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中(zhong)(zhong)(zhong)國海(hai)外發(fa)展(zhan)(zhan)(zhan)有(you)限公司（以下簡(jian)稱中(zhong)(zhong)(zhong)海(hai)發(fa)展(zhan)(zhan)(zhan)）隸屬于中(zhong)(zhong)(zhong)國建(jian)筑集團有(you)限公司，是中(zhong)(zhong)(zhong)國內地(di)最(zui)大的(de)寫(xie)字樓發(fa)展(zhan)(zhan)(zhan)運營(ying)商，盈利能力行(xing)(xing)業領(ling)先(xian)，連(lian)續18年(nian)獲中(zhong)(zhong)(zhong)國藍籌地(di)產企業，連(lian)續17年(nian)獲中(zhong)(zhong)(zhong)國房地(di)產行(xing)(xing)業領(ling)導(dao)品牌。中(zhong)(zhong)(zhong)海(hai)發(fa)展(zhan)(zhan)(zhan)充分認(ren)識開展(zhan)(zhan)(zhan)對(dui)標(biao)世界(jie)一(yi)流管理(li)提升行(xing)(xing)動(dong)的(de)重要意義，矢志不渝(yu)建(jian)設一(yi)流、學習一(yi)流、趕(gan)超一(yi)流；在行(xing)(xing)業的(de)劇(ju)烈(lie)波動(dong)調整中(zhong)(zhong)(zhong)，恪守穩健經營(ying)，筑牢風(feng)(feng)(feng)險(xian)(xian)防線，堅持體系化(hua)風(feng)(feng)(feng)險(xian)(xian)管理(li)思(si)維，革新(xin)技術防控手段，穩步建(jian)立(li)風(feng)(feng)(feng)險(xian)(xian)管理(li)長效(xiao)機制(zhi)，形(xing)成了一(yi)套行(xing)(xing)之有(you)效(xiao)的(de)風(feng)(feng)(feng)險(xian)(xian)管理(li)體系。

筑牢三層架構 實現風險管理組織保障有力

房地產(chan)行業具有資金集聚密、項目(mu)開發周期(qi)長、產(chan)業鏈(lian)輻(fu)射領域廣、受政策(ce)影響大等特征，風(feng)(feng)險貫穿項目(mu)開發運營全(quan)過(guo)程。中海(hai)發展堅持系(xi)統思維，把風(feng)(feng)險管(guan)(guan)理(li)工作納入全(quan)局考慮，同部署、同推動、同監督，不斷(duan)鞏固“風(feng)(feng)險管(guan)(guan)理(li)委員會—總部職能部門(men)—地區子(zi)公司”管(guan)(guan)理(li)架構(gou)，保(bao)證組織堅強(qiang)有力。

強化頂層(ceng)設計，健全領導(dao)機(ji)(ji)制。建立(li)健全黨委(wei)會(hui)(hui)、執行(xing)(xing)董(dong)事會(hui)(hui)（執董(dong)會(hui)(hui)）對(dui)風險(xian)管(guan)理(li)的領導(dao)機(ji)(ji)制，將(jiang)公司(si)(si)重大風險(xian)事項納入(ru)公司(si)(si)黨委(wei)會(hui)(hui)前置研究審(shen)議(yi)清單，落實(shi)主(zhu)要負責(ze)人對(dui)公司(si)(si)重大風險(xian)承擔“一把手”責(ze)任(ren)，執董(dong)會(hui)(hui)下(xia)設風險(xian)管(guan)理(li)委(wei)員會(hui)(hui)（以下(xia)簡稱風委(wei)會(hui)(hui)），審(shen)議(yi)公司(si)(si)各(ge)類風險(xian)事項，監(jian)督推(tui)進決策執行(xing)(xing)，向黨委(wei)會(hui)(hui)、執董(dong)會(hui)(hui)負責(ze)并定期(qi)報(bao)告(gao)。

明確(que)職能(neng)分工，打造協(xie)同體(ti)系(xi)。各職能(neng)部門共(gong)同參與風控體(ti)系(xi)建設。由風委會(hui)(hui)下設辦公室統籌負(fu)責制(zhi)度(du)建設、機制(zhi)運行(xing)(xing)及(ji)(ji)監(jian)督、風險決策事(shi)項提報和(he)執(zhi)行(xing)(xing)跟蹤，強化辦公室牽頭組織落實責任。各部門按(an)照職責分工負(fu)責風險制(zhi)度(du)建設、機制(zhi)運行(xing)(xing)及(ji)(ji)風險應對，參與風委會(hui)(hui)項目審(shen)議(yi)。

