TigerResearch/tigerbot-earning-plugin huggingface dataset:
Review of the company's 2021 annual audit report and the 2022 annual audit work plan. period.|||25 January 2022| Agree
1. Review of the company's 2021 annual consolidated financial statements audit report; 2. Review of the company's 2021 internal control audit report; 3. Review of the proposal for reappointment of the accounting firm.  Supervising the work of external audit agencies and the Company's internal audit work; supervising the implementatio n of the Company's internal control|||25March 2022| Agree
1. Deliberation on the Inspection Report on the Company's 2021 Guarantee, Related Party Transactions and Other Matters; 2. Deliberation on the 2021 Internal Control System Work Report and its Annex of SZPRD; 3. Deliberation on the2022 Major Risk Assessment Report and its Annex of SZPRD.| Li Donghui,Wang Hangjun,Wei Xiaodong (former), Zhang Zhimin,Mei Yonghong, and Hu Caimei||29March 2022| Agree
 Audit and Risk Committee 1. Review of the progress of the company's 2022||6||
 Q1 internal audit work; 2. Review of the quarterly tracking and monitoring table of major risks (Q1 policies; coordinating|||25April 2022| Agree
2022). the||||
1. Deliberation on the company's 2022 half-year report; 2. Review of the progress of the company's2022 Q2 internal audit work; 3. Review of the Inspection Report on the Company's Guarantee, Related Party Transactions and Other Matters in the First Half of 2022; 4. Review of the Development Plan for Risk Management and Internal Control of SZPRD (Review Draft); 5. Review of the Guidelines for the Construction of Risk, Internal Control, and Compliance System of SZPRD (Review Draft). communicatio n of the||||
management, internal audit departments and relevant departments with external audit agencies.|||22August 2022| Agree
 Review of the progress of the company's 2022 Q3 internal audit work  Studying the assessment standards, remuneration policies and plans for the Company's directors and senior management personnel; supervising the performance of duties by the Company's directors and|||27 October 2022| Agree
 Deliberation on the proposal regarding the 2021 performance assessment results of the group company|||16May 2022| Agree
 Remuneration and Evaluation Committee 1. Discussion of the 2021 Annual Performance Evaluation Plan for Senior Management of the Group; 2.Examination of the 2021 Individual Duty Reports of Senior Management of SZPRD; 3. Review of the Completion Status Chart for Annual Performance Objectives of Senior Management of SZPRD; 4. Consideration of the supplementary and veto items for the 2021 senior management assessment;5. Deliberation on the roster of personnel accountable for the 2021 senior management assessment. senior management| Hu Caimei,Mei Yonghong, Li Donghui, Xie Chang, Shen Xueying|2|28 November 2022| Agree
personnel; conducting annual performance assessment on the Company's directors and senior management personnel and offering||||
Nomination Committee| Mei Yonghong, Liu Shengxiang,Wang Ge, Hu Caimei and Li Donghui||| The verification and examination of Shen|| Studying the size and constitution of the Board of Directors and its special
||1|14 February 2022| Xueying's eligibility for the position of CFO in the company| Agree|
||||||committees and offering
||||||suggestions to the Board of Directors.
Indicate by tick mark whether the Supervisory Committee found any risk to the Company during its supervision in the Reporting Period.
Number of in-service employees of the Company as the parent at the period-end|||98
 Number of in-service employees of major subsidiaries at the period-end|||9,232
 Total number of in-service employees at the period-end|||9,330
 Total number of paid employees in the Reporting Period|||9,330
 Number of retirees to whom the Company as the parent or its|||
major subsidiaries need to pay retirement pensions| Functions||0
 Function|| Employees|
Production|||6,863
 Sales|||175
 Technical|||1,416
 Financial|||201
 Administrative|||421
 R&D|||37
 Managerial|||217
Total| Educational backgrounds||9,330
 Educational background|| Employees|
 Junior college and technical secondary school and above|||3527
 Senior high school and below|||5803
 Total|||9,330
To align with the group's development strategy requirements in 2022, the group company implemented a performance-based assessment and management system for managers of subordinate enterprises. This system established clear rules for utilizing various types of assessment results in the annual assessment of manager members, resulting in increased work efficiency and enhanced effectiveness of the compensation and performance management system. The group headquarters rigorously implemented several compensation management systems and conducted market-oriented research and revision on subordinate companies' organizational structure design, department function division, post establishment and staffing, and compensation and performance system.
