002348SZSE

Management System for Remuneration of Directors and Senior Management

Gaole Co., Ltd.·

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This document outlines the remuneration management system for directors and senior management of Guangdong Gaole Co., Ltd. It details the principles of remuneration, the management structure, and the adjustment and recovery mechanisms. The system aims to incentivize performance, align with company strategy, and ensure compliance with regulations.

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Guangdong Gaole Co., Ltd.

Management System for Remuneration of Directors and Senior Management

Chapter 1 General Provisions

Article 1 To further improve the remuneration management of the company's directors and senior management, establish a scientific and effective incentive and restraint mechanism, mobilize the enthusiasm and creativity of directors and senior management, improve enterprise operating efficiency and management level, and ensure the realization of the company's development strategic goals, in accordance with the "Corporate Governance Guidelines for Listed Companies" and other laws and regulations, and the "Articles of Association of Guangdong Gaole Co., Ltd." (hereinafter referred to as the "Articles of Association"), and based on a full consideration of the company's development strategy, operating conditions, and industry characteristics, this system is hereby formulated.

Article 2 The scope of application of this system includes: (1) Company directors: including non-independent directors (including employee representative directors) and independent directors; (2) Senior management personnel of the company: including the general manager, deputy general managers, secretary of the board of directors, financial controller, and other senior management personnel as stipulated in the "Articles of Association."

Article 3 The remuneration of the company's directors and senior management personnel shall be based on the company's operating and comprehensive management conditions, and shall be determined through comprehensive assessment based on the completion of the operating plan, the responsibilities of the work supervised, the completion of work objectives, and the individual performance and development.

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