堅持精準授權，賦能一線管(guan)控。根據風(feng)(feng)險(xian)事(shi)項的性(xing)質、影響、緊急(ji)程度(du)、涉及(ji)金額大(da)小等因(yin)素(su)，賦予各(ge)子(zi)公(gong)司(si)風(feng)(feng)險(xian)管(guan)理的相應職責(ze)(ze)。如(ru)對于(yu)運營風(feng)(feng)險(xian)事(shi)項，由(you)總部負責(ze)(ze)監控三(san)星(xing)級(ji)風(feng)(feng)險(xian)，區(qu)域負責(ze)(ze)監控二星(xing)級(ji)風(feng)(feng)險(xian)，地(di)區(qu)公(gong)司(si)負責(ze)(ze)識(shi)別(bie)全部風(feng)(feng)險(xian)事(shi)項，初步定級(ji)后上報，并負責(ze)(ze)風(feng)(feng)險(xian)事(shi)項推進解除(chu)。各(ge)子(zi)公(gong)司(si)在(zai)授權范(fan)圍(wei)內承擔本單位風(feng)(feng)險(xian)管(guan)理主體責(ze)(ze)任，接受(shou)公(gong)司(si)風(feng)(feng)委(wei)會監督檢查。

聚焦三個平臺 突出風險管理軟實力和硬科技

卓(zhuo)越的風(feng)險(xian)管控能(neng)力是世(shi)界(jie)一流企業必(bi)備的核心競爭(zheng)力之一。公司對標行業內外優秀(xiu)案例，利用數據科技(ji)優勢建設“技(ji)防”平臺，搭建“后臺、中臺、前臺”，即風(feng)險(xian)動態評估機制(zhi)(zhi)、監控協同(tong)機制(zhi)(zhi)、風(feng)險(xian)處置和追責(ze)機制(zhi)(zhi)，確(que)保風(feng)險(xian)管理系統顯(xian)實效。

將風(feng)(feng)控(kong)措施融入業(ye)務(wu)管(guan)理(li)全流程(cheng)各環節(jie)。從(cong)房地(di)產(chan)開發業(ye)務(wu)全流程(cheng)、各環節(jie)入手，使用科學(xue)化、信(xin)息化、刻度化管(guan)理(li)工(gong)具，系統、全面提升風(feng)(feng)險(xian)(xian)管(guan)控(kong)能(neng)力。在(zai)投(tou)資(zi)環節(jie)，建立(li)投(tou)資(zi)地(di)圖和城(cheng)市地(di)圖輔助(zhu)決策系統，突出投(tou)資(zi)重(zhong)點(dian)城(cheng)市和城(cheng)市重(zhong)點(dian)板塊及(ji)投(tou)資(zi)類(lei)別，實現城(cheng)市解讀系統化、深度化，有效(xiao)降低(di)投(tou)資(zi)風(feng)(feng)險(xian)(xian)；在(zai)運營(ying)環節(jie)，實施運營(ying)風(feng)(feng)險(xian)(xian)動態(tai)評級與(yu)控(kong)制，將項目(mu)按照整體運營(ying)風(feng)(feng)險(xian)(xian)等級分為(wei)集團(tuan)三(san)星(xing)管(guan)控(kong)項目(mu)、區域二星(xing)管(guan)控(kong)項目(mu)和地(di)區管(guan)控(kong)項目(mu)三(san)類(lei)；在(zai)交(jiao)(jiao)付(fu)環節(jie)，開展交(jiao)(jiao)付(fu)風(feng)(feng)險(xian)(xian)評級與(yu)控(kong)制，對于產(chan)品交(jiao)(jiao)付(fu)前(qian)的(de)風(feng)(feng)險(xian)(xian)點(dian)進行梳理(li)，針(zhen)對風(feng)(feng)險(xian)(xian)項對客戶(hu)的(de)影響度以及(ji)可(ke)能(neng)產(chan)生(sheng)投(tou)訴的(de)風(feng)(feng)險(xian)(xian)作出綜(zong)合評估和評級判定。

