莲花控股股份有限公司 董事会战略委员会议事规则 第一章 总则 第一条 为适应莲花控股股份有限公司（以下简称"公司"）战略发展需要， 增强公司核心竞争力，健全投资决策程序，加强决策科学性，提高决策的质量， 完善公司治理结构，根据《中华人民共和国公司法》（以下简称"《公司法》"）、 《上市公司治理准则》等有关法律、行政法规、部门规章和规范性文件以及《莲 花控股股份有限公司章程》（以下简称"《公司章程》"）的相关规定，公司特设 立董事会战略委员会（以下简称"战略委员会"），并制定本规则。 第二条 战略委员会是董事会按照《公司章程》设立的专门工作机构，主要 负责对公司长期发展战略和重大投资决策进行研究并向董事会提出建议。 第二章 人员组成 第三条 战略委员会成员由三名以上董事组成，其中应至少包括董事长及至 少一名独立董事。 第四条 战略委员会委员由董事会选举产生。 第三章 职责权限 第八条 战略委员会的主要职责权限为： （一）对公司年度经营计划、中、长期发展战略规划等进行研究并提出建议； （二）对法律、法规、规章等规范性文件及公司章程规定的需经董事会或股 东会审议决定的重大投资、收购、出售、资产重组、融资等方案进行研 ...

Core Viewpoint - The company reported a revenue increase of 4.30% and a net profit increase of 24.04% for the first half of 2025, driven by reduced interest expenses, improved performance in environmental services, and changes in asset fair value [2] Financial Performance - In the first half of 2025, the company achieved an operating income of 3.919 billion yuan and a net profit attributable to shareholders of 960 million yuan, with earnings per share of 0.382 yuan [2] - Toll revenue reached 2.449 billion yuan, reflecting a year-on-year growth of 0.64%, and a 4.31% increase when adjusted for the exclusion of Yichang Expressway from the consolidated scope [2] Business Operations - The company’s organic waste treatment business saw a reduction in losses due to optimized management and increased waste disposal and oil extraction volumes [2] - The company plans to enhance communication with government departments to promote project commercialization and implement pricing mechanisms to improve profitability in the organic waste treatment sector [2] Project Development - Ongoing construction projects are progressing well, with the Outer Ring Phase III and the Jihe Expressway expansion both underway, achieving 20% and 12% completion respectively [3] - The company issued 9.3 billion yuan in short-term financing instruments to refinance existing debt and supplement working capital, while also successfully completing an A-share private placement to strengthen capital [3] Strategic Planning - The company aims to enhance existing projects and focus on core business areas, particularly toll road operations and improving the profitability of environmental projects [3] - A strategic plan for the 14th Five-Year Plan is being developed, focusing on national policy directions, industry trends, and technological innovations to ensure sustainable high-quality development [3]

Financial Performance - The company achieved a revenue of 924,564.50 million CNY in the first half of 2025, representing a 42.14% increase compared to the same period last year [4] - Operating profit reached 231,548.26 million CNY, up by 48.14% year-on-year [4] - Net profit attributable to shareholders was 159,573.31 million CNY, reflecting a growth of 48.43% compared to the previous year [4] Resource Development - The company added 3.85 tons of gold metal with a grade of 5.79 g/t through geological exploration in the first half of 2025 [4] - Acquired 52.0709% equity in Yunnan Western Mining Co., gaining exploration rights over an area of 35.6 square kilometers [4] - The company is advancing the Osino project in Namibia, with production expected to commence in the first half of 2027, projected to yield an annual average of 5 tons of gold [6] Production and Operations - Gold production for the first half of 2025 was 3.72 tons, with expectations to recover production in the second half of the year [5] - The company is integrating two newly acquired exploration rights in Yunnan with the Huasheng project for unified development [5] - The cost of gold sales increased by 3.02% year-on-year, attributed to changes in mining methods and ore grades [6] Strategic Planning - The company's strategic plan aims to enhance existing mining operations while pursuing high-margin mineral resource projects [6] - Future growth in gold production is anticipated to come from the Osino project and potential acquisitions [6] - The company maintains a commitment to high cash dividends, aiming for stable dividend policies to reward shareholders [6] Profit Contribution - Gold products contributed 95.87% to the net profit attributable to shareholders, with silver, lead, and zinc making up the remainder [7]

