Measures for comprehensive budget management of XX Group Co., Ltd.

Chapter I General Provisions

The first purpose

In order to improve the management level of enterprises, strengthen the internal control of enterprises, optimize the allocation of enterprise resources, and establish and improve the comprehensive budget management system, these measures are formulated in accordance with the provisions of the Measures for the Comprehensive Budget Management of China National Salt Industry Corporation and relevant state laws and regulations, and in combination with the actual situation of Nanfeng Chemical Group Co., Ltd. (hereinafter referred to as the group company).

Article 2 Comprehensive Budget

The term "comprehensive budget" as mentioned in these Measures refers to the expected arrangement of various resources and business activities in the enterprise budget year based on the enterprise development strategy, the business plan and the annual task. Comprehensive budget includes operating budget, capital budget, financing budget and financial budget. The term budget as mentioned in these Measures refers to the comprehensive budget.

Article 3 Comprehensive budget management

The term "comprehensive budget management" as mentioned in these Measures refers to the internal control and management activities of an enterprise that quantifies its objectives in the form of budget according to its development strategy, and is an integrated management system with full process, all-round participation and comprehensive control over all kinds of resources and business activities of the enterprise.

Article 4 Comprehensive budget management system

The comprehensive budget management system mentioned in these Measures includes budget organization, budget content, budget preparation, budget control, budget adjustment, budget report and budget evaluation.

Article 5 Scope of application

These Measures are applicable to all subsidiaries, branches and departments of the Group Company.

Article 6 Budget period

The budget period is annual, starting from Gregorian calendar 65438+ 10/and ending at 65438+February 3 1.

Article 7 The implementation principle requires

All enterprises should establish and improve the comprehensive budget management organization in accordance with these measures, improve the relevant rules and regulations, formulate detailed rules for the implementation of comprehensive budget management in line with the characteristics of the enterprise, ensure the effective management and monitoring of budget preparation, approval, control, adjustment, reporting and assessment, and promote the improvement of the overall management level of the enterprise. The main person in charge of the enterprise should attach importance to the comprehensive budget work, organize the comprehensive budget management activities at all levels within the enterprise, and take the comprehensive budget management as the focus of enterprise management.

Chapter II Budget Organization

Article 8 Basic requirements

All enterprises should establish and improve the budget management organization, set up budget management posts, equip enough staff, and establish necessary working systems to ensure the effective operation of the budget organization. According to the principle of "horizontal to the edge, vertical to the end", establish and improve the organizational system of budget management at all levels, covering all functional departments and units horizontally and extending to all grass-roots teams and groups vertically.

Article 9 Budget Organization

The comprehensive budget adopts the principle of unified budget and hierarchical management. The budget unit at the next higher level is responsible for the organization and leadership of the budget unit at the same level and the budget unit at the next lower level, and the budget unit at the lower level accepts the leadership and supervision of the budget unit at the next higher level.

Article 10 Budget Management Committee and its main responsibilities

In order to strengthen budget management, enterprises should establish and improve budget management organizations and set up comprehensive budget management committees.

The comprehensive budget management committee is composed of business leaders and heads of relevant functional departments. The person in charge of the enterprise is the director in principle, and one or more other leaders of the enterprise are the deputy directors.

The main responsibilities of the comprehensive budget management committee include:

(a) to organize the formulation of enterprise comprehensive budget management system, comprehensive budget management preparation manual, annual budget preparation draft, budget objectives and budget control measures;

(two) to review the draft budget submitted by the budget management office, the draft annual budget of each budget unit and the draft adjustment;

(3) Organizing a budget inquiry meeting, asking questions about the draft budgets of all budget units and the overall budget of the company submitted by the Budget Management Office, and proposing necessary amendments and adjustments;

(four) review and analyze the budget execution analysis report, and put forward suggestions for improvement;

(five) to coordinate and decide the preparation of enterprise budget and the completion of index adjustment;

(six) to consider the assessment and reward and punishment opinions linked to the implementation of the comprehensive budget;

(seven) other matters that need to be examined and approved by the comprehensive budget management committee.

