Sample essay on the experience, practices and results achieved in the internal control work of the unit Related content Sample essay on the experience, practices and results achieved in the internal control work of the unit (Part 1)

Since XXXx , combined with the characteristics of personal financial business, our department focused on the business process integration of related business types, related system construction, business and policy learning, etc. to strengthen management, and held a director's office meeting and a department plenary meeting to make relevant internal control work deployed. The recent internal control work report of our department is now as follows:

1) XXX business. Our department conducted an inspection on the credit card business, and the customer files, password envelopes, inventory XXX and finished product XXX were consistent.

2) Strengthened internal control and compliance. The internal control and compliance officers were adjusted and implemented. Based on the actual situation of the Personal Finance Department, it was stipulated that ==, the deputy director, and several other comrades should be the internal control and compliance officers of the Personal Finance Department. It also plans to hold a case situation analysis meeting within the department every quarter to strengthen the understanding of risks across the jurisdiction and its own risks. In addition, compliance officers are required to put forward constructive suggestions at quarterly case situation analysis meetings and evaluate them at the meetings.

3) Emphasize the importance of business learning and learning of rules and regulations. Deploy at least 2 days per month for all department employees to focus on learning business knowledge, policies, regulations and rules and regulations to create a good learning atmosphere. Strengthen the ideological education of employees and cultivate their correct outlook on life, values ??and ethics.

4) Carry out a comprehensive cleanup of tellers in the peripheral system. Due to recent changes in business personnel across the country, in order to strengthen internal control, our department has promptly cleaned up and updated the operations and management tellers of the credit card system and retail credit system under the jurisdiction, and has registered and filed the cleanup and updates. Recently, ICBC Linyi Branch further improved the bank's internal control management level and maintained the healthy and sustainable development of various businesses. It took three measures to strengthen the bank's internal control management work.

1. Strengthen fine and standardized management of internal control. After carefully summarizing experience and identifying work deficiencies and loopholes in internal control management, the Internal Control and Compliance Department took the lead in formulating the "Implementation Plan for Linyi Branch to Strengthen Fine and Standardized Management of Internal Control" and implemented it throughout the bank. The plan requires that the internal control management work of the whole bank must start from the basic work, and strictly follow the internal control management and operational standards of the superior bank, refine the control and management links, standardize the supervision and inspection procedures, and improve the rectification and punishment measures for problems found in the internal control management. Strive to do a good job in every work of internal control management and achieve scientific management goals. According to this plan, each professional department has also formulated a work plan for fine and standardized management of internal control based on its own actual conditions.

2. Increase efforts to link the internal control management assessment of municipal departments. In order to strengthen the implementation of internal control management responsibilities by municipal offices and departments, starting from this year, problems and rectifications discovered in various inspections by superior banks and external regulatory authorities will be included in the operating performance evaluation scores of each department and office in the form of deducted points. During the assessment, the problems will be divided into four levels: general problems, more serious problems, serious problems, and major violations according to the nature and severity of the problems found. The rectification rate of the problems found during the inspection will be evaluated. Each project will be counted separately and points will be deducted cumulatively.

3. Increase the inspection of key businesses such as credit business, bank card business, and electronic banking, further standardize operating procedures, especially strive to achieve a new breakthrough in credit business management, and comprehensively reverse the extensive management to improve risk prevention and control capabilities, achieve the overall goal of no cases and no accidents throughout the year, and ensure comprehensive, healthy, stable and sustainable development of credit business and other businesses. The experience, practices and achievements of the unit’s internal control work (Part 2)

In 20xx, I assisted General Manager He in charge of financial and internal control work. I now report the work situation over the past year as follows, please review it. .

Part One: Main Work Every Year

In 2017, with the strong support of the company team, I led the financial staff to focus on the annual financial work ideas, constantly consolidate the basic financial work, and standardize Financial business processes, innovative financial management methods, reformed financial management systems, and efforts to strengthen stable and controlled operations have made due contributions to the comprehensive completion of the company's goals.

