Building a group-based business model to improve the level of financial management □ Ruo Ruoyu, general manager of North China Power Group Corporation, has been in the important period of reform and development of North China Power Grid for more than seven years. We should seize the opportunity to meet the challenges of economic globalization and internationalize. Informatization and modernization lead the development of financial management. China has officially joined WT0, and international capital flows are more frequent, and competition among enterprises worldwide is inevitable. Only by strengthening the group management of the group company and improving its comprehensive strength can we become bigger, stronger and gain development in the competition. The traditional and closed financial management model can no longer meet the needs of the new situation. We must carry out financial management innovation, improve the financial management system, integrate various international practices, accelerate the construction of financial management information, promote the modernization of financial management, and establish and implement centralized management. A unified and efficient financial management mechanism to adapt to the needs of group management. I. Under the joint efforts of the asset management of North China Power Grid, the safety production of North China Power Grid has remained basically stable. The operation of the Group's company has maintained a good momentum. All other items except the balance of electricity and heat charges have been completed by the State Power Corporation. Time schedule of asset management indicators. The completion of asset management assessment indicators. The total profit. The State Power Corporation issued the total profit index of Huabei Power Group Corporation in 2001 to 670 million yuan, the company's assessment caliber) realized a total profit of 674.79 million yuan, and completed the progress indicator of 120.869. Among them: Hebei Electric Power Company realized a profit of 103.27 million yuan, the completion progress The index of 28.049, the net profit of 103.27 million yuan, the completion of the progress indicator of 37. 559; Shanxi Electric Power Company realized a profit of 144.2 million yuan, completed the profit progress indicator of 100.029, net profit of 116.79 million yuan, completed the progress indicator of 116. 799; group company The parent company's calibre realized a profit of 455.38 million yuan, and completed the progress indicator of 241. 739. Among them, the group company was directly at 589.79 million yuan, and the progress indicator was 467.039; the Tianjin power company was -12.841 million yuan, which was lower than the profit progress indicator of 186.74 million yuan. ). Assets and liabilities. Guodian Company issued a group company's asset-liability ratio index of 37.469, and the group company's assessment caliber) actually completed 35.559, which was 1.91 percentage points lower than the assessment index. Among them, Hebei Province Power Company's asset-liability ratio is 58.159, which is 1.28 percentage points lower than the assessment index; Shanxi Electric Power Company's asset-liability ratio is 62.349, which is 3.25 percentage points lower than the assessment index; group company parent company's asset-liability ratio is 35.649, which is higher than the assessment index. It was 1.82 percentage points lower. The asset-liability ratio of Tianjin Electric Power Company was 60.869, which was 1.57 percentage points lower than the assessment index). Asset preservation and appreciation rate and investment return rate. Guodian Company's asset preservation and appreciation rate and investment return rate indicators were 101.069 and 2.549 respectively, and the group company's assessment caliber) asset value-added rate was 101.169, 0.28 percentage points higher than the time schedule indicator, and the investment yield rate was 2.569, which was better than the time schedule. The indicator is 0.44 percentage points higher. Among them, the value-added rate of Hebei Electric Power Company was 100.912, which was 1.51 percentage points lower than the time schedule indicator. The investment yield rate was 1.892, which was 4.87 percentage points lower than the time progress indicator. The value-added rate of Shanxi Electric Power Company was 1012, which was better than the time progress indicator. The investment is 0.14 percentage points higher, the investment yield rate is 22, which is 0.01 percentage points higher than the time progress indicator; the parent company's parent company's value-added rate is 100.782, which is 0.54 percentage points higher than the time schedule indicator, and the investment yield rate is 1.732, which is better than the time schedule. The index was 1.03 percentage points higher. The value-added rate of Tianjin Electric Power Company was 97.722, which was 2.97 percentage points lower than the time progress indicator, and the investment yield rate was 5.762. The balance of electricity charges receivable (finance caliber). Guodian Company issued a group company with a balance of electricity charges of 342.437 million yuan. At the end of October, the group's actual receivables of electricity and heat charges totaled 446.26 million yuan, which was higher than the assessment index of 104.089 million yuan. Among them, the balance of electricity and heat charges receivable by Hebei Electric Power Company was 722.23 million yuan, which was higher than the assessment index of 172.23 million yuan; the balance of electric power charges receivable by Shanxi Electric Power Company was 117.132 million yuan, higher than the assessment index of 510.32 million yuan; the parent company of the group company) The balance of electricity and heat charges receivable was 257.71 million yuan, which was higher than the assessment index of 370.34 million yuan, among which Tianjin Electric Power Company was 87.852 million yuan, higher than the assessment index of 535.52 million yuan. Turn over investment income. Guodian Company issued the index of the group company for the whole year of 