Group 1 - The communication services sector increased by 0.62% compared to the previous trading day, with Feng Assistant leading the gains [1] - The Shanghai Composite Index closed at 3609.71, up 0.33%, while the Shenzhen Component Index closed at 11289.41, up 0.64% [1] Group 2 - In terms of capital flow, the communication services sector experienced a net outflow of 580 million yuan from major funds, a net outflow of 182 million yuan from speculative funds, and a net inflow of 762 million yuan from retail investors [2]

Group 1 - Oppenheimer raised its annual target for the S&P 500 index to 7100 points, the highest among Wall Street firms, indicating an 11% upside from the latest closing price [1] - The firm attributes its optimistic outlook to easing trade tensions and strong corporate earnings, having previously set the target at 5950 points [1] - A trade agreement was reached between the U.S. and the EU, imposing a 15% tariff on most European goods while the EU committed to purchasing $750 billion in U.S. energy products and investing $600 billion in the U.S. economy [1] Group 2 - Oppenheimer adjusted its earnings forecast for the S&P 500 index back to $275, previously lowered to $265 in April [2] - The firm remains bullish on U.S. stocks, particularly cyclical stocks, anticipating further price increases as inflation slows, and expects the Federal Reserve to maintain interest rates in its upcoming policy meeting [2]

Core Viewpoint - The company has established a comprehensive emergency response system to effectively manage unexpected events, ensuring operational safety and protecting investor interests [1][2][4]. Group 1: Emergency Response Framework - The emergency response system aims to enhance the company's ability to handle sudden incidents that could significantly impact its operations, financial status, and reputation [1]. - The company emphasizes a preventive approach combined with emergency measures to address unexpected events [1][2]. - The emergency response protocol applies to all departments, subsidiaries, and affiliated companies of the organization [1]. Group 2: Organizational Structure - An emergency response leadership group is to be formed, led by the chairman, with the general manager and board secretary as deputy leaders [2]. - This leadership group is responsible for making decisions regarding emergency responses and managing external communications related to significant incidents [2]. Group 3: Prevention and Monitoring - The company will implement preventive measures against potential incidents and monitor various factors that could lead to emergencies [2][3]. - Department heads are designated as the primary responsible persons for early warning and prevention efforts, ensuring timely reporting and control of potential issues [3]. Group 4: Incident Handling Procedures - Upon occurrence of an emergency, the leadership group must take immediate action to control the situation and initiate the relevant emergency plans [4]. - Different types of incidents, such as governance, operational, environmental, and informational, will have specific handling measures outlined [4]. Group 5: Post-Incident Management - After an incident, the leadership group will work to mitigate its effects and restore normal operations while evaluating the incident's causes and responses [4]. - The company will report incident details and actions taken to relevant regulatory bodies promptly [4][5]. Group 6: Support and Training - The company will ensure adequate resources, including personnel, materials, and training, to support emergency response efforts [6]. - Training programs will be conducted to enhance awareness and preparedness among employees regarding emergency management [6]. Group 7: Accountability and Recognition - A system of accountability will be established for emergency management, with rewards for outstanding contributions and penalties for negligence [7].

Core Points - The article outlines the internal audit system of Hangzhou Huaxing Chuangye Communication Technology Co., Ltd, aiming to enhance audit quality and protect investors' rights [1][2][3] Group 1: Internal Audit Objectives - Internal audit is defined as an evaluation activity conducted by the company's internal audit institution or personnel to assess the effectiveness of internal controls and risk management, the authenticity and completeness of financial information, and the efficiency and effectiveness of operations [2][3] - The purpose of internal audit is to promote the establishment and improvement of internal controls, effectively control costs, enhance management, mitigate operational risks, and increase company value [2][3] Group 2: Internal Audit Structure - The company establishes an internal audit department responsible for supervising the authenticity and completeness of financial information and the implementation of internal control systems [3][4] - The internal audit department operates independently under the audit committee and is not subject to the leadership of the finance department [3][4][5] Group 3: Audit Committee Responsibilities - The audit committee guides and supervises the internal audit department, reviews the annual internal audit work plan, and ensures the implementation of the internal audit plan [5][6] - The internal audit department must report its work to the audit committee, including audit reports and rectification plans for identified issues [5][6] Group 4: Internal Audit Duties - The internal audit department is responsible for evaluating the integrity and effectiveness of internal control systems across various departments and subsidiaries [6][7] - It conducts audits on financial data, compliance with laws, and the legitimacy and completeness of economic activities [6][7] Group 5: Audit Process and Reporting - The internal audit department must submit an annual internal audit work plan before the end of each accounting year and a report within two months after the year-end [8][9] - The department is required to conduct audits on significant external investments, asset purchases and sales, guarantees, related transactions, and the use of raised funds [8][9][10] Group 6: Information Disclosure - The company must disclose its internal control self-evaluation report alongside its annual report [12][13] - The internal audit department evaluates the management of information disclosure and ensures compliance with relevant regulations [12][13] Group 7: Rewards and Penalties - The company establishes a mechanism for rewarding and penalizing internal audit personnel based on their performance and contributions [14][15] - Serious violations by audited units or individuals may lead to accountability and compensation responsibilities [14][15][16]

