公司规章制度英文版（精选8篇）
1.公司规章制度英文版 篇一
Established in (成立年份), (公司英文名称) is a manufacturer (生产兼贸易，可用manufacturer and trader) specialized in the research, development and production of (公司主打产品). We are located in (公司所在城市), with convenient transportation access. All of our products comply with international quality standards and are greatly appreciated in a variety of different markets throughout the world.
If you are interested in any of our products or would like to discuss a custom order, please feel free to contact us. We are looking forward to forming successful business relationships with new clients around the world in the near future.
公司简介英文版模板相关
2.公司规章制度英文版 篇二
1 体裁定义及体裁分析理论概说
19世纪以前, 体裁一直属于文学研究领域和修辞学的范畴。最早将这一概念引入语言学研究的是人种学家, 他们想揭示某一话语社团是如何对其成员的交际行为进行分类和标识的。总体上看, 近年来的体裁研究和体裁分析可分为两个主要学派:以Swales和Bhatia为代表的“Swalesian School”和以Martin为代表的“Australian School” (秦秀白, 2000) 。Swalesian School通常以语步 (move) 和步骤 (step) 为语篇分析的出发点, 并且多以学术语篇作为分析对象, 尤其重视学术论文撰写方面的引导。在对学术论文引言部分的体裁特征做过研究后, Swales在1990年提出了修订后的CARS (Create a Research Space) 语篇原型模式 (prototypical model) :establishing a territory—establishing a niche—occupying the niche, 这三个语步又各自包含一个或多个步骤 (Swales, 1990) 。
2 中英文公司简介分析
本文将对60篇中英文公司简介进行体裁分析, 其中30篇中文简介选自2012年中国企业500强的公司简介, 30篇英文简介选自《财富》评选的2012世界500企业的公司简介。
2.1 中文公司简介分析
2.1.1 中文公司简介的语步分析
首先, 我们以中国移动有限公司的中文简介为例进行语步分析, 得出中文公司简介基本的语步结构为:
第一语步:公司概况
第二语步:介绍其服务范围
第三语步:能力描述
第四语步:公司的发展
第五语步:展望未来
当然, 并不是每一篇公司简介都包含所有的语步, 通过对这30篇中文公司简介的分析, 我们将其语步结构出现的频率如下表1所示。
从上图中我们可以看出, 并不是所有这五个语步都是一定存在的。在某些公司简介中, 有一些语步是缺失的, 但是有些语步却在所有公司简介中都存在。总的来说, 第一语步, 第二语步, 第三语步是必选语步, 因为几乎所有的公司简介中都有着四个语步。第三语步和第四语步是选择性语步。
2.1.2 中英文公司简介的词汇特征
文章的的词语特征和句型特点很大程度上是由其内容和功能决定的。在公司简介中, 其词语和句型的正确使用对说服其潜在的客户和合作伙伴有重要的作用。
1) 褒义词
在中文公司简介中, 公司大量运用褒义词来试图说服客户来购买其产品或服务, 同时, 用这些褒义词也可为自己建立正面的公众形象。
在中文公司简介中, 公司使用褒义的名词, 形容词和动词来增强公司简介的说服力。例如, 出现在这30篇公司简介中的褒义词有:优质的、最大的、快速地、卓越的、灵活的、先进的、得天独厚的、享有、增长、发展, 享誉、满足、骨干企业、优势品牌等等。
在公司简介里很少使用贬义词, 但也会出现, 比如“一般的”, 但是这种贬义词其实也是用来表示褒义的含义, 例如“红塔好运烟草有限公司成立, 标志着红塔集团的国际化发展战略, 已从“一般”贸易向境外实体运作转型”。
2) 使用具有中国特色的复杂的名词、动词或者短语
在中文公司简介里出现了很多复杂的名词或者名词性短语, 和中国的国家政策结合起来, 用来概况本公司的指导方针或者指导思想。例如:中国石化将全面贯彻落实科学发展观, 继续秉承竞争、开放的经营理念, 扩大资源、拓展市场、降本增效、严谨投资的发展战略, 公司利润最大化和股东回报最大化的经营宗旨, 外部市场化、内部紧密化的经营机制, 规范、严谨、诚信的经营准则, 努力把中国石化建设成为主业突出、资产优良、技术创新、管理科学、财务严谨、具有较强国际竞争力的跨国公司。 (中国石油化工集团公司)
在这个例子里, “科学发展观”是中国的国家政策, “……化”其实表达的意思并不是很清晰, 但是中国的读者依然可以明白作者的意思。并且在这个例子里使用排比的动词和形容词, 使整句话读起来朗朗上口, 又感觉富有文采。
3) 有关政治的一些词汇
除了使用复杂的名词, 动词, 形容词以及短语外, 有关政治的词汇出现的频率也非常的高, 尤其是国有企业的公司简介里。例如:集团公司组建以来, 全系统上下以邓小平理论和“三个代表”重要思想为指导, 深入贯彻落实科学发展观, 坚持以科技创新和改革调整为动力, 抓住机遇, 迎难而上. (中国兵器工业集团公司)
从这个例子里我们可以看出, 这些词语都跟中国最近的国家政策和经济政策有紧密的联系。它反映了公司能够根据政治环境的变化立即做出正确的反映。
2.1.3 中文公司简介的说服策略
1) 经过政府授权
一般情况下, 中文的公司简介总是通过和政府的联系来证明本公司的信誉和优势。
如海信是国家首批创新型企业, 国家创新体系企业研发中心试点单位, 中宣部、国务院国资委推举的全国十大国企典型. (海信)
用这样的表达方式的原因是, 在中国, 政府就是权威和可信性的代表。如果一个公司和政府有关或者是经过政府授权的, 那么客户就会对这个企业更有信心。因而, 公司也总是用这种方式来展示它们的能力, 并用来说服它们的客户。
2) 使用数字
数字可以更直观地向其潜在的客户表明公司的发展状况。例如:2011年末各项存款达9.62万亿元, 各项贷款5.63万亿元左右, 资本充足率为11.94%, 核心资本充足率为9.75%, 均处较高水平。 (中国农业银行)