302 million yuan, and the investment income of RMB 26.5 million from January to September was paid in quarterly. The parent company of the group company and the Hebei power company completed the task of surrender on time. The Shanxi Electric Power Company did not turn over. Investment income. In general, the results are the mainstream, which is the result of hard work and solidarity of the cadres and workers throughout the network. But we must not be blindly optimistic, we must face up to the problems in the production and operation of the power grid. First, the security foundation is not strong. Mainly manifested in two aspects: First, human liability accidents have occurred from time to time, and repeated prohibitions. Such problems are particularly prominent in the units directly under the group company. Since the beginning of this year, only four groups of electric power supply units have been directly involved in the power supply unit, and there have been four accidents caused by accidental accidents. If we can't resolutely curb the rising trend of misoperation accidents and eliminate misuse accidents, it is very likely to cause a bigger grid accident in the future. Second, the personal security situation in the network is not optimistic. So far, there have been personal deaths in Hebei Province and Shanxi Electric Power Company. There have been three personal deaths in the independent power generation company in the Beijing-Tianjin-Tangshan Power Grid. We must learn from these accidents and put personal safety issues into place. Do a good job in an important position. In particular, units that have not had an accident for a long time must not be lax. Second, the growth rate of electricity sales has slowed down. In the first 10 months, in addition to the rapid growth of Shanxi Electric Power Company, the growth rate of power generation and sales of the Group's direct subsidiaries, Tianjin Electric Power Company and Hebei Electric Power Company both fell sharply compared with the same period of last year. It is inseparable from the impact of China's macroeconomic situation. At present, the global economic growth rate has further slowed down, and the negative impact on China's economy has gradually emerged. We must have a clear understanding of the severe business situation next year and actively study the response measures. Third, the profit completion situation is not balanced. Although the group company completed the time schedule of the profit index issued by Guodian Company as a whole, Tianjin Power Company and Hebei Power Company did not complete the profit indicator time schedule. The main reason was that the completion of the urban and rural power grid reconstruction project increased the assets and liabilities. , resulting in a significant increase in depreciation and financial costs. In addition to the internal profit budget of Panjiakou Power Plant and Shisanling Power Plant, except for the objective reasons such as the lack of water in the reservoir and the change of operation mode, the other units have completed the internal profit budget, and the overall budget exceeded the budget of 28 million yuan. . Fourth, the balance of electric heating fees receivable is relatively large. As of the end of October, except for the Beijing Power Supply Company, other units have not completed the time schedule for the assessment of the balance of receivable electric heating fees, and it is more difficult for Tianjin Electric Power Company, Shanxi Electric Power Company and Tangshan Power Supply Company to complete the assessment indicators at the end of the year. . In the last month of the year, we must pay close attention to the recovery and management of electricity bills and ensure the completion of the assessment of the balance of electricity bills receivable. II. Opportunities and Challenges Faced by Financial Work in the New Period The group company must seize the rare opportunity brought by Beijing to host the Olympic Games and formulate the Olympic Power Action Plan. “This is a programmatic plan for the North China Power Grid in the next seven years. According to preliminary estimates, the Olympic Power The Action Plan needs to invest 42.8 billion yuan in power grid construction, including 35.2 billion yuan in Beijing. It needs to raise 8.6 billion yuan of capital and raise 34.2 billion yuan. The need for large-scale power construction has made raising capital and debt service a key issue. Therefore, in the process of implementing the Olympic Power Action Plan, we must develop an investment mechanism for power grid construction and a sound development mechanism for enterprises. Actively strive for local government understanding and support in policies and funds to accelerate the research on electricity price reform. Hey, actively promote the introduction of sub-link electricity prices and peak and valley electricity prices to ensure the realization of the Group's fifteen-thousand strategic goals and the Olympic Power Action Plan. At the same time, the internal and external business situation we are facing is becoming more and more serious. First, the difficulty of adjusting electricity prices has increased. In the past, government pricing will gradually evolve into a joint decision between the government and consumers, and the rational electricity price mechanism will not be established in the short term. In the past, the idea of ​​simply relying on the price increase to improve the economic efficiency of the enterprise is not in line with objective reality. We must develop the market. At the same time, tap the internal potential and increase economic efficiency by reducing costs. Second, the pressure on business operations is growing. The long-term investment scale is large, the inefficient investment and extravagance are serious, the project cost is high, resulting in unreasonable increase in depreciation costs and financial expenses. The sales of fixed assets per thousand yuan is far lower than that of foreign advanced power companies. Level. Third, the quality of some assets is not high, which brings huge operational risks to the