First, the status quo of China's power enterprises financial governance information construction 1, the financial management of ideas, methods, means generally still relatively backward In the early 1990s, various electric power companies started the research of substituting computer technology for their handicrafts. By the mid-to-late 1990s, with the development of information technology and Internet applications, the power industry in our country has completed the development process of informationization with business accounting as its core, and began to transform itself into the direction of information management for the financial sector, laying the foundation for the future informatization of financial management A good foundation. However, until now, the power sector's financial department is still located above the isolated island of information, and its outstanding feature is that it can only be calculated afterwards. Each financial department has a relatively large number of financial staff, financial staff busy day and night, but can not provide accurate and timely financial information of senior management, because these busy financial staff can only in each one After the economic business, follow the accounting language for the preparation and entry of accounting documents, accounting, accounting and so on. However, the important enterprise logistics, capital flow, information flow and talent flow fail to be effectively integrated and shared in real time. All these kinds of policy-makers are unable to get real-time dynamic information to support decision-making, resulting in increased financial risk, difficulties in capital withdrawal, high procurement costs, corporate profits are swallowed, the capital chain and cash flow seriously tightened, thus seriously affecting the market Competitiveness. 2, the power industry financial management information technology required talent better, the quality is relatively high Since 1990, the power system has done a great deal of practical work on the cultivation of basic talents in order to comprehensively promote the development of accounting computerization. Thousands of finance and accounting personnel in the power system have received the corresponding skills training and are the solid foundation for the financial sector to carry out financial informationization. 3, better infrastructure The basic structure of financial management information has been formed. The power system has always attached great importance to the information construction work. All power companies have specialized information technology departments, and have done a great deal of practical work for the information construction of the power industry. At present, the optical fiber backbone within the power system has covered more than 80% of the provinces and cities in the country and some areas have been laid to the county-level power companies. The construction of network infrastructure and supporting facilities has laid a good foundation for the informatization of financial management in electric power enterprises. Second, power companies financial governance information construction of the main problems Repeated serious software applications, internal information standards are not uniform, the degree of information sharing is not high. The principle of unified leadership, unified planning, uniform standards and unified organization and development proposed by the former State Power Company has not been well implemented. There are still problems of scattered and duplicated development. As the application of software is not uniform enough, there is no uniform standard of information coding, resulting in the utilization of information and integration is not high. Enterprises can not achieve various special business information sharing and transmission in a timely manner, the lack of information within the group the necessary concentration and control, including financial information, including a variety of business information in the vertical and horizontal division of data to form a number of information islands . 1, have not yet established a relatively complete comprehensive financial analysis and evaluation indicators and incentive mechanisms Over the years, scholars at home and abroad have conducted various discussions on the issues of financial analysis, financial evaluation and incentive mechanism. Internationally, corporate performance evaluation is usually conducted according to the comprehensive financial evaluation index system. As an effective corporate supervision system, Economic countries, an important means of supervision and control of enterprises. However, in our country, electric power enterprises often separate the financial analysis and evaluation system from the evaluation system of incentive mechanism in practice, which lacks completeness, relevance and cooperation. Therefore, the role of financial governance in the decision-making of enterprises is not well exerted. 2, the lack of effective means of financial support for decision-making Financial accounting process defects, limitations of space and time and other issues are common, especially power companies, a large number of decision-making information needs to be obtained from a dozen to dozens of members, according to the group structure, through the layers of table summary, making decision support means The backwardness has led to the lack and lag of financial decision-making information, with very low effectiveness and accuracy. Even if the establishment of a good business analysis and evaluation system, but also because there is no effective information to support decision-making, resulting in enterprises can not make faster, better, more accurate and more refined decisions than their competitors. 3, the lack of financial construction of high-end talent The power industry not only understands the power production and management, but also understands the information technology, high-end technical personnel is small. The information technology for such high-end talent rely on a lot. Therefore, to cultivate a batch of high-end talents is of great significance to speed up the process of power enterprise informatization. 4, some companies are not familiar with financial information management There are still heavy hardware, light software, re-development, light application of the phenomenon, lack of focus in the enterprise information input. The familiarity of some enterprises to the construction of financial informationization still stays in the simulation. The lack of understanding of the demand for modernized information resources and the lack of familiarity with the informationization of financial management are the guarantees for the modernization of governance. Third, to achieve several issues related to the financial management of electric power enterprises information 1, financial management information should focus on financial governance Over the years, computerized accounting of electric power enterprises has only been applied to accounting and has not made any significant progress in financial management. Therefore, how to use the latest information technology to integrate new ideas of corporate governance and accounting, to strengthen budget management and capital management Financial analysis and other governance functions, become the main goal of financial management information. To strengthen the budget management, it is necessary to set the budget targets in the account system so that the budget plays a controlling role in the process of accounting treatment. Through the centralized management of accounts, the authority to modify budget targets is grasped in the personnel of the headquarters and the guarantee Rigid budget. To strengthen capital management means to reduce the capital deposit by setting the balance of bank deposit accounts of grassroots units, allocate funds through online funds, strengthen the management and operation of capital appropriation, and enhance the capital operation capability of enterprises. 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