2.2 英文公司简介的分析
2.2.1 英文公司简介的语步分析
在这一部分我们将对英文公司简介的语步结构进行分析。和中文的公司简介相比, 英语的公司简介的结构更加灵活多变。这些公司想通过不同的结构来展示自己的特色, 甚至还有些公司直接用简单的图表来展示其基本信息, 这样更加直观。有些公司则用很长的句子来阐释其概况。所以我们不能用一个特别的例子来说明英文公司简介基本的语步结构。所以我们只能从这30篇材料中提取出英文公司简介的结构。
从本图中可看出来, 没有一个语步是出现在所有的公司简介中的, 频率超过50%的语步有Company Overview (公司概况) , Introducing the Offer (公司业务范围介绍) 和Market Share and Performance (公司所占市场份额和表现) 。我们可以把这三个语步看作是必选语步, 其他的是选择性语步。
2.2.2 英文公司简介的词汇特征
1) 褒义词
分析过英文公司简介的语步结构之后, 我们来看看它们的语言特点。和中文公司简介一样, 在英文公司简介中依然使用了很多褒义词来提升公司的形象。它们使用褒义的名词、动词和形容词来增强公司简介的说服力。例如:largest, global, high, satisfy, broaden, expand, high quality, pioneer等等。文章中也出现了贬义词, 例如lowest, 但其实也是为了表达褒义的含义, 因为lowest后面加的名词是price, 显示了公司产品价格低廉, 为公司建立了正面的形象。
2) 主语清晰明确, 经常重复
英语是一种主语突出性语言, 除了一些祈使句之外, 大部分英语句子都有主语。在公司简介中, 句子的主语经常是公司的名称, 代词“we”或者“our”后面加名词, 公司不停地用主语来重复公司的名称可以使读者记清楚公司的名字, 用“we”可以缩短公司和读者之间的距离。
例如:We support initiatives in local communities where our employees live and work as well as from where we source our tobacco.We focus our giving mainly in the fields of human and social needs, agriculture and the environment. (Philip Morris International)
从这个例子可以看出公司名称和“we”做主语在英语公司简介中出现的频率很高, 这样可以给读者留下深刻的印象, 使他们记住公司的名字, 并对这个公司产生亲切感。
2.2.3 说服策略
首先, 英文公司简介经常使用标题、数字、首字母大写、粗体、斜体等使公司简介更具有可读性。甚至有些公司使用简单的表格向客户提供必要的信息。这样, 客户可以快速的抓住重点。
其次, 公司经常使用公司的名字和“we”做主语, 以加深客户对公司的印象, 并缩短客户和公司的距离。
最后, 公司经常使用数字来表明公司的能力, 以说服客户购买他们的产品。例如:The company recorded revenues of$42905 million during the financial year ended September 2009 (FY2009) , an increase of 14.4%over 2008.The operating profit of the company was$11, 740 million in FY2009, an increase of41%over 2008.Its net profit was$8, 235 million in FY2009, an increase of 34.6%over 2008 (Apple Inc.) 在这个例子中, 苹果公司使用一系列的数据向客户表明公司的经营状况良好, 产品非常受消费者的欢迎。
3 中英文公司简介的异同及原因
通过以上对中英文公司简介的分析, 我们可以得出他们之间的异同点。
3.1 中英文公司简介的相同点
1) 中英文公司简介都使用语步结构来增强公司简介的说服力。并且它们还有共同的语步结构, 即公司概况和公司业务范围介绍。
2) 它们都使用大量的褒义词来提升公司的形象, 贬义词的使用频率非常低。
3) 它们都通过数字来显示公司具有竞争优势, 以此来吸引消费者和潜在客户。
3.2 中英文公司简介的不同点
1) 中文公司简介的语步结构比较固定, 相比之下英语的语步结构比较灵活。
2) 英文公司简介常用标题, 斜体, 首字母大写等方式使简介更具有可读性, 但中文公司简介很少会使用这种方式。
3) 中文公司简介总是通过和政府的联系和授权来显示其公司的信誉和地位, 这种情况在英文公司简介中并未出现。这是因为在中国, 政府是权力的中心, 具有最高的威信。若得到政府的授权或者奖励, 就意味着这个公司的信誉是有保障的。
4) 英文公司简介中出现了一些语步, 像innovation (创新性) , sustainability (持续性) 和customer admittance (客户通道) 等, 在中文公司简介里是未出现的。这是因为在西方, 公司比较重视创新, 产品或服务的创新就意味着公司可以不断地满足客户新的要求, 也可以使公司实现可持续发展。同时西方是一个“顾客至上”的社会, 因而专门的客户通道可以给客户带来方便, 留下美好的印象。
4 结论
Klein (2005) 认为公司简介不仅能让其客户了解本公司, 也可让其潜在的员工和合作伙伴评估其是否是他们想要合作的公司。因此, 公司简介在贸易往来中起着重要的作用。本文通过对60中英文公司简介进行体裁分析, 总结出中英公司简介不同的宏观结构, 发现中外公司在进行公司简介写作时存在着一些认知差异, 并分析了存在这些差异的原因。这些研究结果对国内公司撰写更地道的英文公司简历提供了参考。
参考文献
[1]SwalesJ M.Genre Analysis:English in Academic and Re search Settings[M].Shanghai:Shanghai Foreign Language Edu cation Press, Cambridge:Cambridge University Press, 1990:181, 38, 58, 141, 144, 141.
[2]Hackett, Ann.How to Develop an Effective Company Profile—and Why.Retrieved on Dec20, 2006.