enterprise. There are two aspects of outstanding performance: the first is that the amount of arrears is large, some may form bad debts; the second is the chaotic investment and unreasonable borrowing formed in history. And the issue of chaos guarantees bring huge business risks to enterprises. Third, establish a group management model The basic concepts of group and group companies. An enterprise group is a legal entity composed of a number of enterprises with independent legal person status. It is an economic organization with a multi-level organizational structure formed by property rights as the main link. The enterprise group itself does not have the corporate legal person qualification. The group company is the parent company of the group, and its relationship with other companies in the group is based on property rights relations and production cooperation. Within the group, there are wholly-owned and controlled subsidiaries, companies with shares and companies with only production cooperation and no property rights. These companies constitute more within the group according to their close relationship with the parent company’s property rights. Hierarchical organizational structure and different management models. The group company is divided into two types: capital management type and mixed operation type according to its operating characteristics. The assets of a capital-operated group company are mainly foreign investment, which are operated by optimizing the allocation of capital and collecting investment income. The hybrid group company not only engages in capital management, but also directly engages in production and operation activities, and its income is not only derived from The investment income of the subsidiary company also comes from the profit obtained by the company's internal branch, business department and factory engaged in specific production and operation activities. The nature and basic function positioning of North China Power Group Corporation. North China Power Group Corporation is a wholly-owned subsidiary of the State Power Corporation. It is a legal entity that operates and manages North China Power Grid as its core business. The group company is a mixed-service company, that is, it is both a holding type and a business type. Therefore, within the group company, the parent and subsidiary systems coexist with the general and branch companies. The functional positioning of North China Power Group Corporation is determined by the relationship between the ownership of the group and the production scheduling relationship of North China Power Grid. First, the group company is a state-owned asset management center. Huabei Electric Power Group Co., Ltd. is formed by the investment of the State Power Corporation. It is responsible for the value-added and value-added of the state-owned assets invested by the State Power Corporation. At the same time, it is entrusted by the State Power Corporation to Hebei, Shanxi Electric Power Company, Beijing Datang Power Generation Co., Ltd., etc. The wholly-owned, holding subsidiaries and other participating companies shall invest in, exercise the duties of the representatives of state-owned assets owners, supervise and manage the value-added and value-added of the invested state-owned assets, and enjoy the beneficial rights of assets. Second, the group company is a strategic decision center. As a shareholder of its wholly-owned subsidiary and holding subsidiary, the group company enjoys the decision-making power of major issues. Decisions on major issues include setting strategic goals, determining development plans for North China Power Grid, approving major investment projects, and major financing projects. Third, the group company is the dispatching command center of North China Power Grid. North China Power Grid has formed a regional large power grid covering North China, with tight structure and characteristics of West-East Power Transmission. Beijing's safe power supply relies on the safe and stable operation of Beijing-Tianjin-Tangshan Power Grid and North China Power Grid. Therefore, it is necessary to strengthen and give full play to the function of the group company as the dispatching command center of North China Power Grid, adhere to the unified dispatching, hierarchical management, and maintenance of the authority of the network to ensure the safe, stable and economic operation of the North China Power Grid. Fourth, the group company is the trading and settlement center of the North China regional power market. The development of regional electricity market is an inevitable trend in the construction and development of China's power market. At present, North China Power Grid has good basic conditions. First, the plant and network of the Beijing-Tianjin-Tangshan Power Grid started early, with great intensity, and the proportion of direct power generation capacity has been small, creating conditions for the dispatching of 'Langong'; second, with the further development of the West-East Power Transmission, inter-provincial The volume of electricity and electricity will be larger and larger; the third is the experience of inter-provincial tie-line operation and trading that has accumulated for many years; the fourth is that the level of dispatch automation of North China Power Grid is relatively high, and the technical support system for building power market has a good foundation. The group company is the profit center. Part of the total profit of the group company comes from the investment income, and the other part comes from the profit generated by the direct operation of the assets. Therefore, the group company pays special attention to maximizing the profit of the investment and maximizing the profit of the operation. It is necessary to establish and improve five different management modes for wholly-owned subsidiaries, holding subsidiaries, shareholding companies, branches and subordinate units, establish a sense of the overall situation, and improve the overall economic benefits of the group companies. Group management management model framework. In accordance with the