【正文】 0 mil ion Yuan, in t he im plem ent at ion pr ocess of t he pr oj ect, ever y dom est ic pr ices of st eel, cem ent and ot her building m at er ials, t he old build ings on t he base encount er ed gr eat dif f icult ies in dealing wit h signif icant incr ease in t he volum e of civil engineer ing, but t hrough r at ionalizat ion and opt imizat ion, pr oj ect contr ol in f ixed invest m ent of 350 m ilon Yuan. Thir d, envir onm ent al ener gy saving ef fect of t he pr oj ect. Pr oj ect investm ent of nearly 30 m ilon Yuan, using lar ge pr ebake t echnology and alum inum oxide dense phase and hyper dense phase conveying t echnol gy, fluor ide and ot her harm f ul gases purif icat ion ef ficiency of up t o 98%. Com par ed wit h Soder ber g cell bef or e t he m odif icat ion, power consum pt ion can be r educed by 1500 tons of electr olyt ic alum inum, and proj ect envir onmental pr ot ect ion and ener gy saving ef fect is obvious. Four ar e in a r elat ively shor t period of t im e t o t he nor m al pr oduct ion. Af t er f our m onths of ef fort s, a pr oj ect has put int o oper ation all t he 54 240KA lar ge cell int o r egular pr oduct ion, st able cur ent channel condit ions and al t he economic indicat or s are good, cur ent ef ficiency in Oct ober had r eached 93%, is close t o and r each the dom est ic advanc ed level. I n t he case of pr oduction half of t he cell, t his ef fect can be achieved and bett er level in t he indust r y. 50,000 t ons of elect rolyt ic m odif ication pr ocess, f r om pr elim inar y st udy t o equipm ent select ion, cost cont r ol, pr oject progr ess, qualit y cont rol and coor dinat ion among t he various sub pr ojects and var ious pr of essional, t echnical mand under t he cor ect leader ship, bot h f rom an over all per spect ive, em phasis on int egr it y, and ear nestly im plem ent t he r elevant laws and r egulat ions, st r ictly act accor ding t o t he cont ract . He t r ied t o lear n r elevant knowledge, good st yle of business, oper at ional and or ganizational coor dinat ion abilt y, pr oject ef ficiency, qualit y and safety assurance system in place, wit h all unit s involved wit h t he coor dinat ion and good . . . Four out st anding wor ks. They ar e derived f r om t heir own inner f eelings. I also sent a st udent t o at t end t he class Depart m ent speech cont est, f ailed t o get a good r esult , but also act ively cooperat e wit h t he Depar tm ent and class activit ies! in or der t o cr eat e a dem onstr ation dor m r oom, our weekly class t o ever y bedr oom check , wher e pr oposed is insuf f icient. I n or der t o clean up t he bedr oom, we use t he br ush br ushes a bedr oom again. For t he class out of a f or ce. I n t he event we, m any pr oj ect s did not get t he desir ed r esult s. But we under st and t hat we t r ied, and in t he st r uggle. Also has m ade good pr ogr ess in m any of t he! in m y class t he wor k car ried out and t he r esult s achieved, t hanks t o t he c oncer n and support of t he Depar tm ent, t hanks t o inst r uct or t eacher39。s contr ol t he scale of invest m ent , st r engt hen f ield m anagem ent, pay special at t ention t o pr oj ect pr ogr ess, and ensur e a successf ul oper ation, t he over all goal. He and Engineer ing Depar tm ent under t he leader ship of all t he st af f in t he pany39。集團(tuán)發(fā)展速度受制于現(xiàn)有資產(chǎn)的周轉(zhuǎn) 能力。