1. The on-site audit work of the National Audit Office was successfully completed.

During the audit process of the National Audit Office, we went all out, self-inspection and self-correction, follow-up feedback, and timely coordination to ensure the smooth progress of the audit work. First, each unit of the company has established an organizational structure with the top leader as the team leader, with finance as the main coordination office, established a smooth communication mechanism, and promptly resolved more than 10 problems discovered during the on-site audit stage; second, according to the company's pre-trial work meeting According to the deployment, timely arrangements and requirements for companies and departments in the three provinces to conduct strict self-examinations against the internal control system and rectify more than 200 non-standard matters; third, jointly review and jointly control pre-trial and audit with companies and relevant departments in the three provinces various materials reported during the process; fourth, in response to the 32 audit records fed back by the audit team, we immediately organized the financial departments and relevant departments of the three provinces to carefully check and study, repeatedly discussed and revised the responses of the companies and departments in the three provinces, and based on the legal Reasonable explanations were made from the perspective of relevant policies and regulations.

Through "strict, solid, meticulous and thorough" work, the company has withstood the strict test of the Audit Office and received high praise from the audit team.

2. New breakthroughs were made in financial information construction.

In terms of accounting system reform, focusing on "promoting the launch of the financial and asset 7.0 system", we organized the backbone of the headquarters and the three provinces' business to actively learn the various management and operating procedures of the financial 7.0 system, and actively change the accounting process , 30 people took one month to complete the setting and accounting initialization of nearly 100,000 pieces of information, and successfully realized the parallelism of 6.0 and 7.0 systems. After parallelization, the workload and cost of financial accounting increased. On the basis of the original tight staff and heavy workload, financial personnel worked overtime, worked hard and worked hard to further improve information transparency, optimize accounting processes, and enhance monitoring at the grassroots level. A solid foundation was laid.

In terms of retail expense quota management, we actively deduced, deduced and extended the concept of quota management in the construction industry. We have been at the leading level in the sector in the three stages of research, summary and software development, and have been recognized by the sector. And entrusted our company to implement software development and system promotion work. At present, the system has been successfully developed and is expected to be fully launched in the sales system in the first quarter of 2010, laying a solid foundation for the sales company to fully implement the low-cost development strategy, innovate cost control methods, and realize the extension of management to the grassroots level.

In terms of the construction of the fund management system, through nearly a year of research, development and promotion, real-time monitoring of the funds of the warehouse station has been basically realized, and information sharing with the business system and retail system has been realized. and system automatic control, realizing automatic transfer of funds, automatic generation of payment vouchers, and real-time monitoring of account balances. It provides a convenient and fast information platform to further reduce capital positions, improve accounting speed and quality, and reduce capital risks. It is a leap-forward change in the capital management process.

3. Fund and asset management capabilities have been steadily improved.

In terms of fund management, we focus on “reducing redundant funds and strengthening on-site audits” to ensure that there are no major fund security incidents throughout the year. First, we continued to promote door-to-door bank collection, POS machine promotion and bank account management, effectively reducing funds in transit and ensuring fund security. By the end of the year, the number of gas stations that had door-to-door collection reached 1,241, an increase of 147 year-on-year. The collection rate reached 87, an increase of 2 percentage points year-on-year and an increase of 73 percentage points year-on-year; the POS machine card payment settlement amount was 890 million yuan, an increase of 8.5 times year-on-year; 39 redundant accounts were cleared and merged, and the number of accounts was maintained at the level that meets production requirements Within the minimum required for business operations.

The second is to actively implement the long-term mechanism for fund security inspections. The self-inspection coverage of gas station fund management by local and municipal companies reaches 100, and the coverage of random inspections and re-inspections organized by provincial companies reaches an average of 60. According to the section's "About Carrying out Special Inspections on Gas Station Funds" "Notice" requirements and overall deployment, a leading group and office for special inspection of gas station funds were established. A total of more than 1,500 inspection stations were inspected, with inspection coverage of more than 99%. More than 500 problems were discovered and rectified, and the fund inspection tasks assigned by the sector were completed. It was highly praised by the Tibet Company Inspection Team.

