民营经济是推动城市发展的重要力量，在洛阳，这股力量正以前所未有的活力与速度蓬勃生长。在9月 30日举行的河南省洛阳市民营经济发展局新闻发布会上，河南省洛阳市民营经济发展局党组书记、局长 付晓毅系统介绍了"十四五"以来洛阳民营经济发展取得的显著成效，洛阳市坚持以机制创新、政策赋 能、服务提质为抓手，推动民营经济实现质的有效提升与量的合理增长，形成以"六个新"为标志的发展 新局面，成为支撑现代化洛阳建设的"生力军"与"强引擎"。 要素协同：打通产业链"最后一公里" 聚焦企业需求，洛阳创新开展"六项对接"与国民企对接活动，涵盖产销、产融、用工、技术等多个维 度。今年以来，全市已举办对接活动1192场，参与企业超4万家次，达成融资金额16.49亿元、用工意向 11.6万人，技术合同成交额达184.8亿元，有力推动产业链上下游协同发展。 管理焕新：现代企业制度注入"新动能" 围绕企业治理现代化，洛阳出台15条专项举措，建立现代企业制度培育库，并组建专家团开展"一对 一"诊断。同时，组织专题培训260余期，覆盖企业家及高管1.5万人次，为企业持续发展注入制度活力 与人才动能。 氛围营造：从"企业家日"到城市精神 机制突破 ...

为进一步推进民营企业建立和完善现代企业制度，促进民营经济高质量发展。近日，宜宾市翠屏区 行政审批和非公经济局组织召开2025年度促进民营企业建立现代企业制度动员培训会，全区46户重点民 营企业参加。区行政审批和非公经济局党组书记、局长凌江主持会议并作培训动员讲话。 会议要求，广大民营企业要深入推进民营企业建立现代企业制度落地落实，重点围绕加强和改善非 公企业党的建设、完善企业治理结构、提升企业科学管理水平、健全企业激励创新制度、建立健全企业 社会责任与企业文化等方面着力，对标对表规范开展建立现代企业制度工作，促进企业健康发展高质量 发展。 会议邀请了四川研矩律师事务所石庆华律师，围绕"什么是现代企业、建立现代企业制度的意义、 如何完善现代企业制度"等方面进行了专题培训，并详细讲解了建立现代企业制度的实际操作方法，列 出需要准备的资料清单，让企业更深入地了解了建立现代企业制度的内涵和多层次资本市场等方面的专 业知识，同时与民营企业家们面对面交流，现场答疑解惑。 通过此次动员培训会，参会民营企业进一步深化了对建立现代企业制度工作的思想认识，增强了工 作的主动性和责任感，掌握了工作的基本方法和路径，为翠屏区下一步扎 ...

Core Viewpoint - The "New Sharp Su Business, New Journey Ahead" training program for private entrepreneurs was launched to promote the spirit of Xi Jinping's important speech at the private enterprise symposium and to support the "two healths" initiative [1] Group 1: Program Objectives - The training program is designed to align with the goals of the "14th Five-Year Plan" and the modernization practices in Jiangsu, focusing on the development of private economic leaders [1] - Entrepreneurs are encouraged to integrate their business development with national prosperity, ethnic rejuvenation, and people's happiness, emphasizing a commitment to serving the country through industry [1] Group 2: Key Focus Areas - Entrepreneurs should maintain focus on their core business, engage deeply in the real economy, and adapt to technological changes, with innovation being the "core engine" for business development [1] - There is a strong emphasis on adhering to legal regulations and market rules, fostering a clear and positive relationship between government and business, and building a modern corporate governance structure [1] Group 3: Social Responsibility - The program advocates for a people-centered development approach, contributing to job stability, social welfare, and rural revitalization, thereby supporting the modernization practices in Jiangsu [1]

Group 1 - The company is named Offshore Oil Engineering Co., Ltd., established on April 18, 2000, and registered in the Tianjin Free Trade Zone [3][4] - The registered capital of the company is RMB 4,421,354,800 [4] - The company operates as a public limited company and is subject to the regulations of the Company Law and Securities Law of the People's Republic of China [3][5] Group 2 - The company's business scope includes construction engineering, design, manufacturing of special equipment, and various oil and gas technology services [6][7] - The company aims to enhance its capabilities in marine oil engineering contracting and improve economic and social benefits for shareholders [5][6] Group 3 - The company has issued a total of 4,421,354,800 shares, all of which are ordinary shares [9] - The shares are issued based on principles of openness, fairness, and justice, ensuring equal rights for all shareholders of the same category [8][9] Group 4 - The company has established a governance structure that includes a board of directors and a shareholders' meeting, which are responsible for major decisions and oversight [14][15] - Shareholders have rights to dividends, voting, and participation in company management, as well as obligations to comply with laws and regulations [14][18]