[3]Klein K.Company Profiles.Retrieved on Dec20, 2006.URL:http://www.WebForging.com
3.公司司法解散制度 篇三
关键词：司法解散；公司僵局；解散事由
一、案情简介
常熟市凯莱公司（以下简称凯莱公司）成立于2002年1月，林方清与戴小明系该公司股东，各占50%的股份，戴小明任公司法定代表人及执行董事，林方清任公司总经理兼公司监事。凯莱公司章程明确规定：股东会的决议须经代表二分之一以上表决权的股东通过，但对公司增加或减少注册资本、合并、解散、变更公司形式、修改公司章程做出决议时，必须经代表三分之二以上表决权的股东通过。股东会会议由股东按照出资比例行使表决权。2006年起，林方清与戴小明两人之间的矛盾逐渐显现。从2006年6月1日起至2009年，凯莱公司未召开过股东会。服装城管委会调解委员会于2009年12月15日、16日两次组织双方进行调解，但均未成功。
林方清向苏州市中级人民法院提起诉讼，诉称凯莱公司经营管理发生严重困难，陷入公司僵局且无法通过其他方法解决，其权益遭受重大损害，请求解散凯莱公司。
江苏省于2009年12月8日以（2006）苏中民二初字第0277号民事判决，驳回林方清的诉讼请求。宣判后，林方清提起上诉。江苏省高级人民法院于2010年10月19日以（2010）苏商终字第0043号民事判决，撤销一审判决，依法改判解散凯莱公司。①
二、公司司法解散概述
按公司法理论和各国公司法实践，公司的解散主要有三种情况：（1）自愿解散；2）行政强制解散；（3）法院判决解散。自愿解散一般是章程规定的解散事由出现或股东合意解散；行政强制解散一般是在公司违反法律、法规，被行政机关依法撤销或吊销营业执照而解散；法院判决解散也叫公司司法解散，一般是在公司出现僵局或其他问题，经相关当事人申请，由法院判决公司解散。②
我国新修订的《公司法》第181条也规定了公司解散的三种情况。并于第183条和《司法解释二》对公司司法解散事由做了进一步规定。我国的公司司法解散针对的情形是：公司经营严重困难，财务状况恶化，虽未达到破产界限，但继续推迟会使股东和债权人利益受到重大损失；而因股东之间分歧严重，股东会、董事会又不能形成公司解散清算的有效决议，处于僵局状态。公司解散，在正常情况下应有公司自行决定，只有在特殊情况下，通过其他途径不能解决的，法院才可依股东的申请解散公司。
三、公司僵局与公司司法解散事由
何谓公司僵局？根据《布莱克法律辞典》的定义，公司僵局是指在封闭持股公司中出现的由于公司的控制结构允许一个或者多个不同意公司某些方面政策的股东派别阻止公司的正常运作所致的僵持状态。 李曙光教授认为“公司僵局”是一个描述公司政治与利益冲突的形象词汇，它指的是公司股东之间、董事之间及股东与董事之间，在公司营运过程中，由于公司政治与利益冲突，彼此不愿妥协而陷入僵持、对抗，公司无法决策、正常经营甚至瘫痪的状态。公司僵局根据其发生的公司机关不同，可以分为股东会僵局和董事会僵局两种。③下文将股东会僵局和董事会僵局统称为公司管理的内部障碍。
我国将公司解散事由规定在《公司法》第183条和《公司法》司法解释二的相关条款中，下面将做具体阐述：
《公司法》第183条本身的内在逻辑关系中分析可知，解散事由应满足以下三个条件，三者之间的关系是递进关系并且缺一不可：第一，公司经营管理发生严重困难；第二，严重困难继续存续会使股东利益受到重大损失；第三，不能通过其他途径使股东利益免受重大损失。
《公司法》司法解释二第1条提出的四种情形都是对“公司经营管理发生严重困难”的解释，或者可以说公司经营管理发生困难包括三种情形再加上一个兜底条款，该条同时表明人民法院受理公司司法解散必须符合以下条件：第一，主题适格；第二，存在公司经营管理发生严重困难的情形并且符合公司法第一百八十三条规定。
我国公司法规定的公司司法解散的事由，与公司僵局还是存在区别的，公司僵局强调因公司管理存在内部障碍，导致公司出现经营的障碍，权力机构和管理机构无法对公司的任何事项作出任何决议，公司的一切事务陷入瘫痪状态，公司的运营陷入僵局；而公司司法解散事由包括了三个递进的条件，条件之一公司管理经营发生严重困难，即公司管理存在内部障碍和公司经营过程中存在的资金问题，类似于公司僵局的规定，但公司管理经营发生严重困难可能仅指公司管理的内部障碍，这一内部障碍的存在并不一定使公司无法正常运营处于瘫痪状态。那么当股东具备提起解散公司诉讼的事由，但是公司未处于僵局状态，法院该如何判决。
四、案件判决分析
凯莱公司案二审法院在判决而理由分为三点，前两点理由说明了解散的事由，解散事由之间的关系是，首先经营管理已发生严重困难，其次由于经营管理已发生严重困难而导致的股东利益受到重大损失，最后，上述状况通过其他途径无法解决。二审法院强调，在考虑公司经营管理发生严重困难时侧重点在于公司管理方面存有严重内部障碍，不应片面理解为公司资金缺乏、严重亏损等经营性困难。可见法院在判断经营管理发生严重困难时的标准有两个：第一是公司管理上存在的内部障碍，第二是公司在经营过程中发生的资金上的困难，这两个标准，第一个符合《司法解释二》的第一条第一款至三款的规定，第二种标准符合第四款兜底条款的规定。该案一审法院判决驳回诉讼请求的理由在于公司处于盈利状态，没有对股东的利益造成损害，股东仅仅因股东之间的矛盾这一理由不可以判定公司司法解散。
nlc202309051042
在上海熊猫公司诉北京熊猫恒盛机械设备有限公司一案中，二审法院认为解决公司僵局最彻底的方案是解散公司，但是对经营状况良好的公司，因为其内部决策和管理机制的暂时失灵即终止公司存在，显然成本较高，也是对资源的浪费。法院认为，北京熊猫公司虽持续一定时间未能形成有效的股东会决议，但对公司的运作不构成实质性的影响，实际经营并未发生严重困难。在这种情况下，上海熊猫公司提起公司解散之诉，理由并不充分，判决驳回上海熊猫公司的诉请，维持原判。④