編制(zhi)(zhi)“風(feng)(feng)險(xian)(xian)(xian)地圖”描繪“風(feng)(feng)險(xian)(xian)(xian)畫像(xiang)”。將風(feng)(feng)險(xian)(xian)(xian)指(zhi)標(biao)按照宏觀(guan)(guan)、中觀(guan)(guan)和(he)微觀(guan)(guan)分(fen)類，開發出符(fu)合(he)實(shi)際的(de)“風(feng)(feng)險(xian)(xian)(xian)地圖”。宏觀(guan)(guan)風(feng)(feng)險(xian)(xian)(xian)指(zhi)標(biao)對(dui)公(gong)司戰(zhan)略和(he)經營(ying)策略都會產生(sheng)深層(ceng)次影(ying)響，主要包括經濟、市(shi)場(chang)、政(zheng)策等方面風(feng)(feng)險(xian)(xian)(xian)。公(gong)司每年組織分(fen)析梳理影(ying)響公(gong)司發展的(de)十大(da)風(feng)(feng)險(xian)(xian)(xian)事項，研究制(zhi)(zhi)定防控(kong)措(cuo)施，分(fen)解(jie)到各(ge)職(zhi)能線，定期(qi)向(xiang)(xiang)黨委會和(he)董事會報告(gao)。中觀(guan)(guan)風(feng)(feng)險(xian)(xian)(xian)指(zhi)標(biao)著眼于(yu)對(dui)具體某(mou)一子公(gong)司產生(sheng)影(ying)響的(de)風(feng)(feng)險(xian)(xian)(xian)，如(ru)存(cun)貨數量和(he)結構是(shi)否支持其可持續健康發展等，形成各(ge)子公(gong)司“風(feng)(feng)險(xian)(xian)(xian)畫像(xiang)”，為其提升風(feng)(feng)險(xian)(xian)(xian)管理水(shui)平明確方向(xiang)(xiang)。微觀(guan)(guan)風(feng)(feng)險(xian)(xian)(xian)指(zhi)標(biao)針對(dui)投(tou)資、設計、工程、營(ying)銷等具體崗(gang)位(wei)，從(cong)效能、程序和(he)廉潔等維度梳理崗(gang)位(wei)風(feng)(feng)險(xian)(xian)(xian)，逐一對(dui)應制(zhi)(zhi)定操作層(ceng)面防控(kong)措(cuo)施。

培育(yu)(yu)風(feng)險管理(li)“軟(ruan)實力”。牢固樹立穩健經營(ying)理(li)念(nian)，設(she)置(zhi)經營(ying)紅(hong)線，嚴控資(zi)產(chan)負債(zhai)率、凈借(jie)貸比(bi)等指標，確(que)保(bao)在手現金(jin)占總資(zi)產(chan)的(de)比(bi)重保(bao)持在10%以上(shang)(shang)。制(zhi)(zhi)訂(ding)風(feng)險防控手冊(ce)，從制(zhi)(zhi)度上(shang)(shang)建立業務(wu)活動、職能履(lv)行(xing)和(he)風(feng)險防控之間(jian)的(de)直接聯(lian)系。制(zhi)(zhi)作推廣“風(feng)險書簽”“清風(feng)錦囊(nang)”等8項(xiang)風(feng)險宣教產(chan)品(pin)，發送風(feng)險教育(yu)(yu)長圖(tu)18張，確(que)保(bao)系統(tong)、全面理(li)解企(qi)業風(feng)險管理(li)文化和(he)管理(li)要求。

積極打造風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)“硬科技”。啟動風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)信息(xi)系(xi)統建設(she)，推動年度風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)、運營風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)、法律(lv)風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)、日(ri)常風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)處置模(mo)塊上線(xian)，實現(xian)(xian)風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)系(xi)統化(hua)(hua)、動態化(hua)(hua)、精細化(hua)(hua)。主動與(yu)平(ping)安、華(hua)為等企(qi)業對標，完成風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)管(guan)(guan)(guan)理(li)(li)系(xi)統框架搭建。建立信息(xi)化(hua)(hua)工具，實現(xian)(xian)線(xian)上識別風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)，上線(xian)風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)預警指標30余項，在利用信息(xi)化(hua)(hua)手段偵測風(feng)(feng)險(xian)(xian)(xian)(xian)(xian)(xian)事(shi)項方面實現(xian)(xian)了從0到(dao)1的(de)突破。

形成PDCA循環 推動風險管理長效建設

中海發展緊(jin)扣風險(xian)事項(xiang)發展流程(cheng)，按(an)照PDCA循環開展風險(xian)管理，從全局(ju)高度(du)建設長效(xiao)機制，為公司高質量(liang)發展保(bao)駕(jia)護航。

