Haier 2006 Annual Report Download - page 22

Corporate
Governance Report
企業
管治報告
21
Haier Electronics Group Co., Ltd. Annual Report 2006
海爾電器集團有限公司 二零零六年年報
BOARD OF DIRECTORS (Cont’d)
Delegation by the Board
The Directors are collectively responsible for setting the Group’s
strategies, providing leadership and guidance to put them into effect,
reviewing and monitoring the performance of the Group and are
accountable to the Company’s shareholders. To maximise the
effectiveness of the Group’s operations, the Board has delegated
management and administration of the Group’s daily operations to
the executive Directors and the Management while reserving several
important matters for its approval. To this end, the Board has
adopted written guidelines (the “Guidelines”) laying down the division
of functions between the Board and the Management (including
the executive Directors for the purpose of the Guidelines).
Pursuant to the Guidelines, the major functions of the Board and
the Management are summarized as follows:
The Board is principally responsible for:
1. determining the overall strategy and approving annual
operating budget of the Group;
2. reviewing all significant policies of the Group;
3. monitoring the performance of the Management to ensure
that the business operations of the Group are properly planned
and undertaken;
4. approving interim and annual results of the Group based on
recommendations made by the audit committee of the
Company;
5. approving material contracts and transactions for which the
Management is required to obtain the Board’s prior approval;
and
6. subject to the requirements of the Listing Rules, approving
transactions in which connected person(s) (as defined in the
Listing Rules) of the Group is/are considered having a material
conflict of interests.
董事會 （續）
董事會之授權
董事須共同負責制訂本集團之策略，並為有關
策略之實行提供領導與指引，亦肩負檢討及監
察本集團表現之責任，同時向本公司股東負
責。為提高本集團之營運效率，董事會已授權
執行董事及管理層負責本集團日常營運之管理
及行政工作，但若干重要事宜則須待其批准。
就此而言，董事會已採納一套書面指引（「指
引」），列明董事會與管理層（就指引而言，包
括執行董事）間之職能劃分。
根據指引，董事會與管理層之主要職能概述如
下：
董事會主要負責：
1. 釐定本集團之整體策略及批准年度經營
預算；
2. 檢討本集團之所有重大政策；
3. 監察管理層之表現，確保本集團之業務
營運妥善策劃及執行；
4. 根據本公司審核委員會作出之推薦建
議，批准本集團之中期及年度業績；
5. 批准管理層須取得董事會事先批准之重
大合約及交易；及
6. 在上市規則規定之規限下，批准本集團
關連人士（定義見上市規則）被視為於其
中有重大利益衝突之交易。