Haier 2007 Annual Report Download - page 24

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Haier Electronics Group Co., Ltd. Annual Report 2007 海爾電器集團有限公司 二零零七年年報
Corporate Governance Report
企業管治報告
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。