Core Points - The document outlines the development strategy management system of Jilin Expressway Co., Ltd, aiming to enhance strategic management and ensure sustainable development [1][2][3] Group 1: General Principles - The development strategy management system applies to the company and its wholly-owned and controlling subsidiaries, with reference for joint ventures [1] - The development strategy refers to the long-term direction, goals, and overall plans established to adapt to environmental changes [1] - The management of development strategy includes formulation, implementation, evaluation, and adjustment [1] Group 2: Management Structure and Responsibilities - The shareholders' meeting is the highest decision-making body for development strategy management, responsible for final approval [2] - The board of directors acts as the daily decision-making body, with responsibilities including decision-making and strategic recommendations [2][3] - The strategic committee under the board of directors is tasked with providing decision-making suggestions and evaluating results [2] Group 3: Strategy Formulation - The formulation of the development strategy should involve interaction between all levels and consider external and internal factors [3] - The strategy is typically drafted by the company, but the board may decide to commission external research institutions if necessary [3] - The strategy must analyze macroeconomic policies, market demand changes, technological trends, and competitive landscape to ensure feasibility [3] Group 4: Strategy Implementation - Once the development strategy is established, an appropriate organizational structure must be created to support its execution [3] - The general manager's office is responsible for breaking down the strategy into tasks for relevant units, which must submit detailed implementation plans for approval [3] - The company emphasizes the importance of internal communication and training to ensure the strategy is effectively disseminated [3] Group 5: Strategy Evaluation and Adjustment - Regular evaluations of the development strategy are necessary to monitor execution and identify issues for timely adjustments [4] - Evaluation reports assess the effectiveness of strategy communication, implementation, and goal achievement [4] - Adjustments to the strategy require the same approval process as its formulation and must be based on significant environmental changes or strategic shifts [4]

吉林高速公路股份有限公司 担保管理制度 （2025年8月26日 经公司第四届董事会第六次会议审议通过） 第一章 总则 第一条 为规范公司的对外担保行为, 有效控制公司 对外担保风险，维护股东的合法权益，依据《公司法》《证 券法》 《中华人民共和国担保法》 《上海证券交易所股票上市 规则》 《上市公司监管指引第8号——上市公司资金往来、对 外担保的监管要求》等法律法规和《公司章程》的有关规定， 制定本制度。 第二条 适用范围：公司及全资子公司。控股子公司据 此制定制度并通过内部决策程序审批后执行，参股公司参照 执行。 第三条 公司只能为全资、控股子公司提供担保。被担 保方应符合以下条件： 财务风险； 反担保。 第四条 公司对外担保应当遵循合法、审慎、互利、安 全的原则，严格控制担保风险。 第五条 当发生担保业务时，公司资本运营部指派专人 担任担保业务经办人员。 第六条 公司提供对外担保，应当采取反担保等必要的 措施防范风险，反担保的提供方应具备实际承担能力。 第二章 对外担保的决策权限及审议程序 第七条 公司只能为本公司全资、控股子公司提供担保。 公司为其提供的担保权限： 批： （1）单笔担保金额超过最近一期经 ...

Core Points - The document outlines the management system for subsidiaries of Jilin Expressway Co., Ltd, aiming to enhance control mechanisms and operational efficiency while safeguarding investor rights [1][2][3] Group 1: General Principles - The management system is established to strengthen the control over subsidiaries, improve operational efficiency, and maintain the overall image of the listed company [1] - The system applies to the company and its wholly-owned subsidiaries, with guidelines for controlling and managing holding and equity investee companies [1][2] Group 2: Management Responsibilities - The General Manager is responsible for leading subsidiary management, while relevant departments provide guidance and supervision [2] - The Capital Operations Department manages subsidiary affairs, including information management and performance evaluation [2][3] Group 3: Management Content - The company exercises shareholder rights through board appointments and strategic decision-making for wholly-owned and holding subsidiaries [3][4] - Subsidiaries must establish a governance structure and operate independently while adhering to the company's regulations [3][4] Group 4: Personnel Appointment and Performance Evaluation - The company appoints directors to subsidiaries, ensuring that management personnel are recommended or appointed according to the subsidiary's regulations [4][5] - Performance evaluations for subsidiaries are based on key performance indicators, including revenue and cash flow [8][9] Group 5: Financial Management - Subsidiaries must establish financial management systems that comply with the company's standards and report financial performance regularly [11][12] - The company conducts audits and supervises financial activities to ensure compliance and prevent misconduct [12][13] Group 6: Information Management - Subsidiaries are required to provide timely and accurate information that may impact the company's image and must report significant events promptly [12][13] - Regular reporting includes monthly and quarterly financial statements and operational summaries [12][13] Group 7: Profit Distribution Management - Subsidiaries must follow legal and company regulations for profit distribution, with a focus on cash dividends when conditions allow [17][18] - The profit distribution policy must consider various factors, including industry characteristics and financial health [17][18]