In 2022, the group company prioritized the creation of a learning organization and made significant efforts to construct its training center. It worked towards optimizing its training system to meet the enterprise's development strategy and the personal development goals of its employees. The company offered courses to enhance management abilities, improve professional skills, and upgrade job skills for employees at all levels. This objective was to continuously enhance the employees' professional knowledge, business capabilities, and execution skills, aligning the company's development with the growth of its employees, thereby providing robust support for the group's strategic planning and development.
How the profit distribution policy, especially the cash dividend policy, was formulated, executed or revised in the Reporting Period:□ApplicableNot applicable
Indicate by tick mark whether the Company fails to put forward a cash dividend proposal despite the facts that the Company has made profits in the Reporting Period and the profits of the Company as the parent distributable to shareholders are positive.
Bonus shares for every 10 shares (share)||0
 Dividend for every 10 shares (RMB) (tax inclusive)||3.61
 Total shares as the basis for the profit distribution proposal (share)||595,979,092
 Cash dividends (RMB) (tax inclusive)||215,148,452.21
 Cash dividends in other forms (such as share repurchase)(RMB)||0.00
 Total cash dividends (including those in other forms)(RMB)||215,148,452.21
 Distributable profit (RMB)||1,105,473,319.87
 Total cash dividends (including those in other forms) as %||
of total profit distribution| Cash dividend policy|100%
If the Company is in a mature development stage and has no plans for any significant expenditure, in profit allocation, the ratio of cash dividends in the profit allocation shall be 80% or above.
Details about the proposal for profit distribution and converting capital reserve into share capital
The Board has approved a final dividend plan as follows: based on the share capital of 595,979,092 shares, a cash dividend of RMB3.61 (tax inclusive) per 10 shares is to be distributed to the shareholders, with no bonus issue from either profit or capital reserves.
XII Construction and Implementation of Internal Control System during the Reporting Period
1. Internal Control Construction and Implementation
During the Reporting Period, the Company established, improved and effectively implemented internal control according to the Basic Code for Internal Control of Enterprises, the Guidelines on Internal Control of Listed Companies and the Company's actual situation, to ensure the legitimacy and compliance of business and management, guarantee scientific and rational operating procedures and promote the normal and orderly functioning of all major processes. The Board of Directors of the Company is in full charge of the development, implementation and improvement of the Company's internal control system and carries out regular inspections and effect assessments on internal control. Besides, it serves as the highest decision-making body and the ultimately responsible unit for the Company's comprehensive risk management and is responsible for the effectiveness of the Company's comprehensive risk management. TheAudit and RiskManagement Committee under the Board of Directors is accountable to the Board of Directors and is under the direct leadership of the Board of Directors. The Audit and Risk Management Committee carries out various work through internal audit departments, such as supervising and inspecting the implementation of the internal control system, assessing the effectiveness of internal control and offering suggestions on how to improve internal control and correct mistakes. The Board of Supervisors is in charge of supervising and inspecting the implementation of internal control and the establishment, improvement and implementation of the risk management system.
The company persisted in promoting the optimization of the risk management and internal control system and the standardization of the financial management system project in 2022. It established operational standards and tool forms for the risk management and internal control manual and completed the review and promotion training for all optimization project results. The company will continue to optimize the system in the later period.