Eleventh comprehensive budget management office and its main responsibilities

The Budget Management Office is the working body of the Comprehensive Budget Management Committee, which is responsible for the daily work of budget management.

The budget management office can be located in the financial management department. In principle, the chief accountant (in charge of financial leadership) is the director and the person in charge of the financial management department is the deputy director.

The main responsibilities of the comprehensive budget management office include:

(1) Formulating relevant systems for budget management and submitting them to the Budget Management Committee for examination and approval;

(two) to formulate budget policies, prepare the overall budget draft, and submit it to the budget management committee for examination and approval;

(three) to organize the preparation, review, summary, reporting and approval of the enterprise budget;

(four) to supervise and control the implementation of the enterprise budget;

(five) to coordinate the relevant issues in the preparation and implementation of the enterprise budget, and report the major issues to the budget management committee for decision;

(six) to examine and prepare the draft enterprise budget adjustment plan and submit it to the budget management committee for examination and approval;

(seven) the preparation of budget execution analysis report, submitted to the budget management committee;

(eight) to formulate budget assessment and reward and punishment opinions, and submit them to the budget management committee for approval;

(nine) to organize the follow-up education and training of enterprise budget management;

(ten) to complete other tasks assigned by the budget management committee.

Twelfth main responsibilities of the budget execution unit

Various functional departments within the enterprise and their subordinate institutions are budget execution units, which mainly perform the following duties:

(a) the establishment of internal budget management organization system and system to ensure the smooth implementation of the budget work;

(two) responsible for the preparation, reporting, control, analysis and self-evaluation of the budget of the unit;

(3) Strictly implement the budget according to the authorized examination and approval procedures;

(four) to study and solve the problems existing in the budget implementation;

(five) according to the actual development of enterprise production and operation, put forward suggestions for budget adjustment.

Chapter III Budget Contents

Article 13 Composition of comprehensive budget

A comprehensive budget consists of operating budget, capital budget, financing budget and financial budget. Capital budget and financing budget are also called special budgets.

(1) business budget

Budget refers to the budget that is directly related to the business activities of the enterprise and reflects the expected production and business activities of the enterprise during the budget period. It is the basis of other budgets, mainly including operating budget, production budget, manufacturing cost budget, product cost budget, operating cost budget, purchasing budget and period cost budget.

1. The operating budget is the estimated sales volume or business volume and income of an enterprise selling various products or providing various services during the budget period, which is mainly compiled according to the annual profit target, the estimated market sales volume or labor demand, the product structure provided and the market price.

2. The production budget is the budget of the production scale and product structure to be achieved by enterprises engaged in industrial production during the budget period, which is mainly based on the operating budget, the production capacity of various products, the consumption quota of various materials and labor, the price level and the ending inventory. On this basis, the direct labor budget and direct material budget are further compiled.

3. The manufacturing cost budget is the budget of all kinds of indirect expenses required by enterprises engaged in industrial production to complete the production budget during the budget period. On the basis of the production budget, according to the cost items and the budget implementation of the previous year, according to the requirements of reducing costs and expenses during the budget period.

4. Product cost budget is the budget of production cost and unit cost required by enterprises engaged in industrial production during the budget period, which is mainly based on operating cost budget, production budget, direct material budget, direct labor budget and manufacturing cost budget.

5. Operating cost budget is a necessary cost budget for an enterprise in terms of manpower, material resources and financial resources in order to achieve the operating budget during the budget period, mainly based on product cost budget, procurement budget or the cost of providing various services and the actual implementation in that year.

6. The procurement budget is the budget for an enterprise to purchase all kinds of goods, materials, low-value consumables and other inventories from outside in order to meet the needs of production or operation during the budget period, which is mainly compiled according to the economic stock of operating budget, production budget, beginning inventory and ending inventory.

