该小组将绩效管理视为公司战略和运营成果之间的关键链接，并评估和评估企业

该小组将绩效管理视为公司战略和运营成果之间的关键链接，并评估和评估企业内各个级别的预算责任中心的预算执行结果。绩效管理的过程是从战略到结果的过程，在运营水平上实现决策水平的战略意图的实现，并根据运营结果和市场变化的反馈进行战略更新，以保持战略水平。始终指导业务的有效性。预算是从战略目标到运营成果的建立与管理之间的联系，是公司绩效管理的核心载体。通过预算评估，可以发现和纠正实际绩效与预算之间的偏差，发现和分析问题，提出改进下一次预算工作和业务活动的建议，并充分发挥预算的激励作用管理。预算目标承担了集团的总体战略目标，并将其量化为特定的预算指标，这些指标被传送给下属公司以指导业务管理和资源分配；明确的职责要求小组对各级组织的预算和管理职能有明确的定位，合理地匹配各个部门的职责和权利，并在部门之间形成有效且协作的预算文化；有效的控制要求通过预算控制过程和预测机制，定期预算分析和战略评估以及对管理的决策支持，及时发现问题并纠正偏差。全面覆盖要求预算内容完全覆盖所有重要业务事项。

该小组将绩效管理视为公司战略和运营成果之间的关键链接，并评估和评估企业内各个级别的预算责任中心的预算执行结果。 绩效管理的过程是从战略到结果的过程，在运营水平上实现决策水平的战略意图的实现，并根据运营结果和市场变化的反馈进行战略更新，以保持战略水平。 始终指导业务的有效性。 预算是从战略目标到运营成果的建立与管理之间的联系，是公司绩效管理的核心载体。 通过预算评估，可以发现和纠正实际绩效与预算之间的偏差，发现和分析问题，提出改进下一次预算工作和业务活动的建议，并充分发挥预算的激励作用管理。 预算目标承担了集团的总体战略目标，并将其量化为特定的预算指标，这些指标被传送给下属公司以指导业务管理和资源分配；明确的职责要求小组对各级组织的预算和管理职能有明确的定位，合理地匹配各个部门的职责和权利，并在部门之间形成有效且协作的预算文化；有效的控制要求通过预算控制过程和预测机制，定期预算分析和战略评估以及对管理的决策支持， 及时发现问题并纠正偏差。 全面覆盖要求预算内容完全覆盖所有重要业务事项。

The team regards performance management as the key link between the company's strategy and operational results, and evaluates and evaluates the budget implementation results of budget responsibility centers at all levels of the enterprise. The process of performance management is a process from strategy to result, which realizes the strategic intention of decision-making level at the operational level, and updates the strategy according to the feedback of operational results and market changes, so as to maintain the strategic level. Always guide the effectiveness of the business. Budget is the link between the establishment and management from strategic objectives to operational results, and it is the core carrier of company performance management. Through budget evaluation, we can find and correct the deviation between actual performance and budget, find and analyze problems, put forward suggestions to improve the next budget work and business activities, and give full play to the incentive role of budget management. Budget objectives bear the overall strategic objectives of the group, and quantify them into specific budget indicators, which are transmitted to subordinate companies to guide business management and resource allocation; clear responsibilities require the team to have a clear positioning of the budget and management functions of organizations at all levels, reasonably match the responsibilities and rights of various departments, and form an effective and collaborative budget among departments Effective control requires timely detection of problems and correction of deviations through budget control process and prediction mechanism, regular budget analysis and strategic evaluation, and decision support for management. Comprehensive coverage requires the budget content to cover all important business matters.<br>