Company compensation system

Chapter I General Provisions

In order to realize the reasonable distribution of employee compensation, the first company has gradually established a scientific salary system, effectively mobilized the enthusiasm of employees and improved the economic benefits of the company.

The second compensation management system follows the principle of paying for performance, ability and responsibility. The payment of compensation should be performance-oriented, competency-oriented and account-oriented.

Article 3 The scope of application of this system: all employees of company c except senior employees. The relevant remuneration policy for senior employees is determined by the parent company.

Chapter II Basic Compensation Structure

Article 4 The salary structure of the company:

Salary income = standard salary + human salary + welfare

Article 5 Standard salary

Standard salary = basic salary + performance salary

Article 6 Basic salary. The basic salary is also called static salary. It is closely linked with the post. It is a reward that reflects the ability and responsibility of employees. It plays a big role in protecting the basic life of employees.

Article 7 Performance wages, also called dynamic wages, are closely linked to performance and are rewards that reflect the performance of employees. They play a greater role in motivating employees' work enthusiasm.

Article 8 Humanity wages. Humanity wages are closely related to the personal situation of employees. It reflects the care of employees in the country and the company, and consists of annual wages and other allowances prescribed by the state.

Article IX benefits. The company's welfare is closely related to the company's effectiveness and is the employee's guaranteed remuneration.

Chapter III Salary Standards

Article 10 The salary standard shall be determined based on the results of the job evaluation. The company's compensation is based on performance, ability and responsibility. The basis for measuring ability and responsibility is job evaluation. Before the employees of different positions in the company are paid, they must conduct job evaluation.

Article 11 The method of post evaluation. The results of the company's post evaluation using the 7-factor job evaluation method, from the organizational impact, supervision and management, qualifications, job responsibilities, communication relations, environmental conditions and market deficiencies in seven perspectives.

Article 12 The company implements the fixed-post salary system, and the prescribed positions correspond to the standard wages of the posts. The changes in the personal income of employees are only reflected in the performance salary category.

Article 13: Salary Standards for Employees

Article 14 After the employee's salary standard is determined, the employee's standard salary will fluctuate according to the employee's qualifications and personal performance. The standard salary is divided into three levels: candidate level, normal performance level and excellence level.

Article 15 The working standards of the standby, normal performance and superior employees are gradually improved. The criteria for the assault division are shown in Table 5-45.

Chapter IV Ratio of Basic and Performance Wages

Article 16 The principle for setting the relationship between basic wages and performance wages.

1. Incentive Principle: The design of the dynamic and static ratio of wages gives employees higher incentives.

2. The principle of security: the design of the wages and proportions gives employees a moderate sense of security.

3. Feasibility Principle: Consider the company's current external and internal business environment, so that employees can achieve a moderate balance between motivation and security.

Employee salary standard table

Table 5-44

Post level

Post rating

Position Title

Department

Salary, etc.

Pay factor

Middle layer

Twelve

General Manager of Trade Development

Trade Development Department

Twelve

General Manager of Market Development

Market Development Department

Ten levels

General manager of finance department

Finance department

Eleven

General Manager of Audit and Supervision Department

Audit and Supervision Department

grade ten

General Manager of Human Resources

Human Resources Department

grade ten

General Manager of Investment Industry Department

Investment Industry Department

General Manager of Strategic Planning Department

Strategic Planning Department

Nine level

General Manager of Policy Research

Policy Research Department

Nine

General Manager of General Department

General Department

Eight

Reserve cadre

Human Resources Department

Eight

Seven levels

Star employee

Departments

Seventh

Six levels

Market development supervisor

Market Research Department

Sixth grade

business manager

Trade Development Department

Audit supervisor

Audit and Supervision Department

Six levels

Market researcher

Trade Development Department

Sixth grade

Five levels

project manager

Investment Industry Development Department

Fifth class

Audit and supervision assistant

Audit and Supervision Department

Report management specialist

Finance department

Salary and assessment management specialist

Human Resources Department

Fund dispatcher

Finance department

Export management specialist

Finance department

Legal affairs commissioner

Strategic Planning Department

Level four

Recruitment and Training Management Specialist

Human Resources Department

Fourth class

Salesman

Trade Development Department

Market development assistant

Market Research Department

Commissioner in accounting management

Finance department

Project management specialist

Investment Industry Development Department

Integrated administrator

General Department

Business planner

War Vietnam Planning Department

Network administrator

Strategic Development Department

Third level

Cashier

Finance department

Third class

Personnel Management Specialist

Human Resources Department

Party and political review commissioner

Policy Research Department

Corporate culture commissioner

Policy Research Department

Foreign affairs, property manager

General Department

Vehicle, veteran management officer

General Department

Secondary

Front desk management

General Department

Second class

Archives management specialist

General Department

Second class

First level

Waiting staff

Human Resources

First class

Note: The salary coefficient of the deputy general manager of the department = the salary coefficient of the general manager of the department *0.8

