免费菠萝视频app下载

中國(guo)(guo)國(guo)(guo)新基(ji)金(jin)(jin)管(guan)(guan)(guan)理(li)有限公司（以下(xia)簡(jian)稱(cheng)國(guo)(guo)新基(ji)金(jin)(jin)管(guan)(guan)(guan)理(li)公司）作為中國(guo)(guo)國(guo)(guo)新基(ji)金(jin)(jin)業(ye)務統籌管(guan)(guan)(guan)理(li)和支撐服務平臺，結(jie)合自(zi)身資(zi)源(yuan)稟(bing)賦(fu)特點，深入開展對標世界一流(liu)管(guan)(guan)(guan)理(li)提升行動，探索(suo)形成了(le)有效的基(ji)金(jin)(jin)管(guan)(guan)(guan)理(li)運作新模式。截至2021年底，所管(guan)(guan)(guan)理(li)基(ji)金(jin)(jin)先后投資(zi)了(le)190余家(jia)優秀(xiu)企(qi)業(ye)，投資(zi)金(jin)(jin)額1100多(duo)億元，其中25家(jia)完(wan)成IPO，整體內部收益率進(jin)入國(guo)(guo)內前列。

突出市場化，明晰投資策略

國(guo)(guo)新基金管理(li)公司圍繞落實國(guo)(guo)家戰略(lve)，堅(jian)持(chi)“投(tou)(tou)(tou)向清晰、規(gui)模(mo)適度、時間錯配(pei)、運(yun)作專業、回報優良”原則，探索總結(jie)出(chu)一套符(fu)合市(shi)場化(hua)且具有(you)創(chuang)新性的(de)(de)(de)投(tou)(tou)(tou)資(zi)策略(lve)。一是明確使(shi)命定位。聚(ju)焦“打造國(guo)(guo)際(ji)知名(ming)、國(guo)(guo)內一流的(de)(de)(de)國(guo)(guo)新基金”目標，在(zai)支持(chi)國(guo)(guo)企改革發展、科技創(chuang)新、“走出(chu)去”和(he)“雙碳(tan)”等重大戰略(lve)上積極作為(wei)，優化(hua)明確各支基金具體定位和(he)投(tou)(tou)(tou)向邊(bian)界，提高協同效(xiao)應(ying)。截至目前，投(tou)(tou)(tou)向國(guo)(guo)資(zi)央企、戰略(lve)性新興產(chan)(chan)業金額(e)占比(bi)近80%。二(er)是優化(hua)運(yun)營模(mo)式。深入(ru)踐行(xing)“資(zi)本+人才(cai)+技術”輕資(zi)產(chan)(chan)運(yun)營模(mo)式，堅(jian)持(chi)“兩個結(jie)合”，即落實國(guo)(guo)資(zi)監管要求和(he)發揮市(shi)場化(hua)機(ji)制有(you)效(xiao)結(jie)合、加強黨(dang)的(de)(de)(de)領(ling)導和(he)完善公司治(zhi)理(li)有(you)機(ji)結(jie)合。三是嚴格投(tou)(tou)(tou)資(zi)方向。堅(jian)持(chi)“四不(bu)(bu)投(tou)(tou)(tou)”和(he)“五個守(shou)住(zhu)(zhu)”的(de)(de)(de)價值投(tou)(tou)(tou)資(zi)理(li)念(nian)，即看不(bu)(bu)懂的(de)(de)(de)不(bu)(bu)投(tou)(tou)(tou)、管不(bu)(bu)住(zhu)(zhu)的(de)(de)(de)不(bu)(bu)投(tou)(tou)(tou)、夠不(bu)(bu)著的(de)(de)(de)不(bu)(bu)投(tou)(tou)(tou)、吃(chi)不(bu)(bu)下的(de)(de)(de)不(bu)(bu)投(tou)(tou)(tou)，守(shou)住(zhu)(zhu)輕資(zi)產(chan)(chan)運(yun)營模(mo)式、守(shou)住(zhu)(zhu)財務性投(tou)(tou)(tou)資(zi)為(wei)主、守(shou)住(zhu)(zhu)國(guo)(guo)新投(tou)(tou)(tou)資(zi)生態圈、守(shou)住(zhu)(zhu)產(chan)(chan)業鏈高端、守(shou)住(zhu)(zhu)關鍵核心技術“卡脖子”環節(jie)。