7. Period expense budget is the budget of management expenses, financial expenses and operating expenses necessary for an enterprise to organize business activities during the budget period. The nature of variable expenses and fixed expenses, controllable expenses and uncontrollable expenses should be distinguished, which should be compiled by the project and the responsible unit according to the actual expense level of the previous year and the changing factors in the budget period, combined with the expense standards and the requirements of enterprises to reduce costs and expenses. Among them, important items such as science and technology development fees, business entertainment fees, conference fees, publicity and advertising fees should be listed separately.

8. Income or expenses such as disposal of non-current assets, government subsidies, foreign donations, debt restructuring and exchange of non-monetary assets of enterprises shall be budgeted for non-operating income and expenditure according to the actual situation and relevant state policies and regulations.

(2) Capital budget

Capital budget is the budget for capital investment activities of enterprises in the budget period, which mainly includes fixed assets investment budget, long-term equity investment budget and financial instrument investment budget.

1. The fixed assets investment budget is the capital investment budget for an enterprise to purchase, build, rebuild, expand and update fixed assets during the budget period, and should be compiled according to the relevant investment decision-making data of the enterprise and the annual fixed assets investment plan.

2. Long-term equity investment budget is the budget for an enterprise to make capital investment in order to obtain the equity of other enterprise units during the budget period, which should be compiled according to the relevant investment decision information of the enterprise and the annual long-term equity investment plan. The transfer of long-term equity investment by enterprises or the collection of profits (dividends) distributed by invested units are included in the capital budget.

3. Financial instrument investment budget refers to the capital investment budget made by an enterprise during the budget period for holding bonds such as treasury bonds, corporate bonds and financial bonds, stock investment and other equity investments, fund investment, futures, options, warrants and other derivative financial instruments, entrusted loans and entrusted wealth management. It should be compiled according to the relevant investment decision information, market conditions and risk business management requirements of the enterprise, and generally classified according to trading financial assets, available-for-sale financial assets and held-to-maturity investments. Income from the transfer of financial instruments by enterprises, including investment income recovered from actual transactions and investment income generated from changes in fair value, shall be included in the capital budget.

(3) Financing budget

The financing budget refers to the investment expected to be absorbed by the enterprise during the budget period, the long-term and short-term loans that need to be borrowed, the bonds that have been approved for issuance, and the budget for servicing the original loans and bonds. Mainly based on the decision-making data of the enterprise's capital demand, the approval document for issuing bonds, the initial loan balance, interest rate, etc.

When an enterprise is approved to issue shares, issue shares and issue additional shares, it shall prepare a budget according to the information such as the stock issuance plan, the share allotment plan and the additional stock plan. Stock issuing expenses should also make arrangements item by item in the financing budget.

(4) Financial budget

Financial budget refers to the final realization of the specific arrangements made for the acquisition and delivery of enterprise funds, various incomes and expenditures, enterprise operating results and their distribution in a certain period of time on the basis of prediction and decision-making. Including asset-liability budget, profit budget and cash flow budget, which are formally reflected in the expected balance sheet, expected income statement and expected cash flow statement.

1. The estimated balance sheet is a budget statement that comprehensively reflects the financial position of the enterprise at the end of the period. According to the actual budget at the beginning of the year and the current operating budget, production budget, procurement budget, capital budget, financing budget and other related information for analysis and preparation.

2. The expected income statement is a budget statement that reflects the profit target of the enterprise during the budget period. Analyze and compile according to business budget, business cost budget, product cost budget, production budget, period expense budget, other special budgets and other related materials.

3. The estimated cash flow statement is a budget statement that reflects the cash receipts and expenditures and their results during the enterprise budget period. Based on the operating budget, capital budget and financing budget, it is compiled according to the budget summary of cash receipts and expenditures in each budget.