2.Material Internal ControlWeaknesses Identified for the Reporting Period
XIIIManagement and Control of Subsidiaries by the Company during the Reporting Period
Name of company|| Inte| Problems|| Settl| Follo
| Integration plan|grati on|encountered in integration| Solutions taken|eme nt|settle w-up
|1. Guarantee the stability of the existing business while gradually implementing Shenzhen Property's standardized business system.2.Ensure the stability of the workforce by integrating human resource management into the Shenzhen Property system.3. Drive the integration of the OA office and financial management systems.4. Consolidate the property management sector system, establish clear labor divisions and promote collaboration among diverse professional firms, enhance professional skills, bolster marketization and core competitiveness.5. Formulate strategies to enhance the quality and efficiency of each company, and gradually implement measures to reduce losses and transform losses into profits.|prog ress||1. Formulate a plan to reform the employment mechanism that is market-driven.2.Systematically integrate human resources management into the Shenzhen Property management system.3. Enhance and gradually build up the pool of officials through internal competition, market-driven recruitment, and training mechanisms.|prog ress|ment plan
 Shenzhen Property Management Co., Ltd.|| The wor k is bein g prog ress ed as per the plan.|1. Disparities exist in the salary and benefits framework.2.The pool of officials in reserve is inadequate to fulfill business requirements.|| The wor k is bein g prog ress ed as per the plan.| None at the mome nt
 Shenzhen Shenfubao Hydropower Municipal Service Co., Ltd.|1.Guarantee the stability of the existing business while gradually implementing Shenzhen Property's standardized business system.2. Ensure the stability of the workforce by integrating human resource management into the Shenzhen Property system.3. Drive the integration of the OA office and financial management systems.4.Consolidate the property management sector system, establish clear labor divisions and promote collaboration among diverse professional firms, enhance professional skills, bolster marketization and core competitiveness.5.Formulate strategies to enhance the quality and efficiency of each company, and gradually implement measures to reduce losses and transform losses into profits.| The wor k is bein g prog ress ed as per the plan.|1. Inadequate pool of officials in reserve.2. Disparities exist in the salary and benefits framework.3.Subpar standard of business.4. Considerable pressure to curtail losses and achieve profitability.|1.Formulate a plan to reform the employment mechanism that is market-driven.2.Systematically integrate human resources management into the Shenzhen Property management system.3. Prepare a list of authority management for water and electricity engineering, clarify the limits of the company's rights and responsibilities, and rigorously manage compliance risks.4.Develop strategies to enhance quality and efficiency, lower costs, enhance quality, and gradually reverse the loss-making trend.| The wor k is bein g prog ress ed as per the plan.| None at the mome nt
Shenzhen Shenfubao|1.Guarantee the stability of the existing business while gradually implementing| The wor|1. Inadequate pool of officials in|1.Formulate a plan to reform the| The wor| None at the
Property Development Co., Ltd.| Shenzhen Property's standardized business system.2. Ensure the stability of the workforce by integrating human resource management into the Shenzhen Property system.3. Drive the integration of the OA office and financial management systems.4. Consolidate the property management sector system, establish clear labor divisions and promote collaboration among diverse professional firms, enhance professional skills, bolster marketization and core competitiveness.5.Formulate strategies to enhance the quality and efficiency of each company, and gradually implement measures to reduce losses and transform losses into profits.|k is bein g prog ress ed as per the plan.|reserve.2.Disparities exist in the salary and benefits framework.3.Subpar standard of business.4. Considerable pressure to curtail losses and achieve profitability.|employment mechanism that is market-driven.2.Systematically integrate human resources management into the Shenzhen Property management system.3. In the case of pivotal park projects, incorporate Shenzhen Property's standardized operating procedures, while aligning with individualized business practices, to enrich the customer service experience. Additionally, engage with the partyA entities to enhance the charging criteria and streamline service requirements.4. Develop strategies to enhance quality and efficiency, lower costs, enhance quality, and gradually reverse the loss-making trend.|k is bein g prog ress ed as per the plan.|mome nt