（） 92 經(jīng)營(yíng)業(yè)績(jī)是對(duì)企業(yè)一定時(shí)期內(nèi)全部經(jīng)營(yíng)與管理活動(dòng)產(chǎn)生結(jié)果的客觀、綜合反映。（√） 91 經(jīng)濟(jì)增加值的核心理念是“資本獲得的收益至少要能補(bǔ)償投資者承擔(dān)的風(fēng)險(xiǎn)”。（ ） 67 集團(tuán)總部在集團(tuán)預(yù)算管理體系中具有主導(dǎo)地位，擁有集團(tuán)預(yù)算決策權(quán)。作為常設(shè)機(jī)構(gòu)，工作組應(yīng)該單獨(dú)設(shè)立?！白龃蟆睂?dǎo)向下，預(yù)算指標(biāo)會(huì)側(cè)重利潤(rùn)總額、凈資產(chǎn)收益率、息稅前利潤(rùn)及其增長(zhǎng)率等指標(biāo)。（√） 20 集 團(tuán)內(nèi)部縱向財(cái)務(wù)組織體系，是為落實(shí)集團(tuán)內(nèi)部各級(jí)組織的財(cái)務(wù)管理責(zé)任，而對(duì)其各級(jí)次財(cái)務(wù)組織或機(jī)構(gòu)的一種細(xì)劃與設(shè)計(jì)。（） 33 集團(tuán)擴(kuò)張速度可分為超常增長(zhǎng)、適度平衡增長(zhǎng)、低速增長(zhǎng)等三種不同類型。（） 23 集團(tuán)的經(jīng)營(yíng)者（含總會(huì)計(jì)師）可以在股東大會(huì)授權(quán)之下行使決策權(quán)。（√） H 26 混合型 財(cái)務(wù)總監(jiān)制的核心定位在決策、管理，而不在于代表總部對(duì)子公司進(jìn)行監(jiān)督。（） 49 管理層收購(gòu)中多采用杠桿收購(gòu)方式。（√） 55 股利政策屬于集團(tuán)重大財(cái)務(wù)決策，因此，股利類型、分配比率、支付方式等財(cái)務(wù)決策權(quán)都應(yīng)高度集中于集團(tuán)總部。（√） G 98 根據(jù)國(guó)資委相關(guān)規(guī)則，國(guó)有企業(yè)平均資本 成本率統(tǒng)一為 %（） 71 公司戰(zhàn)略是預(yù)算管理的前提、依據(jù)，預(yù)算管理是落實(shí)公司戰(zhàn)略的工具、手段。（） 48 對(duì)于巨額并購(gòu)的交易，現(xiàn)金支付的比率一般都比較高。（√） 62 對(duì)企業(yè)集團(tuán)來(lái)說(shuō)，獲得商業(yè)銀行的集團(tuán)統(tǒng)一授信有利于成員企業(yè)借助集團(tuán)資信取得銀行授信支持，提高融資能力。（） 43 從企業(yè)集團(tuán)戰(zhàn)略管理角度，任何企業(yè)集團(tuán)的 投資決策權(quán)都集中于集團(tuán)總部。（√） 8 從母公司的角度，金融控股型企業(yè)集團(tuán)的優(yōu)勢(shì)之一是具有高杠桿性。（√） 13 從財(cái)務(wù)管控角度，集團(tuán)總部與集團(tuán)下屬單位之間不存在“上 下”級(jí)間的財(cái)務(wù)管理互動(dòng)關(guān)系。（√） 94 長(zhǎng)期負(fù)債是指償還期在一年以內(nèi)的債務(wù)總額。（） 31 財(cái)務(wù)戰(zhàn)略與經(jīng)營(yíng)戰(zhàn)略之間存在“天然”互補(bǔ)性，經(jīng)營(yíng)上的高風(fēng)險(xiǎn)性也要求財(cái)務(wù)上的高杠桿化。（） 95 財(cái)務(wù)業(yè)績(jī)指標(biāo)是指除財(cái)務(wù)業(yè)績(jī)以外的、反映企業(yè)運(yùn)營(yíng)、管理效果及財(cái)務(wù)業(yè)績(jī)形成過(guò)程的指標(biāo)。（√） 52 不論是直接融資還是間接融資，其目的都是實(shí)現(xiàn)資本在社會(huì)上合理流動(dòng)和配置。在支付方式的選擇上，必須審慎地考慮并購(gòu)價(jià)格及不同的支付方式對(duì)未來(lái)資本結(jié)構(gòu)與財(cái)務(wù)風(fēng)險(xiǎn)的影響。（√） B 32 并購(gòu)戰(zhàn)略的首要任務(wù)是確定并購(gòu)?fù)顿Y方向及產(chǎn)業(yè)領(lǐng)域。（√） 83 “資本結(jié)構(gòu)”是負(fù)債與資產(chǎn)額之間的比例關(guān)系，它大體反映了企業(yè)財(cái)務(wù)風(fēng)險(xiǎn)。（√） 4 “先有子公司、后有母公司”是中國(guó)國(guó)有企業(yè)集團(tuán)產(chǎn)生的主要特征。s good, pr oper guidance, t hanks t o 46 st udent s in t he class wil l wor k closely t oget her, t o wor k t oget her . Of cour se, we also have our weaknesses, needs t o be f ur ther cor r ect ion in t heir f ut ure lear ning and lif e, wit h a view t o achieving gr eat er esult s. Five declar ations of good part y br anch br anch is a f or t ress, a par t y m em ber is a banner . Fight ing in t he r ailway engineer ing const r uction Gr oup Headquar t er s Headquar ter s br anches, a t ot al of m em bers 18. Role of t he Xiang GUI r ailway and t ight Sout h Lebanon r ailway, heavy, poor condit ions of disadvantage, t he br anch closely ar ound t he const r uct ion wor k. Holding high t he f lag of our par t y m em ber s, unit e and lead st aff on t he dif f icult ies, overe dif f iculties, t ake t he zhengyou, a j ob well done and an engineer ing t ask, won t he highly valued by leader s at all levels. Since Oct ober last year since t he pr oj ect began, Headquar ter s Br anch is t ight ly ar ound t he center of it s act ivit ies. Face Sout h, clim at e is wet , sooner or lat er t em perat ur e lar ger , specif ic dif f icult , I br anch f r om t hought r equir em ent s all wor ker s act ive m otivat ed, do can long term har d, dar e f ight