Chapter IV Budget Preparation

Article 14 principles of budgeting

Budgeting is the basis of budget management, and budgeting should follow the following basic principles:

(A) the objective principle

(2) the principle of feasibility

(3) the principle of comprehensiveness

Principle of importance

Article 15 Basis for budget preparation

(1) Relevant national laws, regulations and policies;

(2) The business development strategy of the enterprise;

(3) Enterprise development plan and annual plan;

(4) Investment and financing agreement of the enterprise;

(five) arrangements for major business matters such as enterprise restructuring, mergers and acquisitions, and capital management;

(6) Financial policies and accounting systems of the enterprise;

(seven) the implementation of the enterprise budget in the previous year;

(8) Other principles and specific requirements for budgeting.

Article 16 Basic requirements for budgeting

According to the process of business budget, capital budget, financing budget and then financial budget, the budgets should complement each other and be closely linked to form a complete system in order to realize the internal control and management objectives of the enterprise. In the process of budget preparation, according to the production and business activities of enterprises, we should reasonably determine various budget indicators such as income, cost, profit, investment and financing.

Article 17 Budget preparation procedures

Budgeting follows the principle of "top-down, bottom-up, combination of top and bottom, hierarchical preparation and step-by-step summary", and each enterprise determines its own preparation time plan according to the overall budget preparation time requirements. The basic procedures for preparing the budget of the Head Office are as follows:

(1) Budget preparation stage

According to the situation faced by the group company, on the basis of comprehensive analysis of the expected completion of this year and the market situation of the next year, and according to the development strategy of the group company, the budget management office puts forward the guiding principles, budget outline and specific time schedule requirements for the next year's budget preparation, and issues them to all enterprises to start the budget preparation process.

(2) One-time declaration stage for each enterprise.

According to the report format and preparation requirements issued by each enterprise, the preliminary draft budget is prepared and submitted. The budget management office of the group company conducts a preliminary review of the submitted budget, and issues the proposed indicators of the budget framework of each enterprise according to the overall budget indicators of the company and the preliminary budget submitted by each enterprise.

(3) The second declaration stage of each enterprise

Each enterprise shall, according to the budget framework indicators and related requirements issued by the group company and in combination with the actual situation of the enterprise, organize the preparation of detailed budget statements of the enterprise, and prepare the budget statements and report them to the budget management office of the group company.

(D) Budget review stage

The budget management office of the group company organizes the audit of the budget submitted by the enterprise, analyzes the production and operation status of the enterprise and the main factors affecting the budget, and puts forward suggestions for revision of the problems existing in the budget preparation. After the audit, summarize and prepare the budget of the head office, determine the budget objectives of each enterprise, and report to the budget management Committee of the group company for audit.

(V) Holding the stage of enterprise budget inquiry meeting.

The budget management committee of the group company organized an inquiry meeting on the comprehensive budget audit of the enterprise. Enterprises selected within the inquiry scope shall be reported to the Budget Management Committee of the Group Company by the person in charge of the enterprise in combination with the budget organization, compilation procedures, compilation basis, compilation methods and budget results.

(vi) Budget approval stage

The budget management office of the group company approves the budgets of all enterprises according to the budget approval of the budget management committee of the group company. According to the budget target approved by the group company, each enterprise revises the enterprise budget, decomposes the internal indicators step by step, and issues them to all molecular enterprises and relevant production and operation departments for implementation.

(vii) Revision and reporting stage

According to the group company's reply to the enterprise that needs to revise the index, the budget index report and preparation instructions are adjusted accordingly, and submitted to the group company again.

(8) Budget report

A budget report consists of two parts: a budget report and a budget statement. The format of the report and the contents of the budget statement shall be formulated in a unified way, and shall be issued before the annual budget preparation. The budget report shall be submitted after the internal examination and approval procedures of the enterprise budget are fulfilled.

