丰满的女邻居在线观看,久久人妻内射无码一区三区,日本大香伊一区二区三区,老头老太做爰xxx视频,麻豆人妻少妇精品无码专区

扎實提升風險管控能力

為創建世界一流企業保駕護航

——在中央企業全面風險管理提升專題培訓班上的講話

國資委副主任、黨委副書記邵寧

2012年8月28日

同志們：

大家下午好！

今天三家(jia)企業介紹了自己開(kai)展全面風(feng)(feng)險(xian)管理工作的實踐經驗，內容各有側重；張宏亮教授為大(da)家(jia)做了風(feng)(feng)險(xian)量化方法的專(zhuan)(zhuan)題講座，大(da)家(jia)反映培訓(xun)收獲非常大(da)。召開(kai)專(zhuan)(zhuan)題培訓(xun)班的目(mu)的就(jiu)是要以典型(xing)引路的方式(shi)促進中央企業之間相(xiang)互(hu)對標(biao)、相(xiang)互(hu)學習。

全(quan)(quan)面(mian)風險管(guan)(guan)理(li)(li)是管(guan)(guan)理(li)(li)提升(sheng)活(huo)動的(de)(de)十三個專項之一(yi)(yi)，也是這些年來改革局一(yi)(yi)直(zhi)關注的(de)(de)重要管(guan)(guan)理(li)(li)領域。剛才幾家企業(ye)(ye)的(de)(de)經(jing)驗介紹充分(fen)說明(ming)，雖然我(wo)國(guo)(guo)的(de)(de)全(quan)(quan)面(mian)風險管(guan)(guan)理(li)(li)工(gong)作開展(zhan)較晚、內容(rong)相(xiang)對較新，但工(gong)作是富有成(cheng)效的(de)(de)。6年前，國(guo)(guo)資(zi)委(wei)印(yin)發(fa)了《中(zhong)央(yang)企業(ye)(ye)全(quan)(quan)面(mian)風險管(guan)(guan)理(li)(li)指(zhi)引(yin)》，要求中(zhong)央(yang)企業(ye)(ye)根(gen)據(ju)自身實(shi)際(ji)情況開展(zhan)全(quan)(quan)面(mian)風險管(guan)(guan)理(li)(li)工(gong)作。《指(zhi)引(yin)》的(de)(de)印(yin)發(fa)引(yin)起了不小的(de)(de)震動，很多(duo)專家認為，它(ta)是我(wo)國(guo)(guo)第一(yi)(yi)個較為完(wan)整的(de)(de)風險管(guan)(guan)理(li)(li)框架(jia)，標志著我(wo)國(guo)(guo)風險管(guan)(guan)理(li)(li)理(li)(li)論(lun)和實(shi)踐進(jin)入了一(yi)(yi)個新的(de)(de)階(jie)段，意義重大。

以2008年(nian)為(wei)拐點(dian)，國(guo)內(nei)外宏觀經濟環(huan)境(jing)發生了復雜而深刻(ke)的變化，企業面臨(lin)的不確(que)定因(yin)素(su)驟然增(zeng)加(jia)，很多原本(ben)隱形的風(feng)險轉變為(wei)現(xian)實(shi)的危(wei)機(ji)。伴隨著勞動力等要(yao)素(su)成本(ben)持續上升(sheng)，資(zi)源和(he)環(huan)境(jing)約束日益增(zeng)強，外需增(zeng)長的空間(jian)萎縮，傳統比較優勢逐漸(jian)缺失(shi)等嚴峻挑戰，中央企業各種結構性、深層次的矛盾集中顯(xian)現(xian)，這使得現(xian)階段全面風(feng)險管(guan)理提升(sheng)工作顯(xian)得尤(you)為(wei)迫(po)切。下面，我(wo)主要(yao)講(jiang)三點(dian)意(yi)見：

一、風險管(guan)理初見成效，管(guan)理提升任(ren)重道(dao)遠

提升風(feng)險(xian)(xian)管(guan)(guan)(guan)理(li)水平，是(shi)中(zhong)央企業落實“十二五”期間“一(yi)(yi)五三”總體思路，實現“做優做強，世(shi)界一(yi)(yi)流(liu)”的(de)(de)必然(ran)要求。風(feng)險(xian)(xian)管(guan)(guan)(guan)控能力強是(shi)“四(si)強四(si)優”的(de)(de)主要內容之一(yi)(yi)，更是(shi)世(shi)界一(yi)(yi)流(liu)企業必須具備的(de)(de)核(he)心競爭力之一(yi)(yi)。國(guo)資委一(yi)(yi)直高度(du)重(zhong)視(shi)全面(mian)風(feng)險(xian)(xian)管(guan)(guan)(guan)理(li)工作(zuo)，《指(zhi)引》印發(fa)后，隨著(zhu)一(yi)(yi)系列的(de)(de)宣貫、交(jiao)流(liu)、培訓和年度(du)風(feng)險(xian)(xian)報告等工作(zuo)的(de)(de)推進(jin)，中(zhong)央企業全面(mian)風(feng)險(xian)(xian)管(guan)(guan)(guan)理(li)體系建設，從零開(kai)始、從無到有、由(you)少到多、從點(dian)到面(mian)、由(you)淺入深，取(qu)得了非(fei)常(chang)大的(de)(de)進(jin)步，主要具有四(si)個方面(mian)的(de)(de)特點(dian)。

（一）理念趨(qu)于認(ren)同，對風險管理的認(ren)識不斷(duan)深化。

一是從領導(dao)班子的意識層(ceng)面看(kan)，不少企(qi)(qi)(qi)業領導(dao)對風險(xian)管(guan)理的態度(du)(du)，經歷了從“不太相(xiang)信(xin)”到(dao)“將(jiang)信(xin)將(jiang)疑”，到(dao)“真信(xin)、真學、真干(gan)”的態度(du)(du)轉變。越來越多的中央企(qi)(qi)(qi)業意識到(dao)風險(xian)管(guan)理的重(zhong)要(yao)性(xing)，重(zhong)視(shi)程(cheng)度(du)(du)和(he)積極性(xing)顯(xian)著提升，自愿報(bao)送年度(du)(du)風險(xian)管(guan)理報(bao)告的企(qi)(qi)(qi)業從2008年的32家增加到(dao)了今年的76家。

二是從風(feng)(feng)(feng)險(xian)(xian)理(li)(li)(li)(li)念(nian)的(de)(de)(de)滲(shen)透(tou)領(ling)域看(kan)，一(yi)些企(qi)(qi)業從戰(zhan)略決策做(zuo)起(qi)，逐步將風(feng)(feng)(feng)險(xian)(xian)理(li)(li)(li)(li)念(nian)滲(shen)透(tou)到運營(ying)(ying)管(guan)理(li)(li)(li)(li)、文化(hua)建設(she)等(deng)各個方面(mian)。如中船重工(gong)(gong)集(ji)團公司黨組明確提出(chu)，“經營(ying)(ying)企(qi)(qi)業就(jiu)是經營(ying)(ying)風(feng)(feng)(feng)險(xian)(xian)，控(kong)制風(feng)(feng)(feng)險(xian)(xian)的(de)(de)(de)最好辦法就(jiu)是科(ke)學發展”。中核(he)集(ji)團引導(dao)員工(gong)(gong)樹立“風(feng)(feng)(feng)險(xian)(xian)無(wu)處不(bu)在(zai)、風(feng)(feng)(feng)險(xian)(xian)無(wu)時不(bu)在(zai)、嚴格(ge)防(fang)控(kong)純粹(cui)風(feng)(feng)(feng)險(xian)(xian)，審慎處理(li)(li)(li)(li)機(ji)會風(feng)(feng)(feng)險(xian)(xian)、崗位風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)(li)(li)(li)責任重大”的(de)(de)(de)風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)(li)(li)(li)理(li)(li)(li)(li)念(nian)。國家(jia)核(he)電確立了(le)“風(feng)(feng)(feng)險(xian)(xian)無(wu)處不(bu)在(zai)，有控(kong)則(ze)(ze)強、無(wu)控(kong)則(ze)(ze)弱、失控(kong)則(ze)(ze)亂”的(de)(de)(de)風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)(li)(li)(li)理(li)(li)(li)(li)念(nian)。國投形(xing)成了(le)“防(fang)范勝于化(hua)解，風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)(li)(li)(li)是企(qi)(qi)業核(he)心競爭(zheng)力”的(de)(de)(de)共識。