Table 5-45 Standard salary classification table

Salary

Pay factor

Description

Superior class

1.64

Fully qualified for the qualifications and qualifications required by the position, during the period of service, at least 4 times of difficulty assessment is a level, and the departmental evaluation score is 4 times.

Normal performance level

1.0

As a standard salary, it is qualified for the ability requirements of this position, and can stably complete the job performance and work tasks required by the position.

Alternate level

0.73

For the probationary salary standard, this level indicates the basic ability and quality conditions that can only meet the requirements of this position.

Article 17: The setting requirements for the relationship between the basic salary and the performance salary ratio:

1. The division of the salary ratio should reflect the responsibility of the position, the pressure to bear, the personal risk, and the impact on the company.

2. In the case of the same job category, the dynamic ratio of job salary with higher business level is higher than the dynamic ratio of job salary with low level, which reflects internal consistency.

3. When the post level is the same, the salary dynamic ratio of the business position is higher than the salary dynamic ratio of the non-business position, which reflects the key incentive.

Article 18 The proportion of basic salary and performance salary of business personnel is shown in Table 5-46.

Table 5-46 Basic salary and performance salary ratio table for business jobs

Job category

Post level

Salary, etc.

Position Title

Static company

Proportion

Dynamic company share

Middle layer

Twelve

General Manager of Trade Development

40%

Proportional commission, the competent person can get 60% of the salary

General Manager of Market R&D

50%

Proportional commission, the competent person can get 50% of the salary

Eight

Reserve cadres

Refer to the company's current standards

The standard total salary minus the annual issued amount.

Grassroots

Seven levels

Seventh

Star employee

60%

Proportional commission, the competent person gets 40% of the salary.

Six levels

Sixth grade

Market R&D Supervisor, Business Manager, Market Researcher

60%

Proportional commission, the competent person gets 40% of the salary.

Level four

Fourth class

Salesman, market research assistant

70%

Proportional commission, the competent person gets 30% of the salary.

Article 19 The relationship between the static company and the dynamic wage ratio of non-business personnel is shown in Table 5-47.

Table 5-47 Non-business positions basic company and performance salary ratio table

Job category

Post level

Salary, etc.

Position Title

Proportion of static wages

Dynamic company share

Middle layer

Ten levels

Eleven

General manager of finance department

70%

30%

General Manager of Audit and Supervision Department

70%

30%

grade ten

Tenth grade

General Manager of Human Resources

70%

30%

General Manager of Investment Industrial Development Department

60%

40%

General Manager of Strategic Planning Department

70%

30%

Nine level

Nine

General Manager of Policy Research

70%

30%

General Manager of General Department

70%

30%

Eight

Reserve cadres

Refer to the company's current standards

Total standard wages minus last year's issued amount

Grassroots

Seven levels

Seventh

Star employee

75%

25%

Six levels

Sixth grade

Audit supervisor

75%

25%

Five levels

Fifth class

project manager

Audit and supervision assistant

Report management specialist

Salary and assessment management specialist

Fund dispatcher

Export management specialist

Legal affairs commissioner

75%

25%

Level four

Fourth class

Recruitment and Training Management Specialist

Accounting management specialist

Project management specialist

Integrated administrator

Business planner

Network administrator

80%

20%

Third level

Third class

Cashier

Personnel Management Specialist

Party and political review commissioner

Corporate culture commissioner

Foreign affairs, property management specialist

Job category

Post level

Salary, etc.

Position Title

Proportion of static wages

Dynamic company share

Grassroots

Third level

Third class

Vehicle, veteran management officer

80%

20%

Secondary

Second class

Front desk management

Archives management specialist

80%

20%

First level

First class

Waiting staff

Chapter V Standard Salary Payment Method

Section 1 Division of posts

Article 20 According to the nature and content of the work, the middle and basic posts of the company are divided into three categories: business, post, and management. See Table 5-48.