 Shenzhen Free Trade Zone Security Service Co., Ltd.|1. Guarantee the stability of the existing business while gradually implementing Shenzhen Property's standardized business system.2. Ensure the stability of the workforce by integrating human resource management into the Shenzhen Property system.3. Drive the integration of the OA office and financial management systems.4.Consolidate the property management sector system, establish clear labor divisions and promote collaboration among diverse professional firms, enhance professional skills, bolster marketization and core competitiveness.5.Formulate strategies to enhance the| The wor k is bein g prog ress ed as per the plan.|1. Inadequate pool of officials in reserve.2. Disparities exist in the salary and benefits framework.3.Subpar standard of business.4. Considerable pressure to curtail losses and achieve profitability.|1. Formulate a plan to reform the employment mechanism that is market-driven.2. Systematically integrate human resources management into the Shenzhen Property management system.3.Formulate strategies to enhance quality and efficiency, curtail| The wor k is bein g prog ress ed as per the plan.| None at the mome nt
|quality and efficiency of each company, and gradually implement measures to reduce losses and transform losses into profits.|||expenses, boost quality, and progressively overturn the loss- making trend.4.Augment revenue and decrease management costs through internal business coordination.||
 Shenzhen Foreign Trade Property Management Co., Ltd.|1. Guarantee the stability of the existing business while gradually implementing Shenzhen Property's standardized business system.2.Ensure the stability of the workforce by integrating human resource management into the Shenzhen Property system.3. Drive the integration of the OA office and financial management systems.4. Consolidate the property management sector system, establish clear labor divisions and promote collaboration among diverse professional firms, enhance professional skills, bolster marketization and core competitiveness.5.Formulate strategies to enhance the quality and efficiency of each company, and gradually implement measures to| The wor k is bein g prog ress ed as per the plan.|1.Inadequate pool of officials in reserve.2. Disparities exist in the salary and benefits framework.3. Subpar standard of business.4. Considerable pressure to curtail losses and achieve profitability.|1.Formulate a plan to reform the employment mechanism that is market-driven.2.Systematically integrate human resources management into the Shenzhen Property management system.3.Develop strategies to enhance quality and efficiency, reduce costs, improve quality, and gradually turn the| The wor k is bein g prog ress ed as per the plan.| None at the mome nt
reduce losses and transform losses into profits.
tide on losses.
XIV Self-Evaluation Report or Independent Auditor’s Report on Internal Control
Disclosure date of the internal control self-evaluation report||||25March 2023||
 Index to the disclosed internal control self-evaluation report||||http://www.cninfo.com.cn||
 Evaluated entities’combined assets as % of consolidated total assets|||||100.00%|
 Evaluated operating|entities’combined|||||
revenue as % of consolidated operating||99.64% Identification standards for internal control weaknesses||||
revenue||||||
financial reporting related to financial reporting| Type|| Weaknesses in internal control over||| Weaknesses in internal control not
the serious defect  Major defects include: 1.|| Indications of||of the|| Serious
report were including: violation of national laws||financial||1.|the|and
||control environment is invalid;||||regulations leading to major litigation, or investigation of regulatory agencies,
 Nature standard of major||2.| Commitment|fraud|by|
supervisors or ordered suspension of business||directors,||senior||for
||management of the Company;||||rectification, investigation for criminal responsibility or replacement of senior
audit institution||3.|the|discovered|the|
|current financial report had great defect while the internal control of the Company||||||||||managers;|||||||||
|||||||||||2.| Abnormal||major|||changes|||of
|didn’t|found||out||during|the|operating|||directors,|||supervisors,|||||senior|
|process;||||||||||management|||and|main|||technical||
|4.| Correction||of|major|misstatement||||in|personnel of the Company;3.Major decision-making errors due to lack of internal democratic decision-|||||||||
|financial reports reported or disclosed by the Company;5. the supervision of the Company’s Audit and Risk Management Committee and the internal audit department on the internal control was invalid. Indications of the important defect of the financial report were including: 1. didn’t||||||||||making||procedures|||or||unscientific||
|||||||||||procedures;4. Serious loss of core management or technical personnel;|||||||||
|||||||||||5.| Vicious||negative|news|||frequently||
|||||||||||appeared||in|the|media,|||involving||a
|abide|by|the|universally|||acknowledged||||wide||range|and|negative|||existing||
|accounting standard to choose and apply the accounting policies; 2. had not built up||||||||||influence;|||||||||
|||||||||||6.| Significant|||impact|||on||the
|the|anti-fraud||process||and||the|control|| Company’s production and operation due to lack of system control or system failure of important business;|||||||||
|measures;||3.|had||not|built||up|the||||||||||
|corresponding|||control mechanism or had||||||||||||||||
|not|executed||||the|corresponding|||||||||||||
|compensating control for the accounting||||||||||7.| Major|defects||of|internal|||control|
|treatment||which||was|unconventional||||or|evaluation to be rectified;8. Any other negative|||||||||
|with|special||transaction;|||4.|the|control||||||||circumstances|||
|during the process of the financial report at||||||||||generating|||significant||impact|||on|the
|the|period-end||existed||one||or|multiple|| Company. Significant|||||||||
|defects||that|could||not|guarantee|||the||||defects|||include:|||1.
