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中(zhong)國(guo)航(hang)天(tian)科(ke)工(gong)集(ji)團公司（簡稱“航(hang)天(tian)科(ke)工(gong)”）是中(zhong)央直接管(guan)理的國(guo)有(you)(you)特大型高科(ke)技企業，現(xian)有(you)(you)5個研究院(yuan)(yuan)(yuan)、2個科(ke)研生產基地、6家(jia)上市(shi)公司、580余戶(hu)企事業單位，遍布全國(guo)各地。現(xian)有(you)(you)職工(gong)12.7萬(wan)余人，各類專(zhuan)(zhuan)業技術人員超過(guo)40%。在各類人才(cai)隊伍中(zhong)，先后培養兩院(yuan)(yuan)(yuan)院(yuan)(yuan)(yuan)士15名(ming)，外聘12名(ming)院(yuan)(yuan)(yuan)士為集(ji)團公司科(ke)技委(wei)高級顧問、顧問，并(bing)擁有(you)(you)一大批國(guo)家(jia)級知名(ming)專(zhuan)(zhuan)家(jia)和學者。

航天(tian)科(ke)(ke)工多年(nian)來堅持聚精會神搞(gao)建設、一心一意謀(mou)發(fa)展(zhan)，經(jing)濟(ji)保(bao)持了平(ping)穩較快發(fa)展(zhan)，資(zi)產(chan)總額和營(ying)業收(shou)入(ru)均(jun)突破(po)千億元大關，主要經(jing)濟(ji)指(zhi)標連創(chuang)新(xin)高。自2007年(nian)以來，在中(zhong)央企(qi)(qi)業負責人經(jing)營(ying)業績(ji)考(kao)核(he)中(zhong)，航天(tian)科(ke)(ke)工連年(nian)進入(ru)中(zhong)央企(qi)(qi)業A級(ji)行列，并且獲得任期業績(ji)考(kao)核(he)A級(ji)和任期“業績(ji)優秀企(qi)(qi)業”稱號。

一、風險管理體系(xi)建設過程(cheng)

2009年以(yi)來，航天科(ke)工(gong)(gong)深(shen)入貫徹落實(shi)國(guo)務院國(guo)資委(wei)關于(yu)建立央企(qi)全面風(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)體(ti)系(xi)要求，緊緊圍繞(rao)建設國(guo)際一流航天防(fang)務公司(si)戰略目標(biao)，在深(shen)入分(fen)析(xi)行業(ye)跨度(du)大、管(guan)(guan)(guan)控模(mo)式復雜等企(qi)業(ye)現實(shi)特點的(de)(de)(de)基礎(chu)上，確定了“統籌策劃、分(fen)步(bu)實(shi)施；上下聯動、整合運行；突出重點、務求實(shi)效(xiao)”的(de)(de)(de)風(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)體(ti)系(xi)建設工(gong)(gong)作思(si)路，逐步(bu)建立了具有航天特色的(de)(de)(de)全面風(feng)(feng)險(xian)管(guan)(guan)(guan)控模(mo)式，實(shi)現了集(ji)團公司(si)風(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)的(de)(de)(de)三年工(gong)(gong)作目標(biao)。截至(zhi)2011年年底，航天科(ke)工(gong)(gong)有446家單(dan)位開展了風(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)工(gong)(gong)作，其中160家主要單(dan)位已初步(bu)建立了風(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)體(ti)系(xi)，各級(ji)單(dan)位在對(dui)風(feng)(feng)險(xian)的(de)(de)(de)分(fen)層(ceng)分(fen)類(lei)的(de)(de)(de)基礎(chu)上開展各個(ge)層(ceng)面風(feng)(feng)險(xian)評估工(gong)(gong)作，找出了經(jing)營發展中存在的(de)(de)(de)問(wen)題，明確了管(guan)(guan)(guan)控重點，有針對(dui)性(xing)地(di)對(dui)重大重要風(feng)(feng)險(xian)進行防(fang)控，提升(sheng)了各單(dan)位的(de)(de)(de)抗風(feng)(feng)險(xian)能力。

（一）擬定三年三步走的體系建設計劃。

從(cong)2009年(nian)到2011年(nian)的(de)三(san)年(nian)間，航天科工(gong)(gong)的(de)風(feng)(feng)(feng)(feng)險體系(xi)(xi)建(jian)設分三(san)步(bu)完(wan)(wan)成。第一步(bu)：建(jian)立全(quan)面(mian)風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理組織體系(xi)(xi)，啟動全(quan)面(mian)風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理試點工(gong)(gong)作(zuo)，為推進(jin)全(quan)面(mian)風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理體系(xi)(xi)建(jian)設做好準(zhun)備。第二步(bu)：開(kai)展(zhan)風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理體系(xi)(xi)建(jian)設推廣工(gong)(gong)作(zuo)，按風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理流程，在主要所屬(shu)單位范圍內(nei)初步(bu)建(jian)立起全(quan)面(mian)風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理體系(xi)(xi)，試運行風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理信(xin)息系(xi)(xi)統(tong)。第三(san)步(bu)：進(jin)一步(bu)完(wan)(wan)善風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理體系(xi)(xi)，形成風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理報告制(zhi)度。開(kai)展(zhan)風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理的(de)自查(cha)、專(zhuan)項檢查(cha)、審計評價等活動，做好風(feng)(feng)(feng)(feng)險管(guan)(guan)(guan)(guan)理體系(xi)(xi)的(de)監督與改進(jin)工(gong)(gong)作(zuo)。