突出專業化，提高運營能力

國新基(ji)(ji)金管(guan)(guan)理(li)公司將專(zhuan)業(ye)(ye)(ye)精益貫穿“募(mu)投(tou)(tou)管(guan)(guan)退(tui)(tui)”全(quan)流程，促(cu)進基(ji)(ji)金運營管(guan)(guan)理(li)水平不(bu)斷提升。一是(shi)規范業(ye)(ye)(ye)務管(guan)(guan)理(li)。制(zhi)定實施6方面30余項(xiang)核心工作指(zhi)(zhi)引，建立(li)(li)涵蓋基(ji)(ji)金投(tou)(tou)資全(quan)生命周期(qi)(qi)的管(guan)(guan)理(li)體系。穩(wen)步推進中后臺(tai)(tai)一體化改革，實現(xian)前(qian)(qian)臺(tai)(tai)運轉優化、中臺(tai)(tai)風控專(zhuan)業(ye)(ye)(ye)、后臺(tai)(tai)支撐有(you)力。二是(shi)加強行業(ye)(ye)(ye)研(yan)(yan)究(jiu)(jiu)。建立(li)(li)基(ji)(ji)金業(ye)(ye)(ye)務評價、投(tou)(tou)資組合分(fen)(fen)析、風險管(guan)(guan)理(li)三類專(zhuan)業(ye)(ye)(ye)報告制(zhi)度，定期(qi)(qi)發布年度行業(ye)(ye)(ye)研(yan)(yan)究(jiu)(jiu)報告，持續繪制(zhi)完善投(tou)(tou)資圖譜(pu)，動態捕捉(zhuo)投(tou)(tou)資機會。三是(shi)抓好定期(qi)(qi)復盤。對照項(xiang)目(mu)立(li)(li)項(xiang)、終審時各項(xiang)預(yu)測指(zhi)(zhi)標進行偏離度分(fen)(fen)析，定期(qi)(qi)檢查項(xiang)目(mu)投(tou)(tou)后指(zhi)(zhi)標，對發現(xian)的共(gong)性問題通(tong)過(guo)制(zhi)度調整等措(cuo)施予以糾正。四是(shi)前(qian)(qian)瞻謀劃退(tui)(tui)出。制(zhi)定年度退(tui)(tui)出計劃并(bing)跟蹤落實，將退(tui)(tui)出指(zhi)(zhi)標納入(ru)考核，避免(mian)“重投(tou)(tou)、輕管(guan)(guan)、不(bu)言退(tui)(tui)”。

突出差異化，健全投后管理

堅(jian)持(chi)“三分(fen)投(tou)(tou)(tou)、七分(fen)管”，國新基金管理(li)公司有(you)針對性地加大對戰略(lve)(lve)性投(tou)(tou)(tou)資項目(mu)的(de)管理(li)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)，全面增強(qiang)投(tou)(tou)(tou)資生(sheng)態圈企(qi)業的(de)產業鏈(lian)協同。一(yi)是(shi)堅(jian)持(chi)分(fen)類(lei)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)。結合戰略(lve)(lve)項目(mu)、重要項目(mu)和一(yi)般項目(mu)特點，研究制訂差異(yi)化投(tou)(tou)(tou)后(hou)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)策(ce)略(lve)(lve)。二是(shi)注重精準(zhun)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)。以價值提升為(wei)目(mu)標，以被投(tou)(tou)(tou)資企(qi)業與央企(qi)對接協同為(wei)重點，豐富完善投(tou)(tou)(tou)后(hou)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)“工具(ju)箱”，促進(jin)(jin)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)更(geng)精準(zhun)、更(geng)有(you)效(xiao)。三是(shi)強(qiang)化靠(kao)前賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)。按照“投(tou)(tou)(tou)后(hou)從投(tou)(tou)(tou)前做(zuo)起”要求，將投(tou)(tou)(tou)后(hou)管理(li)關口前移，在立項環節同步明確投(tou)(tou)(tou)后(hou)管理(li)策(ce)略(lve)(lve)，并落實到投(tou)(tou)(tou)資協議等法律(lv)文件中。四是(shi)做(zuo)好(hao)跟(gen)(gen)蹤賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)。持(chi)續跟(gen)(gen)進(jin)(jin)、及時掌握有(you)關項目(mu)不同階段的(de)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)需求，定期復(fu)盤項目(mu)投(tou)(tou)(tou)后(hou)賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)進(jin)(jin)展成效(xiao)，不斷完善賦(fu)(fu)(fu)能(neng)(neng)(neng)(neng)策(ce)略(lve)(lve)、方式和手段。

