After rectification of the Datang Group increased net profits last year of 3.5 billion yuan | | Datang inspections _ news
On March 1, 2015, the 11th inspection group stationed in Datang Corporation on June 18, and feedback the inspection group to the leading group of the Datang Group on September 16, party informed the public inspection of the Datang rectification ... ...
Hold the rare opportunity of inspection, Datang group to strengthen the party's leadership, to lead the development of party construction, pay close attention to increase income and reduce expenditure, speed up structural adjustment, improve institutional mechanisms, help enterprises improve quality and efficiency, the sustainable and healthy development.
Correction problem focused business development
The Datang group, coal chemical projects, asset-liability ratio, Southwest is a serious constraint on profitability and the sustainable development of small hydropower problems. This group of blind pursuit of development in the past, "high speed, leaping, a large" are not unrelated.
"Breach of ' triple a ' policy-making system, blind investment non-electric industry, forming a large number of inefficient asset. "Inspection feedback is clear, opinion is clear: Datang group to conscientiously implement the decisions and arrangements of the central State-owned enterprises ' reform, combined with group practice, resolutely overcome administrative fascinating questions and improve the Group's business management and risk prevention capabilities.
"The group does exist on the blind only knows how to project in previous years, coal chemical industry is one of the representatives. "Said Liang Yongpan, Group Marketing Director, coal chemical and Datang group as a group of large power plant location, and not of Datang's main business, blind investment in the project has caused huge losses.
My question is very clear, immediate corrective action!
Strengthening of coal chemical engineering project management, establishment of coal chemical projects and restructuring work leading group of the leading group to address critical issues affecting restricting coal chemical production and management. Formation of coal chemical engineering Expert Committee, vigorously carry out technological research. Hexigten banner, Inner Mongolia's coal gas more coal under the condition of the long period operation total gas supply to Beijing 700 million cubic meters.
Implementation of a classification of asset-liability ratio control. For enterprises with high rates of assets and liabilities, strict restrictions on their non-core business investments, foreign mergers and acquisitions and other matters of importance, significant compression of debt financing and other controllable costs. 2015 asset-liability ratio 0.88% lower compared with a year earlier, lower than the all-time high of 6.45%.
66 invalid inefficient small hydropower projects in Southwest China to complete the disposal, through optimal management of projects, most realize the loss. With emphasis on this, increase the intensity of inefficient asset management by optimizing recombinant transfer or disposal, including 118.
"The lesson is profound. Central repeatedly emphasized the Central enterprises bigger and stronger industry, rein in non-core business investments. As the tour group to Group occurred problems, there is no implementation of Central spirit. "The Group's Deputy Chief Economist Li Chunning said.
In rectification specific problem based Shang, Datang Group further specification investment decision program, strictly implementation major matters decision Qian legal audit, and professional argument and risk assessment; sound asked accountability mechanism, amendment project management system process, clear project advance stage different personnel responsibility, strengthened process supervision; strongly put an end to project not batch first built, and agreement not batch first signed, and funds not batch first pay, and equipment not batch first purchased, violations problem.
"Inspection Datang rectification bring not only economic growth, is the change in the concept of enterprise development. "Office of the Director of the policy research Office of the group said Li Yunfeng, groups in the development of the" Thirteen-Five "plan, on strategic development position more in line with the innovation, coordination, green, open, shared five large development philosophy.
Multi-pronged strengthening the supervision of revenue
Beijing Datang violation to pay the private fuel companies ' coal purchase payment, cash loans, causing great losses, the company's former Chairman, former General Manager and current General Manager is removed, suspended by administrative and other sanctions.
In this regard, the Central Inspection Unit clearly points out the problem: "some leaders arrange for relatives of children directly or indirectly in the Group's corporate violation per cent profit, others use mergers and acquisitions to the private enterprises and trade, illegal transportation interest and funding, resulting in the loss of State assets and other outstanding issues. ”
Strengthening the supervision and equity management and full specification of business and enterprise management, put an end to violations to finance private enterprises, cut off the conveyor chain of interest. Shutdown log off 78 ESOP companies, 7 Grassroots Enterprise violations founded 8 ESOP companies related to official accountability.
Datang International's acquisition of private enterprises in Shenzhen baochang gas project, the audit is not strict, resulting in huge losses. Group Party decided of the persons responsible were given administrative demerits, administrative warning. Visits since the rectification, Datang international power has recovered capital of 198 million Yuan.
Strengthening construction project cost audit of the Group and bid management, through to the gas turbine in Wujiang, Matou power plant expansion, Dong ping wind audit items such as engineering, cost reduction 48.61 million Yuan. The 20 questions is the subject of the request for correction, Datang international hongsipu, Ningxia new energy wind power, Datang Shuozhou wind, Yanan thermoelectric project save a total economic loss of 97.6 million Yuan.
Meanwhile, the patrol group part of the feedback that the enterprise financial management, free spending problems in the management of, the Group carried out a serious financial and economic discipline specific governance activities, has developed a series of related systems, specification management, rein in costs and benefits increased the number 2015 582 million Yuan, saving capital of 390 million Yuan. Actively promoting the restructuring of the group, 2015 to complete restructuring of 130 billion yuan, only saving the financial cost of 900 million Yuan.