（二(er)）建立了風險管理工作框架。

航天科工(gong)(gong)不(bu)斷總結實踐經驗，建(jian)立了“以(yi)(yi)目標(biao)為(wei)導向，以(yi)(yi)組織(zhi)為(wei)保障(zhang)，以(yi)(yi)制(zhi)度為(wei)基礎、以(yi)(yi)流程(cheng)(cheng)為(wei)脈絡、以(yi)(yi)崗責為(wei)主體、以(yi)(yi)表單為(wei)載體、以(yi)(yi)標(biao)準(zhun)為(wei)前提(ti)、以(yi)(yi)風險(xian)評(ping)估為(wei)手段(duan)。”的(de)風險(xian)管(guan)理工(gong)(gong)作框架(jia)，通(tong)過(guo)開展初始信息收集(ji)、風險(xian)評(ping)估、風險(xian)管(guan)理策略、風險(xian)管(guan)理解決方案、監督(du)改(gai)進、風險(xian)管(guan)理評(ping)價等風險(xian)管(guan)理基本工(gong)(gong)作流程(cheng)(cheng)，不(bu)斷完(wan)善公司(si)層面(mian)、業務層面(mian)、流程(cheng)(cheng)層面(mian)三(san)個層面(mian)的(de)風險(xian)評(ping)估和應(ying)對工(gong)(gong)作機制(zhi)。

（三(san)）“六個一”的實施指導。

以(yi)“一(yi)(yi)個組織(zhi)體(ti)(ti)系(xi)，一(yi)(yi)套風(feng)(feng)險(xian)管理(li)(li)制(zhi)度，一(yi)(yi)組業務(wu)(wu)流程(cheng)，一(yi)(yi)套內(nei)控制(zhi)度體(ti)(ti)系(xi)，一(yi)(yi)個系(xi)統平臺和(he)一(yi)(yi)支(zhi)管理(li)(li)團隊”為核(he)心內(nei)容的“六個一(yi)(yi)”為體(ti)(ti)系(xi)建設實施提(ti)供全方位(wei)(wei)的指(zhi)導。努力建成涵(han)蓋航天科工(gong)各級主要(yao)單位(wei)(wei)、主要(yao)業務(wu)(wu)和(he)管理(li)(li)流程(cheng)，以(yi)風(feng)(feng)險(xian)識別(bie)評估(gu)、風(feng)(feng)險(xian)預警(jing)和(he)內(nei)部控制(zhi)為主要(yao)手段(duan)，設計合理(li)(li)、運(yun)行有效的全面風(feng)(feng)險(xian)管理(li)(li)體(ti)(ti)系(xi)。運(yun)用風(feng)(feng)險(xian)管理(li)(li)的專(zhuan)業技術(shu)和(he)手段(duan)，支(zhi)持日(ri)常管理(li)(li)和(he)經營決(jue)策(ce)，防(fang)范經營管理(li)(li)中的主要(yao)風(feng)(feng)險(xian)，實現管理(li)(li)提(ti)升，為航天科工(gong)戰略實現提(ti)供合理(li)(li)保障。

“六個一”工(gong)(gong)(gong)(gong)作(zuo)目標具體(ti)完成情(qing)況包括：航(hang)天(tian)(tian)科(ke)工(gong)(gong)(gong)(gong)各級(ji)主(zhu)要(yao)單位(wei)建立健全了(le)由各業(ye)(ye)務部(bu)門、風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)委員會(hui)及風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)職(zhi)能部(bu)門和(he)(he)審(shen)計(ji)委員會(hui)及審(shen)計(ji)職(zhi)能部(bu)門共同組成的(de)(de)(de)全面風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)三道防線(xian)；航(hang)天(tian)(tian)科(ke)工(gong)(gong)(gong)(gong)制定印發了(le)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)工(gong)(gong)(gong)(gong)作(zuo)基本制度，各級(ji)單位(wei)有效執行；各級(ji)主(zhu)要(yao)單位(wei)梳理(li)(li)(li)完善(shan)了(le)單位(wei)規章制度和(he)(he)工(gong)(gong)(gong)(gong)作(zuo)流程，形成了(le)本單位(wei)的(de)(de)(de)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)和(he)(he)內部(bu)控制手冊(ce)；航(hang)天(tian)(tian)科(ke)工(gong)(gong)(gong)(gong)采用集(ji)中部(bu)署的(de)(de)(de)方式(shi)在內網(wang)和(he)(he)vpn專(zhuan)(zhuan)網(wang)上線(xian)了(le)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)信(xin)(xin)息系(xi)(xi)統(tong)，風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)主(zhu)要(yao)工(gong)(gong)(gong)(gong)作(zuo)流程通過(guo)系(xi)(xi)統(tong)平臺實(shi)現，截至2011年底，航(hang)天(tian)(tian)科(ke)工(gong)(gong)(gong)(gong)有234家主(zhu)要(yao)所屬單位(wei)安裝了(le)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)信(xin)(xin)息系(xi)(xi)統(tong)，系(xi)(xi)統(tong)用戶(hu)超(chao)過(guo)4250名(ming)，信(xin)(xin)息系(xi)(xi)統(tong)的(de)(de)(de)推(tui)廣和(he)(he)上線(xian)使用實(shi)現了(le)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)的(de)(de)(de)統(tong)一管(guan)(guan)(guan)理(li)(li)(li)，促進(jin)了(le)各單位(wei)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)工(gong)(gong)(gong)(gong)作(zuo)的(de)(de)(de)開(kai)展；通過(guo)連續開(kai)展風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)職(zhi)業(ye)(ye)資格培訓(xun)，航(hang)天(tian)(tian)科(ke)工(gong)(gong)(gong)(gong)培養(yang)了(le)一支風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)專(zhuan)(zhuan)業(ye)(ye)隊(dui)伍(wu)，擁有了(le)207名(ming)通過(guo)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)職(zhi)業(ye)(ye)資格認證的(de)(de)(de)人員，其中，注冊(ce)企(qi)業(ye)(ye)高級(ji)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)師30位(wei)，注冊(ce)企(qi)業(ye)(ye)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)師177位(wei)，并依靠這支團隊(dui)開(kai)展風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)內部(bu)培訓(xun)和(he)(he)重大專(zhuan)(zhuan)項風(feng)(feng)(feng)(feng)(feng)險(xian)的(de)(de)(de)“專(zhuan)(zhuan)家會(hui)診(zhen)”，為(wei)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)(li)(li)體(ti)系(xi)(xi)的(de)(de)(de)推(tui)廣打下了(le)堅(jian)實(shi)基礎。