杭州华星创业通信技术股份有限公司 第一章 总 则 第一条 为规范杭州华星创业通信技术股份有限公司（以下简称"公司"） 内幕信息管理，加强内幕信息保密工作，维护信息披露的公平原则，保护广大投 资者的合法权益，根据《中华人民共和国公司法》、《中华人民共和国证券法》、 《上市公司信息披露管理办法》、《深圳证券交易所创业板股票上市规则》、《深 圳证券交易所上市公司自律监管指引第2号——创业板上市公司规范运作》、 《上 市公司监管指引第5号-上市公司内幕信息知情人登记管理制度》等有关法律法规， 及《公司章程》、《信息披露管理制度》等规定，结合公司实际情况，制定本制 度。 第二条 公司董事会是内幕信息的管理机构，董事长为内幕信息管理的主要 责任人，董事会秘书作为直接责任人，负责公司内幕信息的保密管理，在相关信 息依法公开披露前负责内幕信息知情人的登记入档和管理事宜。董事会秘书办公 室协助董事会秘书做好公司内幕信息的管理、登记、披露及备案的日常工作。 第三条 公司董事会、董事长、董事会秘书应当接受审计委员会对内幕信息 知情人登记管理制度实施情况的监督。 第四条 未经董事会批准同意，公司任何部门和个人不得向外界泄露、报道、 ...

杭州华星创业通信技术股份有限公司 第一章 总则 第一条 为规范公司董事、管理人员的产生，优化董事会组成，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》、《杭州华 星创业通信技术股份有限公司章程》（以下简称"《公司章程》"）及其他有 关规定，公司特设立董事会提名、薪酬与考核委员会，并制定本工作细则。 第二条 董事会提名、薪酬与考核委员会是董事会按照股东会决议设立的专 门工作机构，主要负责对公司董事和高管人员的人选依照选择标准和程序进行 选择并提出建议；制定公司董事及高管人员的考核标准并进行考核；负责制 定、审查公司董事及高管人员的薪酬政策与方案，对董事会负责。 第二章 人员组成 第三条 提名、薪酬与考核委员会成员由三名董事组成，其中二名为独立董 事。 第四条 委员会成员应该具备以下条件： （一）熟悉国家有关法律、法规，具有人事管理方面的专业知识，熟悉公 司的经营管理工作； 人力资源管理部门负责具体工作。董事会秘书负责薪酬委员会和董事会之 间的具体协调工作。 第三章 职责权限 第九条 提名、薪酬与考核委员会的主要职责权限： （二）遵守诚信原则，廉洁自律、忠于职守，为维护公司和股东权益，积 ...

Core Points - The document outlines the management system for shares held by directors and senior management of Hangzhou Huaxing Chuangye Communication Technology Co., Ltd, aiming to maintain market order and comply with relevant laws and regulations [1][2]. Group 1: General Provisions - The system applies to all shares held by directors and senior management, including those in credit accounts for margin trading [2]. - Directors and senior management are prohibited from engaging in illegal trading activities, including insider trading and market manipulation [2][3]. Group 2: Restrictions on Share Transfers - Shares held by directors and senior management cannot be transferred under specific conditions, such as within one year of the company's stock listing or within six months after leaving the company [4]. - Additional restrictions apply if the company is under investigation for securities violations or if the individual is under investigation related to the company [4]. Group 3: Trading Blackout Periods - Directors and senior management are prohibited from trading shares during specific blackout periods, including 15 days before the annual and semi-annual reports and five days before quarterly reports [3][4]. Group 4: Reporting and Disclosure - Directors and senior management must report their shareholdings and any changes to the Shenzhen Stock Exchange and ensure the accuracy and timeliness of the information [6][9]. - Any trading plans must be submitted in writing to the board of directors for confirmation before execution [8]. Group 5: Accountability and Penalties - Violations of the management system may result in disciplinary actions, including potential removal from positions and recovery of profits from illegal trades [14][15]. - The company is responsible for reporting any illegal trading activities to regulatory authorities [15].