Company Law, based on the relationship between the property rights ties and the strengthening of the dispatching ties within the Lishun Group, the rights and responsibilities of the companies within the group are established, various rules and regulations and operating mechanisms are established, and the standardization of group management is realized. Scientifically promote the optimal allocation of resources in North China Power Grid and promote the overall economic benefits of the Group. The management relationship between the parent company and the wholly-owned subsidiary. Subsidiaries are formed by the parent company's investment, and all assets of the wholly-owned subsidiaries are owned by the parent company. Based on this property rights relationship, the parent company, as the sole funder, can enjoy the management policy of the wholly-owned subsidiary and the scale of the loan of the wholly-owned subsidiary, in addition to the right to benefit from the assets, the major decision-making power and the choice of managerial rights. Financial budget and final accounts, after-tax profit distribution plan, etc. However, the subsidiary is essentially an independent legal entity with complete legal person property rights, independent legal status and 'four-self' functions, and independent civil liability and obligations. Although it is a wholly-owned subsidiary, the parent company Nor does it bear joint and several liability for the debts of the subsidiary company. The wholly-owned subsidiary is one of the limited liability companies. In terms of legal status, although the subsidiary is subject to the control of the parent company in many aspects, the legal status between the two It is equal, not an administrative subordinate relationship. The management relationship between the parent company and the holding subsidiary. The investment entities in the holding subsidiaries are diversified, and the corporate governance structure such as the shareholders' meeting, the board of directors, and the board of supervisors must be established in accordance with the Company Law. This is the biggest difference between a wholly-owned subsidiary and a holding subsidiary in the company structure. As a parent company with controlling interest, it can only enjoy the right to benefit, the major decision-making power and the choice of managerial rights that are compatible with the capital share invested. In the exercise of these rights, the parent company must be realized in the corporate governance structure through the legal representative and the members of the board of directors and the board of supervisors. That is to say, shareholders must exercise their powers in accordance with the law, second, through statutory organizations, and third, they must follow legal procedures. The legal representative and the members of the board of directors and the board of supervisors sent by the company represent the interests of the parent company. The decisions and statements made by them are not personal actions. Therefore, it is necessary to gradually establish a full-time team of directors and supervisors, and establish and improve the training and evaluation system, dispatch system and job request reporting system for directors and supervisors. Guodian Company implements the asset management responsibility system for the group company, and evaluates the five indicators of total profit, asset-liability ratio, asset preservation and appreciation rate, investment return rate, balance of receivable electric heating fee and investment income. The implementation of the economic responsibility system assessment for more than two years has realized the major change in the management of the asset management effect of the State Grid Corporation's system-changing administrative management, which has played a role in stimulating and restricting operators. In particular, Guodian Company began to conduct an overall assessment of North China Power Group Corporation from this year, and then the group company will decompose the indicators into subsidiaries and holding companies. This further clarifies the responsibility and obligations of North China Power Group Corporation to Guodian Company, and further clarifies the most basic framework of the group management management mode of North China Power Group Corporation. The group company is preparing to conduct serious analysis and research, correctly define the management interface between the parent and subsidiary companies, and clarify the powers and responsibilities according to the company law, and explore the rights and respects of the employees of the parent company in accordance with the actual situation of the North China Power Group Corporation. The management method of corporate legal person property rights. The management relationship between the group company and the shareholding company. Since there is no controlling stake in the shareholding company, the three rights owned by the group company are limited by the investment share. This requires the directors and supervisors sent by the company to have a strong sense of responsibility and professionalism, and do their utmost to maintain the group company. Legal rights. The management relationship between the head office and the branch company. The branch office is relative to the head office. The most essential difference between a branch and a subsidiary is that it does not have legal personality and does not have its own independent property. Therefore, it does not have an independent legal status and does not bear civil liability. The relationship between the creditor's rights and debts generated by the branch in the business activities is borne by the head office, and the head office is jointly and severally liable to the branch company for all its assets. Based on this asset relationship and civil liability relationship, the head office should take effective measures to manage the branch. In accordance with the management methods of the company's branch companies, we also consider implementing a legal person authorization management system and a business target responsibility