Core Viewpoint - Intel is facing significant challenges under CEO Pat Gelsinger, who has initiated drastic reforms to address the company's organizational inefficiencies and strategic missteps that have led to substantial financial losses and a decline in market position [5][11][19]. Group 1: Leadership and Management Changes - CEO Pat Gelsinger has been under scrutiny, facing calls for resignation from former President Trump due to alleged conflicts of interest, which initially caused Intel's stock to drop over 5% [2]. - Following a meeting with Trump, Gelsinger's position was praised, marking a dramatic turnaround in public perception [2]. - Gelsinger has identified the company's issues as stemming from a bloated organizational structure and rigid management practices, which he aims to reform [11][12]. Group 2: Financial Performance and Historical Context - Intel reported a net loss of $18.8 billion in 2024, with stock prices plummeting nearly 60%, resulting in its removal from the Dow Jones Industrial Average [5]. - The company has a history of strategic missteps, including missed acquisition opportunities and failure to adapt to emerging technologies, which have compounded its current difficulties [6][7]. Group 3: Strategic Reforms and Cultural Shift - Gelsinger's reform plan includes significant layoffs, with approximately 24,000 employees cut globally, and a 50% reduction in management layers [11][12]. - The new strategy emphasizes a culture of engineering excellence, focusing on innovation, speed, and execution [11][12]. - Gelsinger has also paused non-core capacity expansion projects to concentrate on core chip design capabilities [12]. Group 4: Historical Leadership Comparison - The legacy of former CEO Andy Grove is frequently referenced, highlighting his successful management practices that transformed Intel into a market leader [8][9]. - Grove's management philosophy, which emphasized flat organizational structures and collaborative decision-making, is seen as a model for Gelsinger's current reforms [9][15].

Core Viewpoint - Tianjin Tasly Pharmaceutical Group Co., Ltd. reported a net profit of 775 million yuan for the first half of 2025, marking a year-on-year increase of 16.97%, indicating steady improvement in operational performance and quality [1] Financial Performance - The company achieved total revenue of 4.288 billion yuan in the first half of 2025, with pharmaceutical manufacturing revenue at 3.879 billion yuan, remaining stable compared to the same period last year, and pharmaceutical commercial revenue at 386 million yuan [1] - The net profit attributable to shareholders reached 775 million yuan, reflecting a year-on-year growth of 16.97% [1] - The asset-liability ratio decreased from 19.13% at the beginning of the year to 18.43% by the end of the reporting period, a reduction of 0.7 percentage points [1] - The company plans to distribute a cash dividend of 2.1 yuan per 10 shares (tax included) to all shareholders, amounting to approximately 313.73 million yuan, which represents 40.50% of the net profit attributable to shareholders for the first half of 2025 [1] Corporate Changes - In the first half of 2025, the controlling shareholder changed to China Resources Sanjiu, with the actual controller becoming China Resources Limited, officially integrating the company into the China Resources Sanjiu group [1] Strategic Initiatives - The company is actively implementing a "100-day integration" with China Resources Sanjiu, focusing on operational management, financial, human resources, and compliance systems integration to enhance management efficiency and lay a solid foundation for future business collaboration [2] - Strategic planning efforts include organizing multiple strategic integration discussions between the management teams of both companies, aiming to develop the "14th Five-Year" strategic plan to guide future growth and high-quality development [2] - In marketing, the company is collaborating with China Resources to enhance product market share through resource integration and establishing a cooperative mechanism for new product development [2] - The company plans to comprehensively advance the first-year integration work with China Resources Sanjiu, focusing on "value reshaping," "business reshaping," "organizational reshaping," and "spiritual reshaping" to systematically upgrade the management system [2]

董事会战略与 ESG 委员会实施细则（草案） （H 股发行并上市后适用） 第一章 总则 第一条 为适应公司战略发展需要，增强公司核心竞争力，确定公司发展规划， 健全投资决策程序，加强决策科学性，提高重大投资决策的效益和决策的质量，完善 公司治理结构，提升公司环境、社会责任和公司治理（"ESG"）绩效，根据《中华人 民共和国公司法》、 《上市公司治理准则》、 《公司章程》、 广东潮宏基实业股份有限公司 《香港联合交易所有限公司证 券上市规则》（"《香港上市规则》"）及其他公司股票上市地的有关规定，公司特设 立董事会战略与 ESG 委员会，并制定本实施细则。 第二条 董事会战略与 ESG 委员会是董事会按照股东会决议及《公司章程》设 立的专门工作机构，主要负责公司长期可持续发展战略和重大投资决策以及 ESG 相 关事宜进行研究并提出建议。 第二章 人员组成 第三条 战略与 ESG 委员会成员由公司五名董事组成。 第四条 战略与 ESG 委员会委员由董事长、二分之一以上独立董事或者全体董 事的三分之一提名，并由董事会选举产生。 本实施细则中"独立董事"的含义与《香港上市规则》中的"独立非执行董事"的含 义一致，下同 ...

