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国华电力建设世界一流电力企业的战略目标,要求财务管理将从单一财务主体的分布式管理模式发展到以集团公司为主体的集约化管理和控制模式;财务职能由简单数据计量、核算、整理、报告转为决策支撑、价值创造、风险管控,统筹协同、协调服务。作为神华集团财务管理工作的排头兵,要求财务人员系统思考财务工作的新要求,分析国内外环境的新变化,探索财务人员职业能力如何进一步提升以承担更多的责任,为公司战略目标的实现提供强大助力。
Guohua Power’s strategic goal of building a world-class electric power enterprise requires that financial management should be developed from the distributed management mode of a single financial entity to an intensive management and control mode with a group company as the main body. The financial function shall be metered, accounted and collated by simple data , The report turned into decision support, value creation, risk control, overall coordination and coordination of services. As the vanguard of Shenhua Group’s financial management work, the financial officers are required to systematically consider the new requirements of financial work, analyze the new changes in the domestic and international environments, explore how the professional ability of finance staff can be further upgraded to take on more responsibilities, and provide the company with the strategic goals Powerful help.