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近年来,中国铁道建筑总公司把风险管控作为效能监察的一项重要内容和有效抓手,连续三年自主选题立项开展风险管理效能监察,促进企业健全内控机制,切实加强源头治理和风险防控。深入调查研究,把握风险源头。2010年,中国铁建成立以总公司领导为组长、相关部门人员组成的效能监察调研组,先后对40余个所属企业及工程项目部进行风险管控的课题调研。所属各集团公司也分别组成效能监察调研组,采取“解剖麻雀”的方法,对系统内的所有风险源进行综合调研。从企业内部经营管理情况看,盲目的投资扩张、不够慎重的收购兼并,“是菜就往篮子里捡”的投标,以及通过中介承揽、违规分包转包、项目管理粗放等等,都曾让企业付出了沉重的代价,交出了昂贵的“学费”。通过调研和分析,企业领导层深深认识到:切实完善内控机制建设,有效管控各类风险,是企业生存发展的基本要求。
In recent years, China Railway Construction Corporation has taken risk control as an important content and an effective starting point for performance monitoring. It has independently conducted three years of risk management effectiveness monitoring independently to promote sound internal control mechanisms and earnestly strengthen source control and risk prevention control. In-depth investigation and study, grasp the source of the risk. In 2010, China Railway Construction set up a performance monitoring and research team headed by the head of the head office and staffed by relevant departments, and conducted research on the risk management and control of more than 40 affiliated enterprises and engineering departments. The respective group companies also form a performance monitoring research group, respectively, and adopt the method of “dissecting the sparrows” to conduct a comprehensive investigation of all the sources of risk in the system. From the internal management of the enterprise situation, the blind investment expansion, not careful acquisitions, “is to pick up the basket to the ” tender, and through the intermediary contract, sub-contravention of sub-contracting, extensive project management, etc., Have let companies pay a heavy price, pay the expensive “tuition ”. Through research and analysis, the leadership of the enterprise deeply realized: To consummate the construction of the internal control mechanism and effectively control all kinds of risks are the basic requirements of the enterprise’s survival and development.