Salary management system1 General Provisions 11 Purpose 11.1. Establish a legal, standardized, effective, fair and just salary and welfare management system. 1.1.2. Establish a salary and welfare mechanism that adapts to the company's participation in market competition, reflects the value of employees' contributions, and can effectively motivate employees. 1.1.3. Promote the implementation of the concept of "enterprise value and employee value together" in the company. 1.2 Scope of application 12.1 This system applies to all employees of Upper East Property Holdings*** and its subordinate project companies and subsidiaries. 1.2.2 This system does not apply to those who receive labor and consultant fees. 1.3 Principles and Basis: 13.1. As one of the forms of value distribution, remuneration should follow the principles of value sharing, distribution according to work, efficiency priority, fairness, reward the good and punish the bad, and sustainable development. 1.3.2 Remuneration is allocated on the basis of contribution, competence and responsibility. 2.Management Responsibilities 21. The general manager is responsible for reviewing the company's total annual salary, salary policy, salary adjustment and other plans, and submitting them to the board of directors for discussion and decision-making 2.2. The administrative department is the only department responsible for the company's remuneration and benefits, and is responsible for formulating the company's remuneration and welfare system and process, and implementing the remuneration policies, systems and decisions approved by the board of directors or the general manager. 2.3. The Administration Department is responsible for conducting salary surveys, internal salary analysis, and proposing relevant total salary, salary structure, salary grade, salary level adjustment plan or proposal to the general manager or the board of directors for review and implementation. 2.4. The administration department is responsible for proposing plans or suggestions for the company's internal annual bonus distribution, performance bonus coefficient adjustment, etc., and submitting them to the general manager for approval. 3.Remuneration system 31. The company's employees are divided into six grades, namely management grade, technical grade, finance and accounting grade, and administrative affairs gradeSales gradeand service grades. 3.2 There are three different types of remuneration systems: the annual salary system related to the annual operating performance of the enterprise;Grade-based pay system related to annual and quarterly performance;A royal-based salary system related to sales performance. 3.3 Employees who enjoy the annual salary system are characterized by evaluating their business performance on an annual basis and issuing corresponding remuneration. It is only applicable to the general manager and general manager in charge of the management grade and the general manager of the project company and subsidiary. 3.4 Employees in the tiered wage system include middle and senior management, technical grades, finance and accounting, administrative and service grades in the management grade. 3.5Employees who are paid by commission are sales personnel in the company's management grades。 3.6 The remuneration of special or consultant personnel shall be referred to the provisions of this system on special salaries. 4.Salary structure 41 Salary components: 41.1. Fixed salary, including basic salarySeniority wagesGrade salary; 4.1.2. Variable salary, including performance salary, year-end bonus, and sales commission;
4.1.3. Additional salary, generally including welfare, subsidies, meals, social insurance, etc. 4.2 Fixed salary 42.1. Basic salary: not less than 600 yuan per month, with an increase of 100 yuan step by step, in order to ensure the minimum salary required for the living requirements of employees. 4.2.2. Seniority salary: reflects the employee's work experience and service years to the contribution of the enterprise, 42.3rd level salary: determined according to the results of job evaluation, reflecting the intrinsic value of the post and the skill factor of employees. Article 14 Floating wages (1) Floating wages include performance wages, year-end bonuses and sales commissions. (2) Performance-based pay is linked to the quarterly appraisal results, reflecting the value that employees can achieve for the company through their own efforts in their current positions and existing skill levels. Performance-based pay is calculated on a quarterly basis and amortized over 3 months in the next quarter. (3) The year-end bonus is linked to the annual assessment results and the company's annual operation, which is an incentive for employees on the basis of the company's overall operating efficiency. The year-end bonus is paid at the beginning of the next year. (4) The sales commission is specifically aimed at the personnel directly related to the sales work, reflecting the performance and ability of the sales personnel, and the specific amount is determined according to a certain proportion of sales revenue, and the calculation method is referred to the relevant regulations of the company. Article 15 Additional wages (1) Additional wages = meal expenses + general benefits + four overall plans + individual income tax. (2) Additional salary is a kind of welfare that the company's officially registered employees can enjoy. (3) Meal fee is a meal subsidy issued by the company for each employee. 300 yuan per month, which is included in the monthly salary. (4) General benefits refer to the festival fees and other in-kind forms of income that employees receive from the company during major festivals. (5) The four co-ordination includes housing**, medical insurance, endowment insurance and unemployment insurance. The company and its employees each bear a part. For the specific amount, please refer to the relevant national regulations and relevant policies of the enterprise. (6) Individual income tax shall be borne by the company within the predetermined range, and shall be borne by the individual employee if it exceeds the scope. 