou)(gou)(gou)，“董事會(hui)-經營(ying)層-總(zong)(zong)部(bu)部(bu)門-子公(gong)司(si)-控(kong)(kong)股投資企(qi)業(ye)(ye)”五個層面(mian)，“業(ye)(ye)務(wu)部(bu)門-風(feng)(feng)(feng)(feng)(feng)控(kong)(kong)部(bu)門-審計部(bu)門”三(san)(san)道防(fang)線的(de)(de)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)組織(zhi)架(jia)構(gou)(gou)(gou)(gou)。三(san)(san)是建立(li)(li)(li)健全(quan)(quan)(quan)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)“1+N”制(zhi)(zhi)(zhi)度體系(xi)(xi)。結合監管(guan)(guan)(guan)(guan)(guan)要求、市(shi)場慣(guan)例(li)、風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)偏(pian)好、戰略目標(biao)、業(ye)(ye)務(wu)特(te)點等(deng)，建立(li)(li)(li)了適用于(yu)集(ji)團實(shi)業(ye)(ye)、金融各(ge)板(ban)塊，以全(quan)(quan)(quan)面(mian)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)辦法為(wei)核(he)心，包括風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)報告、偏(pian)好管(guan)(guan)(guan)(guan)(guan)理(li)(li)、監督檢查、考核(he)評價、責任追(zhui)究等(deng)對(dui)(dui)各(ge)類風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)實(shi)現管(guan)(guan)(guan)(guan)(guan)理(li)(li)閉環的(de)(de)“1+N”制(zhi)(zhi)(zhi)度體系(xi)(xi)。四(si)是完(wan)(wan)善風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)的(de)(de)流程與(yu)機(ji)(ji)(ji)制(zhi)(zhi)(zhi)。以風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)控(kong)(kong)制(zhi)(zhi)(zhi)與(yu)效(xiao)率平衡為(wei)目標(biao)，健全(quan)(quan)(quan)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)識別評估機(ji)(ji)(ji)制(zhi)(zhi)(zhi)、監測預警機(ji)(ji)(ji)制(zhi)(zhi)(zhi)及風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)報告機(ji)(ji)(ji)制(zhi)(zhi)(zhi)，及時跟蹤、分(fen)析、報告重大風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)事件(jian)對(dui)(dui)集(ji)團的(de)(de)關聯影響。優化風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)指(zhi)標(biao)體系(xi)(xi)，梳(shu)理(li)(li)完(wan)(wan)成(cheng)399項核(he)心風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)指(zhi)標(biao)，其中實(shi)業(ye)(ye)板(ban)塊225項、金融板(ban)塊174項，并(bing)與(yu)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)類型(xing)相匹配(pei)，明確風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)偏(pian)好和風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)限額，設(she)置指(zhi)標(biao)閾值，定(ding)期監控(kong)(kong)并(bing)分(fen)級預警，全(quan)(quan)(quan)面(mian)增強國投對(dui)(dui)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)的(de)(de)掌控(kong)(kong)力、可控(kong)(kong)力。

【責任編輯：溫存】