三是從(cong)做好風險管理(li)的動(dong)機(ji)看，從(cong)最(zui)初的滿足國資(zi)委要(yao)求逐步轉變為注重(zhong)實際效果。不少企(qi)業(ye)努(nu)力把風險管理(li)工作建(jian)成一項(xiang)長效機(ji)制(zhi)，變“要(yao)我防(fang)(fang)范”為“我要(yao)防(fang)(fang)范”、“被動(dong)防(fang)(fang)范”為“主動(dong)防(fang)(fang)范”，促(cu)使(shi)企(qi)業(ye)風險管理(li)由風險揭示型向風險預警型轉變，為企(qi)業(ye)的長遠發展保駕護(hu)航。

（二）體(ti)系建立健(jian)全(quan)，為(wei)扎實開展工作奠定基礎。

一是從組織機構(gou)(gou)建(jian)設情況看(kan)，大部(bu)分企業成立了(le)(le)風(feng)險(xian)管(guan)理(li)專(zhuan)業委(wei)員會或(huo)者(zhe)風(feng)險(xian)管(guan)理(li)領(ling)導小(xiao)組等領(ling)導機構(gou)(gou)，明確了(le)(le)風(feng)險(xian)管(guan)理(li)責(ze)任(ren)部(bu)門和職(zhi)責(ze)范(fan)圍。中國五(wu)礦(kuang)、中化集團(tuan)等基(ji)礎較好(hao)的企業設立了(le)(le)風(feng)險(xian)管(guan)理(li)專(zhuan)職(zhi)部(bu)門。中遠集團(tuan)和中材集團(tuan)還設置了(le)(le)首席風(feng)險(xian)官或(huo)者(zhe)總風(feng)險(xian)管(guan)理(li)師。

二是從規(gui)(gui)章(zhang)制度健全情況(kuang)看，絕(jue)大(da)多數企(qi)業(ye)根(gen)據自身(shen)具體情況(kuang)，細(xi)化《指引(yin)》及《企(qi)業(ye)內部控(kong)(kong)制基(ji)本規(gui)(gui)范》等文件內容，通過(guo)規(gui)(gui)章(zhang)制度的(de)形式(shi)將風(feng)險(xian)管(guan)(guan)理(li)工(gong)作(zuo)的(de)經驗和成果進行固化，并在(zai)全公司(si)(si)范圍(wei)內推行。目前，絕(jue)大(da)部分企(qi)業(ye)都制定了諸如《全面風(feng)險(xian)管(guan)(guan)理(li)與內部控(kong)(kong)制管(guan)(guan)理(li)辦法(fa)》、《內控(kong)(kong)與風(feng)險(xian)管(guan)(guan)理(li)手冊》、《風(feng)險(xian)評估操(cao)作(zuo)手冊》、《風(feng)險(xian)管(guan)(guan)理(li)工(gong)作(zuo)規(gui)(gui)程》、《公司(si)(si)內部控(kong)(kong)制評價管(guan)(guan)理(li)辦法(fa)》等規(gui)(gui)章(zhang)制度。

三是(shi)(shi)從(cong)工作(zuo)范(fan)圍的(de)(de)覆蓋面看，大部(bu)分企業的(de)(de)風(feng)險(xian)管(guan)理工作(zuo)已經從(cong)只在總部(bu)做(zuo)，發展為(wei)(wei)從(cong)總部(bu)到(dao)基(ji)層；從(cong)只在某一(yi)個領域做(zuo)，發展為(wei)(wei)多個領域；從(cong)某幾個基(ji)層單位試點(dian)，推進到(dao)多個基(ji)層單位，甚至是(shi)(shi)全部(bu)所屬單位，工作(zuo)范(fan)圍以“橫向(xiang)到(dao)邊(bian)，縱(zong)向(xiang)到(dao)底”為(wei)(wei)目標，不斷拓展，有效地延伸了風(feng)險(xian)管(guan)理工作(zuo)的(de)(de)覆蓋面。

四是從(cong)激勵約束(shu)機(ji)制(zhi)(zhi)建設看(kan)，風險管(guan)理(li)(li)(li)開始(shi)納入績效考(kao)核(he)。中(zhong)核(he)集團(tuan)、航天科工、國家電網、中(zhong)國電信、中(zhong)國五礦(kuang)、中(zhong)化集團(tuan)、中(zhong)廣(guang)核(he)集團(tuan)、中(zhong)國普天等一批企業制(zhi)(zhi)定和(he)實(shi)施了風險管(guan)理(li)(li)(li)考(kao)核(he)制(zhi)(zhi)度(du)，中(zhong)化集團(tuan)還根據(ju)不同經(jing)營單位(wei)所處行業、業務(wu)模式、內部管(guan)理(li)(li)(li)水平以及其風險管(guan)理(li)(li)(li)任務(wu)和(he)難度(du)，對不同的經(jing)營單位(wei)設置了差異化的風險管(guan)理(li)(li)(li)考(kao)核(he)權(quan)重，增(zeng)強(qiang)考(kao)核(he)的科學性。

五是從(cong)人(ren)才隊(dui)伍建設看，據(ju)我們統計，目(mu)前在中央企(qi)(qi)業(ye)總部層(ceng)面，風(feng)險(xian)管理(li)專職人(ren)員平均達(da)到(dao)5人(ren)左(zuo)右(you)，中國(guo)石油、中化集(ji)團(tuan)等企(qi)(qi)業(ye)風(feng)險(xian)管理(li)團(tuan)隊(dui)規(gui)模(mo)都超(chao)過20人(ren)，越(yue)來(lai)越(yue)多(duo)不(bu)(bu)同專業(ye)背景(jing)、實(shi)戰經驗(yan)豐富的(de)(de)人(ren)士加(jia)入到(dao)風(feng)險(xian)管理(li)隊(dui)伍之(zhi)中，不(bu)(bu)僅(jin)實(shi)現(xian)了(le)隊(dui)伍規(gui)模(mo)的(de)(de)壯大(da)，更(geng)有利于隊(dui)伍素(su)質的(de)(de)提(ti)升，為(wei)風(feng)險(xian)管理(li)工作(zuo)注入了(le)新的(de)(de)活力。

（三）創(chuang)新(xin)方法工具，向國際領先的(de)風險(xian)管(guan)理技(ji)術看齊。

近(jin)年來(lai)，中央(yang)企業在風險評估(gu)、風險預警監控(kong)和風險管理信息化(hua)等領域進行了不少有益的(de)探索(suo)和實(shi)踐(jian)，不少技(ji)術(shu)方法接近(jin)了國(guo)際先進水平。