4 Graded wages Article 16 Graded wages are the basis of the entire wage system, which reflects the contributions of employees in terms of job value and skill factors. An employee's grade salary depends mainly on the nature of the current position. On the basis of job analysis and job evaluation, the results of the evaluation are used as the basis for distribution, and the salary point is determined according to the job analysis and job evaluation. Article 17 The purpose of grade salary Grade salary is the basis for determining the other parts of the employee's income, as the calculation base for the following items: (1) The calculation base of performance salary;(2) The calculation base of the year-end bonus;(3) the calculation base of overtime pay;(4) Calculation base of sick leave pay;(5) Calculation base of wages for expatriate trainees;(6) Other bases. Article 18 The principle of determining the grade salary (1) The salary is determined by the post, and the salary changes with the post, so as to realize the link between the salary and the value of the post;(2) Based on the value of the post, supplemented by skill factors, the combination of post and skills;(3) Set up promotion channels for different grades and encourage different professionals to specialize;(4) Determine the salary level with reference to the actual income status of the enterprise to achieve a smooth transition. Article 19 Determination of wage levels (1) Wage grading columns, etc. According to the results of job evaluation, the "post level distribution map" is formed, and each post is graded and listed. According to the results of the job evaluation, a total of 29 grades are divided between the lowest score of 130 points and the highest score of 1100 points. the
Below 640 points, every 30 points are scored at the first level;A score of 640 or more is scored every 40 points. (2) Determine the initial grade. According to the score of the job evaluation, each position will be mapped to the corresponding grade and the corresponding level. (3) Adjust according to professional titles. Assign employees to the corresponding level of the corresponding title series according to the job title. (4) Employees of management grades, sales and marketing grades and service grades do not consider the factors of professional titles, and determine the corresponding grades according to the time on the job. For details, please refer to Annex 1 "Post Grade Distribution Chart" Article 20 Calculation method of grade salary (1) Grade salary = point value Wage and salary point (2) Wage and salary point: The median score of each level is taken as the salary point of the level. (3) Point value: The point value needs to be determined according to the overall wage level of the salary, and can be adjusted at any time according to the company's operating efficiency. It is currently tentatively set at 5 yuan. 5 Annual Salary System Article 21 Scope of Application of the Annual Salary System The annual salary system applies to the general manager and the secretary of the Party committee. Article 22 The wage structure of the annual salary system Annual salary system income = monthly income + annual salary supplement at the end of the year + bonus at the end of the year + additional salary Among them, monthly income = basic salary + grade salary + seniority salary Article 23 The total annual salary shall be determined in accordance with the business performance contract signed between the operator and the superior company. According to the business situation, according to different proportions. For details, please refer to the Trial Measures for the Annual Salary System for Operators of Beijing Group Enterprises. Article 24 The payment of annual salary income The part of the monthly income of the total income shall be determined according to the results of the post grading and calculated on a monthly basis. The remaining part of the monthly income will be calculated according to the benefit at the end of the year and paid at the beginning of the next year. 6 Tiered Wage System Article 25 Scope of Application of the Tiered Wage System The graded wage system includes two forms: one is for senior managers in the management grade, and this form of remuneration does not include performance pay;The other is for middle managers in the managerial grade and general staff in the technical, accounting, administrative and service grades, and this form of remuneration includes performance-based pay. Article 26 The wage structure of the graded wage system Income of the graded wage system = fixed salary + performance salary (senior managers do not have this) + year-end bonus + additional salary Article 27 Performance-based salary Performance-based salary is related to the employee's work effort and work results every quarter, and reflects the performance output of the employee in the current position and skill level. Performance-based pay is calculated on a quarterly basis and paid in 3 monthly installments in the next quarter. The specific calculation method is as follows: Quarterly performance salary = grade salary Quarterly assessment coefficient After apportionment: monthly performance salary = quarterly performance salary 033 Among them, the quarterly assessment coefficient is defined as follows: Assessment results Excellent Medium Basic qualified Unqualified Quarterly assessment system 13 1.1 1 0.8 0.4 Number Article 28 Determination of the year-end bonus reporting plan The year-end bonus is a centralized reward for employees at the end of the year according to the company's efficiency, and the reward is based on the individual's year-end assessment coefficient and the company's efficiency. The total amount of bonuses in the reporting plan is accumulated from individual bonuses to the department, and then from the department to the whole company. The branch shall be treated as the department when issuing the year-end bonus.