Table 5-48 Job Allocation Table

Job category

Business class

Support service class

Management control position

Middle layer

General Manager of Trade Development

General Manager of Market R&D

General Manager of Human Resources

General Manager of Strategic Planning Department

General Manager of Policy Research Office

General Manager, General Manager, Investment Industry Development Department

General manager

Deputy general manager

vice secretary

Assistant to the general manager

General manager of finance department

General Manager of Audit and Supervision Department

Grassroots

business manager

Market researcher

Salesman

Market development supervisor

Market development assistant

Salary and assessment management specialist

Recruitment and Training Management Specialist

Personnel Management Specialist

Export management specialist

Accounting management specialist

Cashier

Legal affairs commissioner

Business planner

Network administrator

Corporate culture commissioner

Party and political review commissioner

project manager

Project management specialist

Archives management specialist

Foreign affairs, property management specialist

Front desk management

Vehicle, veteran management officer

Integrated administrator

Fund dispatcher

Report management specialist

Audit supervisor

Audit and supervision assistant

The second section is the standard salary payment method for senior employees, branches and representative offices of company c.

Article 21 The remuneration package of the senior staff of company c shall refer to the relevant provisions of the superior parent company. c company's senior staff includes general manager, deputy general manager, deputy secretary, assistant to general manager

Article 22 The remuneration of branch companies, subsidiaries and representative offices of c company may refer to the relevant provisions of this system, and combine with their actual business conditions to formulate a remuneration management system, which shall be implemented after approval by the head office.

Section III Standards for the payment of standard wages for general managers in non-business sectors.

Article 23 The general manager of the department implements the annual salary system, and the monthly basic salary is the monthly advance amount of the annual salary.

Article 25 The basic salary of the general manager of the department corresponds to the basic work tasks. If the basic work tasks of the general manager of the department are not completed, the basic salary will be paid at 80%, and the basic salary that has been issued more will be deducted at the next month.

Article 26 The performance salary of the general manager of the department is the part of the performance salary in the annual salary. The performance salary of the general manager of the department is divided into two parts: personal performance salary, namely:

Performance salary of department general manager = individual performance salary + company performance salary

Article 27 Individual performance wages are linked to individual assessment results and are issued at the end of the year.

Article 28 The amount of personal performance wages

Personal performance salary actual amount = total performance salary * 90% * annual assessment coefficient

Article 28: Individual performance payroll amount = total performance payroll *90%* annual assessment coefficient

Article 29 The assessment coefficient shall be determined according to the individual's assessment. The specific relationship is shown in Table 5-49.

Table 5-49 Individual Assessment Coefficient Table

Assessment score

Assessment level

Assessment coefficient

Excellent

1.5

excellent

1.2

Competent

1.0

Basic competence

0.8

incompetent

0.5

Article 30 The company's performance salary is linked to the completion of the company's overall work, and is issued once at the end of the year.

Article 31 The amount of performance payable by the company

Company performance salary actual amount = performance salary * 10% * company annual assessment coefficient

Article 32 The company's performance coefficient is determined according to the company's overall annual operating conditions. The specific correspondence is shown in Table 5-50.

Table 5-50 Company evaluation coefficient table

Company's annual task completion

Company evaluation coefficient

The company's annual mission is completed more than 110%

1.1

The company's annual mission is completed 90%-110%

The company's work tasks this year are not completed or the development speed does not match the development speed of the industry.

0.9

The fourth section of the general manager of the business sector standard wage payment method.

Article 33 The general manager of the department shall implement the annual salary system, and the monthly basic salary shall be the monthly advance amount of the annual salary.

Article 34 The basic salary of the general manager of the department shall be paid monthly.

Article 35 In the last month of each year, it is necessary to calculate whether the balance of income and expenditure of this business department is balanced. The basic salary of the general manager of the business department that accounts for the loss is issued at 80%. The basic salary that has been issued frequently will be deducted from the time of issuance next month.

Article 36 The performance pay of the general manager of the department is divided into three parts: individual performance salary, company performance salary and personal super target profit commission.

Performance salary of the general manager of the department = individual performance salary technical school salary + personal super target profit commission

Article 37 If the general manager of the department completes the work target below 90%, the total performance pay shall be zero.