凯莱公司案二审法院侧重于强调公司管理的内部障碍即股东之间的矛盾；该案一审法院强调公司并未陷入僵局状态，公司仍在正常运作。上海熊猫公司诉北京熊猫恒盛机械设备有限公司一案法院也是强调公司并未陷入僵局状态，公司仍在正常运作，可见法院关注的侧重点不同，形成了不同的判决结果。因此法院在适用司法解散条款时应当慎重，因为一旦适用司法解散条款，公司即进入清算程序，法人资格即将消灭，对公司的影响是毁灭性的。
五、公司司法解散制度存在的问题
首先，我国的公司司法解散制度在制度设计之初是为了解决公司陷入僵局状态给股东带来损害这一问题，然而，公司僵局强调的是公司管理的内部障碍使得公司陷入本能正常营业的瘫痪状态，而我国的立法只强调了公司管理经营存在严重困难，继续存在对股东利益造成重大影响，过分强调了对股东的救济，忽略了虽存在股东之间的矛盾，但并不影响公司的正常运行这一情形，如果仅因为股东之间的利益纠纷裁判正常运营的公司解散，并不符合国外关于公司僵局这一制度的立法本意，同时因失业人员的增加，也会对社会造成负担。⑤
其次，现行法律对股东遭受损失没有详细的规定，依据什么样的标准判断股东利益受损，在各地法院的判决中并没有表明，一些案件中当事人提供的证据也没有被法院采用，法院在判定股东利益受大重大损失时存在较大的自由心定的空间，法院的自由心定对案件的结果造成很大的不确定性，不利于树立法律的权威性，有损法律的确定性。
最后，在凯莱公司一案中，把服装城管委会调解委员会的调解，作为诉讼前的救济手段之一，然而纵观《公司法》法条，除了第183条之外却找不到其他的救济措施，虽然有第75条的异议股东回购请求权，然而异议股东回购请求权的前提条件是具有有效的股东会决议，但是司法解散公司正是因为公司陷入僵局无法做出有效的股东会决议，因此在《公司法》上是不存在其他方式可以解决公司僵局这一状况。⑥
六、完善公司司法解散制度的建议
首先，明确司法解散制度的立法目的，公司司法解散制度设立的初始理由就是为公司的小股东提供维权的工具，各国在适用公司司法解散制度时，对于仍具有经营能力的公司的解散都保持审慎的态度，因为正如英国学者戴维斯所言，如果公司经营状况良好，解散公司无异于杀死一只下金蛋的鹅。⑦
其次，在确定公司经营管理发生严重困难时，考虑到公司管理的内部障碍时，更应强调这种障碍对公司的影响结果即：公司的经营状况是否陷于瘫痪状态，因为强调对公司经营状况的影响，更能体现对股东利益的影响，而法院直接选择对股东利益的影响作为判断标准，在实际运用法律过程中很难判断，存在较大的自由心证的空间。
再次，最好的救济方式是股东的事前救济，也就是理性的股东在设立公司、订立公司章程之时或双方处于友好关系时，就公司的控制权、经营管理等事项加以详细规定，就将来可能出现的纠纷及解决方案在公司章程中作出约定。
最后，除了公司司法解散制度，还应规定其他的替代性救济措施。例如增加买断措施的规定，买断措施允许法院判令公司或多数股东买断少数股东的股份；也可以将那些从事不当行为的股东从公司中除名，从而解决股东之间的纠纷，这些救济措施为少数股东提供了有效的退出机制，同时又维持了继续营业的公司的价值。⑧（作者单位：上海对外经贸大学）
注解
①最高人民法院审判委员会.林方清诉常熟市凯莱实业有限公司、戴小明公司解散纠纷案[EB/OL].[2012-04-09]http：//www.chinacourt.org/article/detail/2012/04/id/478577.shtml
②王妍.法院判决公司解散——司法裁判权与公司自治的冲突与协调[J].法学论坛，2006-03-05，21（2）
③李曙光.新《公司法》中破解“公司僵局”制度安排的探讨[J].武汉理工大学学报，2006，19（3）
④http：//www.lawyee.net/Case/Case_Display.asp ChannelID=2010100&keyword=&RID=154478
⑤庄晨曦.论有限责任公司的司法解散制度——以《公司法》第183条及相关股东权利救济措施为视角[J].法制与社会，2013.3（上）
⑥万国华，原俊婧.论破解公司僵局之路径选择及其对公司治理的影响——兼论新《公司法》第75条和第183条之公司治理解读[J]. 河北法学，2007，4（25）
⑦龚鹏程.论公司司法解散——对修订后公司法相关内容的思考[J].法学研究，2006，5
⑧范黎红.有限责任公司司法裁判解散的法理思考与实证考察[J].公司法律评论，2009
4.nike公司简介英文版 篇四
Nike always will encourage all over the world for its every athlete and offer the best products as glory. Nike is the movement of the language of the language. Over the past three years, the company is committed to create for each show ego. Nike knows: only using advanced technology to produce the best products. Using the sneakers at mattress technology is very popular. Average consumer and professional athletes to it.
