招商局南京油运股份有限公司 董事会战略与可持续发展委员会工作规则 第一章 总则 第一条 为适应招商局南京油运股份有限公司（以下简称公司） 发展战略需要，保证公司发展规划和战略决策的科学性，增强公司的 可持续发展能力，根据《中华人民共和国公司法》《上市公司治理准 则》《招商局南京油运股份有限公司公司章程》（以下简称《公司章 程》）及其他有关规定，公司特设立董事会战略与可持续发展委员会， 并制定本规则。 第二条 董事会战略与可持续发展委员会主要负责对公司长期 战略和重大投资决策、可持续发展事项等工作进行研究并提出建议。 第二章 人员组成 第三条 战略与可持续发展委员会由 5 名董事组成。 第四条 战略与可持续发展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。 第五条 战略与可持续发展委员会设主任委员一名，负责主持委 员会工作，由董事会选举产生。 第六条 战略与可持续发展委员会任期与董事会任期一致，委员 任期届满，可连选连任。期间如有委员不再担任公司董事职务，自动 失去委员资格，并由委员会根据上述规定补足委员人数。 第七条 公司董事会办公室为战略与可持续发展委员会日常办 ...

Group 1 - The core idea of strategy is to "occupy a place," emphasizing the importance of making choices about what to pursue and what to forgo [2][3][4] - Companies should focus on large markets or sectors, as larger markets provide more growth opportunities and can accommodate multiple large enterprises [2][3] - Not all companies need to target large markets; specialized small and medium enterprises can thrive in niche industries [3] Group 2 - Effective management hinges on understanding and motivating employees, which is fundamental to successful leadership [4][5] - Key responsibilities of a chairman include strategic decision-making, selecting the right people for execution, and communicating the company's culture and strategy [5][6][7] - The concept of "bureaucratic disease" can affect both large and small companies, leading to inefficiencies and low morale [10][11] Group 3 - Leadership qualities essential for effective management include direction, affinity, responsibility, and decisiveness, with cultural differences influencing these traits [12][13] - Companies should foster collaboration across departments to avoid the "silo effect," which can hinder efficiency and communication [15][16][17] Group 4 - The phenomenon of "involution" in various industries, characterized by excessive competition and price wars, can be addressed through consolidation, industry self-regulation, and innovation [26][27][28] - Companies should focus on differentiation and high-end product offerings to escape the cycle of price competition and enhance profitability [29][30] Group 5 - Understanding pricing strategies is crucial for business success, as effective pricing can significantly impact profitability [31][32][33] - Companies should not solely pursue low prices, as this can lead to unsustainable business practices and hinder innovation [34][35][36] Group 6 - The balance between continuous and disruptive innovation is vital for companies to remain competitive, requiring distinct teams for each type of innovation [39][40][41] - Emphasizing the process of work and contribution over mere results can lead to a more fulfilling and productive corporate culture [44][45][46]

Core Insights - The direct cause of a company's failure is a cash flow breakdown, which is often rooted in strategic missteps made by the CEO years prior [1][2] - Effective strategic decision-making is crucial for CEOs, as it determines the company's direction and future viability [3][5] Group 1: Strategic Decision-Making - CEOs must focus on long-term strategic thinking rather than getting bogged down in daily operations, as this is essential for sustainable growth [3][5] - A CEO's time is the most valuable and irreplaceable resource, and they should prioritize high-impact decisions over minor tasks [3][4] - Companies with strong teams but poor strategic direction can suffer catastrophic losses, highlighting the importance of correct decision-making [5][6] Group 2: CEO Characteristics and Involvement - CEOs should align their strategic direction with their personal strengths and core competencies to ensure long-term success [7] - Direct involvement and commitment from the CEO are necessary for navigating the transition from 0 to 1, as relying solely on professional managers may not yield the desired results [8] - Successful CEOs have managed to solidify their existing businesses while also exploring new opportunities, demonstrating the importance of balancing current operations with future growth [9]