Article 38 The general manager of the department shall complete the work target at 90%--110%, and the total performance salary shall be the standard annual salary performance salary amount.

Article 39 If the general manager of the department completes the work target of 110% or more, the total performance salary is the sum of the standard annual salary performance salary and the individual super target profit.

Article 40 The general manager of the department completes the target of the work department at 110% or more, and issues a personal over-target profit commission. Personal super-target profit is the amount of personal distribution that the department exceeds the target profit.

Article 41 The profit of the target copying of the department shall be accrued according to 5% of the profit before the target, and the second part of the department shall be distributed internally. The internal distribution coefficient of the department is shown in Table 5-51.

Table 5-51 Business Unit Bonus Distribution Coefficient Table

Position

General manager

Senior representative

Ordinary business person

Outreach staff

Bonus allocation coefficient

0.5

Article 42 The issuance of personal super-target profit commissions shall be calculated cumulatively according to the project cycle and shall be paid at the end of the year.

Article 43 Individual performance salary.

1. Individual performance pay is 90% of total performance pay and is tied to individual performance.

2. Individual performance pay is paid at the end of the year.

3. Individual performance salary actual amount = annual standard performance salary * 90% * personal annual assessment coefficient

Article 44 Corporate Performance Wages

1. The company's performance salary is 10% of the total performance salary, which is linked to the overall work of the company.

2. The company's performance salary is paid at the end of the year.

3. Company performance salary actual amount = annual standard performance salary * 10% * company annual evaluation coefficient

Section 5 Measures for the Standardized Wages of Employees in Non-Business Sectors.

Article 45 The basic salary of departmental employees shall be paid monthly.

Article 46 The basic salary of the staff of the department corresponds to the basic work tasks. If the basic work tasks of the department employees are not completed, the basic salary is paid at 80%, and the basic salary that has been paid is deducted when it is issued next month.

Article 47 The total performance salary of department employees is the sum of monthly performance wages. The performance salary of department employees is divided into three parts: individual quarterly performance salary and individual annual performance salary.

Performance salary of department employees = individual quarter performance salary + individual annual performance salary + department performance salary

Article 48 Individual quarterly performance salary is linked to individual quarterly assessment results, and individual quarterly performance salary is paid quarterly.

Article 49 Individual Annual Performance Wages

Individual quarterly performance salary actual amount = total performance salary * 70% / 4 * annual assessment coefficient

Article 50 The individual annual performance salary is linked to the individual annual assessment result, and the individual annual performance salary is paid at the end of each year.

Article 51 Individual annual performance salary.

Individual annual performance salary actual amount = total performance salary * 20% * annual assessment coefficient

Article 52 The performance pay of the department is linked to the overall assessment results of the department and is distributed at the end of the year.

Article 53. Department performance pay. Department performance payroll amount = total performance payroll * 10% * department annual assessment coefficient

Article 54 The assessment coefficient of the department. The department's assessment coefficient is determined according to the annual assessment results of the department. The specific correspondence is shown in Table 5-52.

Table 5-52 Individual Assessment Coefficient Table

Departmental assessment results

Departmental evaluation coefficient

a or b

1.1

d or e

0.9

Section 6 Measures for the Standardized Wages of Employees in Business Sectors.

Article 55 The basic salary of departmental employees shall be paid monthly.

Article 56 The basic salary of the staff of the department corresponds to the basic work tasks. If the basic tasks of the grassroots cadres are not completed, the basic salary will be paid at 80%, and the basic salary that has already been issued will be deducted when it is issued next month.

Article 57 The performance salary of departmental employees is divided into three parts: individual performance salary, department performance and personal super-target profit commission.

Performance salary of department employees = individual performance salary + department performance salary + personal super target profit commission

Article 58 If the department's work objectives are below 90%, the annual performance pay of the department employees is zero.

Article 59 The department's completion of the work target is between 90% and 110%, and the total annual performance of the department's employees is the sum of the monthly standard performance salary.

Article 60 If the department's work objectives are above 110%, the annual performance payroll of the department's employees is the sum of the monthly standard performance payroll plus the personal super-target profit.

Article 61 If the department completes its work target at 110% or more, it shall issue a personal over-target profit commission, and the individual's super-target profit shall be the individual distribution amount of the department's super-target profit.

