Chapter I General Provisions

Article 1 This system is formulated in order to continuously improve the operating performance of the company and its institutions and the work performance of employees, further stimulate the initiative and creativity of managers and employees at all levels, enhance the core competitiveness of the company, and promote the company to achieve objective, standardized and scientific management.

Article 2 The guiding ideology of company performance appraisal is simple stipulation and thorough implementation. The implementation of performance appraisal follows the principles of openness, fairness, impartiality and seeking truth from facts, with comprehensive assessment, dynamic adjustment and comprehensive application, which combines the overall performance of the company and the performance of various institutions with the improvement of employees' work performance and comprehensive quality.

Article 3 These Provisions are applicable to all personnel who sign labor contracts with the Company, including managers at all levels and ordinary employees.

Chapter II Leadership and Division of Work in Assessment

Article 4 The company shall set up a performance appraisal committee, which shall be responsible to the board of directors of the company and uniformly lead the performance appraisal work of all institutions of the company. The performance appraisal committee of the company has a chairman and an executive chairman, the chairman is the chairman of the company, and the executive chairman is appointed by the chairman.

Article 5 Each unit of the company shall set up a performance appraisal team within the unit to be responsible for the performance appraisal of the unit. The members of the assessment team shall be determined by the heads of institutions, and the number shall not exceed 7 in principle, including the manager (deputy manager), the head of human resources department and the head of finance department. The composition of the evaluation team shall be reported to the human resources department of the company for the record.

Article 6 The main duties of the Company's performance appraisal committee are:

1. Listen to the debriefing report of senior managers and determine the assessment results of senior managers;

2. To lead and supervise the work of performance appraisal teams of companies and institutions;

3. Review the assessment results of companies and institutions.

4. Make a final ruling on the complaints about performance appraisal made by employees of various institutions of the company.

Article 7 The responsibilities of the performance appraisal team of the company's organs are as follows:

1. Listen to the debriefing reports of middle and junior managers and determine the assessment results of middle and junior managers;

2. To lead, supervise and coordinate the performance appraisal of all departments of this institution;

3. Review the assessment results of various departments of this institution;

4. Auditors' complaints about performance appraisal.

Article 8 The human resources department of the company is responsible for the assessment of middle managers and ordinary employees. Grass-roots managers and ordinary employees of various institutions of the company are assessed by the human resources department of each institution.

Article 9 The responsibilities of the human resources department of the company in performance appraisal:

1, to formulate the company performance appraisal index system and implementation details;

2. Responsible for organizing the assessment of all departments of the company;

3. Guide and supervise the assessment work of the human resources departments of various institutions of the company;

4. Accept complaints from employees of companies and institutions who are dissatisfied with the assessment results.

Article 10 Responsibilities of the Human Resources Department of each unit of the company in performance appraisal:

1, and formulate the index system and implementation rules for the performance appraisal of this institution;

2, responsible for organizing the evaluation work of this institution;

3. Accept the complaints of the employees of this institution about the assessment;

4. Summarize, count and submit the evaluation results of this institution, and determine the application scheme of the evaluation results.

Article 11 The human resources department of the company is responsible for training the members of the performance appraisal committee of the company, and the human resources departments of all units of the company are responsible for training the members of the performance appraisal team of their own units, defining the principles, methods and standards of the appraisal and coordinating the progress of the appraisal work.

Chapter III Evaluation Methods and Standards

Article 12 The performance appraisal of companies and institutions is generally divided into quarterly appraisal, semi-annual appraisal and annual appraisal, in which senior managers are assessed annually, middle and grass-roots managers are assessed semi-annually or annually, and employees are assessed quarterly or semi-annually. The assessment period of special posts shall be determined by institutions according to specific conditions.

Article 13 The human resources department of each institution of the company may formulate the performance appraisal standards and implementation rules for its employees according to these regulations, and submit the appraisal standards and implementation rules to the performance appraisal team of the institution for review, and the human resources department of the company shall put them on record.

Article 14 The company's performance appraisal of senior managers and middle managers mainly includes work performance (financial indicators), internal operation (management indicators), service quality (customer indicators), team building, learning and growth, and special contributions. The main contents of the company's performance appraisal for employees include work performance, attitude/behavior performance and self-ability. Please refer to relevant implementation rules and tools for details.

Article 15 In principle, the senior management of the company adopts a 270-degree assessment method, which is conducted from three aspects: the direct superior assessment of the assessed, the assessment of relevant business departments and the self-assessment of the assessed.

Article 16 Grass-roots managers in companies and institutions shall, in principle, adopt a 360-degree assessment method, and make a comprehensive evaluation from four aspects: self-assessment, direct superior assessment, assessment by colleagues or business-related departments, and assessment by others.

Article 17 In principle, ordinary employees of companies and institutions adopt the 270-degree evaluation method for evaluation, and make comprehensive evaluation from three aspects: the self-evaluation of the assessed, the evaluation of the direct superior and the evaluation of colleagues.

Article 18 The human resources department of the company shall, according to the requirements of the performance appraisal committee of the company, formulate the performance appraisal implementation plan for managers at all levels of the company, and issue the appraisal scale and index system in the form of documents in advance.

Chapter IV Organization and Implementation of Evaluation

Article 19 The assessment of personnel directly appointed by the board of directors of the company shall be organized and implemented by the board of directors of the company.

