Tianma Microelectronics Co.Ltd(000050)
Strategic planning management system
(revised in March 2022)
1.0 purpose
This system specifies the requirements for the management of Tianma Microelectronics Co.Ltd(000050) (hereinafter referred to as “the company”) enterprise strategic planning, aiming to strengthen the management of the company’s development strategy through systematic and comprehensive strategic planning and implementation procedures, promote the independent innovation of the enterprise, enhance the core competitiveness of the enterprise, and effectively control the loss of development opportunities and power due to strategic planning mistakes, Or risks such as out of control operation and waste of resources due to excessive expansion, so as to realize the sustainable, stable and healthy development of the company. 2.0 definition and scope 2.1 definition 2.1.1 strategy: the “strategy” in this system refers to the comprehensive and long-term development objectives and strategic planning formulated and implemented by the company on the basis of comprehensive analysis and scientific prediction of the current situation and future situation, including medium and long-term development planning and annual rolling adjustment of strategic planning. 2.2 scope 2.2.1 this system is applicable to the strategic planning management formulated in combination with the company’s mission, vision and actual business conditions, involving the proposal, formulation, implementation, evaluation and adjustment of strategies. 3.0 key control points 3.1 avoid the lack of clear development strategy or inadequate implementation of development strategy, which may lead to blind development, difficult to form competitive advantage and loss of development opportunities and motivation. 3.2 avoid that the development strategy is too radical, divorced from the actual ability of the enterprise or deviated from the main business, which may lead to excessive expansion and even business failure. 3.3 avoid frequent changes in development strategies due to subjective reasons, which may lead to waste of resources and even endanger the survival and sustainable development of enterprises. 3.4 avoid failing to timely and effectively evaluate the changes of internal and external environment during the implementation of the strategy, which may be due to the adjustment of the company’s strategy
The company’s interests are damaged due to the untimely adjustment. 4.0 rights and responsibilities 4.1 board of directors 4.1.1 the board of directors plays the role of “making strategies, making decisions and preventing risks”. Decide the medium and long-term development plan of the company. 4.1.2 the strategy committee of the board of directors is a special working organization under the board of directors, which is mainly responsible for studying and making suggestions on the company’s long-term development strategic plan, reporting its work to the board of directors and being responsible to the board of directors. 4.2 general manager and general manager office meeting 4.2.1 the general manager shall be responsible to the board of directors, organize to put forward the company’s development plan, and organize the implementation after approval. The deputy general manager shall cooperate with the general manager in accordance with the requirements of this system and other regulations, and be specifically responsible for the formulation, implementation and adjustment of their respective business strategies. 4.2.2 the general manager’s office meeting will review the company’s medium and long-term development plan and decide on the annual rolling adjustment of the company’s strategic plan. 4.3 Party committee 4.3.1 the Party committee of the company plays a leading role in “taking direction, managing the overall situation and promoting implementation”, and carries out pre research and Discussion on the annual rolling adjustment of the company’s medium and long-term development plan and strategic plan. 4.4 strategic management department 4.4.1 as the functional department of the company’s strategic management, the strategic management department is responsible for studying macro policies and industry development trends, organizing the formulation of the company’s medium and long-term development plan and promoting the implementation. 5.0 System Requirements 5.1 strategic management procedures 5.1.1 incompatible positions in strategic management generally include:
Formulation and approval;
Approval and implementation;
Implementation and evaluation.
5.1.2 the board of directors of the company is responsible for reviewing the rules of procedure and decision-making procedures of the strategy committee and calling the meetings of the strategy committee
The opening procedure, voting method, proposal review, confidentiality requirements and meeting minutes shall be stipulated to ensure that the discussion process is standardized and transparent, and the decision-making process is scientific and democratic. 5.1.3 the company shall formulate development objectives on the basis of full investigation and research, solicitation of opinions and analysis and prediction. 5.1.4 in the process of formulating development objectives, the company shall comprehensively consider the changes of market opportunities and demands, the situation of competitors, the level of available resources, its own strengths and weaknesses, etc. 5.1.5 the company shall formulate a strategic plan according to the development objectives. The strategic plan shall reflect the degree of technological innovation, market share, profitability, capital strength, industry ranking and social responsibility within the strategic period, so as to ensure that the company has a long-term competitive advantage. 5.2 strategy implementation 5.2.1 the directors, supervisors and senior managers of the company shall establish strategic awareness and strategic thinking, and take effective measures such as education and training to transmit the development objectives and strategic planning to all management levels and all employees of the company. 5.2.2 all relevant departments shall actively cooperate with the general manager, cultivate the corporate culture conducive to the implementation of the strategy, and establish the organizational structure, human resource management system and information system supporting the implementation of the strategy. 5.2.3 the general manager shall organize and put forward phased business objectives, annual work plan and comprehensive budget system according to the development objectives and strategic planning and in combination with the time schedule during the strategic period, so as to ensure the decomposition of development strategy, the implementation of asset scale, profit growth rate, investment return requirements, technological innovation, brand construction, talent construction, system construction Corporate culture, social responsibility and other aspects. 5.2.4 the deputy general managers in charge of relevant businesses shall be responsible for the formulation, implementation and adjustment of their respective business strategies according to the development objectives, strategic planning, phased business objectives and annual work plans formulated by the general manager. 5.2.5 the general manager shall dynamically monitor the process and effect of strategy implementation, and the deputy general manager in charge of relevant business shall assist in the collection, screening, analysis, processing and early warning of information related to strategy implementation, so as to enhance the sensitivity and judgment of the company to internal and external environmental changes. 5.3 strategic evaluation and adjustment 5.3.1 the general manager cooperates with the strategy committee to evaluate the strategy formulation and implementation before, during and after the event.
\uf0a8 the prior evaluation should combine the cost-benefit principle and focus on the analysis and evaluation of the scientificity and feasibility of the strategy. \uf0a8 the in-process evaluation shall focus on the analysis and evaluation of the strategy implementation ability and implementation effect in combination with the completion of each annual work plan and operation budget within the strategic period.
\uf0a8 in process evaluation is the basis of strategic adjustment, and its focus is to judge the effectiveness of strategy implementation.
\uf0a8 the post evaluation should focus on the general analysis and evaluation of the overall implementation effect of the strategy in combination with the realization of the development objectives at the end of the strategy, summarize the experience and lessons, and provide information, data and experience for the formulation of a new round of development strategy.
5.3.2 the strategy should be relatively stable. In the process of strategic evaluation, if the company finds one of the following situations, it shall re adjust the strategy according to the strategy formulation process to promote the dynamic balance of the company’s internal resource capacity and external environmental conditions.
\uf0a8 major changes have taken place in the external environment such as economic situation, industrial policy, industry situation and competition pattern, which have a significant impact on the realization of the company’s strategy;
\uf0a8 major changes have taken place in the internal conditions of the company’s operation and management, and it is really necessary to adjust the strategy.
6.0 others 6.1 the system shall be implemented from the date of promulgation, and the final power of interpretation shall belong to the board of directors.