Article 62 The department's excess target profit is accrued based on 5% of the super-target profit before tax, and the department distributes twice.

Article 63 The issuance and distribution of personal super-target profit commissions shall be calculated cumulatively according to the project period and shall be paid at the end of the year.

Article 64 Individual Performance Salary

1. Individual performance pay is 90% of total performance pay and is tied to individual performance.

2. Individual performance pay is paid at the end of the year.

Personal performance salary actual amount = annual standard performance salary * 90% * personal annual assessment coefficient

Article 65: Departmental performance pay

1. The department's performance salary is 10% of the total performance salary, which is linked to the department's assessment.

2. Department performance pay is paid at the end of the year.

Department performance payroll amount = annual standard performance salary * 10% * department evaluation coefficient

Chapter VI General Manager Special Bonus

Article 66 In order to reward employees for their significant contributions, a special bonus for the general manager is set up.

Article 67 The quota of the special bonus of the general manager shall be 5% of the total salary, and the special bonus shall be used within the quota and accumulated over the years.

Article 68 Awards for special outstanding individuals of the year. Each year, the Human Resources Department is responsible for organizing and selecting two outstanding individuals of the year, including one in the middle and one department. After being approved by the general manager, human resources are not responsible for the specific implementation.

Article 69: Awards for special contributions of employees.

1. The general manager shall, based on the special contribution made by the employee, propose the purpose of issuing the special bonus, issue the personnel, and issue the amount.

2. The manager's office will discuss and approve and form a decision.

3. The manager's office will review and approve the opinions of the general manager's special bonus. The human resources department shall be responsible for the implementation according to the decision of the manager's office.

Chapter VII Standard Wage Adjustment Measures

Article 70 follows the "two below" principle set by the state, that is, the growth rate of total wages is lower than the growth rate of profits, and the growth rate of per capita wages is lower than the principle of growth rate of labor productivity.

Article 71 follows the principle of “change of salary and salary”. Salary changes with the post, Yi Gang is easy to pay.

Article 72 The company's mission objectives for the year are completed, and the growth rate is more than 10% or more than the average growth rate of the past three years. The company's salary base is raised by 5%, and all cadres and employees are promoted.

Article 73 The company's mission objectives for this year are successfully completed, and the growth rate is less than 10%, and the growth rate is within the growth rate of the past three years. The company's salary base remains unchanged. The salary adjustments are made to key positions according to the results of the salary survey; Set the annual work target and adjust the salary of the business personnel.

Article 74 The company's work tasks for the current year are not completed or the development speed is not consistent with the development speed of the industry. The company's salary base remains unchanged, wages are not increased, and non-business positions are reduced by 5%. For unqualified personnel and auxiliary workers. , try to streamline and reduce redundant personnel.

Article 75: The adjustment of other individuals' wages.

1. According to the changes in employee qualifications and performance, the salary of employees is determined according to the waiting level, normal performance level and excellence level.

2. According to the adjustment of the employee's position, adjust the standard salary of the employee according to the principle of “change of salary and salary”.

3. The employee is laid off and the salary of the laid-off employee is adjusted. Before the employee is laid off as the general manager of the department, the salary is adjusted according to the eighth grade such as salary; if the employee is a department employee before the employee is laid off, the salary is adjusted according to the first salary.

Chapter VIII Compensation for New Employees and Other Employees

Article 76 New employees shall use the salary during the probationary period during the probationary period, and the standard salary of the probationary period shall be the base of the probationary period.

Article 77 Other employment of the company may be paid by means of labor costs.

The payment range of the company's labor costs:

1. The labor service outsourcing personnel can pay labor costs.

2. For the short-term temporary employment of the company, labor costs can be paid.

3. For employees who are not in the company's position, they can pay labor costs. The company's labor service fee shall be submitted in advance, and the human resources department shall be responsible for implementation after approval by the general manager.

Chapter IX Humanity Salary and Employee Benefits

Article 78 Humanity salary = annual salary + national prescribed allowance

Article 79: Annual wages. The company encourages employees to work long-term in the company, and at the same time provides compensation to employees who have worked in the company for many years but have not been promoted, and set up annual salary.