Perfecting the control mechanism of State-owned capital
Large amount of cash flow in electric power industry, purchasing a large quantity of fuel. In this regard, the central inspection group said Tang problem: Fund management, fuel management, bid management, weaken the core of State-owned capital control.
Party serious investigation of the Group dig deep causes: misplaced, lost on the management system and mechanism, communication and coordination mechanism is not smooth, plate the Group did, unable to focus on the advantages of, and is a major cause of control capacity is not strong.
On mechanism first rectification, further clarifying responsibilities. Sure "grouping controls and professional operation" management mode, further clarifying the Group of companies, molecular organizations and the grassroots Enterprise Division of responsibilities and managing permissions.
Setting up funds and dispatch Center. All 774 members into centralized control, control. Only a daily average deposits increased 2.755 billion yuan, equivalent to directly increase the benefit of 92.46 million Yuan a year. By setting up funds, especially the rules amount to eight counts as a warning to achieve risk prevention and control in advance.
Establish fuel dispatch Center. Datang Group annual purchases of about 200 million tons of coal for fuel, procurement is decentralized in all power plants, extensive management, fuel controls limited to statistical analyses. Through fuel scheduling Center, demand planning, procurement plans, stock market analysis and coal, electricity market at a glance.
Meanwhile, the Group speeding up national markets and regional market grading concentration of procurement reform. "The formation of a buyer's market for centralized procurement advantage, put an end to the market purchasing behavior. "Fuel management Department said Liu Xiaoping, Director of the group, through Group-wide controls and bidding, standard coal cost down group in 2015 to 132.89 Yuan/ton, lower than the industry average of 8.8 Yuan/ton, increasing the profit of 1.01 billion yuan.
Address the procurement and tendering more prone to corruption problems in the field, Datang group has been actively promoting the Central bidding and procurement of materials, speed up the completion of the electronic bidding sourcing platform, achieve public bidding procurement; establishing unified management system suppliers, dishonest operators into the "blacklist". 2015 years ago only three quarters, through the Central bidding and budget saving 8.5 billion yuan, average funding rate of 18.69%.
In 2015, the group completed 17.136 billion yuan of profits, Rose Lee 5.078 billion; 9.894 billion yuan in net profit, Rose Lee 3.589 billion yuan.
"Inspection project achieved initial results, promote the level of management improvement. We should keep sober, deepening and consolidating the inspection results of rectification, further restricting the deep-seated contradictions and problems of reform and development of the group, sound long-term mechanism to promote sustainable and healthy development of enterprises. "The Party Secretary and Chairman Chen Jinhang Datang group, said. (Central Commission for discipline inspection supervision site Lu Yunda Xu Menglong)