Core Viewpoint - The document outlines the external investment management system of Jilin Expressway Co., Ltd., aiming to strengthen internal controls, standardize investment behaviors, reduce investment risks, and enhance economic benefits while protecting the rights of the company and its shareholders [1]. Investment Plan Management - The annual investment plan should align with the company's development strategy and financial budget, and any investment projects not included in the plan are generally not permitted [2][3]. - The annual investment plan includes key aspects such as investment direction, scale, structure, funding sources, and major project details [2][3]. External Investment Management - External investment refers to the company's activities to invest monetary funds, equity, or assessed assets to obtain future returns [4]. - The decision-making bodies for external investments are the shareholders' meeting and the board of directors, with specific approval authority based on the asset value involved [6]. Investment Approval Principles - The company implements a professional management and hierarchical approval system for external investments, with the board of directors approving investments involving assets not exceeding 10% of the latest audited total assets [6]. - Investments are categorized into short-term and long-term, with specific definitions and management processes for each type [10]. Financial Management and Auditing - The financial management department is responsible for comprehensive financial records of external investments, ensuring detailed accounting and timely reporting of financial conditions from invested entities [20][29]. - Regular audits are conducted for wholly-owned or controlled subsidiaries to ensure compliance with accounting policies and financial management standards [29]. Other Provisions - The company is obligated to fulfill information disclosure duties regarding investment matters as per relevant laws and regulations [21]. - Violations of the investment management system will result in accountability measures [38].

第五条 资本运营部为筹资活动的日常管理部门，负责 银行借款、发行公司股票、债券、中期票据、短期融资券等 有关业务活动。 第六条 筹资业务的授权人和执行人、会计记录人之间 应相互分离。 第七条 资本运营部指定专人负责保管与筹资活动有 关的文件、合同、协议、契约等相关资料。 吉林高速公路股份有限公司 筹资管理制度 （2025年8月26日 经公司第四届董事会第六次会议审议通过） 第一章 总则 第一条 为了加强公司对筹资业务的内部控制，防范筹 资风险，降低筹资成本，根据《公司法》、财政部《企业内 部控制基本规范》、《上海证券交易所股票上市规则》等法 律法规和《公司章程》的有关规定，结合公司的具体情况， 制定本制度。 第二条 本制度所称筹资，是指公司为了满足生产经营 发展需要，通过银行借款或者发行股票、债券、中期票据、 短期融资券等形式筹集资金的活动。 第三条 筹资的原则：遵守国家法律法规的原则、统一 筹措分级使用的原则、合理权衡降低成本的原则、适度负债 防范风险的原则。 第四条 适用范围：公司本部及分公司；全资子公司、 控股子公司据此制定制度并通过内部决策程序审批后执行； 参股公司可参照执行。 第二章 发行股票筹资 ...

Core Points - The document outlines the external donation management system of Jilin Expressway Co., Ltd, aimed at enhancing internal control over donations and fulfilling social responsibilities [1][2] - The system applies to the company and its wholly-owned subsidiaries, with guidelines for controlling donations to ensure they are used for public welfare and not for direct business activities [1][2] Management Responsibilities - The Chairman of the Board is responsible for leading the external donation management [4] - The Comprehensive Office is designated as the daily management department for donation matters, overseeing the planning and execution of donation activities [4][5] General Provisions for External Donations - Donations must not lead to company losses or affect normal operations, except in special circumstances [2] - The types of assets eligible for donation include cash and physical assets, while certain assets like fixed assets and those with unclear ownership are excluded [2][5] - Donations can support various public welfare initiatives, including sports, environmental protection, and aid for disadvantaged groups [2][5] Donation Process - The donation process involves understanding the donor's intentions, negotiating terms, and preparing a donation agreement that includes key details such as amount and purpose [11][12] - The agreement must be reviewed for legality and compliance before being signed by both parties [4][12] Beneficiaries of Donations - Eligible beneficiaries include public welfare organizations, non-profit institutions, and individuals in need, while donations to entities with a controlling relationship to the company are prohibited [12][13] Planning and Reporting - The Comprehensive Office is responsible for planning donations and ensuring compliance with agreements, with reports on execution submitted to the Board [5][6] - All donation activities are subject to annual financial audits and must be reported to shareholders [19][20] Legal Compliance - The donation management system is subject to relevant laws and regulations, with the Board responsible for its interpretation and revision [22][23]

Core Viewpoint - The article outlines the investor relations management system of Jilin Expressway Co., Ltd., emphasizing the importance of protecting the rights of investors, especially minority shareholders, and enhancing communication between the company and its investors to improve corporate governance and overall value [1][2]. Group 1: General Principles - The investor relations management aims to facilitate the exercise of shareholder rights, ensure information disclosure, and enhance communication with investors [1]. - The basic principles of investor relations management include compliance, equality, proactivity, and honesty [2][3]. Group 2: Organizational Structure and Responsibilities - The board of directors is the decision-making body for investor relations management, with the chairman being the primary responsible person and the board secretary directly overseeing the activities [4]. - The audit and legal compliance department is responsible for the specific tasks related to investor relations management, including information disclosure and communication with investors [7]. Group 3: Communication and Interaction - The company should utilize multiple channels and platforms for investor relations management, including the official website, new media, and various meetings to facilitate communication [9][10]. - Regular performance briefings and investor meetings should be held to explain the company's situation and address investor concerns [10][11]. Group 4: Handling Investor Complaints and Emergencies - The company must establish a mechanism for handling investor complaints and respond appropriately to investor requests [14][30]. - In the event of negative media coverage or regulatory penalties, the investor relations department must take immediate action to assess the situation and communicate with investors [15][17].