Article 80: Calculation method of annual salary: annual salary = working age salary + age-age salary, see Table 5-53 and Table 5-54

Table 5-53 Working Age Salary Standard Table

Length of service

Annual salary increase

Length of service

Monthly salary

Annual wages

1-XX years

twenty four

108

120

XX years or more

120

Table 5-54 Age-age salary standard table

Age

Annual salary increase

Age

Monthly salary

Total annual salary

1-5 years

twenty four

120

6-XX years

132

144

156

168

180

XX years or more

180

Article 81 The state-stipulated allowances shall be distributed in accordance with the standards set by the State, and the Ministry of Human Resources shall be responsible for the specific implementation.

Section 2 Employee Benefits

Article 82 Principles of Corporate Welfare

1. Guarantee Principle: Reflects the company's protection of employees' retirement, health, unemployment and housing.

2. Care Principles: Reflecting the company's cordial care for employees.

3. The principle of emphasis on inclination: reflecting the company's inclination to core employees.

Article 83 The specific content of the company's welfare. Company benefits are divided into two categories: national statutory benefits and company supplementary benefits. National statutory benefits include: social insurance, medical insurance, unemployment insurance, and housing provident fund. The company's supplementary benefits include: a food allowance, transportation expenses, housing management fees, heating fees, communication fees, paid annual leave, etc.

Article 84 A meal subsidy. In order to reflect the company's concern and care for employees, the company provides appropriate subsidies for employees' diet.

Article 85 In order to encourage employees to strictly abide by the company's attendance discipline and cultivate good professional ethics and professionalism, the company links employee attendance with a food subsidy. The specific implementation is in accordance with the “Administrative Measures for Employees’ Attendance, Vacation and Leave”.

Article 86. Official transportation expenses. In order to reflect the company's concern and care for employees' official transportation, the company provides appropriate transportation subsidies for employees.

Article 87: Official Transportation Fees Standard 5-55

Table 5-55 Official Traffic Fees Standard Table

Post level

Limit standard

total

Commuting traffic

Official car

General manager of the head office

2800

---

Deputy general manager of the head office

2500

---

Assistant general manager of the head office

2300

---

General manager

300

1700

Deputy general manager

1800

300

1500

Assistant general manager

1600

300

1300

Other personnel

500

300

200

Article 88 The specific implementation of the company's transportation subsidy for employees shall be in accordance with the Interim Provisions on the Administration of Civil Aviation Transportation Fees of the Company.

Article 89: Housing management fees and heating costs. According to the archives spirit of the Beijing Municipal People's Government's "Implementation Methods for the Listing and Sale of Public Housing in Beijing" No. 3), "Encourage qualified units to reform the current heating costs and property management fees by means of unit payment, and implement currency allocation." The current heating and property management fee standards in Beijing, in conjunction with the actual situation of the company, implement monetary subsidies for housing heating and property management fees for employees in Beijing.

Article 90: Staff accommodation management fees and heating subsidy standards, see Table 5-56

Table 5-56 Table of Staff Housing Management Fees and Heating Fee Subsidies

Post level

Subsidy standard

President

1200 yuan / month

vice president

1100 yuan / month

Assistant to the president

1000 yuan / month

General manager

900 yuan / month

Deputy general manager

800 yuan / month

Department manager assistant

700 yuan / month

Department employee

600 yuan / month

Department employee

500 yuan / month

Department employee

400 yuan / month

Article 91 The specific letter from the company's housing management fees and heating fees calls for "Several Provisions on the Administration of the Company".

Article 92 Communication fee. In order to reflect the company's concern and care for employees' communication, the company provides appropriate communication assistance to employees.

Article 93: Reimbursement standards for communication fees, see Table 5-57

Table 5-57 Communication fee reimbursement standards

Position

standard

company leader

600 yuan / month

General manager

400 yuan / month

Deputy general manager

300 yuan / month

Assistant general manager

200 yuan / month

General staff

80 yuan / month

Article 94 The specific implementation of the company's communication assistance to employees shall be in accordance with the “Administrative Measures on Communication Fees of ***** Company”.

Article 95 takes a New Year's holiday. In order to reflect the company's care and care for employees' rest and vacation, the company requires employees to enjoy paid annual leave.

Article 96 The specific implementation of employees taking New Year's leave is in accordance with the “Administrative Measures for Attendance, Vacation and Leave of Staff of ***** Company”.

Article 97 The company provides various other benefits to its employees from time to time according to the operating efficiency: company uniforms, physical examinations, shuttle buses, low-priced breakfast, etc.

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