In terms of asset management, by clarifying the capital transfer process and forms, organizing the formulation of pre-capital transfer unit price standards, and combining the audit results of the National Audit Office, the companies in the three provinces were urged to further increase the speed of capital transfer. The project balance was 615.96 million yuan, and the proportion of projects under construction in total assets decreased by 0.67 percentage points compared with the beginning of the year. At the same time, relying on the Asset 6.0 system, the problem of information asymmetry was effectively solved. The internal allocation of fixed assets of 6.95 million yuan was completed throughout the year, and more than 50,000 asset cards were prepared, giving full play to the use value of existing assets. . We also organized companies in the three provinces to conduct a comprehensive inventory of various assets, conduct a detailed statistics on the status of assets with losses, damage, and scrapping, and identified 335 assets that meet the scrapping conditions, so as to optimize the asset structure and revitalize the assets in the next step. Data support is provided for inefficient or ineffective assets.

4. Pay attention to the process, strengthen monitoring, and steadily improve the level of budget management.

First, the monthly rolling budget and fund linkage control have been further strengthened. The companies in the three provinces have realized the transformation from passive acceptance to active execution, effectively ensuring that the expenses are reasonable and balanced, and the annual expense indicators are controlled within the sector. Secondly, by collecting and organizing first-hand information and thoroughly implementing the management intentions of the superior units, the 2010 budget preparation was highly praised by the sector leaders and the budget report was a complete success.

5. Legal awareness has gradually improved, and the tax and enterprise environment has been further optimized.

By strengthening coordination, strengthening internal management, and improving the professional quality of tax personnel, good results have been achieved. First, through hard work, the value-added tax pre-collection rate in Hubei has been reduced again, with an annual profit and tax saving of more than 8 million yuan; second, through vigorous coordination, the tax authorities in Huangshi and other regions of Hubei Province have corrected the illegal policy of collecting stamp tax in proportion to income in the retail sector. , saving more than 2 million yuan in stamp duty annually, getting rid of the situation of enterprises passively paying taxes, purifying the taxation environment, and improving the voice of enterprises in the tax-enterprise distribution pattern; thirdly, the use of PetroChina naming machines to print invoices was realized, which further improved the internal It provides a superior platform for management level and improving corporate image, which is a historic breakthrough in the tax-enterprise relationship; fourthly, a financial and taxation inspection was organized, more than 20 rectification issues were investigated and dealt with, and invoice management measures were formulated and issued based on the inspection results. , standardizes the use of bills and reduces tax risks.

6. Enrich strength, strengthen training, and continuously improve the overall quality of the team.

First, further enrich the financial strength of management agencies at all levels. The leadership positions of the financial departments of government agencies have been enriched every year. At the same time, 6 chief accountants have been gradually assigned to prefectures and cities with mature conditions, which has enriched the backbone of the financial departments of the two-level agencies. The financial team of the prefectural and municipal marketing centers has been further developed, and the financial management capabilities of the grassroots have been strengthened. Continuous improvement; second, the financial system *** participated in more than 500 internal and external trainings throughout the year, focusing on the skills that should be known and understood such as funds, assets, taxation and financial system replacement, and the skills of financial personnel at all levels were rapidly improved in a short period of time. Professional skills have enriched the knowledge reserve of the financial system; third, academic theory and practice are closely integrated, and hot and difficult issues in financial management are actively discussed. Financial seminars at different levels are held 4 times every year, and published in Hubei Accounting Weekly and CNPC internal publications, etc. Published 7 papers in provincial and ministerial journals, marking the gradual transformation of the financial team from a technical operation team to an academic research team.

7. Strengthen implementation and strict assessment, and the internal control system continues to operate effectively.

Year after year, the company's internal control work aims to improve the level of corporate management, is oriented to strengthening risk management, takes "zero defects" as the goal of internal control work, continuously increases the intensity of internal control execution, and continuously enriches internal control. Inspection and testing means.

First, the annual version of the "Internal Control Management Manual" was released, revising and improving 96 bottom-level processes at three levels to meet the needs of different management levels.