突出制度化，創新激勵約束

國(guo)新基(ji)(ji)金(jin)(jin)管(guan)(guan)理(li)(li)公司(si)建(jian)立(li)健全制(zhi)(zhi)度(du)規范，形成國(guo)資(zi)(zi)監管(guan)(guan)與(yu)(yu)市(shi)場(chang)化(hua)機(ji)制(zhi)(zhi)有效(xiao)結合的激勵約束機(ji)制(zhi)(zhi)，打造“事(shi)業共同體”。一(yi)(yi)是(shi)實施“五捆(kun)(kun)綁(bang)”機(ji)制(zhi)(zhi)。通(tong)過股(gu)權捆(kun)(kun)綁(bang)、運營捆(kun)(kun)綁(bang)、跟投捆(kun)(kun)綁(bang)、超額收(shou)(shou)益(yi)(yi)(yi)遞延捆(kun)(kun)綁(bang)和退出收(shou)(shou)益(yi)(yi)(yi)捆(kun)(kun)綁(bang)，在基(ji)(ji)金(jin)(jin)管(guan)(guan)理(li)(li)團(tuan)隊和基(ji)(ji)金(jin)(jin)間建(jian)立(li)利益(yi)(yi)(yi)共享和風險(xian)共擔關系，實現市(shi)場(chang)化(hua)團(tuan)隊與(yu)(yu)國(guo)有出資(zi)(zi)人在風險(xian)和收(shou)(shou)益(yi)(yi)(yi)方(fang)面的合理(li)(li)匹配，有效(xiao)平衡國(guo)資(zi)(zi)監管(guan)(guan)與(yu)(yu)市(shi)場(chang)化(hua)要求(qiu)。二是(shi)完(wan)善考(kao)核(he)辦法。根據基(ji)(ji)金(jin)(jin)所處階(jie)段，科學選取(qu)并(bing)確定募資(zi)(zi)額、投資(zi)(zi)額、內部收(shou)(shou)益(yi)(yi)(yi)率(lv)（IRR）、投入(ru)資(zi)(zi)本(ben)(ben)分配率(lv)（DPI）、資(zi)(zi)本(ben)(ben)回報倍數（MOC）等指(zhi)標(biao)權重，建(jian)立(li)完(wan)善覆(fu)蓋基(ji)(ji)金(jin)(jin)全生命周期考(kao)核(he)指(zhi)標(biao)體系，各基(ji)(ji)金(jin)(jin)及管(guan)(guan)理(li)(li)公司(si)均可“對號入(ru)座(zuo)”，有效(xiao)發揮(hui)考(kao)核(he)“指(zhi)揮(hui)棒”作用。三是(shi)優化(hua)薪酬(chou)管(guan)(guan)理(li)(li)。調整基(ji)(ji)金(jin)(jin)管(guan)(guan)理(li)(li)團(tuan)隊薪酬(chou)結構，降低基(ji)(ji)本(ben)(ben)收(shou)(shou)入(ru)占比，提(ti)升績效(xiao)收(shou)(shou)入(ru)及長(chang)期激勵收(shou)(shou)入(ru)占比，強(qiang)化(hua)團(tuan)隊收(shou)(shou)入(ru)與(yu)(yu)基(ji)(ji)金(jin)(jin)整體退出業績剛性掛鉤，實現團(tuan)隊與(yu)(yu)基(ji)(ji)金(jin)(jin)利益(yi)(yi)(yi)有效(xiao)統一(yi)(yi)。

