The second is the investment and financing decision-making ability. Investment decision-making of enterprises is the key to obtain long-term high-quality capital, optimize resource allocation and maintain high-quality and efficient development while maintaining sustainable operation ability and reasonable asset-liability structure. Directors are required to have the decision-making ability of "guarantee, break and increase" in investment and financing activities. "Guarantee" is to highlight the main business in the adjustment and reorganization of the value chain and determine which links need to be maintained; "Broken" refers to the link of inefficient and invalid assets, which occupies resources but has low output. If it is broken, it will be broken; "Increase" means to promote the supply-side structural reform of enterprises with the focus on new technologies, new products, new industries and new growth points.
The third is the innovation ability of business model. The business model innovation of the board of directors is an activity to change the basic logic of enterprise value creation and enhance customer value and enterprise competitiveness. Directors should have the foresight to identify and apply the development laws of the market and enterprises, skillfully use the adjustment of organizational functions, the optimization and reorganization of basic systems and key business processes, create unique skills with unique competitive advantages of enterprises, and enhance core competitiveness.
The fourth is the management and control ability of business processes. According to the annual business objectives, the strategic tasks will be managed in a comprehensive budget, and will be decomposed into implementation units step by step in the form of business plans and business objectives, so as to realize full, standardized and orderly authorization, decentralization and exercise; Implement management responsibilities step by step with the performance contract of senior management positions, and conduct regular performance dialogue and process guidance; Taking improving the market-oriented operating mechanism as the starting point, we will deepen the reform of three internal systems in a down-to-earth manner and consolidate the business foundation of enterprises; Taking the annual strategic audit as the driving force, the strategic planning is implemented in a rolling way.
The fifth is the incentive ability of selecting and employing people. State-owned enterprise executives will be removed from the administrative level and selected by the board of directors, and the tenure system and contractual management of managers will be fully implemented, and the professional manager system will be implemented conditionally. Accelerate the construction of state-owned entrepreneurs from the aspects of system reform, environment creation, positive encouragement and talent training. The board of directors formulates measures for the management of the total wages of enterprises, determines the distribution of wages, and implements market-oriented differentiated remuneration. Directors should have the ability to perform their duties such as selecting and employing people, performance management, performance evaluation and distribution incentives, fully mobilize the enthusiasm and creativity of employees, and constantly stimulate the endogenous motivation and development potential of enterprises.
The sixth is the ability to guard against major risks. The board of directors should build a comprehensive risk prevention system, and the directors should have the ability to "nip in the bud" and turn crises into opportunities by identifying, controlling and transferring various risks to ensure the smooth realization of the business objectives of the enterprise.
Legal basis: People's Republic of China (PRC) Company Law.
Article 46 Authority of the Board of Directors The Board of Directors shall be responsible to the shareholders' meeting and exercise the following authority:
(1) Convene the shareholders' meeting and report the work to the shareholders' meeting;
(2) Implementing the resolutions of the shareholders' meeting.
(3) To decide on the company's business plan and investment plan;
(4) To formulate the company's annual financial budget and final accounts;
(five) to formulate the company's profit distribution plan and loss compensation plan;
(6) To formulate plans for the company to increase or decrease its registered capital and issue corporate bonds;
(seven) to formulate plans for the merger, division, dissolution or change of corporate form of the company;
(VIII) Deciding on the establishment of the company's internal management organization;
(9) To decide on the appointment or dismissal of the company manager and their remuneration, and to decide on the appointment or dismissal of the company's deputy manager and financial officer and their remuneration according to the nomination of the manager;
(X) To formulate the basic management system of the company;
(eleven) other functions and powers stipulated in the articles of association.