The second is to strengthen publicity and implementation, focus on communication, and create a harmonious internal control environment. 59 internal control training courses are held every year, training 2,362 people, and 13 processes closely related to the warehouse and station business are screened and compiled into a volume.

The third is to conduct repeated testing and strict assessment to maintain the continuous and effective operation of the internal control system. It organizes three self-tests every year, covering 44 marketing centers. Successfully passed 3 management and external audit tests.

While making new progress in financial work, I have also made great progress in my personal political theory study and professional knowledge. I carefully studied the company's work conference reports and various books and periodicals, studied comrades' speeches at the Central Commission for Discipline Inspection and the Party's 17th National Congress, studied the government work report of the 17th National Congress and the speeches at the Central Economic Conference. Through continuous learning, party spirit has been enhanced, knowledge reserves have been enriched, and knowledge structure has been optimized.

Part 2: Some thoughts and understandings over the past year

Looking back on the financial work over the past year, I have the following understandings about my own abilities, the situation faced by finance and the focus of financial work. .

1. My policy level, professional level and leadership level need to be further improved.

First, there is not enough attention and thorough grasp of many new things, new knowledge and new situations in the financial profession. The understanding of relevant policies and regulations of the country and superior units needs to be further strengthened. Second, we did not go to the grassroots level enough, and we did not solve the problems reported by the grassroots quickly enough. We did not grasp the work to the end. There was too much assigned work and little supervision and inspection work. In the future work practice, I will strive to improve the comprehensive quality in all aspects and live up to the trust and expectations of the organization and company employees.

2. The financial management system needs to be further streamlined and financial work needs to be further deepened.

First, the situation of cost and expense control is becoming increasingly severe, and a system for transmitting pressure from level to level has not yet been formed. As PetroChina's A-shares return to listing, supervision and pressure from the capital market are increasing. At the same time, the promulgation of new national income tax regulations has increased supervision of corporate expenses. Moreover, public opinion has increasingly supervised central enterprises. The stronger the trend, the party group of the group company and the management of the joint-stock company have raised cost reduction and efficiency improvement to a strategic level. The sales company has included cost and expense control as a key task in 2010. We have received more and more internal and external supervision in cost and expense control. The bigger. Judging from the current situation, there are still some problems in our cost and expense management: First, in terms of investment management, some projects fail to meet the feasibility study requirements, and some gas stations are in a state of loss or closure for a long time; second, in terms of assets, capital expenditures Excessive expenses, irregular asset disposal, and large one-time losses; third, in terms of labor costs, there are many subsidies, inconsistent standards, and unclear regulations, and companies are competing with each other; fourth, in terms of non-productive expenditures, four items Management expenses are not strictly controlled and standards are inconsistent. Fifth, the pressure on costs and expenses is currently mainly concentrated in the agency headquarters, and the pressure has not been transmitted step by step.

Second, the connotation of accounting work is becoming increasingly complex, and basic accounting work has not yet met the needs of the development of the accounting system. Accounting standards and joint-stock company accounting manuals have been adjusted this year, and the changes are very significant. As economic business becomes increasingly complex, our regulatory methods, control awareness and management environment will still be difficult to adapt to the needs of the new situation in the short term. This is mainly reflected in the inventory The management of oil products, sales prices, asset disposals and off-book assets is not paid enough attention to and is not perfect enough. There is also a lack of complete management methods for the management of special matters such as off-site leasing, financial leasing, large repair expenses and non-oil business.

Third, as the company develops rapidly, financial management faces increasing challenges.

Compared with the beginning of the company's establishment, our management scope is getting larger and larger, the value chain is getting longer and longer, there are more and more risk points, the supervision scope is getting wider and wider, the asset scale is getting larger and larger, and all parties are paying more and more attention. As we get higher and higher, financial management is facing many challenges, and management is becoming more and more difficult. We have entered a period of risk accumulation. If we relax a little, financial risks will be released and further evolve into accidents. On the one hand, this requires our financial personnel to continuously improve the overall quality. On the other hand, we must tighten the financial power of the municipal marketing center and appropriately delegate the corresponding powers. Institutions at all levels must effectively assume the responsibility of ensuring financial security.