耐克公司 一直将激励全世界的每一位运动员并为其献上最好的产品视为光荣。耐克的语言就是运动的语言。三十年过去了,公司始终致力于为每一个人创造展现自我的机会。耐克深知：只有运用先进的技术才能生产出最好的产品。采用气垫技术的运动鞋一经推出就大受欢迎。普通消费者和专业运动员都对它爱不释手。
5.公司规章制度英文版 篇五
上海上外(集团)公司简介
上海上外(集团)公司是由上海外国语大学Shanghai International Studies University(SISU)创办,经上海市教卫办Shanghai “Municipal Education and Public Health Office批准的由市工商管理局注册登记的全市高校系统第一家综合性集团公司。它依托上海外国语大学人才、信息等综合优势,按现代企业制度规范操作运行。恪守 ” 依法经营、信誉第一、优质服务, 利国利民 "的企业宗旨,努力把集团公司办成具有较强实力外语特色的科技经济实体。
上外(集团)公司现有总资产5千万元,拥有8个子公司,主要经营外语音像制品、外语教材、书刊杂志、翻译服务、涉外劳务培训和组织国内外旅游等。为适应市场经济的激烈竞争,上外(集团)公司将不断扩大和增强实力,创造条件,争取在科技项目开发、国内外贸易、国际旅游、房地产开发等方面多角经营,愿与社会各界广泛合作,尽快在境内外投资兴办一批合资、合作企业。
上外(集团)公司热忱欢迎海内外各界仁人志士前来洽谈业务,长期合作,共创大业。
Introduction of Shanghai SISU Translation Corporation
Shanghai SISU Translation Corporation is established by Shanghai International Studies University ,which is the first integrative group of university system ,approved by Shanghai Mulnicipal Education and Public Health Office and registered in Administrative Bureau of Industry and Commerce.WE regulate the operation through running a modern enterprise system ,relying on the comprehensive advantages of talents and information of Shanghai International Studies University.We adhere to the purpose of enterprise ,following “operating the business accordance with law ,credit first ,quality service ,benefit both the State and the people “,otherwise ,we spare no effort to promote the group as a technology economic entity with full strength of distinctive language.With existing total property 50 million yuan and 8 subsidiary companies ,SISU Translation Corporation mainly runs for language audio-visual products ,language teaching materials ,books and magazines ,translation services ,foreign labor training and organizing
6.公司简介英文 篇六
Brief Introduction of PICC P & C
PICC Property and Casualty Company Ltd.(PICC P & C), as the largest non-life insurance company in mainland China, was established by the People’s Insurance Company(Group)of China in July 2003 under the validation of the State Council and approval of the China Insurance Regulatory Commission(CIRC), with a registered capital of RMB 11.1418 billion.The Company once was the People’s Insurance Company of China, which was founded by the People’s Bank of China under the approval of the Committee of Finance and Economy of the State Council on October 20, 1949.PICC P & C is a flagship subsidiary of the PICC Group, and enjoys an outstanding reputation in the insurance market both home and abroad.On November 6, 2003, the Company successfully launched its IPO in Hong Kong, becoming the first large Chinese state-owned financial enterprise that went public overseas.Supported by its comprehensive strength, PICC P & C stands as the official insurance partner of the Beijing 2008 Olympic Games and Shanghai 2010 Expo, providing full-around insurance services for both events.On June 26, 2008, Moody’s, the authoritative international rating agency, rated the Company as A1, which is the highest rating among domestic enterprises in mainland China.During more than 60 years of extraordinary development, PICC P & C has always been taking “Insurance of the People and for the People” as its mission, maintaining the management philosophy of “People-oriented, Good-faith service, Value-driven and Sustainable operation ”, carrying forward the enterprise spirit of “truth-seeking, honesty, hard-working, and creativity”, and fully exert its advantages on brand, expertise, production, technology and service, so as to provide strong insurance protection for the reform, economy, society and people.Since 2003, the total claims PICC P & C settled have amounted to over RMB 260 billion.In 2008, after the occurrence of the Snow Disasters, Wenchuan Earthquake, and floods in some southern provinces, the Company took its responsibility and all efforts to deal with claims settlement at very first time, contributing to the restoration of production and
reconstruction of homeland in the disaster-stricken areas.PICC P & C has long been serving the overall economic and social development of China.The Company takes a market-oriented and client-centered business approach, plays an active role in corporate responsibilities, supports national education, sports and cultural development, promotes the construction of a harmonious society;therefore, the Company has been widely recognized by the public.PICC P & C is rated as the “Most Reliable Insurance Company in China” by Euromoney, and is the first among peer companies to be awarded the honor of “Customer Care Benchmark Enterprises in China”.The “95518” customer service call-center has been consecutively elected as the “Best Call-center in China” for the past several years, and its Olympic marketing campaign has won the gold medal of “Effie Award China”, which is the highest honor in Chinese advertising industry.In the Asian insurance companies competitiveness ranking 2008, PICC P & C is also listed as the “Most Competitive Non-life Insurance Company in Asia”.Embarking on a new historical start, PICC P & C will continue to take the Concept of Scientific Development as guideline, advance with time, integrate with truth-seeking attitude, and innovate with proactive spirit of reform.PICC P & C aims for a new start and giant leap forward in developing its business, and guarantees to provide further and better insurance services in the process of China’s march into a welfare and harmonious society.（版本二）
Brief Introduction of PICC P & C
PICC Property and Casualty Company Ltd.(PICC P & C), as the largest non-life insurance company in mainland China, was established by the People’s Insurance Company(Group)of China in July 2003 under the validation of the State Council and approval of the China Insurance Regulatory Commission(CIRC), with a registered capital of RMB 11.1418 billion.The Company once was the People’s Insurance Company of China, which was founded by the People’s Bank of China under the
approval of the Committee of Finance and Economy of the State Council on October 20, 1949.PICC P & C is a flagship subsidiary of the PICC Group, and enjoys an outstanding reputation in the insurance market both home and abroad.On November 6, 2003, the Company successfully launched its IPO in Hong Kong, becoming the first large Chinese state-owned financial enterprise that went public overseas.Supported by its comprehensive strength, PICC P & C stands as the official insurance partner of the Beijing 2008 Olympic Games and Shanghai 2010 Expo, providing full-around insurance services for both events.On June 26, 2008, Moody’s, the authoritative international rating agency, rated the Company as A1, which is the highest rating among domestic enterprises in mainland China.During more than 60 years of extraordinary development, PICC P & C has always been taking “Insurance of the People and for the People” as its mission, maintaining the management philosophy of “People-oriented, Good-faith service, Value-driven and Sustainable operation ”, carrying forward the enterprise spirit of “truth-seeking, honesty, hard-working, and creativity”, and fully exert its advantages on brand, expertise, production, technology and service, so as to provide strong insurance protection for the reform, economy, society and people.Meanwhile, in its practice of serving the overall economy and customers, PICC P & C has created and consolidated its competitive advantages as a market leader.Brand Excellence: PICC has grown its brandname together with the People’s