Core Points - The document outlines the operational guidelines for the General Manager of Qu Mei Home Group Co., Ltd, aiming to enhance the corporate governance structure and management efficiency [5][6]. Group 1: General Provisions - The company establishes a General Manager position to oversee daily operations and implement board decisions [5]. - The General Manager is responsible for appointing or dismissing management personnel not requiring board approval [5]. - Monthly operational meetings are held to review past performance and plan future activities [5]. Group 2: Responsibilities of the General Manager - The General Manager leads the company's production and operational management, implements annual plans, and proposes internal management structures [6]. - Responsibilities include drafting management regulations, suggesting appointments for senior management, and executing other powers granted by the board [6]. Group 3: Responsibilities of the Financial Officer - The Financial Officer manages the company's financial operations and develops financial accounting systems [6]. - Duties include preparing financial reports, supervising major investment projects, and ensuring compliance with financial plans [6]. Group 4: Decision-Making Authority - The General Manager has full responsibility for matters not explicitly reserved for the shareholders' meeting or board, with significant matters reported to the board [6]. - Major contracts require the General Manager's approval and signature [6].

Core Viewpoint - The article highlights the origins and evolution of modern corporate governance in China, particularly through the example of Shanxi Jin Yu Fen Jiu Company, which established a modern corporate structure and brand awareness in the Chinese liquor industry [4][12][21]. Group 1: Historical Context - The modern corporate system in China can trace its roots back to the Jin merchants in Shanxi, who created advanced commercial rules and credit systems over 500 years [3][12]. - The establishment of Shanxi Jin Yu Fen Jiu Company in 1919 marked a significant milestone as the first joint-stock company in the Chinese liquor industry, showcasing clear separation of ownership and management [4][10]. Group 2: Corporate Governance - Jin Yu Fen Jiu Company implemented a modern governance structure with a clear hierarchy, including roles such as general manager and various managerial positions, enhancing operational efficiency [7][11]. - The company established a "three-three system" for employee compensation, which included monthly salary, bonuses, and incentives, promoting a performance-driven culture [11]. Group 3: Brand Development - The company demonstrated early brand awareness by exclusively selling its products through Jin Yu Company, indicating an understanding of brand control and market channels [13]. - The introduction of the first legally protected trademark in the Chinese liquor industry, featuring a design based on a full ear of sorghum, marked the beginning of brand-oriented operations [21]. Group 4: Challenges and Resilience - The company faced significant challenges during the Second Sino-Japanese War, yet it managed to maintain its brand and operations, reflecting resilience in difficult times [23]. - Following the establishment of the People's Republic of China, the company transitioned into a state-owned enterprise, preserving its legacy and core competencies [23][26]. Group 5: Modern Developments - In 2019, Jin Yu Fen Jiu Company achieved overall listing, becoming a benchmark for state-owned enterprise reform in China, demonstrating its evolution from a traditional workshop to a modern corporate entity [28]. - The company has set ambitious goals for the future, aiming to position itself among the top players in the Chinese liquor industry by 2025, focusing on national expansion and brand modernization [29][32].

General Provisions - The purpose of the General Manager's Work Rules is to adapt to modern corporate governance requirements and ensure the correctness and rationality of major business decisions [1] - The General Manager is responsible for the daily management of the company under the leadership of the Board of Directors [1] Appointment of General Manager - The General Manager is nominated by the Chairman and appointed by the Board of Directors, with a term of three years [2] - The General Manager and other senior management must be full-time and cannot hold other administrative positions in controlled enterprises [2][3] Powers and Duties of the General Manager - The General Manager has the authority to manage daily operations, implement board resolutions, and report to the Board [12] - The General Manager must ensure compliance with laws and regulations, and has specific duties including organizing annual plans, managing internal structures, and overseeing employee welfare [12][18] Vice General Manager's Powers - The Vice General Manager assists the General Manager and is responsible for their designated duties, reporting regularly to the General Manager [19] Financial Responsibilities - The company has a Financial Officer responsible for daily financial operations, budget planning, and financial reporting [22] General Manager's Office Meetings - The General Manager's Office Meeting is convened to discuss major operational issues and implement board resolutions [24] - Meetings can be regular or temporary, with a focus on key issues and thorough documentation [28] Dismissal of General Manager - The Board of Directors must dismiss the General Manager under specific circumstances, including failure to meet appointment conditions [31][32] Reporting System - The General Manager is required to report on significant matters regularly and in a timely manner, ensuring the accuracy of the reports [37][41]