（四）規范風險管理(li)工作(zuo)開(kai)展。

航天科工(gong)總結啟動風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)體系建設以來(lai)的成(cheng)果(guo)和經驗，收集了(le)大量的內外部工(gong)作(zuo)(zuo)(zuo)案例(li)，修訂了(le)風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)各項主要工(gong)作(zuo)(zuo)(zuo)的實(shi)施流(liu)程、有(you)關工(gong)作(zuo)(zuo)(zuo)表單和模板，編制集團公司風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)工(gong)作(zuo)(zuo)(zuo)指(zhi)南，包(bao)括風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)概論、風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)實(shi)施框架、風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)實(shi)施指(zhi)南三個(ge)作(zuo)(zuo)(zuo)為工(gong)作(zuo)(zuo)(zuo)指(zhi)南的主體部分，并發(fa)放各單位(wei)，規范各級單位(wei)風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)工(gong)作(zuo)(zuo)(zuo)，提升了(le)風險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)工(gong)作(zuo)(zuo)(zuo)質量和效果(guo)。

（五）加強重要風險(xian)專項(xiang)管控(kong)。

航天(tian)科工通(tong)過將風(feng)(feng)險(xian)(xian)管(guan)理(li)的專(zhuan)業(ye)(ye)方法融入到(dao)業(ye)(ye)務(wu)管(guan)理(li)流程中，在業(ye)(ye)務(wu)重要環節(jie)開展風(feng)(feng)險(xian)(xian)識別、評估和應對，規(gui)范業(ye)(ye)務(wu)管(guan)理(li)，防范業(ye)(ye)務(wu)風(feng)(feng)險(xian)(xian)。航天(tian)科工各級(ji)單位按照(zhao)全面風(feng)(feng)險(xian)(xian)管(guan)理(li)體系推(tui)廣工作要求，推(tui)動(dong)了對核心業(ye)(ye)務(wu)的專(zhuan)項風(feng)(feng)險(xian)(xian)管(guan)控。

航天(tian)(tian)科(ke)工總(zong)部完(wan)成了(le)(le)投(tou)(tou)資(zi)(zi)(zi)風(feng)險(xian)(xian)(xian)、經濟合同(tong)法律風(feng)險(xian)(xian)(xian)等重要(yao)(yao)風(feng)險(xian)(xian)(xian)的(de)(de)(de)專(zhuan)項(xiang)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)工作(zuo)(zuo)(zuo)，建(jian)立專(zhuan)項(xiang)風(feng)險(xian)(xian)(xian)庫，系(xi)統(tong)歸納了(le)(le)投(tou)(tou)資(zi)(zi)(zi)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)和(he)合同(tong)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)過(guo)(guo)程(cheng)(cheng)中70個(ge)主要(yao)(yao)風(feng)險(xian)(xian)(xian)點，其(qi)中重大(da)風(feng)險(xian)(xian)(xian)15個(ge)，并進(jin)行了(le)(le)風(feng)險(xian)(xian)(xian)分(fen)析(xi)和(he)對防(fang)(fang)范(fan)措施的(de)(de)(de)提示(shi)，完(wan)成了(le)(le)專(zhuan)項(xiang)工作(zuo)(zuo)(zuo)報告和(he)指引的(de)(de)(de)編(bian)(bian)制(zhi)(zhi)(zhi)(zhi)，其(qi)中航天(tian)(tian)科(ke)工合同(tong)法律風(feng)險(xian)(xian)(xian)防(fang)(fang)范(fan)指引已經發(fa)布，投(tou)(tou)資(zi)(zi)(zi)風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)機(ji)制(zhi)(zhi)(zhi)(zhi)得到完(wan)善，包(bao)括(kuo)完(wan)善了(le)(le)投(tou)(tou)資(zi)(zi)(zi)規(gui)(gui)劃制(zhi)(zhi)(zhi)(zhi)定(ding)流程(cheng)(cheng)，規(gui)(gui)范(fan)和(he)統(tong)一投(tou)(tou)資(zi)(zi)(zi)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)流程(cheng)(cheng)中的(de)(de)(de)信息格式和(he)要(yao)(yao)求，建(jian)立了(le)(le)投(tou)(tou)資(zi)(zi)(zi)后評價機(ji)制(zhi)(zhi)(zhi)(zhi)，明確了(le)(le)投(tou)(tou)資(zi)(zi)(zi)處置(zhi)與退出(chu)機(ji)制(zhi)(zhi)(zhi)(zhi)。航天(tian)(tian)科(ke)工各所屬單位(wei)在研發(fa)、產品實現過(guo)(guo)程(cheng)(cheng)、型(xing)號試(shi)驗(yan)、人力(li)資(zi)(zi)(zi)源、證券投(tou)(tou)資(zi)(zi)(zi)、合同(tong)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)等方(fang)面的(de)(de)(de)專(zhuan)項(xiang)風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)工作(zuo)(zuo)(zuo)方(fang)面取(qu)得了(le)(le)顯著成效，完(wan)成了(le)(le)專(zhuan)項(xiang)風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)控(kong)(kong)(kong)過(guo)(guo)程(cheng)(cheng)設計(ji)(ji)、風(feng)險(xian)(xian)(xian)識別(bie)與分(fen)析(xi)模型(xing)研究、業(ye)務(wu)風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)手冊編(bian)(bian)制(zhi)(zhi)(zhi)(zhi)等一系(xi)列工作(zuo)(zuo)(zuo)，評估出(chu)重要(yao)(yao)業(ye)務(wu)風(feng)險(xian)(xian)(xian)點共計(ji)(ji)2900多項(xiang)，特別(bie)是針(zhen)對部分(fen)業(ye)務(wu)制(zhi)(zhi)(zhi)(zhi)定(ding)了(le)(le)風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)工作(zuo)(zuo)(zuo)制(zhi)(zhi)(zhi)(zhi)度和(he)質量管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)程(cheng)(cheng)序，真正(zheng)將風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)工作(zuo)(zuo)(zuo)流程(cheng)(cheng)嵌入了(le)(le)業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)過(guo)(guo)程(cheng)(cheng)，同(tong)時針(zhen)對業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)缺(que)陷提出(chu)了(le)(le)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)改進(jin)建(jian)議并制(zhi)(zhi)(zhi)(zhi)定(ding)整改方(fang)案，完(wan)善了(le)(le)制(zhi)(zhi)(zhi)(zhi)度、優化(hua)了(le)(le)流程(cheng)(cheng)，強(qiang)化(hua)了(le)(le)對核(he)心(xin)業(ye)務(wu)的(de)(de)(de)實時監控(kong)(kong)(kong)，從而有(you)效提升了(le)(le)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)水平和(he)抵御風(feng)險(xian)(xian)(xian)的(de)(de)(de)能力(li)。通過(guo)(guo)對重要(yao)(yao)風(feng)險(xian)(xian)(xian)進(jin)行專(zhuan)項(xiang)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)，加(jia)深了(le)(le)風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)人員(yuan)和(he)業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)人員(yuan)對風(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)方(fang)法和(he)過(guo)(guo)程(cheng)(cheng)的(de)(de)(de)掌握(wo)，有(you)力(li)地促進(jin)集團(tuan)公司業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)水平的(de)(de)(de)提高。