一是在(zai)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)(ping)估(gu)方面，創新性地將蒙(meng)特(te)卡羅(luo)模(mo)擬、失效(xiao)模(mo)式與影響分析、層(ceng)次分析法、模(mo)糊數學法、杜邦分析法等各種(zhong)管(guan)理工具運用(yong)到(dao)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理過(guo)程中(zhong)來，大(da)大(da)豐富(fu)了(le)(le)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理的(de)(de)(de)(de)技術和(he)手段。如中(zhong)國(guo)海油建立了(le)(le)管(guan)理估(gu)值(zhi)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)模(mo)型、勘探風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)(ping)價(jia)(jia)模(mo)型和(he)金融(rong)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)量(liang)化模(mo)型，初(chu)步實現(xian)了(le)(le)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)(ping)估(gu)方法由定(ding)性向定(ding)性與定(ding)量(liang)相結(jie)合的(de)(de)(de)(de)轉變(bian)；中(zhong)國(guo)鋁業對影響電(dian)解鋁產品市場價(jia)(jia)格風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)的(de)(de)(de)(de)驅(qu)動因(yin)素進(jin)行量(liang)化分析，建立了(le)(le)電(dian)解鋁產品的(de)(de)(de)(de)市場價(jia)(jia)格每日、每周和(he)月度(du)(du)預測模(mo)型；華僑城集團建立了(le)(le)“基于股(gu)東價(jia)(jia)值(zhi)實現(xian)的(de)(de)(de)(de)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)成(cheng)(cheng)因(yin)識別層(ceng)次法”，對重(zhong)大(da)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)關(guan)鍵成(cheng)(cheng)因(yin)進(jin)行分析和(he)評(ping)(ping)(ping)價(jia)(jia)，最終確定(ding)重(zhong)大(da)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)(ping)估(gu)結(jie)果(guo)。鞍鋼建立了(le)(le)包(bao)括風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)發生可能性和(he)六個子維(wei)度(du)(du)影響程度(du)(du)的(de)(de)(de)(de)評(ping)(ping)(ping)價(jia)(jia)模(mo)型。這些創新性的(de)(de)(de)(de)實踐，標志著風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)(ping)估(gu)的(de)(de)(de)(de)科學性、有效(xiao)性在(zai)不斷提(ti)高。

二(er)是在(zai)風(feng)險(xian)(xian)(xian)預(yu)警監(jian)(jian)控(kong)方面，探索(suo)研究建(jian)(jian)立(li)重大風(feng)險(xian)(xian)(xian)預(yu)警指標體系和(he)動態(tai)(tai)預(yu)警機制，及時向(xiang)決策(ce)(ce)層發布預(yu)警信號并(bing)提前采取預(yu)控(kong)對(dui)策(ce)(ce)，將風(feng)險(xian)(xian)(xian)遏制在(zai)萌芽狀態(tai)(tai)。如通用技術集團(tuan)從(cong)全流程出發，梳理(li)(li)確(que)定(ding)116個風(feng)險(xian)(xian)(xian)監(jian)(jian)控(kong)指標和(he)17類重要風(feng)險(xian)(xian)(xian)信息，對(dui)流動性、項目實施(shi)、匯率(lv)等(deng)18項重大風(feng)險(xian)(xian)(xian)建(jian)(jian)立(li)預(yu)警模型，在(zai)全集團(tuan)實施(shi)重要信息披(pi)露報告，建(jian)(jian)立(li)重大風(feng)險(xian)(xian)(xian)監(jian)(jian)控(kong)系統，開展風(feng)險(xian)(xian)(xian)會商和(he)跟蹤調度，強化風(feng)險(xian)(xian)(xian)預(yu)警和(he)應對(dui)；中國(guo)中紡集團(tuan)抓住期現(xian)貨凈頭寸、期貨保(bao)證金和(he)損(sun)失(shi)限額三(san)個關鍵(jian)指標，動態(tai)(tai)分析(xi)、監(jian)(jian)控(kong)市場波動，有(you)效(xiao)地把握了(le)(le)市場風(feng)險(xian)(xian)(xian)；新興際華(hua)建(jian)(jian)立(li)了(le)(le)綜合指標預(yu)警模型、行業對(dui)標模型和(he)杜邦分析(xi)模型，對(dui)企業的(de)(de)總(zong)體運行情況(kuang)、企業在(zai)行業中所處的(de)(de)位置以(yi)及影響企業預(yu)算執(zhi)行和(he)凈資(zi)產收益率(lv)的(de)(de)深層次因素等(deng)進(jin)行分析(xi)和(he)監(jian)(jian)控(kong)，提升了(le)(le)企業的(de)(de)經營效(xiao)率(lv)和(he)效(xiao)果。中國(guo)鐵物(wu)開展客戶信用風(feng)險(xian)(xian)(xian)管理(li)(li)，對(dui)客戶開展資(zi)信調查、資(zi)信評估、賒銷的(de)(de)執(zhi)行與控(kong)制、超(chao)信用額度的(de)(de)管理(li)(li)、考核評價等(deng)全過程的(de)(de)信用管理(li)(li)和(he)風(feng)險(xian)(xian)(xian)預(yu)警，有(you)效(xiao)地保(bao)證了(le)(le)資(zi)金安(an)全。

三是在(zai)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)信息(xi)(xi)(xi)化建(jian)(jian)設(she)方面(mian)，充分發揮現(xian)(xian)有(you)信息(xi)(xi)(xi)化平(ping)臺(tai)和(he)資源(yuan)，緊密圍(wei)繞(rao)業(ye)務風(feng)(feng)(feng)險(xian)(xian)(xian)，推動(dong)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)的在(zai)線運(yun)(yun)行。中國(guo)五礦(kuang)提(ti)出“一(yi)(yi)個五礦(kuang)、一(yi)(yi)套(tao)流程、一(yi)(yi)個系(xi)統(tong)”，較好地解決了(le)(le)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)信息(xi)(xi)(xi)不(bu)對(dui)稱問題(ti)。中國(guo)電子利用自(zi)身產業(ye)優勢，搭建(jian)(jian)全面(mian)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)平(ping)臺(tai)，實現(xian)(xian)集(ji)團核(he)心業(ye)績指標、重(zhong)大(da)風(feng)(feng)(feng)險(xian)(xian)(xian)預(yu)警(jing)、風(feng)(feng)(feng)險(xian)(xian)(xian)的定(ding)性(xing)定(ding)量評(ping)估、重(zhong)大(da)項目監測(ce)(ce)、市場(chang)風(feng)(feng)(feng)險(xian)(xian)(xian)監測(ce)(ce)的在(zai)線運(yun)(yun)行。一(yi)(yi)汽集(ji)團在(zai)“企業(ye)運(yun)(yun)營駕駛艙”平(ping)臺(tai)建(jian)(jian)立了(le)(le)“體系(xi)建(jian)(jian)設(she)”模塊，實現(xian)(xian)了(le)(le)對(dui)集(ji)團重(zhong)大(da)風(feng)(feng)(feng)險(xian)(xian)(xian)應對(dui)措施的在(zai)線監控。國(guo)家電網獨立開發了(le)(le)全面(mian)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)信息(xi)(xi)(xi)系(xi)統(tong)，初步實現(xian)(xian)了(le)(le)風(feng)(feng)(feng)險(xian)(xian)(xian)信息(xi)(xi)(xi)在(zai)線收集(ji)、風(feng)(feng)(feng)險(xian)(xian)(xian)狀(zhuang)態多維度(du)展(zhan)示、關鍵風(feng)(feng)(feng)險(xian)(xian)(xian)自(zi)動(dong)預(yu)警(jing)、內部控制在(zai)線測(ce)(ce)試、風(feng)(feng)(feng)險(xian)(xian)(xian)在(zai)線報告(gao)等功能,大(da)大(da)減少(shao)人工收集(ji)信息(xi)(xi)(xi)、風(feng)(feng)(feng)險(xian)(xian)(xian)評(ping)估等線下工作量，提(ti)高(gao)了(le)(le)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)工作效率。