Core Points - The document outlines the management structure and responsibilities of the general manager and the management team of Zhejiang Haideman Intelligent Equipment Co., Ltd [2][4][5] - It establishes the rules for the appointment, duties, and reporting obligations of the general manager and other senior management members [6][12][32] Group 1: General Provisions - The general manager is appointed by the board of directors and is responsible for the daily operations of the company [4][5] - The management team includes the general manager, vice general managers, and the financial officer, all of whom must be full-time employees [6][8] - The term for the general manager and other senior management members is three years, with the possibility of reappointment [7][8] Group 2: Powers and Responsibilities - The general manager is responsible for implementing board decisions, managing production and operations, and proposing the appointment or dismissal of other senior management [12][13] - The financial officer assists the general manager in financial management and is responsible for the company's daily financial operations [19][20] - The management team must adhere to the company's regulations and report significant events to the board [20][21] Group 3: Meetings and Reporting - The company has established a general manager's office meeting system to discuss major operational and management issues [22][23] - The general manager is required to report to the board and the audit committee regularly, typically on a quarterly basis [32][33] - In case of significant events, the general manager must provide timely reports to the board [34][35]

General Provisions - The purpose of the guidelines is to adapt to modern corporate governance, ensuring the correctness and rationality of major business decisions, and improving democratic and scientific decision-making levels [1][2] - The guidelines are binding on the president, vice presidents, and other senior management [1] Qualifications and Appointment of the President - The president must possess rich economic and management knowledge, strong management capabilities, and relevant work experience [2] - Certain disqualifications for the president include criminal convictions related to corruption, bankruptcy responsibilities, and being listed as a dishonest person by the court [2][3] Powers and Responsibilities of the President - The president is responsible for daily operations, implementing board resolutions, and proposing management structures and regulations [3][4] - The president must report to the board and cannot exceed the authority granted by the board [4] President's Office Meetings - The president's office meetings are held weekly to discuss major management decisions, ensuring scientific and rational decision-making [5][6] - The president must ensure that meeting minutes are recorded and decisions are followed up on [7] Reporting System - The president is required to report regularly or as needed to the board on the company's operational status, including annual plan implementation and major contracts [8]

Core Viewpoint - The article highlights the historical significance and evolution of modern corporate governance in China, particularly through the example of Shanxi Jin Yu Fen Jiu Co., Ltd, which established the first shareholding company in the Chinese liquor industry in 1919, showcasing the transition from traditional family-run businesses to modern corporate structures [3][10][20]. Group 1: Historical Context - The origins of modern corporate systems can be traced back to 17th century Europe, but in China, the roots lie in the Shanxi merchants, known as Jin Shang, who created advanced business rules and credit systems over 500 years [1]. - The establishment of Shanxi Jin Yu Fen Jiu Co., Ltd in 1919 marked a pivotal moment in the Chinese liquor industry, introducing a clear shareholding structure and the separation of ownership and management [3][10]. Group 2: Corporate Governance Evolution - The transition from family workshops to modern enterprises was gradual, with early examples like "Baoquan Yi" setting the foundation for governance breakthroughs, including hiring experienced managers and establishing a clear management hierarchy [4][6]. - The governance structure matured with the establishment of regular shareholder meetings, a board of directors, and a supervisory board, ensuring checks and balances and transparent decision-making [10]. Group 3: Brand Development and Market Awareness - The company demonstrated early brand awareness by centralizing sales and protecting its brand identity, which was crucial for its market positioning [11][13]. - The recognition received at the 1915 Panama Pacific International Exposition helped solidify the brand's reputation, leading to the first registered trademark in the Chinese liquor industry in 1924 [15]. Group 4: Resilience and Adaptation - Despite challenges such as the Japanese invasion in 1937, the company maintained its brand integrity and attempted to recover post-war, showcasing resilience in the face of adversity [16][17]. - The establishment of the state-owned Shanxi Xinghua Village Fen Jiu Factory in 1949 marked a new chapter, inheriting the legacy of Jin Yu Fen Jiu while adapting to the new political landscape [17]. Group 5: Modernization and Future Goals - The company pioneered the separation of ownership and management in 1988, creating a model that influenced national reforms in state-owned enterprises [20]. - As of 2025, the company aims to position itself among the top players in the Chinese liquor industry, focusing on national expansion, youth engagement, and internationalization [22].