1) Calculation method for senior managers in the management grade Year-end bonus = 12 grade salary Annual appraisal coefficient Management coefficient (2) Calculation method for middle managers and general employees in the management grade Year-end bonus = 4 grade salary Annual appraisal coefficient (or management coefficient) Department appraisal coefficient Among them, the year-end bonus for middle managers is calculated according to the management coefficient, and the year-end bonus for general employees is calculated according to the annual appraisal coefficient. (3) Annual assessment coefficient Assessment results Excellent Medium Basic Qualified Unqualified Annual Assessment Department 13 1.1 1 0.8 0.4 Number (4) Management coefficient The purpose is to fully reflect the responsibility risk of managers in the distribution of bonuses at the end of the year. The value of the management coefficient of various types of personnel is shown in the following table, in which the management coefficient of middle management personnel is divided into 5 grades according to the different annual assessment coefficients: Category Management coefficient Senior management (including branch managers) 2 Technology, accounting, administrative affairs, and service grades in general 1 Employee management coefficient Category Excellent Medium Basically qualified Unqualified Middle management personnel (including branch 15 1.2 1 0.8 0.4 Deputy Manager of the Division) (5) Department Assessment Coefficient Assessment Results Excellent Medium Basic Qualified Unqualified Department Assessment Department 13 1.1 1 0.8 0.4 Number Article 29 Determination of the actual amount of the year-end bonus The actual amount of the year-end bonus shall be determined by the overall benefit of the company. The total amount of the company's year-end bonus is broken down into departments, and then from departments to individuals. (1) Calculation method for senior managers in the management grade Year-end bonus = 12 grade salary Annual assessment coefficient Management coefficient Adjustment coefficient (2) Calculation method of the actual amount of individual year-end bonus Year-end bonus = 4 grade salary Annual assessment coefficient (or management coefficient) Department assessment coefficient Adjustment coefficient Among them, the year-end bonus for middle-level managers is calculated according to the management coefficient, and the year-end bonus for general employees is calculated according to the annual assessment coefficient. (3) Adjustment coefficient The size of the adjustment factor depends on the company's efficiency, and its value is determined according to the proportion of the company's total bonus at the end of the year to the company's bonus plan reported to the board of directors. Adjustment coefficient = the actual total amount of the company's year-end bonus The total amount of the year-end bonus reported to the plan.
7 Commission-based wage system Article 30 Scope of application of the commission-based wage system The commission-based wage system applies to the deputy director of the sales center (in charge of sales planning) and the employees of the sales and marketing grades in the management grade. Article 31 The wage structure of the commission wage system Income of the commission wage system = monthly income + sales commission + additional salary Among them, monthly income = basic salary + seniority salary + grade salary Payment coefficient Article 32 The payment coefficient and commission method in the commission wage system refer to the relevant regulations of the company. 8 Wage Adjustment Article 33 The principle of wage adjustment of the company is the combination of overall adjustment and individual adjustment. Article 34 The overall adjustment form of the company's wages is to change the salary point value, and the adjustment cycle and adjustment range are determined according to the company's efficiency and the company's development. Article 35 Individual adjustments shall be decided according to the results of the year-end assessment of employees and the changes in professional titles and positions. (1) Adjust according to the assessment results. Cumulative assessment results within two consecutive years: "excellent", "good" or above, and those with "good" assessment results for three consecutive years, the salary grade will be promoted by one level within the title series of the grade. The salary level of employees whose assessment results are "unqualified" or "basically qualified" for two consecutive years will be lowered by one level, and employees whose assessment results are "unqualified" for two consecutive years or "basically qualified" for three consecutive years will be put on standby. (2) Adjustment of professional title changes. If the employee's job title changes, the employee's salary level will be changed to the salary level of the corresponding title series of the current position. (3) Position change and adjustment. If there is a change in the employee's position, the employee's salary scale will be changed to the salary scale of the current title series of the corresponding position. Article 36 In the process of adjusting the salary grade, if there is a gap between the salary grade before the adjustment and the initial grade corresponding to the post or title series before the adjustment, the grade difference shall be retained, and the salary grade shall be increased or lowered accordingly on the basis of the corresponding salary grade of the post or title series after the adjustment. Article 37 In the process of adjusting the salary grade, if the current grade has reached the highest grade of the corresponding post or title series, the salary grade will not be changed. 