【摘要】：近10年來,中國水電集團的項目遍布全球57個國家,擁有全球60%的水利水電建設市場份額。從非洲的荒漠到南美的叢林。2011年,在中國對外承包工程企業(yè)中以營業(yè)額位列第3位,海外營業(yè)收入在全球最大225家承包商中排名第24位,“中國水電”已成為世界上水利水電建設的第一品牌和行業(yè)代表。在向海外擴張的過程中,面臨著不熟悉的外交和安全風險,我國水電海外業(yè)務受到國際政治、經(jīng)濟、外交等因素的影響。 我國水電企業(yè)海外業(yè)務涉及水電站項目、水處理及灌溉項目、路橋項目、投資項目、礦產(chǎn)項目、房建及市政項目、其他項目等7大類。中國水電海外業(yè)務經(jīng)營模式已從單純工程承包,發(fā)展到EPC (Engineer-Procure-Construct)、 BOT (Build-Operate-Transfer),同時進入礦產(chǎn)資源投資業(yè)務等高端領(lǐng)域,形成了以工程承包為核心業(yè)務、資產(chǎn)經(jīng)營為重點的業(yè)務結(jié)構(gòu)。 中國大規(guī)模的海外投資被視為“中國崛起”的新標志。然而,海外投資規(guī)模的急劇擴大、資產(chǎn)份額的快速提升,也意味著海外投資風險的日益加大,中國要學會跨國投資的風險管理,提高中國的海外權(quán)益。 本文通過例證分析我國水電企業(yè)在海外投資過程中面臨的相關(guān)權(quán)益風險,比如政治風險、經(jīng)濟風險、外交安全風險、施工建設期及運營期風險。為了有效控制和規(guī)避我國水電企業(yè)海外權(quán)益風險,提出了相關(guān)的項目風險管理辦法,面對政治風險時該如何評估及防范,以及合理利用金融工具等規(guī)避匯率風險,完善境外業(yè)務管理制度等。
[Abstract]:Over the past 10 years, China Hydropower Group has developed projects in 57 countries around the world, accounting for 60 percent of the world's water and hydropower construction market. From the deserts of Africa to the jungles of South America. In 2011, it ranked third in turnover among China's outsourced engineering companies and 24th among the world's top 225 contractors in terms of overseas revenues. China Hydropower has become the first brand and industry representative of water conservancy and hydropower construction in the world. In the process of expanding overseas, we are faced with unfamiliar diplomatic and security risks. Our hydropower overseas business is influenced by international politics, economy, diplomacy and other factors. The overseas business of hydropower enterprises in China involves 7 categories, such as hydropower projects, water treatment and irrigation projects, road and bridge projects, investment projects, mineral projects, housing and municipal projects, and other projects. Chinese hydropower overseas business management mode has developed from simple project contracting to EPC (Engineer-Procure-Construct), BOT (Build-Operate-Transfer), and has also entered the high-end fields such as mineral resources investment business, forming a business structure with project contracting as the core business and asset management as the emphasis. China's massive overseas investment is seen as a new symbol of China's rise. However, the rapid expansion of overseas investment scale and the rapid increase of asset share also mean that the risk of overseas investment is increasing day by day. China should learn the risk management of transnational investment and improve China's overseas rights and interests. This paper analyzes the related rights and interests risks faced by Chinese hydropower enterprises in the process of overseas investment, such as political risk, economic risk, diplomatic security risk, construction period and operation period risk. In order to effectively control and avoid the overseas equity risk of hydropower enterprises in China, this paper puts forward the relevant project risk management methods, how to evaluate and guard against the political risks, and how to use financial instruments reasonably to avoid exchange rate risks. Perfect overseas business management system and so on.
【學位授予單位】：復旦大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.61;F426.91;F272.3

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