system for the branch companies. The management relationship between the group company and the directly affiliated unit. The directly affiliated unit refers to an unreformed power plant, power supply company and other units directly managed by the group company. The difference between a directly affiliated unit and a branch company is that the branch company is a branch of the group company that is engaged in business activities outside the headquarters, and is relatively independent accounting, which is the internal profit center of the group company; and the directly affiliated unit is directly operated by the group company. It is a cost center, and it implements two lines of revenue and expenditure in finance. The group company will further improve the internal economic responsibility system and strengthen the assessment of the directly affiliated units. To regulate the operation and management mode of the above five types of enterprises, it is necessary to achieve the purpose of clear rights and responsibilities, scientific management, and overall efficiency of the group company. Under the basic framework of the model, accounting work should achieve six transformations and six innovations, improve management modernization level, achieve financial management innovation, and establish a financial management system and mechanism to meet strategic objectives. In order to meet the objective needs of establishing a group management model and realizing the strategic goals of the enterprise, it is required that the financial management work must achieve six transformations: people simply serve production, focus on expansion and pursue economic and social benefits, and rely mainly on finance. Accounting mainly relies on the direction of management accounting; from accounting computerization to large-scale integrated financial management information system; from static after-the-fact accounting to dynamic, real-time, comprehensive budget management; from production and management Transforming into the development of capital management; from tactical and transactional functional management to strategic and overall management and financial management. In order to achieve six transformations and establish a group-based financial management model, it is necessary to achieve six innovations and comprehensively improve management. Innovation in financial management concepts. It is necessary to establish a financial management concept that meets the two fundamental transformation requirements of the economic system and the economic growth mode, including group management based on property rights relations, maximization of enterprise value, capital management, risk control, etc.; it is necessary to establish a financial management concept that meets the needs of the information age. Including real-time, dynamic and integrated control of financial data, use of information technology based on Internet technology, internal banking management of group capital operation; establishment of financial management concepts that meet the requirements of knowledge economy and scientific management, including knowledge innovation, strategic planning, and budget Control, opportunity costs, etc. Management system and operational mechanism innovation. Establish a financial management mechanism that adapts to the characteristics of modern enterprise system and group financial management, moderate decentralization, equal rights and responsibilities, multi-level hierarchical control, and financial operation mechanism centered on comprehensive budget management. Clarify the respective positioning of group companies, subsidiaries and branches, strictly divide financial management responsibilities, establish a clear management interface, standardize work processes, and achieve smooth and fast information transmission. Establish a comprehensive financial budget system that links the medium and long-term financial planning with the annual financial budget, and use the budget management information system to realize the real-time and dynamic control of the budget and the procedural and scientific management of the budget management, and the budget execution results for all units and departments. Performance evaluation and rewards and punishments. Manage content innovation. In order to adapt to the development of enterprise groups, the content of financial management should focus on the following three aspects: First, to clarify the property rights relationship within the group, to realize the transition from a group originally formed by administrative means to a modern enterprise group based on the relationship of property rights; Within the entity of unified accounting, centralized management and real-time control of funds, centralized and unified scheduling of funds by means of information technology and unified financial software, optimization of fund allocation, and improvement of operational efficiency of capital scale; third, selection of reasonable distribution of benefits, reflecting incentives The principle of equal emphasis on constraints. Financial system innovation. It is necessary to establish a scientific and efficient investment and financing decision-making system, establish a financial index as the core evaluation criteria and standardized decision-making procedures, use scientific decision-making methods to reduce financing costs and improve investment efficiency; establish an effective risk control system, improve risk identification and The early warning system quantifies the potential and actual risks, adopts scientific risk management techniques, and effectively avoids risks; it must establish a financial and property rights system that suits the characteristics of group management, including the financial division of the group companies, the financial management methods of subsidiaries, The property rights representative reporting system, the chief financial officer and the accounting staff appointment system; etc.; to establish a reasonable and clear performance evaluation and incentive system to mobilize the enthusiasm and creativity of all aspects. Management