Responsible editor: Mao Minmin SN184
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大唐集团整改后去年净利润同比增加35亿元|巡视|大唐_新闻资讯
2015年3月1日，中央第十一巡视组进驻大唐集团公司；6月18日，巡视组向大唐集团领导班子进行了反馈；9月16日，大唐党组公开通报巡视整改情况……
抓住巡视这个难得机遇，大唐集团加强党的领导，以党建统领发展，狠抓开源节流、加快结构调整、改进体制机制，助推企业提质增效、持续健康发展。
整改突出问题 聚焦主业推动发展
在大唐集团，煤化工项目、资产负债率、西南小水电是严重制约盈利能力和可持续发展的突出问题。这与集团过去盲目追求发展“高速度、跨越式、大规模”不无关系。
“违反‘三重一大’决策制度，盲目投资非电行业，形成大量低效无效资产。”巡视反馈问题很明确，意见也很明确：大唐集团要认真贯彻中央关于国企改革的决策部署，结合集团实际，坚决克服行政色彩浓厚问题，切实提高集团的经营管理和风险防范能力。
“集团前些年确实存在盲目铺摊子上项目的情况，煤化工就是其中的代表。”集团计划营销部主任梁永磐说，煤化工与大唐集团作为特大型发电企业集团定位不符，不属大唐主业，盲目投资该项目造成了巨额损失。
问题很清楚，就要立即整改！
加强煤化工项目治理，成立煤化工项目领导小组和重组工作领导小组，研究解决影响制约煤化工生产经营的重大问题。组建煤化工专家委员会，大力开展技术攻关。内蒙古克什克腾旗的煤制天然气实现了多煤种条件下长周期稳定运行，累计向北京供气达7亿立方米。
实行资产负债率分类监控。对资产负债率高的企业，严格限制其非主业投资、对外兼并收购等重大事项，大幅压缩债务融资和其他可控费用。2015年资产负债率较前一年末降低0.88个百分点，比历史最高点下降了6.45个百分点。
对西南地区66个低效无效小水电项目基本完成清理处置，通过优化管理，大部分项目实现了减亏。以此为重点，加大低效无效资产处置力度，通过优化或重组转让等方式清理处置118项。
“教训是深刻的。中央反复强调央企要做大做强主业，严控非主业投资。正如巡视组提出来的，集团公司出现这样那样的问题，就是没有把中央精神贯彻落实好。”集团副总经济师李春宁说。
在整改具体问题基础上，大唐集团进一步规范投资决策程序，严格执行重大事项决策前法律审核、专业论证和风险评 估；健全问责机制，修订项目管理制度流程，明确项目推进阶段不同人员责任，强化过程监督；坚决杜绝项目未批先建、协议未批先签、资金未批先付、设备未批先 购等违规问题。
“巡视整改给大唐带来的不仅仅是经济效益上的增长，更是企业发展理念上的变化。”集团办公厅政策研究室主任李云峰说，集团在制定“十三五”规划时，在战略发展定位上更加符合创新、协调、绿色、开放、共享五大发展理念。
多管齐下 加强监管增收节支
北京大唐燃料公司违规向民企支付购煤预付款、套取贷款等造成重大损失，该公司原董事长、原总经理及现任总经理分别被给予行政撤职、停职等处分。
对此，中央巡视组明确点出问题：“有的领导干部安排亲属子女直接或间接在集团下属企业违规持股谋利，有的利用企业并购和贸易往来、违规向民企输送利益和提供资金等造成国有资产流失等突出问题。”
加强监管，全面规范多经企业及股权管理和企业并购管理，杜绝违规为民企提供资金，斩断利益输送链条。关停注销78家职工持股企业，对7家基层企业违规集资成立8家职工持股企业相关负责人进行责任追究。
大唐国际在收购民企深圳宝昌燃气项目中，审核把关不严，造成巨额损失。集团党组决定对相关责任人分别给予行政记过、行政警告处分。巡视整改以来，大唐国际已追回资金1.98亿元。
集团加强在建工程造价审计和招投标管理，通过对吴江燃机、马头电厂扩建、东平风电等项目的工程审计，审减造价4861万元。对20个问题标的招标过程进行纠偏，大唐国际宁夏红寺堡风电、大唐新能源朔州风电、延安热电等项目共挽回经济损失9760万元。
同时，对巡视反馈指出的集团公司部分企业财务管理混乱、随意乱花钱等经营管理方面存在的突出问题，集团公司开 展了严肃财经纪律专项治理活动，制定了一系列相关制度，规范经营管理，严控费用开支，2015年共增加效益5.82亿元，节约资金3.9亿元。集团还积极 推进债务重组，2015年完成重组债务1300亿元，仅此项节约财务费用9亿元。
健全机制 增强国有资本控制力
电力行业资金流转量大、燃料采购量大。恰恰在这方面，中央巡视组指出大唐问题突出：资金管理失控、燃料管理失控、招投标管理失控，严重削弱了国有资本的核心控制力。
集团党组认真调研深挖病因：管理体制机制上错位、失位，沟通协调机制不顺畅，集团旗下板块各自为战，无法发挥集中优势，是导致管控能力不强的主要原因。
首先要从机制上整改，进一步厘清职责。确定“集团化管控、专业化运营”管理模式，进一步厘清集团公司、分子公司和基层企业的责任分工和管理权限。
建立运行资金调度中心。把774家成员单位资金全部纳入系统集中管控，统一调度。仅存款一项就日均增加27.55亿元，相当于一年直接增加效益9246万元。通过设置资金额度，尤其是把违反八项规定精神款项等列为预警内容，实现事前风险防控。
建立燃料调度中心。大唐集团每年采购燃料用煤2亿吨左右，采购权分散在各个电厂，管理粗放，燃料管控局限于事后统计分析。通过燃料调度中心，需求计划、采购计划、库存情况、电量市场分析和煤炭市场行情等一目了然。
同时，集团加快推进全国性市场和区域性市场分级集中采购改革。“集中采购形成了买方市场竞价优势，杜绝了逆市采 购等行为。”集团燃料管理部主任刘小平说，通过集团统一管控和竞价采购，2015年集团入厂标煤单价同比下降132.89元/吨，比行业平均降幅多降低 8.8元/吨，多增加利润10.1亿元。
着眼解决物资采购和招标投标领域腐败易发多发问题，大唐集团积极推进物资集中招标采购，加快建成电子竞价采购 平台，实现公开竞价采购；建立供应商统一管理系统，把不诚信经营商纳入“黑名单”。仅2015年前三季度，通过集中招标相对概算节约采购资金85亿元，平 均节资率为18.69%。
2015年，集团公司完成利润171.36亿元，同比增利50.78亿元；净利润98.94亿元，同比增利35.89亿元。
“巡视整改工作取得了阶段性成效，促进了经营管理水平提升。我们要保持清醒冷静，深化和巩固巡视整改成果，进一步解决制约集团改革发展的深层次矛盾和问题，健全长效机制，推动企业持续健康发展。”大唐集团党组书记、董事长陈进行说。（中央纪委监察部网站 陆云达 徐梦龙）
责任编辑：茅敏敏 SN184
文章关键词： 巡视 大唐
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