Chapter V Budget Control

Article 18 Decomposition and Implementation

All enterprises should, in accordance with the principle of hierarchical management, carefully organize the implementation of the budget according to the approval of the superior budget, decompose the budget indicators layer by layer, and implement them horizontally and vertically to all internal departments, units and posts to form an all-round budget implementation responsibility system.

Article 19 Measures and methods

(a) in order to ensure the realization of the budget objectives, enterprises should establish and improve various management measures and methods, and organize their implementation.

(II) Budget responsible units at all levels shall take the annual budget as the basic basis for organizing and coordinating various business activities during the budget period, subdivide the annual budget into quarterly and monthly budgets, and control the budget by stages to ensure the realization of the annual comprehensive budget target.

(3) Budget units at all levels actively organize various production and business activities according to budget indicators to ensure the completion of the annual budget. It is necessary to establish a strict fund examination and approval, authorization system and standard quota system, strengthen internal control and management of enterprises, and strictly control extrabudgetary expenditures.

(four) the relevant functional departments and budget responsible units shall prepare monthly budget implementation reports, strengthen the analysis of budget implementation, and report to the budget management office. The budget management office summarizes the budget implementation of each budget responsibility unit, analyzes the budget differences, forms an analysis report on improvement measures or budget adjustment suggestions, and reports it to the budget management committee for approval.

Chapter VI Budget Adjustment

Article 20 Budget binding force

The budget approved by the Budget Management Committee is strictly binding, and all responsible units must seriously organize the implementation and execution. Except for major issues that affect the implementation of the budget, adjustments are generally not made.

Article 21 Budget adjustment matters

In the process of budget implementation, if the following special events occur, which will have a significant impact on the business activities and financial revenue and expenditure of the enterprise, and make the issued budget indicators change greatly, it is allowed to adjust the budget.

(1) Earthquake, flood and other natural disasters have caused great losses to the enterprise;

(2) The new laws, regulations, rules and documents promulgated by the state and local governments have led to major changes in the production and business environment;

(three) unified adjustment of business or accounting policies;

(four) major changes have taken place in the prices of the main products and production factors of the enterprise;

(5) The enterprise undergoes major asset reorganization due to division or merger.

Article 22 Budget adjustment procedures

(1) The budget execution unit submits an application for budget adjustment to the budget management office at a higher level;

(two) the budget management office to review the application for adjustment submitted by the budget execution unit, and put forward opinions to the budget management committee;

(3) After discussion, the Budget Management Committee will examine and approve the adjustment;

(four) by the budget management office issued a unified adjustment.

Article 23 The principle of budget adjustment

Enterprise budget adjustment matters should be defined in strict accordance with the relevant provisions of Article 21 of these Measures, and the adjustment scheme should be objective and feasible. The budget management committee will not accept or reject the budget adjustment report and adjustment plan that does not meet the requirements.

Article 24 Apply for adjusting the filing time.

Budget adjustment is generally carried out once a year in June, and the application for adjustment is not accepted in principle at other times.

If it is really necessary to adjust the annual budget of the affiliated enterprise, an application report for budget adjustment shall be submitted to the budget management office of the group company before June 20 of that year. After the approval of the group company, the budget adjustment application report shall be submitted to the budget management office of the group company before 10 and 3 1.

Chapter VII Budget Analysis Report

Article 25 Basic requirements

The purpose of the budget analysis report is to analyze and determine the differences between the budget implementation results and budget indicators, clarify the responsibilities, put forward corresponding improvement measures, and guide the future production and business activities of enterprises.

All enterprises should establish a budget execution analysis and reporting system, and regularly analyze the budget execution.

Article 26 Analysis procedures

Budget analysis generally includes the following basic steps and contents:

(a) to collect information and grasp the situation;

(2) Comparative analysis and determination of differences;

(three) analyze the reasons and implement the responsibility;

(four) put forward measures to improve the work;

(five) summary and feedback report.

