西安标准工业股份有限公司 董事会战略委员会实施细则 （2025 年 8 月修订） 第一章 总则 第一条 为完善公司治理结构，强化战略管理在公司发展中的主导地位，增 强决策的规范性和科学性，提高重大投资决策的质量和效能，根据《中华人民共 和国公司法》、 《上市公司治理准则》、 《公司章程》及其他有关规定，公司特设立 董事会战略委员会，并制定本实施细则。 第二条 董事会战略委员会是董事会按照公司章程规定设立的专门工作机 构，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，连选可以连任。 委员任期届满前，公司可以依照法定程序解除其职务。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第三条至第五条规定补足 委员人数。公司应当自委员提出辞任或被解除职务之日起六十日内完成补选。若 委员辞任导致委员会人数低于本细则规定最低人数或独立董事委员所占比例不 符合本细则规定，在新的委员选出之前，拟辞任的委员应当继续履行职责至新任 委员产生之日。 第七条 战略委员会下设投资评审小组，组长由公司总经理担任，另设副组 长两名。 第八 ...

面对瞬息万变的市场环境与深化国企改革的时代要求，山东省商业集团有限公司（鲁商集团）以2022年 新领导班子履新为契机，锚定"全面打造综合竞争力强的现代商业服务领军企业"总体目标，实施系统性 改革创新工程。通过战略引领、治理升级、文化赋能、党建融合与质效攻坚，鲁商集团不仅实现了经营 业绩的显著跃升，更探索出一条特色鲜明的高质量发展路径。 战略先行：擘画高质量发展蓝图 "战略不对，一切白费"。鲁商集团深谙战略管理在现代企业中的核心地位。新班子到位后，通过深入调 研与思想大讨论，确立了引领全局的"12345"高质量发展战略与"1+8+N"业务发展战略。 "1"指"鲁商生活"服务平台，聚合银座零售、电器、家居、物业、福瑞达等资源，构建O2O、B2B、社 区团购等多元模式，打造山东本土领先的数字生活生态闭环。"8"指做强八大核心产业板块，包括商贸 零售、医药美妆、生活服务等，明确各板块功能定位与发展方向。"N"指培育新兴增长极，如国际贸易 供应链、汽车跨境贸易、跨境电商等。 战略落地依靠科学的规划与执行体系。鲁商集团建立"三年滚动规划"机制，每年动态调整规划内容，确 保战略的前瞻性与适应性。同时，将战略任务分解至年度计 ...

Core Viewpoint - The article emphasizes the importance of strategic management in companies, highlighting that many strategic departments fail to fulfill their expected roles and often become marginalized, serving merely as policy research or image packaging units [2][4]. Group 1: Reasons for Ineffective Strategic Departments - The first reason is a misunderstanding of strategy, leading to a disconnect between strategy and operations. Many companies view strategy as a long-term plan unrelated to daily operations, which is a significant misinterpretation. Strategy should be seen as a high-level operational model focused on building long-term momentum and growth [3][4]. - The second reason is the incorrect positioning of strategic departments, where their roles and responsibilities are unclear. Some companies mistakenly believe that strategic work is merely about planning and research, which diminishes the strategic department's effectiveness [5][6]. - The third reason is a lack of strategic talent and insufficient professional capabilities within strategic departments. There is a shortage of qualified strategic professionals in the market, and many companies do not prioritize the development of their strategic management functions [9][10]. Group 2: Functions and Roles of Strategic Departments - Strategic departments should engage in closed-loop management of strategy analysis, formulation, decoding, execution evaluation, and review. This includes having the authority to allocate strategic resources and participate in leadership development [6][7]. - The strategic function must play multiple roles, including that of a "structure designer," "midwife," "consensus liaison," "chef," and "translator" during the strategy formulation process, and act as a "referee" during execution [7][8]. - The strategic personnel must possess a high level of professional capability, including knowledge in finance, industrial economics, marketing, operations, human resources, and information management, while also being familiar with industry specifics and maintaining communication with frontline operations [10][11].

Core Viewpoint - The document outlines the management system for the strategic planning and sustainable development of Great Wall Motor Co., Ltd, emphasizing the need for effective governance and decision-making processes to enhance the company's core competitiveness and investment decision quality [1]. Group 1: General Principles - The purpose of the management system is to strengthen strategic management and adapt to sustainable development needs while integrating resources for competitive advantage [1]. - The strategic planning defined in the document refers to the medium to long-term development strategy of the company, ensuring operational autonomy for various business modules [1]. Group 2: Management Structure - The management structure for strategic planning and sustainable development includes the Board of Directors, the Strategic and Sustainable Development Committee, and the Operations Management Department [4]. - The Board of Directors serves as the highest decision-making body for strategic planning and sustainable development, responsible for major investment decisions and public policy [4]. Group 3: Committee Composition and Responsibilities - The Strategic and Sustainable Development Committee consists of three to seven directors, including at least one independent non-executive director, and is chaired by the company chairman [2]. - The committee's main responsibilities include approving the company's strategic plans, reviewing sustainability and ESG-related reports, and making decisions on significant strategic matters [2][5]. Group 4: Strategic Planning Process - The strategic planning process involves collective discussions among senior management, analysis of external and internal environments, and the formulation of strategic recommendations by the committee [6]. - The Operations Management Department is responsible for executing the strategic plans and ensuring their implementation aligns with the company's objectives [6]. Group 5: Strategic Adjustment Mechanism - The company employs a PDCA (Plan-Do-Check-Act) cycle for continuous improvement and adjustment of strategies in response to internal and external changes [7]. - Triggers for strategic adjustments include significant deviations from strategic goals, changes in operational requirements, and major shifts in the external environment [7]. Group 6: Documentation and Confidentiality - Strategic planning documents are categorized and stored by the Operations Management Department, which implements a confidentiality management system to protect sensitive information [18][8]. - The strategic planning documents are considered important archives and are subject to strict management protocols to prevent unauthorized access [8].