（四(si)）探索(suo)深度融(rong)合，將風險管(guan)理滲透在日常經營管(guan)理中。

風(feng)(feng)(feng)險管(guan)理(li)(li)(li)的(de)(de)特殊性就(jiu)在于(yu)與其(qi)他企(qi)業(ye)(ye)(ye)管(guan)理(li)(li)(li)內(nei)容的(de)(de)交(jiao)叉面很多，必須融入整個(ge)企(qi)業(ye)(ye)(ye)經(jing)營管(guan)理(li)(li)(li)過(guo)程中(zhong)，不(bu)可能獨立(li)存在。近幾(ji)年，中(zhong)央企(qi)業(ye)(ye)(ye)著眼于(yu)風(feng)(feng)(feng)險管(guan)理(li)(li)(li)與業(ye)(ye)(ye)務深度融合，取(qu)得了(le)很好(hao)的(de)(de)效(xiao)果。寶鋼(gang)以崗位為目(mu)標、以風(feng)(feng)(feng)險為導向，將(jiang)風(feng)(feng)(feng)險推(tui)送(song)到(dao)崗位，將(jiang)風(feng)(feng)(feng)險管(guan)理(li)(li)(li)全面融入規(gui)(gui)劃發展、財(cai)務、法律事務等(deng)10項日(ri)(ri)常管(guan)理(li)(li)(li)工作，在基(ji)本(ben)業(ye)(ye)(ye)務環節(jie)識別風(feng)(feng)(feng)險，用規(gui)(gui)范(fan)的(de)(de)制度和流(liu)程防(fang)范(fan)風(feng)(feng)(feng)險。中(zhong)國海(hai)油以風(feng)(feng)(feng)險管(guan)理(li)(li)(li)為導向，推(tui)進內(nei)部控(kong)制體系建設，通過(guo)建立(li)基(ji)本(ben)制度、管(guan)理(li)(li)(li)辦(ban)法、操(cao)作細則三(san)級管(guan)理(li)(li)(li)制度，將(jiang)業(ye)(ye)(ye)務流(liu)程中(zhong)的(de)(de)風(feng)(feng)(feng)險點管(guan)控(kong)措施落實到(dao)日(ri)(ri)常業(ye)(ye)(ye)務操(cao)作過(guo)程中(zhong)。中(zhong)交(jiao)集團在“走出(chu)去”過(guo)程中(zhong)，建立(li)了(le)海(hai)外合規(gui)(gui)風(feng)(feng)(feng)險管(guan)理(li)(li)(li)體系，通過(guo)設置合規(gui)(gui)審查(cha)，阻(zu)斷合規(gui)(gui)風(feng)(feng)(feng)險，保(bao)障(zhang)大海(hai)外戰略順利實施。這些做法均體現(xian)了(le)風(feng)(feng)(feng)險管(guan)理(li)(li)(li)與經(jing)營管(guan)理(li)(li)(li)的(de)(de)深度融合，風(feng)(feng)(feng)險管(guan)理(li)(li)(li)不(bu)再(zai)是空中(zhong)樓(lou)閣。

二、提高認識(shi)，深刻理解(jie)全面風險管理內涵

看到成(cheng)績的同時(shi)，我(wo)們也(ye)不(bu)能回(hui)避(bi)存(cun)在的問題。近幾年央企(qi)高速發(fa)(fa)展，規模擴張(zhang)很快(kuai)，但(dan)風(feng)(feng)險管理(li)(li)能力(li)并沒有(you)與(yu)之(zhi)相匹(pi)配(pei)。總(zong)體上有(you)這樣一(yi)種現象，那就是(shi)風(feng)(feng)險管理(li)(li)工作較好的企(qi)業擴張(zhang)比(bi)較適度、發(fa)(fa)展比(bi)較穩健；風(feng)(feng)險管理(li)(li)能力(li)不(bu)強的企(qi)業擴張(zhang)的非常快(kuai)，導致了一(yi)些(xie)風(feng)(feng)險事(shi)件發(fa)(fa)生，教訓十分深刻，也(ye)折(zhe)射出央企(qi)風(feng)(feng)險管理(li)(li)還(huan)存(cun)在很多問題。這些(xie)問題，正(zheng)是(shi)我(wo)們開展全面風(feng)(feng)險管理(li)(li)提升要解決的短板和瓶頸。

1.對風險(xian)管理重(zhong)視(shi)程度不夠(gou)，風險(xian)意識有待加強。

在(zai)認(ren)識(shi)(shi)(shi)層面上，一些企(qi)業(ye)(ye)(ye)(ye)(ye)對風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)的核(he)心和(he)(he)本質理(li)(li)解不夠(gou)。盡管(guan)(guan)(guan)(guan)不少(shao)企(qi)業(ye)(ye)(ye)(ye)(ye)已經啟動(dong)風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)，但(dan)某種程度上將其作(zuo)(zuo)(zuo)為響應國(guo)資委的號召，重視(shi)程度和(he)(he)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)主(zhu)動(dong)性遠(yuan)遠(yuan)不夠(gou)：有(you)的中央企(qi)業(ye)(ye)(ye)(ye)(ye)雖然建立(li)了組織架構和(he)(he)規章制(zhi)度，但(dan)是(shi)沒(mei)有(you)實質性開展工(gong)(gong)(gong)作(zuo)(zuo)(zuo)，風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)制(zhi)度被束之高(gao)閣；有(you)的企(qi)業(ye)(ye)(ye)(ye)(ye)沒(mei)有(you)及時掌握風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)進展情況，也(ye)沒(mei)有(you)給出明確的風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)職(zhi)能定位和(he)(he)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)要求；有(you)的企(qi)業(ye)(ye)(ye)(ye)(ye)領導忽視(shi)風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)對企(qi)業(ye)(ye)(ye)(ye)(ye)的事(shi)前防范和(he)(he)事(shi)中控制(zhi)作(zuo)(zuo)(zuo)用(yong)，往(wang)往(wang)是(shi)在(zai)風(feng)(feng)險(xian)(xian)(xian)事(shi)件發生后，才(cai)會想到(dao)風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)部門(men)的作(zuo)(zuo)(zuo)用(yong)；有(you)的企(qi)業(ye)(ye)(ye)(ye)(ye)的風(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)活(huo)動(dong)是(shi)臨時性或(huo)間斷性的，風(feng)(feng)險(xian)(xian)(xian)出現了就進行管(guan)(guan)(guan)(guan)理(li)(li)，風(feng)(feng)險(xian)(xian)(xian)結束了就將其置之度外。認(ren)識(shi)(shi)(shi)上的不到(dao)位，有(you)企(qi)業(ye)(ye)(ye)(ye)(ye)領導者個人的認(ren)識(shi)(shi)(shi)問(wen)題(ti)，也(ye)有(you)體制(zhi)方面的原因(yin)。

2.風險管(guan)理職能(neng)定(ding)位不明確，體系運行不暢。

部(bu)(bu)分(fen)企業(ye)(ye)風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)部(bu)(bu)門(men)(men)與業(ye)(ye)務(wu)部(bu)(bu)門(men)(men)的(de)職(zhi)(zhi)責定(ding)(ding)位(wei)(wei)(wei)(wei)沒(mei)有(you)(you)(you)理(li)(li)順(shun)，風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)部(bu)(bu)門(men)(men)有(you)(you)(you)被邊緣化傾向，導致全(quan)面風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)體(ti)系(xi)運行不(bu)暢，風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)流于形式。中國五(wu)礦(kuang)的(de)經驗告訴我(wo)們，風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)工(gong)作在企業(ye)(ye)管(guan)(guan)(guan)理(li)(li)中的(de)定(ding)(ding)位(wei)(wei)(wei)(wei)非常(chang)重要(yao)，只有(you)(you)(you)定(ding)(ding)位(wei)(wei)(wei)(wei)清晰、分(fen)工(gong)明(ming)確、不(bu)越位(wei)(wei)(wei)(wei)、不(bu)缺位(wei)(wei)(wei)(wei)，才能使風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)執行到位(wei)(wei)(wei)(wei)。但還(huan)有(you)(you)(you)不(bu)少企業(ye)(ye)的(de)業(ye)(ye)務(wu)部(bu)(bu)門(men)(men)對風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)職(zhi)(zhi)能有(you)(you)(you)誤(wu)解，認為有(you)(you)(you)了(le)風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)部(bu)(bu)門(men)(men)，控制風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)就與本部(bu)(bu)門(men)(men)沒(mei)有(you)(you)(you)關系(xi)了(le)。一(yi)些企業(ye)(ye)的(de)風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)部(bu)(bu)門(men)(men)和業(ye)(ye)務(wu)管(guan)(guan)(guan)理(li)(li)部(bu)(bu)門(men)(men)溝通(tong)交流不(bu)夠，導致風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)與企業(ye)(ye)現(xian)有(you)(you)(you)管(guan)(guan)(guan)理(li)(li)體(ti)系(xi)難以融(rong)合，風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)工(gong)作無處下手。產生上述問題(ti)的(de)根源，就在于企業(ye)(ye)沒(mei)有(you)(you)(you)賦予(yu)風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)職(zhi)(zhi)能部(bu)(bu)門(men)(men)一(yi)個明(ming)確的(de)定(ding)(ding)位(wei)(wei)(wei)(wei)，沒(mei)有(you)(you)(you)搞清楚(chu)風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)部(bu)(bu)門(men)(men)應該如何發揮作用，風(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)職(zhi)(zhi)能僅(jin)僅(jin)定(ding)(ding)位(wei)(wei)(wei)(wei)于建體(ti)系(xi)、作分(fen)析(xi)、寫報告，沒(mei)有(you)(you)(you)與現(xian)有(you)(you)(you)業(ye)(ye)務(wu)流程相融(rong)合。