tools and method innovation. It is necessary to establish a financial management information system that is based on the headquarters of the group company, with budget management as the leader, covering all business operations, and promotes a group, scientific and quantitative financial management model to maximize management efficiency; Introduce financial management model for decision analysis and grasp the regularity of economic behavior. The knowledge structure of accounting personnel must be innovative. Financial management innovation requires the financial staff to have stronger skills, wider knowledge and more standardization. Therefore, special attention should be paid to improving the ability of knowledge updating, especially financial knowledge, legal knowledge, information technology, and WT0 related knowledge; focusing on improving communication and coordination skills. Good at dealing with the interests of different members of the group. It is necessary to strengthen professional ethics in accordance with the discipline proposed by Premier Zhu Rongji. Enhance a sense of responsibility and mission to ensure that companies operate according to law. The market economy is the rule of law economy, and any economic behavior of enterprises must be carried out in accordance with the law. *! The handle "as the first person responsible for the financial work of the unit, to take the lead in learning the Fa, to study and implement the new accounting law, strictly enforce the ten statutory duties assigned to the responsible person of the accounting law, and strengthen the leadership of financial work, Support financial departments and personnel to perform their duties according to law. In accordance with the Accounting Law, the Regulations of the Chief Accountant and the requirements of the State Power Corporation, the provincial and municipal power companies and large and medium-sized enterprises directly affiliated with them should be equipped with chief accountants as soon as possible, and ensure that their functions and powers are exercised according to law. Before the end of 2002, they should be basically equipped. The chief accountant is a member of the unit's administrative leadership, assists the main administrative leadership of the unit, and is directly responsible to the main administrative leadership of the unit. The chief accountant should participate in major decision-making of the enterprise, especially reform decision-making, business decision-making, financing decision-making, investment decision-making and distribution decision-making. It is necessary to lead and organize the financial management activities of the enterprise, implement the national financial and economic policies and regulations, and the work of Guodian Company and the group company. deploy. It is necessary to ensure the authenticity and completeness of accounting information, ensure the preservation and appreciation of assets, ensure the safe and efficient operation of funds, and ensure the completion of various business objectives. The chief accountant must not only have a high quality of business, advanced financial management concepts, modern comprehensive management knowledge, but also the spirit of courage to innovate, to be difficult and to be dedicated. During the fifteenth period, the group company should establish and strengthen the internal accounting control system, improve the self-restraint mechanism, improve the reliability of financial information, ensure the safety and integrity of assets, prevent and avoid risks, prevent fraud and fraud, and ensure that business operations are carried out according to law. It is necessary to strengthen financial supervision with a focus on financial budget and risk control, and establish a scientific decision-making, implementation and supervision mechanism. Continuously improve financial conditions, avoid operational risks, and strive to improve economic efficiency. The group company should strengthen the management of enterprise income and cost by implementing group management and financial management innovation, and effectively prevent and resolve risks. On the one hand, it is necessary to adjust and expand the electricity market through electricity prices to increase sales revenue; on the other hand, it is necessary to strengthen production costs and project cost control. In terms of controlling production costs, we must first grasp several key links: implement economic dispatch, optimize the structure of purchasing electricity; strengthen fuel management, strictly control the price increase of upstream links such as coal; strengthen the management of value-added tax, prevent the deduction from in place and increase costs; Resist all kinds of random fund-raising, arbitrary charges, and apportionment. In terms of controlling project cost, it is necessary to focus on rectifying problems such as excessive design standards and unauthorized construction of super standards; continue to implement bidding system, optimize design, construction, commissioning and other links to reduce project costs; strengthen infrastructure investment and financing management, and optimize capital structure. Reduce funding and financing costs. In the aspect of evading and preventing operational risks, it is necessary to attach great importance to financial supervision, give full play to the role of financial audit and internal audit results, track and implement the problems found and supervise and correct them; strengthen system construction, strict internal control systems, and standardize work processes. Everyone is responsible for everything, there are rules to follow, everything is supervised, and everything is well documented. "To thoroughly clean up 'Lan chaos,' for the collection of electricity, various receivables, various debts, foreign investment, and external guarantees. Potential risks, adopting evasive measures one by one, and effectively solving them. Taking financial information construction as a breakthrough, comprehensively improve the modernization level of financial management of the group company. To achieve group