Group 1 - The company establishes a Strategic Committee under the Board of Directors to enhance core competitiveness and improve decision-making processes [1][2] - The Strategic Committee consists of five directors, including at least one independent director, and is responsible for researching and advising on long-term development strategies and major investment decisions [1][3] - The term of the Strategic Committee members aligns with that of the Board of Directors, and members can be re-elected unless specific disqualifying conditions arise [2][3] Group 2 - The main responsibilities of the Strategic Committee include researching long-term strategic planning, major investment financing proposals, and significant operational decisions, and providing recommendations to the Board [3][4] - The Strategic Committee meetings require a quorum of two-thirds of the members to be valid, and decisions are made by a majority vote [4][5] - The committee can invite other directors and senior management to meetings and may hire external advisors for professional opinions, with costs covered by the company [5][6]

Core Points - The establishment of the Strategic Committee aims to enhance the core competitiveness of the company and improve decision-making efficiency for major investments [1][2] - The committee is responsible for researching and proposing suggestions on the company's long-term strategic planning and major investments [1][2] Group 1: General Provisions - The Strategic Committee is a specialized working body set up by the Board of Directors to study the feasibility of long-term development strategies and major strategic investments [1] - The committee consists of three directors, including at least one independent director [2] Group 2: Responsibilities and Authority - The main responsibilities of the Strategic Committee include researching and proposing suggestions on long-term strategic planning, major investments, and capital operations [2] - The committee is tasked with tracking national industrial policy trends and domestic and international market developments to provide strategic opinions to the Board [2] Group 3: Meeting Rules - The committee meetings can be held irregularly based on work needs, requiring at least two members to propose a meeting [3] - A quorum of two-thirds of the committee members is required for meetings to be valid, and members can delegate their voting rights if unable to attend [4] Group 4: Documentation and Confidentiality - Meeting records must be kept, and attendees have the right to request their statements be recorded [5] - All attendees are bound by confidentiality obligations regarding the matters discussed in the meetings [5] Group 5: Miscellaneous - The working rules of the Strategic Committee will be executed according to relevant national laws and the company's articles of association [6] - The rules will take effect upon approval by the Board of Directors [6]

杭州迪普科技股份有限公司 董事会战略委员会议事规则 第一章 总 则 第一条 为适应杭州迪普科技股份有限公司（以下简称"公司"）战略发展需要，增 强公司核心竞争力，确定公司发展规划，健全投资决策程序，加强决策科学性，提高重 大投资的效益和决策的质量，完善公司治理结构，根据《中华人民共和国公司法》 《公司 章程》及其他有关规定，公司特设立董事会战略委员会，并制定本议事规则。 第二条 战略委员会是董事会按照股东会决议设立的专门工作机构，主要负责对公 司中长期发展战略和重大投资决策进行研究并提出建议。 第二章 人员组成 第三条 战略委员会由 3 名董事组成，独立董事占 1 名。 第四条 战略委员会委员由董事长、二分之一以上独立董事或者全体董事的三分之 一以上提名，当选委员须经全体董事半数以上表决通过。 第五条 战略委员会设主任委员一名,战略委员会主任委员由董事长担任。 第六条 战略委员会任期与董事会任期一致，委员任期届满，连选可连任。期间如有 委员不再担任公司董事职务，自动失去委员资格，并由董事会根据上述第三条至第五条 的规定补足委员人数。 第七条 战略委员会下设投资评审小组，负责战略委员会决策事宜的前期准备工作。 ...

HZD-2-DB-1-2025 董事会战略委员会工作细则 华能国际电力股份有限公司 《公司章程》及其附件和本工作细则规定 董事会战略委员会工作细则 第一章 总则 第一条 为适应华能国际电力股份有限公司（简称"公 司" ）战略发展需要，增强公司核心竞争力，确定公司发展 规划，健全投资决策程序，加强决策科学性，提高重大投 资决策的效益和决策的质量，完善公司治理结构，根据《中 华人民共和国公司法》《上市公司治理准则》等有关法律、 法规和规范性文件、公司上市地监管规则的有关规定及《华 能国际电力股份有限公司章程》 （简称"《公司章程》"） ，结 合公司实际，公司特设立董事会战略委员会（简称"战略 委员会"），并制定本工作细则。 第二条 战略委员会是董事会下设的专门委员会，主 要负责对公司发展战略方案、重大投资方案、重大投资项 目及其他影响公司发展的重大事项等进行研究及检查相关 事项的实施情况以及有关法律、法规和规范性文件、公司 上市地监管规则、 的其他职责，对董事会负责。 第三条 受董事会委托，战略委员会负责公司全面风 险管理工作的决策。 第二章 人员组成 第四条 战略委员会由三至七名公司董事组成，其中 HZD-2- ...