二(er)、以評(ping)促建的基(ji)本思路和主要(yao)做法

航(hang)天科工著眼于(yu)應對復(fu)雜多變的(de)國內外經濟形(xing)勢，著眼于(yu)進一步鞏固風險管(guan)(guan)理(li)(li)體系建設成果，堅(jian)持以風險管(guan)(guan)理(li)(li)評價全(quan)面促進風險管(guan)(guan)理(li)(li)與業(ye)務(wu)管(guan)(guan)理(li)(li)體系的(de)深度融合，逐步建立了(le)常態(tai)化的(de)“企業(ye)風險管(guan)(guan)理(li)(li)體檢”制(zhi)度，全(quan)面提升了(le)企業(ye)的(de)風險管(guan)(guan)控水平和(he)抗(kang)風險能力。

一是結合實(shi)(shi)際，建(jian)立分(fen)類(lei)評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)。評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)是開展評(ping)(ping)(ping)(ping)(ping)價(jia)工作(zuo)的(de)(de)基(ji)礎，航天科(ke)工在編(bian)制(zhi)評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)過程(cheng)中，充(chong)分(fen)考(kao)慮了評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)的(de)(de)針對性和(he)(he)有效性。一方(fang)面(mian)(mian)，為切實(shi)(shi)發揮風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)在業務(wu)(wu)活動(dong)中的(de)(de)實(shi)(shi)際作(zuo)用(yong)，航天科(ke)工編(bian)制(zhi)了風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)體系建(jian)設評(ping)(ping)(ping)(ping)(ping)價(jia)和(he)(he)業務(wu)(wu)風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)評(ping)(ping)(ping)(ping)(ping)價(jia)兩套(tao)細(xi)則(ze)，分(fen)別對被評(ping)(ping)(ping)(ping)(ping)價(jia)單(dan)位(wei)的(de)(de)風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)體系架構的(de)(de)整體搭建(jian)和(he)(he)運(yun)行維護(hu)情(qing)況以及業務(wu)(wu)風(feng)(feng)(feng)險(xian)管控水平進行評(ping)(ping)(ping)(ping)(ping)價(jia)。另一方(fang)面(mian)(mian)，鑒(jian)于(yu)各級次(ci)單(dan)位(wei)在經營規模(mo)、管控模(mo)式等方(fang)面(mian)(mian)的(de)(de)差異，且啟動(dong)風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)工作(zuo)的(de)(de)具(ju)體時間(jian)不一，將評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)分(fen)為一類(lei)單(dan)位(wei)評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)和(he)(he)二(er)類(lei)單(dan)位(wei)評(ping)(ping)(ping)(ping)(ping)價(jia)標(biao)準(zhun)(zhun)。其中：一類(lei)標(biao)準(zhun)(zhun)適用(yong)于(yu)全部二(er)級單(dan)位(wei)和(he)(he)重點推(tui)廣(guang)的(de)(de)三(san)級單(dan)位(wei)，對該(gai)類(lei)單(dan)位(wei)風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)的(de)(de)要求更為全面(mian)(mian)，包括30項風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)體系評(ping)(ping)(ping)(ping)(ping)價(jia)細(xi)則(ze)和(he)(he)8項業務(wu)(wu)風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)評(ping)(ping)(ping)(ping)(ping)價(jia)細(xi)則(ze)；二(er)類(lei)標(biao)準(zhun)(zhun)適用(yong)于(yu)2011年(nian)啟動(dong)風(feng)(feng)(feng)險(xian)管理(li)(li)(li)(li)體系建(jian)設的(de)(de)其他(ta)單(dan)位(wei)，包括17項評(ping)(ping)(ping)(ping)(ping)價(jia)細(xi)則(ze)。

