002350SZSE

Management System for Compensation and Performance Evaluation of Directors and Senior Management

Beijing Keri Co., Ltd.·

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This document outlines the management system for the compensation and performance evaluation of directors and senior management at Beijing Keli Group Co., Ltd. It establishes principles for determining compensation, including linking it to company performance, long-term interests, and individual contributions. The system details the composition of compensation, performance assessment periods, and procedures for adjustment and recovery of compensation in cases of financial loss or misconduct.

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Beijing Keli Group Co., Ltd.

Management System for Compensation and Performance Evaluation of Directors and Senior Management

Chapter 1 General Provisions

Article 1 Beijing Keli Group Co., Ltd. (hereinafter referred to as the "Company") has formulated this system to establish and improve the incentive and restraint mechanism for its operators, align operators' interests with the Company's long-term interests, effectively mobilize the enthusiasm and creativity of the Company's directors and senior management, and promote the healthy, stable, and sustainable development of the enterprise. This system is formulated in accordance with the "Company Law of the People's Republic of China," the "Corporate Governance Guidelines for Listed Companies," the "Shenzhen Stock Exchange Main Board Listed Company Regulatory Guide No. 1 - Normative Operation of Main Board Listed Companies," and other relevant laws, regulations, and normative documents, as well as the "Articles of Association of Beijing Keli Group Co., Ltd." (hereinafter referred to as the "Articles of Association").

Article 2 This system applies to all directors and senior management of the Company.

Article 3 The principles for determining compensation are as follows: (1) The principle of open, fair, and equitable compensation standards. (2) The principle of aligning compensation with the Company's long-term interests and sustainable development. (3) The principle of matching compensation with the Company's operating performance and individual work performance. (4) The principle of adapting compensation to the Company's scale and market development. (5) The principle of integrating power, responsibility, and benefits. (6) The principle of balancing incentives and constraints.

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