General Overview - The document outlines the compensation and assessment management system for senior management personnel at Hangzhou Huaxing Chuangye Communication Technology Co., Ltd, aiming to enhance operational management and motivate senior management [1][2]. Objectives - The primary goals include ensuring the achievement of annual operational targets and promoting long-term sustainable growth for the company [1]. Scope of Application - The system applies to senior management personnel, including the General Manager, Deputy General Managers, Board Secretary, and Financial Officer [1]. Compensation Structure - Senior management compensation consists of a base salary and performance-based pay, with performance pay linked to company performance [3]. - Base salary is determined based on industry standards and inflation, with specific figures provided for different positions [3]. - Performance pay is calculated based on the completion of operational goals, using a coefficient system [3]. Payment and Management - Base salaries are generally paid monthly, while performance pay is subject to approval by the Nomination, Compensation, and Assessment Committee [4]. - All compensation is pre-tax, with the company responsible for withholding necessary taxes and contributions [4]. Annual Assessment Goals - At the beginning of each year, management proposes operational assessment goals, which are reviewed and approved by the Board [4]. - The General Manager is responsible for breaking down these goals and signing responsibility agreements with other senior management [4]. Accountability Mechanism - The company has strict measures to withhold or cancel performance pay for senior management in cases of significant operational failures or violations of regulations [5][6]. - Poor performance evaluations may lead to non-payment of performance bonuses and potential termination of employment [6]. Other Provisions - The document stipulates adherence to national laws and regulations, with provisions for amendments in case of conflicts with future legal changes [6].

General Principles - The company establishes management systems for its subsidiaries to promote healthy development and optimize resource allocation [1] - The company holds controlling stakes in subsidiaries, defined as owning more than 50% of shares or having significant influence through agreements [1][2] - The relationship between the company and its subsidiaries is one of equal legal entities, with the company exercising shareholder rights based on its equity stake [1] Personnel Management - The company exercises shareholder rights through the subsidiary's shareholders' meeting to establish its articles of association and appoint key personnel [2] - Directors, supervisors, and senior management of subsidiaries must adhere to legal obligations and protect the company's interests [3][4] - Annual performance reports are required from subsidiary management, with potential replacement for non-compliance over two consecutive years [4] Financial Management - The company supervises subsidiaries regarding investment scale, asset structure, and financial performance [6][7] - Subsidiaries must maintain accurate accounting records and are prohibited from creating unauthorized financial accounts [6] - Monthly financial reports are required from subsidiaries, along with annual reports and budget proposals [7] Operational Decision-Making - Subsidiaries must align their operational plans with the company's overall strategy and seek approval for annual budgets and production plans [8] - Investment projects must follow a structured decision-making process, including feasibility studies and evaluations [8][9] - Significant transactions must be submitted for approval according to the company's articles of association [9] Information Management - Subsidiaries are required to disclose information accurately and promptly to the company [10] - The subsidiary's chairman is responsible for information disclosure and must report to the company's board secretary [10] Auditing and Evaluation - The company conducts regular audits of subsidiaries to ensure compliance with laws and internal regulations [11] - Auditors from the company must collaborate with subsidiary management during audits [11]

Core Viewpoint - The company has established a system to enhance the quality and transparency of annual report information disclosure, ensuring accountability for those responsible for the disclosures [1][2]. Group 1: General Principles - The system aims to improve the company's operational standards and increase the accountability of individuals responsible for annual report disclosures [1]. - It applies to board members, senior management, shareholders holding more than 5%, and relevant internal personnel involved in the annual report data provision [1]. - The principles of the system include objectivity, accountability, and the correlation between rights and responsibilities [1]. Group 2: Responsibility Identification and Accountability - Specific circumstances warranting accountability include violations of laws and regulations leading to significant errors in annual report disclosures [2]. - Severe consequences apply for actions that are malicious or obstructive during investigations [2]. - Mitigating factors for reduced penalties include preventing adverse outcomes and correcting mistakes proactively [3]. Group 3: Accountability Procedures - The company will implement various forms of accountability, including corrective actions, financial penalties, and potential criminal referrals for severe cases [4]. - The results of accountability measures will be incorporated into the annual performance evaluations of relevant departments and personnel [4].