二是試(shi)點(dian)先行，檢驗(yan)并完(wan)善(shan)評(ping)(ping)(ping)(ping)價(jia)(jia)方法(fa)和標(biao)準。航(hang)天科工(gong)遵(zun)循由點(dian)到面的(de)實施策略(lve)，選取了(le)具有典型(xing)代表(biao)性的(de)兩家重點(dian)軍工(gong)研究院(yuan)和一家建筑設(she)計(ji)院(yuan)進行風(feng)險(xian)(xian)管(guan)理(li)評(ping)(ping)(ping)(ping)價(jia)(jia)試(shi)點(dian)，三家單位對照(zhao)評(ping)(ping)(ping)(ping)價(jia)(jia)標(biao)準逐(zhu)條對標(biao)，根(gen)據評(ping)(ping)(ping)(ping)價(jia)(jia)實際情況形成(cheng)了(le)自評(ping)(ping)(ping)(ping)報(bao)告(gao)。在總結評(ping)(ping)(ping)(ping)價(jia)(jia)試(shi)點(dian)經驗(yan)基(ji)礎上，航(hang)天科工(gong)組織修訂了(le)風(feng)險(xian)(xian)管(guan)理(li)評(ping)(ping)(ping)(ping)價(jia)(jia)標(biao)準，并多(duo)輪次征求各(ge)級單位意見，編制了(le)《風(feng)險(xian)(xian)管(guan)理(li)評(ping)(ping)(ping)(ping)價(jia)(jia)工(gong)作(zuo)指引(yin)》，明確了(le)評(ping)(ping)(ping)(ping)價(jia)(jia)工(gong)作(zuo)的(de)組織、評(ping)(ping)(ping)(ping)價(jia)(jia)標(biao)準、評(ping)(ping)(ping)(ping)價(jia)(jia)方法(fa)和程序以及評(ping)(ping)(ping)(ping)價(jia)(jia)報(bao)告(gao)模(mo)板等內容(rong)，為開展全(quan)面風(feng)險(xian)(xian)管(guan)理(li)評(ping)(ping)(ping)(ping)價(jia)(jia)奠(dian)定了(le)基(ji)礎。

三是廣泛(fan)宣(xuan)傳，全(quan)級(ji)次(ci)展開(kai)(kai)自(zi)評(ping)(ping)與互檢。為統(tong)一(yi)各級(ji)次(ci)單(dan)位(wei)(wei)對風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價(jia)(jia)工(gong)(gong)作(zuo)的認識，航天科工(gong)(gong)組織(zhi)召開(kai)(kai)了風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價(jia)(jia)工(gong)(gong)作(zuo)研討會，宣(xuan)貫開(kai)(kai)展風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價(jia)(jia)的思路、方(fang)法和標準，確保了該項工(gong)(gong)作(zuo)在全(quan)集團公司各級(ji)次(ci)單(dan)位(wei)(wei)的順利開(kai)(kai)展。在此基(ji)礎上，印發了《關于(yu)開(kai)(kai)展風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價(jia)(jia)工(gong)(gong)作(zuo)的通知》，評(ping)(ping)價(jia)(jia)工(gong)(gong)作(zuo)遵循全(quan)面展開(kai)(kai)、分級(ji)負責的原(yuan)則(ze)，各級(ji)次(ci)單(dan)位(wei)(wei)先開(kai)(kai)展自(zi)評(ping)(ping)價(jia)(jia)，上一(yi)級(ji)單(dan)位(wei)(wei)對下一(yi)級(ji)單(dan)位(wei)(wei)的風(feng)(feng)險管(guan)(guan)理(li)(li)工(gong)(gong)作(zuo)情況開(kai)(kai)展評(ping)(ping)價(jia)(jia)，由二級(ji)單(dan)位(wei)(wei)匯總形成(cheng)風(feng)(feng)險管(guan)(guan)理(li)(li)自(zi)評(ping)(ping)報告。

在(zai)綜合分(fen)(fen)析(xi)所屬單(dan)(dan)(dan)位風(feng)險(xian)(xian)管(guan)理(li)(li)自評(ping)(ping)(ping)結(jie)果(guo)的(de)基(ji)礎(chu)上，航(hang)(hang)天(tian)(tian)科(ke)(ke)工制定了(le)風(feng)險(xian)(xian)管(guan)理(li)(li)評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)檢查方案，以內(nei)部人員(yuan)為(wei)主組(zu)成5個風(feng)險(xian)(xian)管(guan)理(li)(li)評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)小組(zu)。評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)組(zu)現(xian)場檢查評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)了(le)58家(jia)單(dan)(dan)(dan)位，包括全(quan)部23家(jia)二級(ji)(ji)單(dan)(dan)(dan)位，三級(ji)(ji)一類單(dan)(dan)(dan)位17家(jia)，三級(ji)(ji)或四(si)級(ji)(ji)二類單(dan)(dan)(dan)位18家(jia)。評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)組(zu)按照(zhao)評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)標準，對被評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)單(dan)(dan)(dan)位的(de)風(feng)險(xian)(xian)管(guan)理(li)(li)體(ti)系建設(she)情況和業(ye)務風(feng)險(xian)(xian)管(guan)理(li)(li)水平進(jin)行了(le)全(quan)面評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)。在(zai)匯總各評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)組(zu)的(de)評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)結(jie)果(guo)，對評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)中發現(xian)的(de)問題(ti)和風(feng)險(xian)(xian)進(jin)行歸(gui)納分(fen)(fen)析(xi)的(de)基(ji)礎(chu)上，航(hang)(hang)天(tian)(tian)科(ke)(ke)工編制了(le)《關于中國航(hang)(hang)天(tian)(tian)科(ke)(ke)工集(ji)團公司風(feng)險(xian)(xian)管(guan)理(li)(li)評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)工作的(de)報告》，報告得到了(le)航(hang)(hang)天(tian)(tian)科(ke)(ke)工風(feng)險(xian)(xian)管(guan)理(li)(li)委員(yuan)會的(de)充分(fen)(fen)肯定和認(ren)可，為(wei)不斷完善(shan)風(feng)險(xian)(xian)管(guan)理(li)(li)評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)體(ti)系、深入實施重(zhong)點單(dan)(dan)(dan)位評(ping)(ping)(ping)價(jia)(jia)(jia)(jia)工作奠(dian)定了(le)基(ji)礎(chu)。