3.重大風(feng)險有(you)效控制辦法(fa)比較少。

大部分中央企(qi)(qi)業每(mei)年(nian)都會開展風(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)估，根據評(ping)(ping)估的(de)結果確定(ding)重大風(feng)(feng)險(xian)(xian)(xian)(xian)。重大風(feng)(feng)險(xian)(xian)(xian)(xian)評(ping)(ping)估出來，怎(zen)(zen)么預(yu)防、怎(zen)(zen)么監控、怎(zen)(zen)么動態管理是(shi)個問(wen)題。剛才，中國五礦、寶鋼分別介紹了他(ta)們針對(dui)信用風(feng)(feng)險(xian)(xian)(xian)(xian)、市場風(feng)(feng)險(xian)(xian)(xian)(xian)、供應鏈運營風(feng)(feng)險(xian)(xian)(xian)(xian)等重大風(feng)(feng)險(xian)(xian)(xian)(xian)，有(you)預(yu)警、有(you)預(yu)案(an)、有(you)措施(shi)、有(you)方(fang)案(an)、有(you)動態改進機制。但是(shi)，大部分企(qi)(qi)業目前還做不(bu)到(dao)這(zhe)種程度。很(hen)多企(qi)(qi)業的(de)重大風(feng)(feng)險(xian)(xian)(xian)(xian)應對(dui)措施(shi)都是(shi)常(chang)規性的(de)管理改善(shan)，并沒有(you)很(hen)好地針對(dui)風(feng)(feng)險(xian)(xian)(xian)(xian)的(de)特點，制定(ding)相應解(jie)決方(fang)案(an)。簡單說(shuo)，措施(shi)缺乏針對(dui)性，往(wang)往(wang)達不(bu)到(dao)事前控制的(de)目標。

4.風險管理信息化建設還比較初級。

雖然不(bu)少(shao)中央企(qi)(qi)業(ye)已經進(jin)行了風險管理(li)(li)信(xin)(xin)息(xi)化(hua)建設的初(chu)步探索，并已經取得一(yi)定進(jin)展。但是中央企(qi)(qi)業(ye)整體(ti)全面(mian)風險管理(li)(li)信(xin)(xin)息(xi)化(hua)仍處于(yu)起步階(jie)段(duan)，借助信(xin)(xin)息(xi)技術手段(duan)進(jin)行風險管理(li)(li)信(xin)(xin)息(xi)的搜集(ji)與監測工(gong)作仍不(bu)充分。統(tong)計顯示，2012年76戶(hu)編報企(qi)(qi)業(ye)中僅(jin)有16戶(hu)企(qi)(qi)業(ye)基(ji)本建立了涵蓋風險管理(li)(li)基(ji)本流程和內部控制系(xi)統(tong)各(ge)環(huan)節的獨立的風險管理(li)(li)信(xin)(xin)息(xi)系(xi)統(tong)。當然，這也與中央企(qi)(qi)業(ye)的整體(ti)信(xin)(xin)息(xi)化(hua)水平有關。

5.風險管(guan)理(li)專業人才比較缺乏。

風(feng)險管理(li)(li)(li)是(shi)管理(li)(li)(li)學的前沿領域，它要(yao)求從業(ye)人(ren)(ren)員不但(dan)要(yao)理(li)(li)(li)念先(xian)進(jin)，而且要(yao)掌(zhang)握科學方法，既(ji)要(yao)有良好(hao)的知(zhi)識結構和研(yan)究能(neng)力，又要(yao)有一(yi)定的實(shi)踐經驗和工(gong)作閱歷(li)。中央企業(ye)開展全面風(feng)險管理(li)(li)(li)工(gong)作時間不長(chang)，風(feng)險管理(li)(li)(li)工(gong)作人(ren)(ren)員專業(ye)知(zhi)識和從業(ye)能(neng)力還不能(neng)滿足高水(shui)平風(feng)險管理(li)(li)(li)工(gong)作的需要(yao)。風(feng)險管理(li)(li)(li)專業(ye)人(ren)(ren)才隊伍的累積還需要(yao)一(yi)個過程(cheng)。

要提升全面風(feng)險管(guan)(guan)理(li)(li)，強化風(feng)險管(guan)(guan)控(kong)能力(li)，把風(feng)險管(guan)(guan)理(li)(li)打造成企業的(de)核(he)心(xin)競爭(zheng)力(li)，必須加強對風(feng)險管(guan)(guan)理(li)(li)本質(zhi)的(de)理(li)(li)解(jie)，處理(li)(li)好以下(xia)三個關(guan)系。

一是正確處理風險管理與業務拓展之間的關系。

中央企(qi)業(ye)(ye)(ye)近幾年發展很快，業(ye)(ye)(ye)務形式也越來越豐富，業(ye)(ye)(ye)務領(ling)域也有(you)(you)(you)所突破(po)，還創(chuang)新了不少新的(de)(de)商業(ye)(ye)(ye)模式。但同(tong)時，業(ye)(ye)(ye)務拓展的(de)(de)過(guo)程(cheng)中存(cun)在許多不確定性也顯著增加，企(qi)業(ye)(ye)(ye)靠什么去評(ping)價一個(ge)業(ye)(ye)(ye)務該(gai)不該(gai)做，一個(ge)市場能(neng)(neng)不能(neng)(neng)進，新的(de)(de)商業(ye)(ye)(ye)模式能(neng)(neng)不能(neng)(neng)用，除了對(dui)預期收益(yi)有(you)(you)(you)個(ge)合(he)理(li)(li)的(de)(de)判斷，更(geng)要靠風(feng)險管理(li)(li)來把(ba)關。風(feng)險管理(li)(li)主要把(ba)握的(de)(de)是，這(zhe)個(ge)預期的(de)(de)收益(yi)能(neng)(neng)不能(neng)(neng)實(shi)現，有(you)(you)(you)沒有(you)(you)(you)可(ke)能(neng)(neng)受到(dao)重大影響(xiang)，影響(xiang)程(cheng)度多大，企(qi)業(ye)(ye)(ye)是否可(ke)以(yi)承受，從而為企(qi)業(ye)(ye)(ye)決策(ce)提供(gong)科學的(de)(de)參考(kao)。可(ke)以(yi)說，只有(you)(you)(you)風(feng)險管理(li)(li)能(neng)(neng)力上去了，企(qi)業(ye)(ye)(ye)才更(geng)能(neng)(neng)放開手腳去市場上拼(pin)殺。中國五礦在進行投資決策(ce)過(guo)程(cheng)中堅(jian)持(chi)的(de)(de)“五不投”原(yuan)則，就很好地詮釋了風(feng)險管理(li)(li)與業(ye)(ye)(ye)務拓展之間的(de)(de)關系。