Republic of China, and enjoys wide influences and outstanding reputation home and abroad.PICC P & C is rated as the “Most Reliable Insurance Company in China” by Euromoney, and is the first among peer companies to be awarded the honor of “Customer Care Benchmark Enterprises in China”.The “95518” customer service call-center has been consecutively elected as the “Best Call-center in China” for the past several years, and its Olympic marketing campaign has won the gold medal of “Effie Award China”, which is the highest honor in Chinese advertising industry.In the Asian insurance companies competitiveness ranking 2008, PICC P & C is also listed as the “Most Competitive Non-life Insurance Company in Asia”.Talent Excellence: PICC P & C has long been maintaining its talents-centered strategy, namely, “guided by experts and winning through competence”.The
Company attaches great importance to team building and employee training, and has forged a good number of managerial talents with rich experience as well as technical talents covering every and every link of chain in the non-life insurance business.As a result, a professional team of employees has been established that masters core
competence of non-life business.The high caliber advantage forms a solid foundation of talent pool as well as the intellectual support for the Company to develop business and service clients.Product Excellence: PICC P & C enjoys a complete product R & D system, strong R & D capacity, and a full-range of on-shelf products, covering various types of insurance including auto, property, marine & cargo, liability & credit, accidents & health, energy & aerospace, and agricultural insurance, many of which are innovative products pioneering in the industry.Especially for the Beijing 2008 Olympic Games and Shanghai Expo 2010, PICC P & C has developed a series of proprietary insurance products with Chinese characteristics and intellectual property rights.As of 2008, the Company provides more than 2500 types of insurance products.At present, the Company develops on average one new product a day, providing all-dimensional and high quality insurance services to our customers.Professional Excellence: PICC P & C is a leader among domestic non-life insurance players in respect of core technological areas such as underwriting, claims and
reinsurance, and has accumulated abundant experience of risk management through long-time business practice.PICC P & C is the first non-life insurance company in China to introduce actuary techniques into product development process, and enjoys leading professional advantages in key business areas such as aerospace, nuclear
power plants, energy, ocean-going vessels, large industrial and commercial enterprises, government purchase, and agriculture-related insurance.The Company keeps a
long-term and steady strategic cooperation with the international reinsurance market, and is capable of providing outstanding reinsurance protection for various clients.Service Excellence: PICC P & C’s business network covers throughout the country, including more than 10,000 business offices and over 320 underwriting,claims/customer service and accounting centers at city level.This comprehensive sales and service network furnishes strong support for the Company’s to expand service ranges, innovate ways of servicing, enhance service standard, and offer professional and differentiated service for customers.PICC P & C is the first to launch the 24-7 hotline “95518” all across China, providing customers with
7.公司规章制度英文版 篇七
In recent years, since the ineffective non-executive directors in company not only affect the company but also have significant impact on the entire society, the heated debate is on the effectiveness of non-executive directors' function and this essay will concentrate on the paradigmatic notion of “good” corporate governance in terms of the role of non-executive directors.This essay will be divided into two sections to discuss the function of non-executive directors in good corporate governance.The first section will summarize the role of non-executive directors and the requirements of non-executive directors in different reports and briefly explain it.Moreover, the essay will outline some paradigmatic notions of “good” corporate governance and discuss the strengths and weakness of these paradigms with cases.Finally, I will give some view on good corporate governance in terms of the role of non-executive directors.
2.The Role of the non-executive directors
The non-executive directors have two main functions in corporate governance: monitoring the activity of executive directors and playing a role in the development of strategy.Nevertheless, the Higgs Review (2003) gives more details on the role of a non-executive director as follow:
Constructively challenge and contribute to the performance of strategy;
Scrutinize performance of management and monitor reporting of performance;
Verify that financial information is accurate and financial controls and risk management robust and defensible;
Determine the remuneration of executive directors.
To play a role in the appointment removal of senior management and in determining the succession plan.
Also, Tyson Report (2003) suggests some similar role of non-executive directors as follow:
Provide advice and direction to a company’s management in the development and evaluation of its strategy;
Monitor the company's management in strategy implementation and performance;
Monitor the company's legal and ethical performance;
Monitor the veracity and adequacy of the financial and other company information provided to investors and other stakeholders;
Assume responsibility for appointing evaluating and, where necessary, removing senior management; and plan succession for top management positions.
As we can see from above, the Tyson report and Higgs review both emphasize the functions of monitoring, auditing and contribution in different aspects.Moreover, there is a non-negligible role of non-executive directors which is helping to reduce the notorious conflicts of interest between shareholders and company management.However, it raises a concern about how to enhance the effectiveness of these roles of non-executive directors in “good” corporate governance.There are some ways to enhance the effectiveness of these roles of non-executive directors.
3.Paradigmatic notion of “good” corporate governance
The current paradigmatic approaches to ‘good’ corporate governance are focus on the interlinked roles of internal control and risk management procedures, internal audit and external audit, overseen and co-ordinated by a formal structure of board committees (audit committee, nomination committee, and remuneration committee) .In terms of non-executive directors in board, there are various methods to support the effectiveness of roles of non-executive directors such as independence, personal contribution and diversification in “good” corporate governance.This section discusses the strengths and weaknesses of these paradigms to see whether they lead to truly good corporate governance or not.
(1) The independence
Independence of non-executive directors might have significant impact on the effectiveness of their roles.However, the definition of independent non-executive directors is stated as follow:
A non-executive director is considered independent when the board determines that the director is independent in character and judgment and there are no relationships or circumstances which could affect, or appear to affect, the director’s judgment.
