English Chinese translation sample-corporate governance

（Edited by freelance Chinese translator li – English to Chinese translation or Chinese to English translation services- financial translation）

VIII. Corporate Governance
1. The corporate governance structure.
In accordance to the stipulations of The PRC Corporate Law and The PRC Securities Law, ICBC established the governance framework made up of the general meeting of shareholders, the board of directors, the board of supervisors and the top management, and a working mechanism in which the institutions of authorities, decision making, supervision and management perform their own duty while cooperating with one another. Under the board of directors there are five specialized committees respectively in charge of strategy, auditing, appointment and payroll, risk management, and related business control. Under the board of supervisors there is the supervision committee. To further enhance the corporate governance structure, ICBC has compiled the authorization plan by the general meeting to the board of directors, and the authorization plan by the board of directors to the president. It has modified the duties and member structures in the specialized committee, implemented the chief risk officer system, added supervisors from the bank staff, made the share value addition plan to build up the corporate incentive mechanism, and explored means to consolidate communication and strategic cooperation with investors outside China to improve corporate governance.

　　八、公司治理
　　（一）公司治理结构。
　　中国工商银行按照《中华人民共和国公司法》、《中华人民共和国证券法》等相关法律法规要求,建立了由本行股东大会、董事会、监事会和高级管理层组成的治理架构,形成了权力机构、决策机构、监督机构和高级管理层之间各司其职、相互协调、有效制衡的工作机制。董事会下设战略委员会、审计委员会、提名与薪酬委员会、风险管理委员会、关联交易控制委员会等五个专门委员会；监事会下设监督委员会。为进一步完善公司治理结构，制定了股东大会对董事会授权方案和董事会对行长授权方案，调整董事会下设专门委员会的职责和成员结构，实行首席风险官制度，补选职工监事，制定了股票增值权计划以建立健全公司激励机制，积极探索与境内外投资者加强沟通和战略合作的途径，不断提高公司治理水平。

2. Human resources management.
ICBC has further reformed its HR management and incentive mechanism, and constituted a modern post-based HR management system. With the introduction of EVA and GSR, ICBC has established a performance-oriented payroll mechanism, continued to improve the differentiating payroll system and fully implemented the corporate annual fund system. In 2006, ICBC held 40,000 various training programs participated by 1.94 million persons/times, an average training of 9.43 days per person. The programs included leadership and FRM training, experimental pre-service training, and the external online education system. ICBC has accelerated the structural reform in the Head Office braches, launched a top-down reformation of some business procedures and organizational adjustment, and has reorganized the departments of corporate banking, capital management, risk management and financial management in the Head Office.

　　（二）人力资源管理。
　　深化人力资源管理和激励约束机制改革，构建以岗位为基础的现代人力资源管理体制。引入经济增加值（EVA）和收益分享比例（GSR）理念，建立绩效工资分配机制；继续完善差异化薪酬体系；全面建立企业年金制度。2006年全行举办各级各类培训班4万期，194万人次，人均受训9.43天。开展了领导力培训、金融风险管理师（FRM）人才培训等项目，试行员工岗前培训制度，投产开通了外网远程教育系统。推进总行、分行机构改革，自上而下地启动了全行部分主要业务流程再造和组织结构调整工作，重组了总行公司银行业务、资金业务、风险管理、财务管理等职能部门。