二是正確處理風險管理職能在三道防線中的定位問題。

這實際上(shang)是(shi)(shi)(shi)(shi)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)如何發揮作用的(de)(de)(de)(de)問題，這也是(shi)(shi)(shi)(shi)目前大(da)部(bu)(bu)(bu)分中央企(qi)業(ye)開(kai)展風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)工作比較大(da)的(de)(de)(de)(de)困(kun)惑之一。要(yao)解決這問題，首(shou)先就是(shi)(shi)(shi)(shi)要(yao)明確風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)在企(qi)業(ye)中的(de)(de)(de)(de)定(ding)位，明確風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)職(zhi)能與其(qi)他(ta)業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)職(zhi)能的(de)(de)(de)(de)關系(xi)(xi)。《指引》中提出了(le)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)的(de)(de)(de)(de)三道(dao)防(fang)(fang)(fang)線(xian)，業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)和(he)一線(xian)單位是(shi)(shi)(shi)(shi)第(di)一道(dao)防(fang)(fang)(fang)線(xian)，風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)是(shi)(shi)(shi)(shi)第(di)二(er)道(dao)防(fang)(fang)(fang)線(xian)，審計部(bu)(bu)(bu)門(men)(men)(men)(men)是(shi)(shi)(shi)(shi)第(di)三道(dao)防(fang)(fang)(fang)線(xian)。這里有(you)三層涵義：首(shou)先，即使(shi)有(you)了(le)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)，業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)也是(shi)(shi)(shi)(shi)防(fang)(fang)(fang)范(fan)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)的(de)(de)(de)(de)主(zhu)體(ti)，風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)不(bu)會比業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)更清楚風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)點在哪里；其(qi)次，即使(shi)沒有(you)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)，業(ye)務(wu)部(bu)(bu)(bu)門(men)(men)(men)(men)也有(you)防(fang)(fang)(fang)范(fan)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)的(de)(de)(de)(de)本能，但(dan)是(shi)(shi)(shi)(shi)僅(jin)靠(kao)業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)防(fang)(fang)(fang)范(fan)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)是(shi)(shi)(shi)(shi)不(bu)夠的(de)(de)(de)(de)，因(yin)為(wei)(wei)很多業(ye)務(wu)部(bu)(bu)(bu)門(men)(men)(men)(men)和(he)一線(xian)單位的(de)(de)(de)(de)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)防(fang)(fang)(fang)范(fan)措施往往是(shi)(shi)(shi)(shi)偏具體(ti)業(ye)務(wu)性(xing)的(de)(de)(de)(de)，不(bu)系(xi)(xi)統、不(bu)完整、不(bu)規(gui)范(fan)，也不(bu)標(biao)準，風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)必須要(yao)對(dui)業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)部(bu)(bu)(bu)門(men)(men)(men)(men)的(de)(de)(de)(de)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)進行系(xi)(xi)統性(xing)、完整性(xing)、規(gui)范(fan)性(xing)的(de)(de)(de)(de)指導和(he)監督；最后(hou)，風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)是(shi)(shi)(shi)(shi)否(fou)(fou)有(you)效，第(di)一、第(di)二(er)道(dao)防(fang)(fang)(fang)線(xian)是(shi)(shi)(shi)(shi)否(fou)(fou)發揮了(le)應有(you)的(de)(de)(de)(de)作用，是(shi)(shi)(shi)(shi)否(fou)(fou)存在重大(da)問題沒有(you)反映出來(lai)，需要(yao)獨立第(di)三方——審計部(bu)(bu)(bu)門(men)(men)(men)(men)進行評價。中國五礦將集團總部(bu)(bu)(bu)與各經(jing)營單位分別(bie)定(ding)位為(wei)(wei)“風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)”和(he)“管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)”的(de)(de)(de)(de)部(bu)(bu)(bu)門(men)(men)(men)(men)，清晰(xi)劃(hua)分了(le)兩個層面的(de)(de)(de)(de)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)職(zhi)能，并充分發揮審計的(de)(de)(de)(de)第(di)三道(dao)防(fang)(fang)(fang)線(xian)功能，從而使(shi)得(de)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)體(ti)系(xi)(xi)有(you)效運轉，這一做法值(zhi)得(de)大(da)家學(xue)習。寶鋼將業(ye)務(wu)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)和(he)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)職(zhi)能關系(xi)(xi)比喻成(cheng)木(mu)桶理(li)(li)(li)(li)(li)(li)(li)(li)論中“板”和(he)“箍”的(de)(de)(de)(de)關系(xi)(xi)，形象、清晰(xi)地表達了(le)風(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)(guan)(guan)理(li)(li)(li)(li)(li)(li)(li)(li)職(zhi)能定(ding)位。

三是正確(que)處理(li)風險管理(li)與內部控制之間的關系(xi)。

今年4月份(fen)，評價局(ju)啟動了(le)(le)(le)中(zhong)央企業內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)體(ti)系建設工作(zuo)(zuo)，要求中(zhong)央企業用兩年時間建立(li)起規(gui)范的(de)(de)(de)(de)(de)內(nei)(nei)控(kong)(kong)(kong)(kong)體(ti)系。關(guan)于(yu)(yu)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)和(he)內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)的(de)(de)(de)(de)(de)關(guan)系，要從(cong)幾個(ge)方面去看(kan)，首(shou)先，從(cong)歷(li)史沿(yan)革上看(kan)，全(quan)(quan)面風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)理(li)(li)(li)論與實(shi)踐有(you)三個(ge)主(zhu)要來(lai)(lai)源(yuan)，一(yi)(yi)是(shi)(shi)(shi)保(bao)險(xian)(xian)(xian)，二(er)(er)是(shi)(shi)(shi)金(jin)融(rong)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)，三是(shi)(shi)(shi)內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)，其(qi)中(zhong)，從(cong)內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)發(fa)展到全(quan)(quan)面風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)是(shi)(shi)(shi)一(yi)(yi)條(tiao)主(zhu)線(xian)。其(qi)次，從(cong)主(zhu)要內(nei)(nei)容上看(kan)，內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)的(de)(de)(de)(de)(de)對象(xiang)(xiang)主(zhu)要是(shi)(shi)(shi)企業內(nei)(nei)部(bu)(bu)(bu)、可(ke)控(kong)(kong)(kong)(kong)的(de)(de)(de)(de)(de)、非決策性(xing)(xing)的(de)(de)(de)(de)(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)范疇。全(quan)(quan)面風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)的(de)(de)(de)(de)(de)對象(xiang)(xiang)不(bu)僅包括(kuo)了(le)(le)(le)執行層(ceng)面的(de)(de)(de)(de)(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)，也包括(kuo)了(le)(le)(le)各種外部(bu)(bu)(bu)的(de)(de)(de)(de)(de)、不(bu)可(ke)控(kong)(kong)(kong)(kong)的(de)(de)(de)(de)(de)、企業決策性(xing)(xing)的(de)(de)(de)(de)(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)。例如，對于(yu)(yu)自(zi)然(ran)災害和(he)國際金(jin)融(rong)危機這(zhe)類不(bu)可(ke)控(kong)(kong)(kong)(kong)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)，就不(bu)是(shi)(shi)(shi)內(nei)(nei)控(kong)(kong)(kong)(kong)的(de)(de)(de)(de)(de)對象(xiang)(xiang)，而是(shi)(shi)(shi)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)的(de)(de)(de)(de)(de)對象(xiang)(xiang)。第三，從(cong)二(er)(er)者(zhe)的(de)(de)(de)(de)(de)關(guan)系上看(kan)，內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)是(shi)(shi)(shi)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)的(de)(de)(de)(de)(de)基礎(chu)，內(nei)(nei)控(kong)(kong)(kong)(kong)做好了(le)(le)(le)，企業所(suo)有(you)的(de)(de)(de)(de)(de)活動有(you)章可(ke)依，所(suo)有(you)員工規(gui)范操作(zuo)(zuo)，內(nei)(nei)部(bu)(bu)(bu)的(de)(de)(de)(de)(de)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)控(kong)(kong)(kong)(kong)問題才能解決。但(dan)同時，企業的(de)(de)(de)(de)(de)重大(da)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)往往來(lai)(lai)自(zi)于(yu)(yu)外部(bu)(bu)(bu)的(de)(de)(de)(de)(de)環境，來(lai)(lai)自(zi)于(yu)(yu)企業的(de)(de)(de)(de)(de)決策。企業必須對這(zhe)些風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)也要做到有(you)效(xiao)管(guan)(guan)控(kong)(kong)(kong)(kong)，才能實(shi)現(xian)可(ke)持續發(fa)展。可(ke)見(jian)，風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)是(shi)(shi)(shi)內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)的(de)(de)(de)(de)(de)自(zi)然(ran)延伸，內(nei)(nei)涵更寬，所(suo)以在工作(zuo)(zuo)中(zhong)二(er)(er)者(zhe)不(bu)能截(jie)然(ran)分(fen)開(kai)。企業應當統(tong)籌協調，由一(yi)(yi)個(ge)部(bu)(bu)(bu)門具體(ti)負(fu)責(ze)。中(zhong)國海油由風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)辦公室統(tong)一(yi)(yi)負(fu)責(ze)推進風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)管(guan)(guan)理(li)(li)(li)與內(nei)(nei)部(bu)(bu)(bu)控(kong)(kong)(kong)(kong)制(zhi)工作(zuo)(zuo)，取得了(le)(le)(le)良好的(de)(de)(de)(de)(de)效(xiao)果，就充分(fen)證(zheng)明了(le)(le)(le)這(zhe)一(yi)(yi)點(dian)的(de)(de)(de)(de)(de)合理(li)(li)(li)性(xing)(xing)。