Article 27 Analysis Methods

Budget analysis methods include quantitative analysis and qualitative analysis, which are combined by enterprises according to the actual situation.

Article 28 Contents of the report

The analysis content can be determined according to the specific situation, mainly including: the current production and operation situation; Current income, costs, profits and taxes paid; Price changes of main products and raw materials; Completion of project investment; Cash flow and other major matters affecting the budget; The implementation of current budgetary measures; Predict the completion of the next budget and the measures to be taken.

Article 29 Analysis Report

The period of regular analysis report is determined by the budget management offices at all levels, which can be divided into monthly report, quarterly report, semi-annual report and annual report according to different time.

All enterprises affiliated to the Group Company shall regularly submit monthly, quarterly, semi-annual and annual budget analysis reports to the Budget Management Office of the Group Company. * * * Sexual problems and major and special problems existing in the enterprise shall be summarized by the budget management office of the group company and submitted to the budget management committee of the group company for deliberation.

Thirtieth feedback

The Budget Management Office will report the * * * problem and the major and special problems existing in the enterprise to the Budget Management Committee of the Group Company for deliberation according to procedures, and give feedback to relevant enterprises as appropriate.

Chapter VIII Budget Assessment

Thirty-first assessment items

Budget assessment is an important part of budget management, which is divided into two parts: budget index assessment and budget work quality assessment.

The evaluation of budget indicators is mainly to compare the budget implementation results with the budget evaluation indicators, determine the differences and analyze the reasons for the differences, so as to provide a basis for evaluating the work performance of each budget implementation unit and the annual comprehensive evaluation of enterprises.

The quality evaluation of budget work is a comprehensive evaluation of the budget management quality of budget execution units on the basis of budget index assessment, financial dynamic monitoring and annual financial final accounts, evaluating the budget preparation level, implementation effect and budget management of responsible units, and promoting the improvement of overall budget management level.

Article 32 Evaluation principles

Budget evaluation should adhere to the following main principles:

(A) the principle of strategic compliance

The budget evaluation results should be consistent with the strategic objectives and development plans of the enterprise.

(B) the principle of fairness and justice

Performance appraisal is based on objective facts, reducing subjective judgment and realizing fairness and justice.

(3) the principle of comprehensive evaluation

Pay attention to the combination of budget index assessment and budget quality assessment.

(D) the principle of controllability

According to the principle of hierarchical decentralized management, according to the division of responsibilities and rights, the uncontrollable factors are reasonably eliminated, and the controllable elements such as controllable matters, controllable costs and benefits of the responsible units are assessed.

(5) the principle of coordination

Budget assessment pays attention to the coordination of assessment system and assessment indicators, and should be coordinated with other assessments such as comprehensive performance assessment of enterprises to avoid repeated assessment.

Article 33 Evaluation Steps

(a) the budget management office according to the enterprise budget index assessment and budget quality assessment results, put forward the comprehensive assessment report of the responsible unit budget, submitted to the budget management committee;

(2) After the budget assessment proposal report is approved by the budget management committee, it shall be submitted to the enterprise comprehensive performance appraisal committee or performance appraisal management department, and shall be honored according to the established assessment methods.

Thirty-fourth budget work quality assessment content

(a) the establishment of budget management institutions;

(two) the construction and implementation of budget management rules and regulations;

(three) income, profit, cash flow and other major indicators of the budget implementation rate;

(four) the quality of the daily budget execution analysis report;

(five) the implementation of other related budget work arranged by the budget management office.

Chapter IX Supplementary Provisions

Article 35 Confidential work

Budget information belongs to the business secrets of enterprises, and relevant information shall be properly managed in accordance with the confidentiality system, and shall not be provided to the outside world without authorization.

Article 36 Interpretation right

The Budget Management Office (Finance Department) of the Group Company shall be responsible for the interpretation of these Measures.

Article 37 Date of implementation

These Measures shall take effect as of the date of approval by the board of directors.