(Higgs Report, 2003, P.37)
According to Cadbury Report (1992) , non-executive directors should offer a view on performance, corporate strategy and appointments independently.Moreover, the majority of non-executive directors should be independent of management and free from any relationship that might affect their independence.Several methods can be suggested to enhance the independence of the non-executive directors.For instance, in order to enhance their independence, the decision of appointing non-executive directors should be taken seriously via the formal process (using nomination committee) and also the remuneration of non-executive directors is a significant decision should be taken by the remuneration committee, otherwise it might cause bias during appointment and remuneration.Furthermore, strengthening non-executive independence encourages them not to participate in the share option schemes since it increases the difficulty to balance the interest between managers and shareholders.In the past, there are some cases of perceived governance failure due to lack of independence of non-executive directors.According to Solomon J. (2007) , if the relationship of non-executive directors and other stakeholders are not independent, it will raise the conflict of interest.For example, Lord Wakeham who is a member of audit committee in Enron, and he also has a consulting contract with Enron.Also, Wendy Gramm was the chairman of Enron’s audit committee and her husband, Phil Gramm, a senator, received substantial political donations from Enron.These kinds of interest conflicts show that it fails to exercise the real independence of non-executive directors.Furthermore, according to Gwilliam D and Marnet O, since those non-executive directors in Enron are having interest conflicts, they either have great contribution to performing their role of internal control and monitoring or rely on the view of executive directors.So the executive directors can control the executive activities and the committee.Another example is thatthe Hollinger board is essentially consisted of friends of Conrad Black including the aging Henry Kissinger and Anne-Marie Kravis, wife of a buy-out billionaire who is completely impotent in terms of either identifying or controlling his activities.This would result in the powerlessness of the board or even affect the failure of Enron.However, the independence of non-executive directors might avoid some of the interest conflicts among them and might lead them to engage more in internal control and their monitoring role.Thus, independence of non-executive directors on board has significant impact on ensuring the effectiveness of their role in corporate governance.
(2) Personal Attributions
Personal attributions of non-executive directors might great contribution to the effectiveness of their role while they are monitoring insider directors and contributing to corporate strategy.According to Higgs Report (2003) , since non-executive directors should listen sensitively to the views of others both inside and outside the broad, and have to debate constructively, they are required to be sound in judgment.Further, in order to increase their credibility and reduce probability of different understanding of the knowledge between non-executive and executive directors, non-executive directors must have the knowledge to take their responsibility and it also requires them to be familiar with the business, the environment and the issue which the company are facing and will face.Apart from these, interpersonal skills are an essential characteristic of the effective non-executive director, since much of the effectiveness is determined by exercising influence rather than giving orders and requires the establishment of high levels of trust.Also, the non-executive directors should be able and willing to query and survey since it can raise concerns in some specific issues and improve performance of executive.Meanwhile, integrity of non-executive directors should be the basic requirement of their characteristic.For example, the unethical activities in Enron indicate that the non-executive directors in Enron still lack personal characteristics especially in moral and in integrity, although these are the basic requirements of them.Although it is hard to detect whether they are fulfilling all the requirements or not which will need further study on it, some of the personal attributions should be essential requirements of non-executive directors since it has significant effect on the effectiveness of the role of non-executive directors.
(3) The proportion of non-executive directors on boards
The proportion of non-executive directors on board might have significant effect on their effectiveness.In the earlier Cadbury Code, it required that non-executive directors should comprise no less than one third of the board.The 2003 Combined Code revision suggested that the higher proportion of non-executive directors on board can enhance the role of the audit committee in monitoring the integrity of the company’s financial reporting, reinforcing the independence of the external auditor and reviewing the management of financial and other risks.Later on, in Higgs Report, it recommended that non-executive directors should even comprise at least half the board to have more support to ensure them to exercise their role and also ensure the effectiveness of their performance.Also no-one should sit on all three main board committees (audit, remuneration and nomination) (except in small companies) .However, in the Hampel Report, it indicates that the non-executive directors’ role of monitoring which has been overemphasized is misleading.Some (limited and dated) US evidence suggests that whereas there is a positive price reaction to inside executive director appointments (Rosenstein and Wyatt, 1990) , and a higher proportion of non-executive directors on the board is associated with weaker performance (Agrawal and Knoeber, 1996) .For one reason, some of the shareholders believe that independent directors on boards can do harm to corporate governance by reducing entrepreneurship in the business and by weakening board unity.For another reason, they are questioning the ability of non-executive to fulfil their wide range of roles which expected by them and think that is a costly and risk taking action.Another reason is that for improving the performance, outside directors were often joined in board while the performance is bad (Hermalin and Weisbach, 1988) .For example, the WorldCom company, although there are high proportions of non-executive directors in board of WorldCom, the company failed by lack of regular procedures in the internal audit department corresponding to the auditing, a lack of co-operation between internal auditors, external auditors and the audit committee, which is supported by the bankruptcy examiner.More specific, in the audit committee of WorldCom, they have 4 non-executive directors with different experience and skill and the committee met 3 to 5 times a year.In other words, the committee has high proportion of non-executive directors and has more meeting (more than what?) .It seems to have good corporate governance but what these non-executive do and whether they fulfil their auditing role might be a question.The non-executive directors in audit committee of WorldCom would only receive the information pack or might be presentation (be presentation? I don't get it) from the internal auditors and these information are just executive summaries of audit report, not the total reports.Either the limited communication between external auditors and internal auditors or absence of documents would confine the external non-executive directors to conduct audit and offer reassurance to the audit committee.Then they might not have any input to change that plan, which means it might lead to the non-executive directors highly depend on the plan made by internal auditors.Thus, it is not the higher proportion of the non-executive directors in board, the better contribution to the corporate governance.In terms of the appropriate proportion of non-executive directors in board, it will depend on each firm’s specific situations and the shareholder’s views in different countries such as most of the companies in USA have higher proportion of non-executive directors on board than those in UK.We cannot judge whether the company has good corporate governance simply by the proportion of non-executive directors on board.However, some of the disadvantage of high proportion could be release such as the concern of misguiding by excessive non-executive directors might solved by training them more frequently.Diversification
Tyson report (2003) called for greater diversity in the skill, background and experience of non-executive directors which itwas seen as both improving boardroom effectiveness and improving relationships with corporate stakeholders including customers, employees and shareholders.The Tyson Report indicated the need to employ more transparent and more rigorous searches for non-executive directors in knowledge, skills, experience, gender, race, nationality and age.Nevertheless, it had to diversify appropriately since there are some constraints including board size, existing board membership, growing responsibilities and liabilities.However, the weakness of diversity in the skill and experience will raise some problems.Firstly, the non-executive directors might not be able to comprehend the complexities of the transactions entered into and the manner in which they are reported.Executive directors would control information flows by executive management.Secondly, diversification might lead to the reducing of the power of board unity.