三、以(yi)評促建的實(shi)踐效果和主要體會

一是領導(dao)(dao)推動(dong)，切實(shi)增(zeng)強(qiang)評價(jia)工(gong)作的導(dao)(dao)向作用。集(ji)團公司黨組(zu)高度(du)重(zhong)(zhong)(zhong)視風(feng)(feng)(feng)險管理(li)工(gong)作，特別強(qiang)調要(yao)(yao)(yao)(yao)注(zhu)重(zhong)(zhong)(zhong)工(gong)作的實(shi)效性，真正(zheng)提升企業管理(li)水平。集(ji)團公司領導(dao)(dao)親自推動(dong)風(feng)(feng)(feng)險管理(li)評價(jia)工(gong)作，標準(zhun)編制過程中多次給出修改(gai)(gai)建議(yi)，進(jin)行實(shi)際指導(dao)(dao)，要(yao)(yao)(yao)(yao)求緊密結(jie)合單位經(jing)營情況(kuang)和(he)(he)重(zhong)(zhong)(zhong)要(yao)(yao)(yao)(yao)業務編制好評價(jia)指引和(he)(he)標準(zhun)要(yao)(yao)(yao)(yao)求，加強(qiang)重(zhong)(zhong)(zhong)大風(feng)(feng)(feng)險管理(li)和(he)(he)重(zhong)(zhong)(zhong)要(yao)(yao)(yao)(yao)業務風(feng)(feng)(feng)險管控在(zai)評價(jia)中的權重(zhong)(zhong)(zhong)，加強(qiang)對(dui)重(zhong)(zhong)(zhong)要(yao)(yao)(yao)(yao)單位和(he)(he)主要(yao)(yao)(yao)(yao)虧損(sun)單位風(feng)(feng)(feng)險管理(li)情況(kuang)的評價(jia)，找出管理(li)薄弱(ruo)環(huan)節(jie)和(he)(he)經(jing)營中的出血點(dian)，重(zhong)(zhong)(zhong)在(zai)改(gai)(gai)進(jin)，進(jin)一步明確(que)了評價(jia)工(gong)作的目的和(he)(he)方向。

二是(shi)及早啟動，有效(xiao)(xiao)發(fa)(fa)揮(hui)評(ping)(ping)價(jia)(jia)機制(zhi)的(de)引領作用。風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)評(ping)(ping)價(jia)(jia)作為建(jian)(jian)立風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)長效(xiao)(xiao)機制(zhi)的(de)必(bi)要環節，是(shi)對企業全面風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)是(shi)否(fou)滿(man)足設計要求、是(shi)否(fou)達成預期目標(biao)的(de)監(jian)督與(yu)考核(he)。航天科工從啟動風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)建(jian)(jian)設之日起，就(jiu)醞釀(niang)推行風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)評(ping)(ping)價(jia)(jia)機制(zhi)，以目標(biao)為導(dao)向(xiang)建(jian)(jian)立了風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)建(jian)(jian)設需要達到(dao)(dao)的(de)標(biao)準(zhun)，以評(ping)(ping)促(cu)建(jian)(jian)，推動所屬各級(ji)次(ci)單(dan)位(wei)(wei)(wei)從實(shi)際出發(fa)(fa)按照標(biao)準(zhun)開(kai)展(zhan)好風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)建(jian)(jian)設，提升(sheng)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)的(de)有效(xiao)(xiao)性(xing)和可操作性(xing)。評(ping)(ping)價(jia)(jia)的(de)對象涵蓋集(ji)團公司(si)各級(ji)次(ci)單(dan)位(wei)(wei)(wei)，有效(xiao)(xiao)檢驗(yan)了風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)全覆蓋目標(biao)是(shi)否(fou)得以貫徹(che)落實(shi)。從2010年(nian)(nian)到(dao)(dao)2011年(nian)(nian)，風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)建(jian)(jian)設一類達標(biao)單(dan)位(wei)(wei)(wei)由23家增(zeng)長到(dao)(dao)160家，二類達標(biao)單(dan)位(wei)(wei)(wei)由72家增(zeng)加(jia)了286家，收效(xiao)(xiao)明顯。有效(xiao)(xiao)的(de)評(ping)(ping)價(jia)(jia)在(zai)督導(dao)、監(jian)控所屬單(dan)位(wei)(wei)(wei)的(de)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系(xi)建(jian)(jian)設和運行中發(fa)(fa)揮(hui)了重要作用。

三是績效掛(gua)鉤，不(bu)斷提高(gao)評(ping)(ping)價結(jie)果的可(ke)用性(xing)。航天(tian)科工明確將風險(xian)(xian)管(guan)(guan)理評(ping)(ping)價結(jie)果與(yu)單(dan)位(wei)經營業績考(kao)核直(zhi)接掛(gua)鉤，各級單(dan)位(wei)的風險(xian)(xian)管(guan)(guan)理評(ping)(ping)價得分也與(yu)年終績效考(kao)核得分直(zhi)接掛(gua)鉤。各級單(dan)位(wei)高(gao)度重(zhong)視，按照評(ping)(ping)價標(biao)準不(bu)斷開(kai)展(zhan)并完善(shan)本單(dan)位(wei)風險(xian)(xian)管(guan)(guan)理體系建設工作，深入(ru)開(kai)展(zhan)重(zhong)要業務風險(xian)(xian)管(guan)(guan)理，注重(zhong)工作實效，進一步促進了全面風險(xian)(xian)管(guan)(guan)理與(yu)日常經營管(guan)(guan)理工作的深度融合。