|compile of the financial report reach the goal of being real and complete;5. Important or general defects of internal control to be rectified. Common defect: refers to the other control defect except for the above great defect and significant defect.|||||||||| Incomplete|||democratic||||decision-||
|||||||||||making process that affects production and operation of the Company;|||||||||
|||||||||||2.| Violation||of|internal|||rules||and
|||||||||||regulations leading to important losses;3. Exposure of negative news by the media leading to significant impact on the Company;|||||||||
|||||||||||4.| Important||defects|||of|important||
|||||||||||business regulations or system to be rectified;5. Any other negative case leading to great impact on the Company.|||||||||
||||||||||| Common||defects:||any||other||control|
|||||||||||defect except for the above major and significant defects.|||||||||
| Serious defect: potential misstatement of the operating income≥1% of the operating income of the consolidated statements of|||||||||| Major defects: direct property loss ≥1.00% of net assets of the previous year; Significant defects: 0.5% of net assets of the previous year ≤direct property|||||||||
|the| Company,||potential||misstatement||||of||||||||||
|the total assets amount≥0.40% of the total assets of the consolidated statements of the||||||||||loss|<|1.00%|of|net||assets||of|the
| Company,||potential|||misstatement|||of|the|previous year; Common defects: direct property loss< 0.5% of net assets of the previous year.|||||||||
|net assets≥1.00% of the net assets of the consolidated statements of the Company. Important defect: 0.50% of the operating income of the consolidated statements of|||||||||||||||||||
Quantitative standard|the| Company≤misstatement<1%|||||||of|the||||||||||
|operating||income|||of the||consolidated||||||||||||
|statements of the Company; 0.2% of the total assets of the consolidated statements of the Company ≤misstatement<0.4% of|||||||||||||||||||
|the|total|assets|||of the||consolidated||||||||||||
|statements of the Company, 0.5% of the net assets of the consolidated statements of|||||||||||||||||||
|the| Company||≤misstatement<1%|||||of|the||||||||||
|net assets of the consolidated statements of|||||||||||||||||||
|the| Company.|||| Common|||defect:|||||||||||
|misstatement||||of|the||operating||||||||||||
|||||income<0.5% of the operating income of||||||
|||||the|consolidated||statements||of|the
||||| Company, misstatement of the total assets amount<0.2% of the total assets amount of||||||
|||||the|consolidated||statements||of|the
||||| Company,|misstatement|||of|the|net
|||||assets<0.5%|of|the|net|assets|of|the
 Number|of|material|weaknesses|in|consolidated statements of the Company.||||||
internal control over financial reporting|||||||||||0
 Number|of|material|weaknesses|in|||||||
internal control not related to financial reporting|||||||||||0
 Number|of|serious|weaknesses|in|||||||
internal control over financial reporting|||||||||||0
 Number|of|serious|weaknesses|in|||||||
internal control not related to financial reporting|||||||||||0
Opinion paragraph in the independent auditor’s report on internal control We believe that Shenzhen Properties & Resources Development (Group) Ltd. maintained efficient internal control of financial reports in all significant aspects according to “Basic Standards of Corporate Internal Control”and relevant regulations. Independent auditor’s report on internal control disclosed or not|||||
||||| Disclosed
 Disclosure date|||||25March 2023
 Index to such report disclosed|||||http://www.cninfo.com.cn
 Type of the auditor’s opinion||||| Unmodified unqualified opinion
 Material|weaknesses||in|internal|
control|not|related|to|financial| None
reporting|||||
Indicate by tick mark whether any modified opinion is expressed in the independent auditor’s report on the Company’s internal control.