三、消除短板(ban)，突破瓶頸，切(qie)實(shi)做(zuo)好全面風險(xian)管理提升

全面風險(xian)管(guan)理(li)(li)(li)是一項綜合性較(jiao)強的(de)(de)工作(zuo)，涉及面廣，內(nei)容(rong)寬泛(fan)，與其他專(zhuan)業(ye)(ye)管(guan)理(li)(li)(li)交叉面多，既有(you)宏觀層面的(de)(de)內(nei)容(rong)，也(ye)有(you)業(ye)(ye)務(wu)層面的(de)(de)內(nei)容(rong)；既要(yao)發揮風險(xian)管(guan)理(li)(li)(li)體系獨立的(de)(de)保(bao)障性作(zuo)用，又要(yao)與企(qi)業(ye)(ye)現有(you)管(guan)理(li)(li)(li)體系有(you)機(ji)融合，工作(zuo)難度和(he)要(yao)求都(dou)是比較(jiao)高的(de)(de)。現階段，做好(hao)全面風險(xian)管(guan)理(li)(li)(li)提(ti)升(sheng)工作(zuo)，關鍵是要(yao)消除短(duan)板(ban)、突(tu)破瓶頸(jing)，在管(guan)理(li)(li)(li)水平上“向前邁一步”。

（一）進一步提高對全(quan)面風險管理的(de)認(ren)識。

各中央企業領導(dao)班子要(yao)高(gao)度重視全面風(feng)(feng)險(xian)(xian)管(guan)理(li)工作，深刻認識(shi)風(feng)(feng)險(xian)(xian)管(guan)理(li)對(dui)企業發(fa)(fa)(fa)展(zhan)的(de)(de)現實和長遠(yuan)意義，將提升全面風(feng)(feng)險(xian)(xian)管(guan)理(li)水平作為管(guan)理(li)提升的(de)(de)一項重要(yao)內容，深入推進。應該說，領導(dao)班子的(de)(de)認識(shi)和思想觀(guan)念(nian)正在(zai)或(huo)將要(yao)發(fa)(fa)(fa)生(sheng)轉變，這主要(yao)是因為外部環境(jing)發(fa)(fa)(fa)生(sheng)了(le)巨大的(de)(de)變化(hua)，在(zai)國際金融危機和中國經(jing)(jing)濟發(fa)(fa)(fa)展(zhan)階(jie)段性變化(hua)的(de)(de)影(ying)響下，企業面對(dui)的(de)(de)經(jing)(jing)營風(feng)(feng)險(xian)(xian)趨于上(shang)升。在(zai)這樣(yang)一種經(jing)(jing)濟環境(jing)下，相信企業的(de)(de)領導(dao)班子對(dui)風(feng)(feng)險(xian)(xian)管(guan)理(li)的(de)(de)認識(shi)上(shang)會有不斷的(de)(de)提升。

企業要(yao)進一步(bu)明確(que)風險(xian)(xian)管(guan)理(li)(li)的定(ding)(ding)(ding)位和風險(xian)(xian)管(guan)理(li)(li)職能部(bu)門的定(ding)(ding)(ding)位，風險(xian)(xian)管(guan)理(li)(li)工(gong)作(zuo)一把手要(yao)親自(zi)抓、親自(zi)過問(wen)，給予(yu)風險(xian)(xian)管(guan)理(li)(li)部(bu)門強有(you)力的支持。全面(mian)風險(xian)(xian)管(guan)理(li)(li)工(gong)作(zuo)的提(ti)(ti)升至少應(ying)包括以(yi)下幾(ji)個(ge)方面(mian)：一是在(zai)管(guan)理(li)(li)層(ceng)次(ci)上(shang)由執行層(ceng)面(mian)提(ti)(ti)升到(dao)決策層(ceng)面(mian)；二(er)是在(zai)管(guan)理(li)(li)模式上(shang)由一個(ge)部(bu)門管(guan)理(li)(li)轉變(bian)為三道防線齊抓共管(guan)；三是在(zai)管(guan)理(li)(li)技術上(shang)由以(yi)定(ding)(ding)(ding)性(xing)為主擴大到(dao)定(ding)(ding)(ding)量與定(ding)(ding)(ding)性(xing)相結合；四是在(zai)管(guan)理(li)(li)方法上(shang)由人(ren)工(gong)控(kong)制(zhi)轉變(bian)為制(zhi)度(du)流程控(kong)制(zhi)及信息系統(tong)控(kong)制(zhi)為主。

（二）完善全面風險管(guan)理制度化和規范化建設。

企業(ye)內部要(yao)推行風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)報告制(zhi)(zhi)(zhi)(zhi)度(du)(du)，規范重大風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)匯報制(zhi)(zhi)(zhi)(zhi)度(du)(du)，防止(zhi)因重大風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)損失(shi)事件把企業(ye)拖入險(xian)(xian)(xian)(xian)境。要(yao)不(bu)斷(duan)完善風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)預警和(he)監控(kong)制(zhi)(zhi)(zhi)(zhi)度(du)(du)，強(qiang)化(hua)(hua)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)的事前防范和(he)事中(zhong)控(kong)制(zhi)(zhi)(zhi)(zhi)，實現風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)成本效益最大化(hua)(hua)。同(tong)時，要(yao)加快推進(jin)全(quan)面風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)信息系統建(jian)(jian)設工作，強(qiang)化(hua)(hua)信息技(ji)術對企業(ye)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)工作的促進(jin)作用，積極(ji)探(tan)索建(jian)(jian)立(li)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)評(ping)(ping)價與(yu)考(kao)核制(zhi)(zhi)(zhi)(zhi)度(du)(du)，制(zhi)(zhi)(zhi)(zhi)定科學可(ke)行的風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)評(ping)(ping)價辦法和(he)標(biao)(biao)準，將(jiang)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)納入企業(ye)績效考(kao)核指標(biao)(biao)體系中(zhong)，建(jian)(jian)立(li)風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)責任追究機(ji)制(zhi)(zhi)(zhi)(zhi)，督促所屬企業(ye)重視風(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)管(guan)理(li)(li)(li)。