9 Special Wage Zone Article 38 The purpose of setting up a special wage zone is to make the focus of the wage policy on human resources that have made greater contributions to the enterprise and are scarce in the market, so as to motivate and attract outstanding talents, to bring the enterprise into line with the external talent market, to improve the attractiveness of the enterprise to key talents, and to enhance the company's competitiveness in the talent market. Article 39 Principles for the establishment of special wage zones (1) Negotiation principles: The wages in the special zones shall be determined by the two parties through negotiation on the basis of the market(2) Principle of confidentiality: In order to ensure the smooth work of the employees of the Special Administrative Zone, the personnel of the Special Administrative Zone and their wages are strictly confidential, and employees are prohibited from inquiring into each other(3) Quota principle: The number of personnel in the Special Economic Zone shall be dynamically managed, and the total number shall be limited according to the level of economic efficiency and development of the enterprise. Article 40 Selection of Talents in the Special Administrative Region The selection of talents in the Special Administrative Region shall be mainly recruited from outside. The conditions are graduates of famous colleges and universities, talents urgently needed or necessary in enterprise human resource planning, and scarce talents with fierce competition in the talent market in the industry. Article 41 Elimination of Talents in the Special Wage Zone For the talents in the Special Wage Zone, the annual assessment shall be conducted at the end of the year according to the contract. Those who have the following conditions will automatically withdraw from the Talent Special Zone:
1) The total score of the assessment is lower than the predetermined standard;(2) The relationship between talent supply and demand has changed, and talents are no longer scarce in the market. Article 42 The total wages of the special wage zone shall not exceed 5% of the total wages of the company. 10 Miscellaneous Article 43 Appointment of Title The determination of grade salary is based on the appointment of professional title. The determination of the employment title is mainly based on the external title, with reference to the employee's personal performance and academic qualifications. For those with excellent performance, they can be hired exceptionally, and those with poor performance can be demoted. Article 44 Working years When the original wage system is adjusted in the implementation of this plan, the corresponding adjustment level of the employee's working years shall be considered. (1) Those who have obtained the current title for more than 5 years (including 5 years) will be promoted to one level, and those who have obtained the current title for more than 10 years (including 10 years) will be promoted to two levels. (2) Those who have served in the same management position for more than 5 years (including 5 years) will be promoted to one level, and those who have served for more than 10 years (including 10 years) will be promoted to two levels. (3) The number of years of service in management positions shall be counted from the units participating in the formation of the group. (4) If the salary level has reached the highest level of the position, the promotion will not be considered. (5) After the formal implementation of this plan, the impact of working years on salary will no longer be considered. Article 45 Salary standards during the probationary period (1) During the probationary period, graduates below the junior college level (including junior college) shall be paid 50% of the salary of the assistant (primary) title grade of the same post, undergraduate graduates shall be paid 60% of the salary of the assistant (primary) title grade of the same post, and graduate students shall be paid 50% of the salary of the intermediate title grade of the same post. (2) After the expiration of the probationary period and before obtaining the official title, undergraduates below (including undergraduates) will be paid 80% of the salary of the assistant (junior) title in the same position, and graduate students will be paid 80% of the intermediate title in the same position. Article 46 Overtime Pay The company shall pay overtime pay to those who must work overtime according to the needs of the work and cannot arrange compensatory leave. Press 21 per monthCalculated for 5 standard working days, the calculation base is the grade wage. Overtime pay = number of overtime days grade wage 215 Article 47 Salary Payment Standard During Sick Leave Those who have been approved by the company to take sick leave shall be deducted from their wages according to the number of days of leave. Per month according to 21It is calculated for 5 standard working days, and the calculation base is grade salary and performance salary. Sick leave pay deduction = number of days off (grade pay + performance pay) 215 Article 48 In the case of a deputy taking the principal position, the salary of the deputy shall be lowered by one level according to the grade of the principal post. Article 49 When the number of people in the same position is relatively large, the team leader level employee may be designated. The salary scale of the team leader level employee is floating one level up from the original salary scale of the position. Article 50 Only the basic salary and seniority salary part of the fixed salary shall be paid to the employees waiting for work. Article 51 For the employees who are assigned to the company for training, their fixed salary and performance salary shall be paid every month. The performance salary evaluation coefficient is determined according to the length of the assignment. (1) Within one month, the assessment coefficient shall be calculated according to 1;(2) Within three months, the assessment coefficient shall be 09 calculations;(3) Three months to six months, the assessment coefficient is 08 calculations;(4) Six months to one year, the assessment coefficient is 07 calculations;(5) For more than one year, the assessment coefficient shall be 05 calculations. Article 52 The company shall set up a general manager reward to reward the employees with outstanding performance of the company. The specific amount shall be determined by the Board of Directors. 11 Supplementary Provisions.