四是探索實踐(jian)，有力保證評(ping)(ping)價(jia)(jia)標(biao)(biao)準(zhun)的(de)實用性(xing)。航(hang)天科工的(de)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)理評(ping)(ping)價(jia)(jia)標(biao)(biao)準(zhun)與(yu)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)理體(ti)(ti)(ti)系建設實踐(jian)一直是相伴相生(sheng)的(de)。風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)控重在預防、重在規范(fan)管(guan)(guan)(guan)(guan)(guan)理。航(hang)天科工充(chong)分考慮(lv)多業(ye)態經營的(de)管(guan)(guan)(guan)(guan)(guan)理現狀，按照風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)理工作總(zong)體(ti)(ti)(ti)框架(jia)分類(lei)別、有權重地(di)制定了評(ping)(ping)價(jia)(jia)標(biao)(biao)準(zhun)和多指標(biao)(biao)綜合評(ping)(ping)價(jia)(jia)方法，突(tu)出重大風(feng)(feng)(feng)(feng)(feng)險(xian)和重要業(ye)務的(de)管(guan)(guan)(guan)(guan)(guan)理。便(bian)于所屬單位正確的(de)選(xuan)擇(ze)對標(biao)(biao)，并依據體(ti)(ti)(ti)系評(ping)(ping)價(jia)(jia)標(biao)(biao)準(zhun)制定企業(ye)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)理計劃，從(cong)而推動(dong)了風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)理目標(biao)(biao)和計劃被(bei)認(ren)可和執(zhi)行的(de)進(jin)程，迅速提高企業(ye)風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)(guan)(guan)理決(jue)策的(de)科學化水平(ping)。

五是交流(liu)研(yan)(yan)討，積(ji)極增(zeng)強以(yi)評(ping)促(cu)建(jian)的(de)(de)長效性。為(wei)(wei)充分(fen)發(fa)揮以(yi)評(ping)促(cu)建(jian)的(de)(de)功能作用(yong)，航(hang)天科工多次組織全(quan)集(ji)團公(gong)司(si)范圍內的(de)(de)交流(liu)研(yan)(yan)討活(huo)動(dong)，一(yi)(yi)方(fang)面，優(you)化和統(tong)一(yi)(yi)工作程序，確保評(ping)價(jia)結(jie)果的(de)(de)客觀(guan)(guan)、公(gong)平、公(gong)正(zheng)，維(wei)護(hu)風(feng)險(xian)管理評(ping)價(jia)工作的(de)(de)嚴(yan)肅性；另一(yi)(yi)方(fang)面，相互觀(guan)(guan)摩學(xue)習，探討促(cu)進風(feng)險(xian)體(ti)系運行(xing)維(wei)護(hu)的(de)(de)方(fang)法和路徑，努力把(ba)風(feng)險(xian)管理評(ping)價(jia)工作建(jian)成一(yi)(yi)項長效機(ji)制，變“要我防(fang)范”為(wei)(wei)“我要防(fang)范”、“被動(dong)防(fang)范”為(wei)(wei)“主動(dong)防(fang)范”，促(cu)使企業(ye)風(feng)險(xian)管理由(you)風(feng)險(xian)揭示(shi)型向風(feng)險(xian)預警型轉變。

六是(shi)發現(xian)問(wen)題(ti)，堅持(chi)提升未來工(gong)作(zuo)(zuo)的針對(dui)性。開(kai)展(zhan)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)評價的主要目的在于發現(xian)問(wen)題(ti)，不斷完(wan)(wan)善(shan)企業(ye)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系，持(chi)續增(zeng)強企業(ye)抗風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)能(neng)力，幫助(zhu)企業(ye)進(jin)一(yi)步(bu)改(gai)進(jin)工(gong)作(zuo)(zuo)。在風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)評價工(gong)作(zuo)(zuo)過程中，航天科工(gong)查(cha)找發現(xian)了風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)體(ti)(ti)系面臨的整體(ti)(ti)問(wen)題(ti)和所屬各(ge)單(dan)(dan)(dan)位風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)控(kong)的薄弱環節(jie)，認(ren)真開(kai)展(zhan)了成(cheng)因分(fen)析(xi)。整體(ti)(ti)面臨的問(wen)題(ti)包(bao)括(kuo)(kuo)各(ge)級單(dan)(dan)(dan)位風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)工(gong)作(zuo)(zuo)開(kai)展(zhan)不平(ping)衡(heng)、風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)評估(gu)質量(liang)還有(you)待進(jin)一(yi)步(bu)提高等(deng)。從(cong)單(dan)(dan)(dan)位級次看，所屬單(dan)(dan)(dan)位級次越(yue)低，風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)工(gong)作(zuo)(zuo)總(zong)體(ti)(ti)來說開(kai)展(zhan)得相對(dui)落后；從(cong)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)各(ge)要素總(zong)體(ti)(ti)評價得分(fen)情況(kuang)分(fen)析(xi)，風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)評估(gu)要素扣分(fen)最多，不能(neng)全(quan)面反映企業(ye)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)狀況(kuang)，特別是(shi)部分(fen)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)解決方(fang)案(an)不能(neng)有(you)效落實導致風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)未得到控(kong)制(zhi)。通過風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)理(li)評價，也及(ji)時發現(xian)了各(ge)級次單(dan)(dan)(dan)位風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)控(kong)的薄弱環節(jie)，包(bao)括(kuo)(kuo)部分(fen)單(dan)(dan)(dan)位在安全(quan)生產、財務管(guan)理(li)、投資(zi)管(guan)理(li)等(deng)方(fang)面暴(bao)露出的風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)隱患和控(kong)制(zhi)缺陷，有(you)待于進(jin)一(yi)步(bu)完(wan)(wan)善(shan)。