廣泛開(kai)展風(feng)(feng)(feng)險(xian)(xian)(xian)識別(bie)(bie)，推(tui)進風(feng)(feng)(feng)險(xian)(xian)(xian)評估。每年(nian)(nian)定期開(kai)展風(feng)(feng)(feng)險(xian)(xian)(xian)識別(bie)(bie)，由(you)風(feng)(feng)(feng)險(xian)(xian)(xian)管理(li)團(tuan)隊匯總形成公司年(nian)(nian)度風(feng)(feng)(feng)險(xian)(xian)(xian)清單(dan)(dan)；法律(lv)、運營等職(zhi)能線對日(ri)常經營風(feng)(feng)(feng)險(xian)(xian)(xian)作出識別(bie)(bie)，形成日(ri)常風(feng)(feng)(feng)險(xian)(xian)(xian)清單(dan)(dan)，并保持(chi)逐(zhu)年(nian)(nian)刷新，為(wei)風(feng)(feng)(feng)險(xian)(xian)(xian)評估提供基礎數據。

認真組織風(feng)(feng)險評(ping)估，制定(ding)(ding)應對措(cuo)施。風(feng)(feng)委(wei)會辦公室協調總(zong)部部門(men)(men)確(que)認風(feng)(feng)險管控措(cuo)施和責任部門(men)(men)，各部門(men)(men)對年度風(feng)(feng)險進行評(ping)分(fen)，得出(chu)風(feng)(feng)險排序和評(ping)級；法律、運營等職能線對日常(chang)風(feng)(feng)險評(ping)估，并(bing)(bing)按照三個(ge)星(xing)級作出(chu)區分(fen)，定(ding)(ding)期檢測星(xing)級評(ping)定(ding)(ding)合(he)理性(xing)并(bing)(bing)適時調整(zheng)，確(que)保(bao)風(feng)(feng)險應對措(cuo)施科學性(xing)。

精準實施(shi)風險(xian)化解，確保風險(xian)可控(kong)。各(ge)級(ji)單位在授(shou)權(quan)范圍內，比照風險(xian)評估(gu)結果及應對(dui)預(yu)案(an)，對(dui)發生的(de)風險(xian)事項實施(shi)精準防控(kong)，采取相應應對(dui)策(ce)略處(chu)置后，報(bao)送風委會(hui)審核或(huo)者(zhe)備案(an)。年度(du)風險(xian)應對(dui)措(cuo)施(shi)經公司審議后，由主(zhu)輔責部(bu)門協同執行；日常風險(xian)由職(zhi)能部(bu)門牽頭，各(ge)子(zi)公司逐一(yi)落實。

著力夯實(shi)風(feng)(feng)(feng)(feng)(feng)控效果(guo)監(jian)(jian)督，倒逼風(feng)(feng)(feng)(feng)(feng)險(xian)識別(bie)。定(ding)期復盤風(feng)(feng)(feng)(feng)(feng)險(xian)應對措(cuo)施運用情(qing)況，檢視風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)控效果(guo)；風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)理團隊與職能部門建(jian)立滾動管(guan)理機制，向(xiang)風(feng)(feng)(feng)(feng)(feng)委(wei)會(hui)雙月(yue)匯報。審計部與總部職能部門開展不定(ding)期溝通，搭(da)建(jian)協商平(ping)臺，對風(feng)(feng)(feng)(feng)(feng)險(xian)管(guan)控進(jin)行監(jian)(jian)督評價(jia)。風(feng)(feng)(feng)(feng)(feng)委(wei)會(hui)按年(nian)綜合檢查和監(jian)(jian)督結(jie)果(guo)，反饋并優化年(nian)度風(feng)(feng)(feng)(feng)(feng)險(xian)識別(bie)。

中海發(fa)展(zhan)(zhan)成立43年(nian)以來，始終堅(jian)守(shou)長(chang)(chang)期主義，堅(jian)持財(cai)務穩健基(ji)礎上的高(gao)質量發(fa)展(zhan)(zhan)，切實提升風險(xian)管(guan)理能力(li)，嚴(yan)守(shou)不發(fa)生系統性(xing)風險(xian)底線(xian)。上市(shi)30年(nian)，中海發(fa)展(zhan)(zhan)市(shi)值增長(chang)(chang)近(jin)60倍，每股盈利(li)年(nian)復(fu)合增長(chang)(chang)12%。截至2021年(nian)末，中海發(fa)展(zhan)(zhan)資產負債率為58.9%，凈借貸比率為32.3%，未(wei)觸“三條紅線(xian)”，繼續保(bao)持處于“綠檔”。今年(nian)年(nian)內，中海發(fa)展(zhan)(zhan)加權平均融資成本(ben)3.55%，持續保(bao)持行(xing)業(ye)最低區間，為企業(ye)長(chang)(chang)期健康奠(dian)定了良(liang)好基(ji)礎。

【責任編輯：俞昭君】