（三(san)）加強風險評估工作，確保重大風險可(ke)控在控。

中(zhong)(zhong)央企(qi)業(ye)要(yao)進(jin)一(yi)步健全(quan)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)評(ping)(ping)估(gu)機制，強化“企(qi)業(ye)體檢”制度(du)。董事(shi)會(hui)(hui)（經理(li)辦公會(hui)(hui)議）負責督導本企(qi)業(ye)進(jin)一(yi)步完善風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)評(ping)(ping)估(gu)常(chang)態(tai)化機制，企(qi)業(ye)“三重(zhong)(zhong)(zhong)一(yi)大”、高風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)業(ye)務、重(zhong)(zhong)(zhong)大改(gai)革以及重(zhong)(zhong)(zhong)大海外投資(zi)并購(gou)等(deng)重(zhong)(zhong)(zhong)要(yao)事(shi)項(xiang)(xiang)應(ying)建立(li)專(zhuan)項(xiang)(xiang)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)評(ping)(ping)估(gu)制度(du)，在提交(jiao)決策機構審議的重(zhong)(zhong)(zhong)要(yao)事(shi)項(xiang)(xiang)議案中(zhong)(zhong)必須附有(you)充分(fen)揭示風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)和應(ying)對(dui)措施的專(zhuan)項(xiang)(xiang)風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)評(ping)(ping)估(gu)報(bao)告，風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)理(li)職能部(bu)門要(yao)堅持對(dui)上述重(zhong)(zhong)(zhong)要(yao)事(shi)項(xiang)(xiang)的風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)評(ping)(ping)估(gu)進(jin)行程序性(xing)、合(he)規性(xing)審核。要(yao)逐(zhu)步建立(li)健全(quan)重(zhong)(zhong)(zhong)大風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)監(jian)測預警指標體系，實現對(dui)重(zhong)(zhong)(zhong)大風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)管(guan)理(li)全(quan)過程的動(dong)態(tai)監(jian)控，確(que)保重(zhong)(zhong)(zhong)大風(feng)(feng)(feng)(feng)(feng)險(xian)(xian)(xian)(xian)(xian)可控在控。

（四）加強全(quan)面風險(xian)管理與(yu)內部控制(zhi)的有效融合。

在全(quan)面風險管(guan)(guan)理(li)體系(xi)的(de)建(jian)設(she)過(guo)程中，一(yi)定要和內部(bu)控(kong)制(zhi)(zhi)有(you)機結合，以(yi)(yi)風險管(guan)(guan)理(li)為導向，以(yi)(yi)內部(bu)控(kong)制(zhi)(zhi)為手段，以(yi)(yi)流(liu)程梳理(li)為基礎，以(yi)(yi)關(guan)鍵控(kong)制(zhi)(zhi)活動為重(zhong)(zhong)點，以(yi)(yi)重(zhong)(zhong)大風險報告、預警與(yu)應急機制(zhi)(zhi)為支撐，結合自身管(guan)(guan)理(li)的(de)實際情況，促進內部(bu)控(kong)制(zhi)(zhi)與(yu)風險管(guan)(guan)理(li)的(de)有(you)效融合，建(jian)立科學全(quan)面風險管(guan)(guan)理(li)體系(xi)。

（五(wu)）加強(qiang)全面風險(xian)管理人(ren)才隊伍建設。

目前(qian)，中央企業要科學(xue)(xue)、系統地推(tui)(tui)進風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)工作提(ti)升還(huan)任(ren)重(zhong)而道遠，在這(zhe)個過程中，風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)專(zhuan)業隊(dui)伍的(de)建設(she)尤(you)為(wei)重(zhong)要。企業要建立風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)人才(cai)培(pei)養體系，定(ding)期舉辦(ban)學(xue)(xue)習研討和(he)(he)專(zhuan)業培(pei)訓班，介紹(shao)推(tui)(tui)薦(jian)國(guo)(guo)內外成功經驗(yan)和(he)(he)案(an)例，組織風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)經驗(yan)交流，建立起一支風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)專(zhuan)業團隊(dui)，真正掌握有效的(de)風(feng)(feng)(feng)險(xian)(xian)管(guan)理(li)技術和(he)(he)方(fang)法，尤(you)其在高風(feng)(feng)(feng)險(xian)(xian)業務領域要重(zhong)點培(pei)育，如國(guo)(guo)際化(hua)經營管(guan)理(li)人才(cai)，投資并(bing)購專(zhuan)業人才(cai)等。

（六）深入推(tui)動全(quan)面(mian)風險管理文化建設。

要(yao)(yao)(yao)做好風(feng)(feng)險(xian)(xian)管(guan)理(li)，必須文化先(xian)行，只有大家都樹立(li)防范風(feng)(feng)險(xian)(xian)的(de)意識(shi)，將(jiang)風(feng)(feng)險(xian)(xian)管(guan)理(li)與(yu)崗位工作(zuo)緊密結合，才能在第一時間發現(xian)和(he)(he)采取(qu)有效(xiao)措施防范風(feng)(feng)險(xian)(xian)，減少和(he)(he)避免風(feng)(feng)險(xian)(xian)損(sun)失(shi)。因此，各企業要(yao)(yao)(yao)加(jia)強面向全體員(yuan)工的(de)風(feng)(feng)險(xian)(xian)管(guan)理(li)宣傳、培(pei)訓工作(zuo)，提高廣(guang)大員(yuan)工的(de)風(feng)(feng)險(xian)(xian)意識(shi)、責任意識(shi)和(he)(he)發展意識(shi)。倡(chang)導將(jiang)風(feng)(feng)險(xian)(xian)意識(shi)融(rong)入到企業的(de)各項業務和(he)(he)管(guan)理(li)活動(dong)中，尤(you)其是(shi)企業的(de)戰略、投資、“三重一大”等重要(yao)(yao)(yao)決策(ce)過程(cheng)中，確(que)保風(feng)(feng)險(xian)(xian)管(guan)理(li)文化與(yu)企業文化的(de)真(zhen)正融(rong)合和(he)(he)風(feng)(feng)險(xian)(xian)管(guan)理(li)文化的(de)真(zhen)正落地。

同(tong)志(zhi)們，全(quan)面風(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)體(ti)系建設(she)是(shi)一(yi)項(xiang)長(chang)期的(de)(de)(de)、系統(tong)的(de)(de)(de)、逐步到(dao)位的(de)(de)(de)工作(zuo)。今天(tian)參加會議的(de)(de)(de)還有不少地(di)方國(guo)資委(wei)(wei)(wei)的(de)(de)(de)同(tong)志(zhi)，在(zai)推動全(quan)面風(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)工作(zuo)中，很(hen)多(duo)地(di)方國(guo)資委(wei)(wei)(wei)也進行(xing)了(le)積(ji)極的(de)(de)(de)探索，有的(de)(de)(de)工作(zuo)還走在(zai)了(le)我們前面，例如，山東國(guo)資委(wei)(wei)(wei)早在(zai)4年前就將(jiang)風(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)納入對(dui)省(sheng)屬企業(ye)經營班子的(de)(de)(de)考核(he)范疇(chou)，廣西國(guo)資委(wei)(wei)(wei)建立了(le)一(yi)套(tao)投資風(feng)(feng)險(xian)(xian)監管(guan)(guan)(guan)(guan)系統(tong)，新疆(jiang)生產(chan)建設(she)兵團國(guo)資委(wei)(wei)(wei)也一(yi)直非常重(zhong)視(shi)全(quan)面風(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)工作(zuo)，多(duo)次與我們交流經驗(yan)。“十(shi)二五”期間，全(quan)國(guo)的(de)(de)(de)國(guo)有企業(ye)都面臨(lin)著同(tong)樣的(de)(de)(de)問題(ti)，那就是(shi)如何在(zai)復(fu)雜(za)嚴峻的(de)(de)(de)外部(bu)形勢下(xia)，練好內功，強基固本，控制風(feng)(feng)險(xian)(xian)，向管(guan)(guan)(guan)(guan)理(li)(li)要(yao)效(xiao)益、要(yao)質(zhi)量、要(yao)增長(chang)。管(guan)(guan)(guan)(guan)理(li)(li)提(ti)升(sheng)活動為我們提(ti)供(gong)了(le)一(yi)個(ge)很(hen)好解決問題(ti)的(de)(de)(de)機遇，希望大家把握好這(zhe)次機遇，將(jiang)各項(xiang)管(guan)(guan)(guan)(guan)理(li)(li)提(ti)升(sheng)工作(zuo)做(zuo)細(xi)做(zuo)實(shi)，為實(shi)現(xian)穩增長(chang)、保穩定做(zuo)出(chu)新的(de)(de)(de)更大貢(gong)獻！