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1、Delegates, staff: Hello! in the run-up to the Spring Festival, we held one session of four staff representatives Conference 2013-workshop, full back in 2012, careful analysis of the current situation, discuss 2013 development plans. Here, on behalf of my company 2013 work reports to the General Asse
2、mbly, for consideration. Pillar I, 2012 back in 2012, XX power companies adhere to the partys 17 great spirit for guidance, comprehensively implement the scientific concept of development, promoting cost-leadership strategy, standards, focus on implementation, lean management, continuously improve,
3、smooth present safety situation of enterprise management, business management and control scientific and standardized, and the dedication of staff, manage a harmonious and democratic atmosphere of the good situation. Main indicators are as follows:-the battery indicator: power generation totaled 7.8
4、15 billion kWh, beyond the annual budget implementation capacity of 315 million kWh, an increase of 757 million kWh. Sales totaled 7.425 billion kWh, exceeding sales of 330 million kWh the annual Executive budget, an increase of 729 million kWh. -Security measures: unplanned outages 2.5 times. No pe
5、rsonal injury accident occurred, no major accident and above, no major fire accidents without environmental pollution accidents, safety for three consecutive years to maintain stability to good posture. Business financial indicators: total profits of 255 million Yuan, beyond the annual budget of 207
6、 million Yuan, beyond the Datang company index 41.89 million Yuan, an increase of 1.76 million Yuan, FCM assessment at grade four. -Energy: power supply standard coal completing 312.25 g/kWh, down 0.1 g/kWh; integrated auxiliary power consumption ratio in 5.12%, down 0.26%; pollutant emissions perfo
7、rmance greatly reduced compared to last year, carbon 0.09 g/kWh, sulfur dioxide 0.104 g/kWh NOx 0.512 g/kWh; dust removal efficiency of more than 99.8%. -Reliability index: equivalent availability factor in 93.47%, increased 7.95% from a year earlier. Equivalent forced outage rate 0.08%, 0.16% reduc
8、tion over the same period a year earlier. Major achievements: first, we should adhere to the two management system basis, strengthening technological research, strengthen hidden hazards control and intrinsic safety Enterprise construction took new steps. -The two management system for improvement. F
9、ocus on promoting the power of the company management system and the application and implementation of the safety loop five-star management system, improve the safety management system, realize the system of safety control. Further regulate security routines, safety supervision and management networ
10、k role to play to achieve closed-loop. Strengthening the supervision and management of habitual violation of, strengthening the safety supervision of outsourcing contractors. Carried out in spring and autumn of security inspections, flood control and inspection, safety production month, day supervis
11、ion of production safety and the Olympic Games and other北京理工大学毕业设计（论文）小型家族企业财务管理的问题和对策工商管理专业指导老师：韩红旗学生姓名：周密 学号：_2012-4-9摘要我国小型家族企业自身发展规模较小，财务制度并不健全，同时由于受到外部宏观经济影响和传统体制等方面影响，致使小型家族制企业在财务管理方面存在较大的问题。通过明晰股权结构，提高财务人员综合素质，规范财务制度并强化内外监督等手段可有效解决财务管理中出现的各类问题。因此，小企业只有重视财务管理，吸取先进的财务管理经验，切实做好财务管理工作，才能使企业的财务管理发
12、挥作用。关键词：小型, 家族式, 企业财务管理Abstract:Small family businesses in China the development of smaller scale, the financial system is not perfect, at the same time due to external macro-economic impact and the traditional system and other aspects of impact, resulting in small family enterprises in financial ma
13、nagement there is a big problem. Clear ownership structure, improve the comprehensive quality of the financial staff, the means of regulating the financial system and strengthen internal and external supervision can effectively solve the various problems arising in financial management. Therefore, s
14、mall businesses only the importance of financial management, absorb the advanced experience in financial management, a really good job of financial management, financial management play a role.KeyWords: Small, family-owned, enterprise financial managemen目 录目 录I1.绪论11.1 研究背景和意义31.2 小型家族企业财务管理概述41.2.1
15、 企业财务41.2.2 财务管理的任务41.2.3 财务管理的方法41.3 小型家族企业财务管理目标51.3.1 财务管理目标的概念51.3.2 财务管理的目标52.我国小型家族企业的财务管理现状及问题72.1 财务人员从业素质较低72.2 股权结构不明晰、企业家族化82.3 财务管理制度不健全、会计行为严重不规范82.4 企业主财务管理知识匮乏、用人唯亲92.5 长期投资意识淡薄、筹资活动难以展开93.我国小型家族企业财务管理的对策和建议113.1提高财务人员的综合素质113.1.1加强会计职业道德建设113.1.2加强后续教育培训和考核123.1.3把年检工作落实到实处123.1.4促使会计人员多种方式自学123.1.5实行会计岗位定期轮换制度133.1.6融合网络的各种信息交流133.1.7发挥会计学会的辅助作用133.2 明晰股权、使财务管理中的权责利结合143.2.1 股权集中法143.2.2 分散化股权法143.3规范财务制度、强化内外监督153.4 加强自身学习和财务团队建设163.5完善企业金融支持，做好长期投资准备174.总 结19致 谢20参考文献21