4.Conclusion
In conclusion, the main roles of non-executive directors are auditing, monitoring and giving constructive contribution to committees (audit committee, nomination committee, remuneration committee and so forth) .Also, there are some ways such as the increasing of independence, proportion and diversification of non-executive directors and requiring some personal attribution to either ensuring them to fulfill their role or strengthening the effectiveness.However, whether these approaches would lead to “good” governance in terms of enhancing the effectiveness of the role of non-executive directors or not might need to be considered in detail.The consideration might include its own specific, individual optimal profile for non-executive board membership.
摘要：非执行董事的职能在公司治理中的地位显得越来越重要了, 但是怎样才能使得非执行董事在公司治理中发挥作用, 同时又保持独立性, 这个问题一直有不少学者在研究。本文认为非执行董事在好的公司治理中主要有以下职能:改进公司治理结构, 对公司中某些特定利益的保护以及抑制其他董事滥用权力, 并且论述了非执行董事的构成, 资历和个人贡献这些因素分别对非执行董事作用的发挥产生很大影响。
关键词：非执行董事,公司治理,作用
参考文献
[1]Agrawal A., & Knoeber, C. (1996) .Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders.Journal of Financial and Quantitative Analysis, 31 (3) , 377-397
[2]Benjamin E., & Michael S. (1988) .The determinants of board composition.The RAND Journal of Economics, 23, 65-73
[3]Cadbury Report (1992) .Financial Aspects of Corporate Governance (aka the Cadbury Report) Caution - PDF
8.创业公司怎么建立制度 篇八
通过多年的企业管理实践和帮助中小型企业成长的经验，我认为是否建立规范化制度和流程的主要影响因素是创业公司的商业成长关键驱动力（The key drivers of business growth），或商业模式的核心要素。
比方说，一家10人的IT创业公司和一家100人的零售服务企业对于流程化和制度化的进程就会有不同的理解。IT公司的商业成长关键驱动力在于创新力，在于产品开发和人员的激励，所以制度和流程的规范化可能不会在一开始就成为重点，过于规范的制度和流程反倒可能会限制员工的创造性。而零售服务型企业的关键驱动力则是围绕着销售能力的关键业绩指标，在于服务的质量和流程以及人员的能力，所以相对于IT公司来说，制度和流程的规范化可能会早一点地进入管理者的战略视野。
一旦我们对成长关键驱动力有了准确的理解，那么该在什么时候进行流程和制度的规范化的问题也就迎刃而解。比如对于新兴的电子商务平台来说，其核心的商业成长驱动力在于优秀的线下物流体验，那么从一开始，包括信息化平台在内的供应链管理制度与流程，成为这类企业关注的重点，这些要从开始就要做到规范化。
另外，一个创业公司在不同的阶段对于制度和流程的建立有不同的侧重点。在企业的初创期、发展期、成熟期各个不同阶段，每个阶段的任务不一样，对制度的要求也不同。
在初创阶段的核心任务是最大程度地激励员工、开发产品和吸引潜在顾客，聚焦于“创新式成长”，关键在于创业团队的“人治”，所以制度的和流程的规范化可能主要存在于基本的公司制度，比方说研发制度、生产流程管理制度等。
而在生存立足阶段，聚焦于“引导式成长”。关键在于固化完善核心流程和制度，特别是关于质量管理和人力资源管理等方面的制度和流程。
而在成功阶段，则聚焦于追求持续的增长，在这个阶段，公司开始有了清晰的组织结构，有了各种功能业务部门，所以制度和流程将着眼于如何更有效地发挥每个部门的协调效应，会更注重于像组织流程、风险管理、营销管理等。
需要注意的是，公司的创始人一般都会在早期对公司采取较大的控制，他们对成功的自信，对战略方向的把握，对员工的激励等对于创业公司的早期生存是非常重要的成功因素。像华为的任正非和苹果的乔布斯，都是最典型的例子。这样的好处是便于实施创始人的愿景，更快地捕捉瞬间即逝的商业机会，更好地执行既定的计划。但一旦太控制就有可能遏制了公司内部其他员工创造性的发挥，打击到核心人员的创新激情，同时也有可能由于创始人的一意孤行，导致整个公司的发展停滞。毕竟像乔布斯那样的商业天才，还是极少的。所以我的建议是在早期依靠创始人的权威（lead by authority）迅速开局。随着公司的发展和业务的壮大， 逐步借助于团队和能力的管理（lead by team and）有一些核心的事务，创始人必须亲力亲为，确保公司战略方向的正确和执行的有效。在这其中，最需要创始人掌控的是产品和招聘。产品是公司的灵魂，同时产品也是公司内最难以完成的工作，需要了解的信息和协调的利益太多，而创始人基于其为客户解决问题、增添价值的创业热情，往往是最了解客户需求，最能把握市场趋势的，例如苹果、亚马逊、腾讯等公司的创始人皆牢牢把控产品，通过“人治”确保产品的领先。招聘则与产品相辅相成，其好坏直接决定了创业公司能否找到合适的人来执行战略。总结来讲，在关乎公司发展战略的重大事务中，需要坚持创始人的“人治”，而涉及日常运营的事务，则可通过建立规范化的制度和流程进行管理，即所谓“抓大放小”。