management, we must have modern management tools to ensure that the application of information technology and network technology to financial management can greatly improve the efficiency and efficiency of financial management. In the mainstream trend of informationization to drive the modernization of corporate financial management, we must actively promote scientific and technological progress, accelerate the use of information technology and network technology in financial management, and promote management information integrating accounting, analysis, forecasting, decision-making and control. The wide application of software, the integration of business information and financial information, with real-time reflection, remote control, and highly integrated functions, to achieve the advanced level of enterprise capital flow, logistics, and information flow 'blue and white. Take strategic and financial development planning to improve the overall and forward-looking nature of financial work. To achieve group management, we must strengthen strategic management, formulate financial development plans around the overall development strategy of the group company, actively advocate multi-sectoral and multi-disciplinary coordination and the unity of the management level of the group to form a strong synergy. The implementation of financial planning must adhere to the principles of overall deployment, step-by-step implementation, and steady advancement, fully embody systemic and forward-looking, and make timely adjustments based on development changes. All units must strengthen leadership, proceed from the actual situation, and promptly prepare the fifteenth "financial plan" of the unit according to local conditions, and organize the specific implementation. It is necessary to cultivate a high-level team of accounting talents. To carry out group management and modernization of financial management, we must pay attention to the construction of the accounting talent team. In the next five years, the group company will establish a modern accounting team with reasonable structure, clear hierarchy, clear positioning and good financial management. It must be built in accordance with the direction of marketization, modernization and internationalization to achieve comprehensive innovation in financial management. The review figures of accountant Hu Shengmu indicate that the financial status of the group company is good: the parent company of the group company has the same profit and tax of 14.604 billion yuan for five years. 26.516 billion yuan, an increase of 12.8 billion yuan in the late 1980s, the total growth of production was 88.462 billion yuan, doubled from 1995, an increase of 112. Non-performing assets such as deferred assets have reached a peak of 1.685 billion at the end of 1996. Yuan dropped to 109 million yuan at the end of 2000. 53.992 fell to 34.312 at the end of 2000, a decrease of 19.68 percentage points. The work has achieved good results: 1. Establish capital ties, strengthen property rights management, and lay the foundation for capital operation. On the basis of completing the integration of capital construction and industrial enterprise accounting system, the group company comprehensively carried out the work of establishing capital ties, establishing investment and investment relations at various levels, verifying the amount of capital contribution and equity, and rationalizing the shares with each wholly-owned subsidiary. The property rights relationship between the company and the shareholding company has enabled the group company to initially form an enterprise group with a parent-subsidiary structure with capital as the link. On the basis of standardizing the relationship of capital ties, strengthen the management of property rights, collect and sort out the basic materials of property rights management, establish management cards for foreign investment, complete the work of property rights clearance and property rights re-registration, and establish a set of scientific accounting talent selection. , training, and use of mechanisms. It is necessary to establish a team of chief accountants who meet the needs of the socialist market economy and modern financial management, have a high theoretical literacy and pioneering spirit, and train a group of key talents with complex talents and talents, proficient in business, and broad-minded vision; A team of accounting professionals who are dedicated, high-quality, professional, and in line with the requirements of the socialist market economy. By 2005, the accounting staff above 802 must have a college degree or above, more than 402 to achieve bachelor degree or above, and 52 or above to reach a postgraduate degree with 10 degrees; by 2005, the group company has a senior title with no less than the total number of accounting personnel. At the same time, actively explore the appointment system of accounting principals, actively recommend the chief accountant and financial controller to the board of directors of the holding company with capital ties, and strengthen the financial management and supervision of the dispatched institutions. In terms of intensifying the training of talents in accounting, we must develop ideas, make full use of various resources at home and abroad, broaden the training channels, and intensify training; we can also take the approach of “please come in and go out†to learn advanced foreign financial management experience; In addition, it is necessary to improve the regular rotation and exchange system of financial personnel to promote the rational flow of talents in positions, departments and regions, so as to comprehensively improve the overall quality of the accounting team. In the middle of the year, we will realize the fifteen “strategic goals and Olympic power action plan†of the group company. For this reason, we must forge ahead, work hard, build a group management model, and innovate financial management to ensure the successful realization of the grand strategic goals of the group company. . (Editor Li Wei)
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