突出體系化，完善風控機制

國(guo)新(xin)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)管(guan)(guan)(guan)理(li)公(gong)司始(shi)終將“風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)意識、底線(xian)思維”貫穿(chuan)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)運作(zuo)全過程(cheng)，堅決(jue)守住不發生重(zhong)大風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)底線(xian)。一是構筑風(feng)(feng)(feng)(feng)(feng)(feng)控(kong)(kong)(kong)(kong)(kong)整(zheng)體(ti)架構。加強風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)體(ti)系(xi)(xi)(xi)建設(she)，形成包含中(zhong)(zhong)國(guo)國(guo)新(xin)、國(guo)新(xin)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)管(guan)(guan)(guan)理(li)公(gong)司和基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)管(guan)(guan)(guan)理(li)人三個(ge)層(ceng)級，基(ji)(ji)(ji)于業務條(tiao)線(xian)、風(feng)(feng)(feng)(feng)(feng)(feng)控(kong)(kong)(kong)(kong)(kong)條(tiao)線(xian)和內(nei)審(shen)條(tiao)線(xian)三道(dao)防線(xian)的(de)“3+3”風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)體(ti)系(xi)(xi)(xi)。二是豐(feng)富風(feng)(feng)(feng)(feng)(feng)(feng)控(kong)(kong)(kong)(kong)(kong)工具手段。以文件(jian)管(guan)(guan)(guan)理(li)、議案(an)管(guan)(guan)(guan)理(li)、報告管(guan)(guan)(guan)理(li)、備案(an)管(guan)(guan)(guan)理(li)、監(jian)督與考核為多元管(guan)(guan)(guan)理(li)工具，持續完善業務流(liu)程(cheng)控(kong)(kong)(kong)(kong)(kong)制、投(tou)資控(kong)(kong)(kong)(kong)(kong)制、授(shou)權控(kong)(kong)(kong)(kong)(kong)制、信息系(xi)(xi)(xi)統控(kong)(kong)(kong)(kong)(kong)制等(deng)(deng)內(nei)控(kong)(kong)(kong)(kong)(kong)體(ti)系(xi)(xi)(xi)，開展紅黃綠(lv)燈評價，有效管(guan)(guan)(guan)控(kong)(kong)(kong)(kong)(kong)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)“募投(tou)管(guan)(guan)(guan)退”全周期風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)。三是嚴(yan)密(mi)風(feng)(feng)(feng)(feng)(feng)(feng)控(kong)(kong)(kong)(kong)(kong)制度規范(fan)。組織(zhi)編制《中(zhong)(zhong)國(guo)國(guo)新(xin)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)業務違(wei)規責(ze)任追究(jiu)工作(zuo)指(zhi)(zhi)引(yin)》《中(zhong)(zhong)國(guo)國(guo)新(xin)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)業務風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)指(zhi)(zhi)引(yin)》《中(zhong)(zhong)國(guo)國(guo)新(xin)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)業務防范(fan)道(dao)德風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)(guan)(guan)理(li)指(zhi)(zhi)引(yin)》等(deng)(deng)系(xi)(xi)(xi)列制度文件(jian)，對(dui)基(ji)(ji)(ji)金(jin)(jin)(jin)(jin)(jin)發起設(she)立、項目投(tou)資等(deng)(deng)五大管(guan)(guan)(guan)控(kong)(kong)(kong)(kong)(kong)環(huan)節(jie)的(de)160余項常見風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)，提出具體(ti)管(guan)(guan)(guan)理(li)預案(an)并明確相應措施，確保整(zheng)體(ti)風(feng)(feng)(feng)(feng)(feng)(feng)險(xian)可控(kong)(kong)(kong)(kong)(kong)、在控(kong)(kong)(kong)(kong)(kong)、能控(kong)(kong)(kong)(kong)(kong)。

【責任編輯：溫存】