Article 53 The Human Resources Department is responsible for the interpretation of this program. Article 54 For matters not specified in this plan, they shall be implemented in accordance with the provisions on human resources management and other relevant provisions Annex 1 Post level distribution map Level Score range 29 1040 1100 28 1000 1040 27 960 1000 General Manager 26 920 960 25 880 920 24 840 880 General 23 800 840 Vice President 22 760 800 Sales (Rent 21 720 760 Rent and Demolition General Manager 20 680 720 General Construction Chief Engineer Administrative Vice President 19 640 680 Differentiation Department Manager Sales Planning 18 610 640 Marketing Strategy Budget Finance Human Resources 17 580 610 Minister Branch Management 16 550 580 Deputy Production Deputy Strategy Deputy Chief Engineer's Office Branch Sales 15 520 550 Sales Deputy Sales Supervisor Auditor General Manager's Office Information Center 14 490 520 Finance Deputy Administration 13 460 490 Project Research Sales 12 430 460 Research Planning Planning Management Continued Grade Score range Pre-settlement Technical management 11 400 430 Technical audit Municipal branch Legal affairs Engineering and technical strategy 10 370 400 Technical special plan Material and production management Equipment.
Branch Municipal Management Personnel Management 9 340 370 Management Axiom Sales Division Engineering Management Management Planning Management Salary Management Scoring Public Financing Management Sub-office 8 310 340 Division Budget Management Cost Division Office Computer Room Pre-capital Tax 7 280 310 Business Audit Housing Warehouse Training Branch Training and Development 6 250 280 Production Plan Management Agency Statistics Office Specialist Accounting Branch Public Relations Company Department Management Driver 5 220 250 Sales Archives Management Squad Leader Center Secretarial Accounting Bank Dispatch Canteen 4 190 220 Cash Logistics Cashier Medical Security Branch Driver 3 160 190 Sales Center Cashier Maintenance Worker 2 130 160 Cook 1 100 130 Management Technology Accounting Administrative Affairs Sales Marketing Service Appendix 2 Salary Trial Balance Basic Grade Permanent Quarterly Appraisal Performance Monthly Income Year-end Examination Management Department Examination Year-end Award Grade Score Range Salary Point Value Meal Total Income Salary Total Salary Total Nuclear Coefficient Total Nuclear Coefficient Number Nuclear Coefficient Gold 29 1040 1100 1060 5 28 1000 1040 1020 5 27 960 1000 980 5 26 920 960 940 5 5600 1 2 600 4700 300 5600 112800 180000 25 880 920 900 5 5400 1 2 600 4500 300 5400 108000 172800 24 840 880 860 5 5200 1 2 600 4300 300 5200 103200 165600 23 800 840 820 5 5000 1 2 600 4100 300 5000 98400 158400 22 760 800 780 5 4800 1 2 600 3900 300 4800 93600 151200 21 720 760 740 5 4600 1 2 600 3700 300 4600 88800 144000 20 680 720 700 5 4400 1 2 600 3500 300 4400 84000 136800
19 640 680 660 5 600 3300 300 4200 4200 1 2 79200 129600 18 610 640 625 5 600 3125 300 4025 1 1 1 12500 73175 1031 5056 17 580 610 595 5 600 2975 300 3875 1 1 1 11900 70181 982 4857 16 550 580 565 5 600 2825 300 3725 1 1 1 11300 67187 932 4657 15 520 550 535 5 600 2675 300 3575 1 1 1 10700 64193 883 4458 14 490 520 505 5 600 2525 300 3425 1 1 1 10100 61199 833 4258 13 460 490 475 5 600 2375 300 3275 1 1 1 9500 58205 784 4059 12 430 460 445 5 600 2225 300 3125 1 1 1 8900 55211 734 3859 11 400 430 415 5 600 2075 300 2975 1 1 1 8300 52217 685 3660 10 370 400 385 5 600 1925 300 2825 1 1 1 7700 49233 635 3460 9 340 370 355 5 600 1775 300 2675 1 1 1 7100 46229 586 3261 8 310 340 325 5 600 1625 300 2525 1 1 1 6500 43235 536 3061 7 280 310 295 5 600 1475 300 2375 1 1 1 5900 40241 487 2862 6 250 280 265 5 600 1325 300 2225 1 1 1 5300 37247 437 2662 5 220 250 235 5 600 1175 300 2075 1 1 1 4700 34253 388 2463 4 190 220 205 5 600 1025 300 1925 1 1 1 4100 31259 338 2263 3 160 190 175 5 600 875 300 1775 1 1 1 3500 28265 289 2064 2 130 160 145 5 600 725 300 1625 1 1 1 2900 25271 239 1864 1 100 130 115 5 600 575 300 1475 1 1 1 2300 22277 190 1665 Note: All assessment results in the above table are treated as "medium", that is, all assessment coefficients are "1".