近年来,中国电力投资集团公司紧密结合公司改革与发展实际,坚持体制改革和机制创新,以深化管控一体化为重点,以推进“阳光工程”为抓手,以实施廉洁从业风险防范管理为载体,不断完善企业管理体系和内控机制,逐步建立符合中电投实际的惩防体系基本框架,为集团公司持续健康发展提供了有力保证。推进管控一体化改革,建立健全廉能统一的权力配置机制集团公司按照“总部‘四个主体、两个中心’(规划主体、投资主体、资本运作主体、监督考核主体,以及决策中心和管理控制中心)、二级单位利润中心、三级单位成本中心”的管控定位,深入推进管控一体化改革,从源头上减 In recent years, China Power Investment Corporation, in close connection with the actual situation of the reform and development of the Company, has insisted on system reform and mechanism innovation, focused on deepening the integration of management and control, and promoted “Sunshine Engineering” As the carrier, and constantly improve the corporate management system and internal control mechanisms, and gradually establish a basic framework for the punishment and prevention system in line with the actual CLP Investment, the Group for the sustained and healthy development provided a powerful guarantee. Promote the integrated reform of management and control and establish and improve a mechanism for the allocation of power and integrity for a clean and honest government According to the principle of “four main bodies and two centers” of headquarters (main body of planning, main body of investment, main body of capital operation, main body of supervision and evaluation, decision-making center and management Control Center), two units of profit center, three units of cost center "control orientation, and further promote the integration of management and control reform, from the source