General Principles - The rules are established to standardize the procedures of the General Manager's Office meetings of Jilin Expressway Co., Ltd. based on relevant laws and the company's articles of association [1] - The General Manager is responsible for daily operations and management, convening meetings, and implementing board resolutions [1][2] - The General Manager's Office meeting is a platform for discussing important management issues and operates within the authority granted by the board [1][2] Meeting Agenda - Agenda items can be proposed by management members or relevant departments and must be approved by the General Manager before submission [2] - For general regulatory issues, the proposing department must seek opinions from relevant leaders and departments before submission [2] - Items requiring expert review must include the review report along with departmental opinions when submitted [2][3] - Issues affecting employee interests must involve consultation with the labor union or employee representatives prior to submission [2] Meeting Preparation - The agenda materials must include necessity, feasibility, legal basis, impact analysis, and opinions from various stakeholders [3] - Pre-meeting communication among management members is encouraged to unify opinions [3] - Inadequately prepared items should not be submitted for discussion [3] Meeting Procedures - The meeting generally follows a structured process including introductions, presentations by the proposing department, and discussions among attendees [4] - The General Manager has the final decision-making authority during the meeting [4] Disciplinary Requirements - Members unable to attend must inform the convener in advance [5] - Confidentiality must be maintained regarding meeting discussions and decisions [5] - The office is responsible for overseeing the implementation of decisions made during the meetings [5] Additional Provisions - The rules can be revised based on actual work needs [6] - The implementation list for the General Manager's Office meetings is subject to dynamic adjustments [6]

Core Points - The article outlines the contract management measures of Jilin Expressway Co., Ltd. to standardize contract management, prevent and control contract risks, and protect the company's legal rights [1] - The measures are based on relevant laws and regulations, including the Civil Code and the basic norms for internal control issued by the Ministry of Finance [1] Summary by Sections Definition of Contracts - Various types of contracts are defined, including purchase contracts, construction contracts, loan contracts, lease contracts, and service contracts [2] - Major contracts are defined as those exceeding 500,000 RMB for the company and 2,000,000 RMB for subsidiaries [2] - Minor contracts are those under 100,000 RMB, while general contracts fall between major and minor [2] Contract Management Procedures - The company implements a system of contract management that includes a responsible person system, review system, and filing system [2] - Contracts must be reviewed by the company's legal advisor before being signed [2][3] - The management of contracts involves multiple departments, and each department must provide review opinions based on their responsibilities [4] Responsibilities of Departments - The legal compliance department is responsible for managing contract affairs and ensuring compliance with laws and regulations [3] - The finance department provides opinions on financial matters related to contracts and supervises the collection of receivables [4] - The audit department conducts regular audits of contract processes [4] Contract Signing and Approval - Contracts requiring board or shareholder approval must follow the appropriate decision-making procedures [3][10] - Contracts must be signed by authorized representatives and stamped with the company seal [9][10] Contract Execution and Monitoring - The responsible person must organize the execution of the contract and maintain records of performance [12] - Departments are required to establish a legal dispute warning mechanism and regularly check the performance of contracts [12][17] Handling Changes and Disputes - In cases of contract changes or disputes, the responsible department must negotiate with the other party and follow the established procedures [14][15] - If a party breaches the contract, the company can pursue penalties or compensation as stipulated in the contract [15][16] Documentation and Archiving - All contract-related documents must be properly archived and managed according to company regulations [16][17] - The company must conduct regular evaluations of its contract management practices and provide feedback for improvement [17][18] Compliance and Accountability - The company emphasizes compliance with laws and regulations in contract management and holds responsible parties accountable for violations [18] - The contract management measures are subject to review and revision by the audit and legal compliance departments [18]

Core Points - The article outlines the insider information management system of Jilin Expressway Co., Ltd, aimed at preventing insider trading and ensuring confidentiality of sensitive information [1][2][3] - The board of directors is responsible for managing insider information and ensuring the accuracy and completeness of insider information records [1][2] - Insider information includes significant unpublicized data that could impact the company's operations, finances, or stock prices [3][4] Group 1: Insider Information Management - The company must maintain a record of individuals who have access to insider information, ensuring that this information is not disclosed without board approval [2][4] - The scope of insider information includes major operational changes, financial data, personnel changes, and significant corporate actions such as mergers and acquisitions [3][4][5] - The company is required to submit insider information records to the Shanghai Stock Exchange within five trading days after the information is publicly disclosed [9][11] Group 2: Responsibilities and Procedures - The audit committee supervises the implementation of the insider information management system, while the board secretary handles the registration and reporting of insider information [1][2] - All insiders are obligated to maintain confidentiality and are prohibited from trading based on insider information [14][25] - The company must update insider information records regularly and retain them for at least ten years [13][14]