Article 20 Under the leadership of the Company's Performance Appraisal Committee, the Human Resources Department of the Company is responsible for organizing and implementing the appraisal of other senior managers.

Article 21 The assessment of the company's middle management personnel shall be organized and implemented by the company's human resources department.

Article 22 The Human Resources Department of the Company is responsible for organizing and implementing the assessment of the grass-roots managers and employees of various institutions of the Company.

Article 23 The human resources department of the company comprehensively calculates the scores of the senior management according to the specified weights and scores, and reports the results to the performance appraisal committee of the company, which will determine the final appraisal level according to the appraisal data and the special contribution of the assessed.

Article 24 The human resources departments of companies and institutions shall comprehensively calculate the scores of middle-level and grass-roots managers and ordinary employees of their own units according to the prescribed weights and scores, and report the results to the performance appraisal team of their own units, which shall verify the final appraisal grade according to the appraisal data, the special contribution of the assessed person and the comprehensive evaluation of their own departments.

Article 25 The human resources department of a company or institution organizes performance appraisal interviews, and the direct superior of the assessed person conducts individual interviews with the assessed person to inform the results of the performance appraisal, affirm the achievements, point out the deficiencies or areas that need improvement, and propose targeted performance improvement plans.

Article 26 If the appraisee disagrees with the assessment results, he may apply for a review within 5 days from the date of receiving the notice of the assessment results, and the agency performance assessment team will review and give a reply within 5 days. If you are not satisfied with the evaluation results, the appraisee can appeal to the company performance evaluation committee, which will make a final decision within 10 days.

Article 27 The Human Resources Department of the Company announces the results of the performance appraisal of senior managers within the Company. The Human Resources Department of the Company and various institutions announce the current performance appraisal results of middle and primary managers and employees in this institution.

Chapter V Evaluation Results and Application

Article 28 The performance appraisal results of companies and institutions are divided into four grades: excellent-excellent, excellent-excellent, qualified-qualified and unqualified-unqualified:

examination performance

Evaluation grade

score

explain

Excellence-Excellence

A

five

The performance results all exceeded expectations, with outstanding performance in all aspects, which played an obvious demonstration role in this institution.

Great.-Great

B+

four

Some performance results exceed expectations, and they are outstanding in some aspects, and they can take the initiative to propose improvement plans.

Pass. Pass.

B-

three

Performance results basically meet expectations, can carry out instructions, complete planned projects on time, and can work independently and actively.

Unqualified-failed

C

1

The performance results did not meet expectations, and the instructions could not be correctly executed to complete the planned project, and the work could not be carried out independently and actively.

Article 29 The performance appraisal results of grass-roots managers and ordinary employees in companies and institutions must conform to the principle of normal distribution. The Human Resources Department of each organization of the company submits its performance appraisal results to the Human Resources Department of the company.

examination performance

Proportional distribution

Excellence-Excellence

5- 10%

Great.-Great

10-20%

Pass. Pass.

60-70%

Unqualified-failed

5- 10%

Article 30 The human resources department of the company shall make statistics and analysis on the performance appraisal results of the company and institution, which shall be applied by the human resources department of the company and institution.

examination performance

Result application

Excellence-Excellence

Bonus, salary increase (salary increase), promotion and training

Great.-Great

Bonus, salary increase (salary increase), training

Pass. Pass.

Bonuses, training

Unqualified-failed

Counseling, salary adjustment (salary reduction), post adjustment and dismissal

Bonus: a one-time cash reward will be given according to the standards set by the company's performance appraisal Committee.

Salary adjustment: raise/lower the monthly salary standard according to the standards set by the performance appraisal committee of the company.

Promotion: according to the company's post appointment and dismissal regulations, promote or improve the management level.

Training: Conduct relevant training according to the company's training and development management regulations.

Post adjustment: adjust the post according to the company's personnel transfer management regulations.

Counseling: provide a performance improvement period of 1-3 months according to the situation of the assessed.

Dismissal: dissolve the labor contract according to the company's labor contract management regulations.

Article 31 The performance appraisal materials shall be stored in employees' internal files, and the human resources department of the company mainly refers to the performance appraisal results in cultivating reserve talents, optimizing post structure, making training plans and adjusting salary levels.

Article 32 The performance appraisal results of the heads of various functional departments and managers of various institutions of the company shall serve as an important basis for departments and institutions to select outstanding team awards, outstanding corporate culture awards and other awards.

Chapter VI Supplementary Provisions

Article 33 The persons directly appointed by the board of directors of the company mentioned in these Provisions include the company's arbitrators, deputy arbitrators, supervisors of human resources department, supervisors of financial management department, supervisors of strategic financing department and supervisors of audit supervision department.

Article 34 The term "senior managers" as mentioned in these Provisions refers to the deputy supervisors (inclusive) of the functional departments of the company and the managers (inclusive) of various institutions, including those directly appointed by the board of directors of the company.

Article 35 The term "middle managers" as mentioned in these Provisions refers to managers (deputy managers), supervisors (deputy supervisors) and personnel in the same positions of companies and various institutions.

Article 36 The term "grass-roots managers" as mentioned in these Provisions refers to the heads of secondary departments of companies and institutions and personnel with equivalent positions.

Article 37 The implementation plan of these Provisions shall be formulated separately by the Human Resources Department of the Company.

Article 38 The Human Resources Department of the Company shall be responsible for the interpretation of these Provisions.