四、展望未來

一是(shi)加強對(dui)薄弱(ruo)環節(jie)的管(guan)(guan)(guan)理。針對(dui)風(feng)(feng)(feng)險管(guan)(guan)(guan)理評(ping)價過(guo)程(cheng)中發現(xian)的共性問題，航(hang)天(tian)科(ke)工(gong)將相應工(gong)作要(yao)(yao)求納(na)(na)入年度(du)風(feng)(feng)(feng)險管(guan)(guan)(guan)理工(gong)作要(yao)(yao)點(dian)之中，包括加強對(dui)管(guan)(guan)(guan)理末端單(dan)(dan)位(wei)的風(feng)(feng)(feng)險管(guan)(guan)(guan)控(kong)、編制(zhi)風(feng)(feng)(feng)險管(guan)(guan)(guan)理工(gong)作指南、推(tui)動各(ge)單(dan)(dan)位(wei)定(ding)期(qi)開展公司、業務和(he)(he)流程(cheng)三個層面風(feng)(feng)(feng)險評(ping)估工(gong)作、開展中期(qi)檢查評(ping)價、年終主管(guan)(guan)(guan)領導(dao)對(dui)風(feng)(feng)(feng)險管(guan)(guan)(guan)理情況(kuang)述職等措(cuo)(cuo)施。針對(dui)個性問題，責成相關(guan)單(dan)(dan)位(wei)定(ding)期(qi)整改(gai)(gai)，從風(feng)(feng)(feng)險管(guan)(guan)(guan)控(kong)的角度(du)深入開展成因分(fen)析(xi)，開展重(zhong)要(yao)(yao)專項(xiang)風(feng)(feng)(feng)險管(guan)(guan)(guan)控(kong)，制(zhi)定(ding)改(gai)(gai)進措(cuo)(cuo)施、明確節(jie)點(dian)，按(an)期(qi)整改(gai)(gai)，形成風(feng)(feng)(feng)險分(fen)析(xi)和(he)(he)整改(gai)(gai)情況(kuang)報告(gao)，航(hang)天(tian)科(ke)工(gong)將上述事(shi)項(xiang)納(na)(na)入了2012年的重(zhong)點(dian)評(ping)價范圍。

二(er)是加(jia)(jia)大(da)風(feng)險管理(li)(li)評價(jia)績效(xiao)考(kao)(kao)核(he)力度。航天科工將(jiang)加(jia)(jia)大(da)風(feng)險管理(li)(li)評價(jia)與績效(xiao)考(kao)(kao)核(he)的掛鉤(gou)力度，研究修訂所屬單位經營業績績效(xiao)考(kao)(kao)核(he)辦法，在考(kao)(kao)核(he)制度中(zhong)明確規(gui)定單位風(feng)險管理(li)(li)考(kao)(kao)核(he)與風(feng)險管理(li)(li)評價(jia)結(jie)果直接掛鉤(gou)，進一步加(jia)(jia)大(da)考(kao)(kao)核(he)力度，由考(kao)(kao)核(he)扣分(fen)項轉為考(kao)(kao)核(he)加(jia)(jia)扣分(fen)項，且加(jia)(jia)大(da)分(fen)值(zhi)，不斷(duan)提(ti)升風(feng)險管理(li)(li)評價(jia)的權威性(xing)。

三是不(bu)斷更新風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價的標準(zhun)。在2011年風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價工作的基礎上(shang)，力爭(zheng)在現有(you)實踐經驗(yan)的基礎上(shang)，進(jin)一步優(you)化評(ping)(ping)價標準(zhun)程序(xu)，減少(shao)主(zhu)觀判(pan)斷項(xiang)，完善業務風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價標準(zhun)，使風(feng)(feng)險管(guan)(guan)理(li)(li)評(ping)(ping)價工作具備更好的可繼(ji)承(cheng)性和(he)可移(yi)植性。

四是(shi)完善風(feng)險(xian)(xian)(xian)(xian)管理(li)評(ping)(ping)價的方法和手(shou)段(duan)。針對航(hang)(hang)天科工(gong)所(suo)屬(shu)單位(wei)較(jiao)多、業務覆(fu)蓋(gai)面(mian)廣的情況，航(hang)(hang)天科工(gong)將充分利用(yong)信息(xi)化(hua)手(shou)段(duan)，研究(jiu)風(feng)險(xian)(xian)(xian)(xian)管理(li)評(ping)(ping)價與現有風(feng)險(xian)(xian)(xian)(xian)管理(li)信息(xi)系(xi)統的結合應用(yong)，將風(feng)險(xian)(xian)(xian)(xian)管理(li)評(ping)(ping)價標準嵌入風(feng)險(xian)(xian)(xian)(xian)管理(li)信息(xi)系(xi)統，增加評(ping)(ping)價工(gong)作功能，通過信息(xi)系(xi)統開展風(feng)險(xian)(xian)(xian)(xian)管理(li)自評(ping)(ping)，提升風(feng)險(xian)(xian)(xian)(xian)管理(li)評(ping)(ping)價工(gong)作的質量和效果。

五是建(jian)立業務評價專(zhuan)家庫，引入多類(lei)型評價方式(shi)。研究(jiu)建(jian)立航天科(ke)工風(feng)險管理專(zhuan)家庫和(he)內部(bu)咨詢團隊，從不同業務領(ling)域選擇專(zhuan)家為重要業務的風(feng)險管理評價工作(zuo)提供指導和(he)支(zhi)持(chi)，同時(shi)引入審計評價、外(wai)部(bu)專(zhuan)家評價等多種獨立評價方式(shi)，進一步提升(sheng)風(feng)險管理評價的獨立性和(he)客觀性。

在后續工作(zuo)中，航天科(ke)工將深入貫徹落實國(guo)務(wu)院國(guo)資委有關管(guan)理提(ti)升活(huo)動工作(zuo)要(yao)求，通過持續加強和(he)改進風險管(guan)理評價，逐步完善風險管(guan)理工作(zuo)的長效(xiao)機制，不斷提(ti)升管(guan)理水(shui)平。