After a year of concerted efforts by all employees, Wuhan Shui Jingling Aquatic Equipment Co., Ltd. has successfully achieved its annual work progress targets for 2025. General Manager Feng Chao and the management team would like to extend their heartfelt gratitude to all employees for their dedicated commitment and hard work. To this end, we have developed the following annual award and incentive program for outstanding employees and teams, taking into full consideration Shui Jingling’s unique characteristics: a warm and friendly atmosphere, streamlined processes, controllable costs, and maximized motivational impact.

Wuhan Shui Jing Ling Aquatic Products Equipment Co., Ltd. 2025 Annual Outstanding Employee Selection and Incentive Program

I. Purpose of the Selection

1. Recognize outstanding performers and set exemplary role models: Acknowledge employees who have demonstrated exceptional performance and made remarkable contributions to the company over the past year, setting a shining example for all staff.

2. Inspire the team and boost morale: Motivate all employees to unleash their enthusiasm, creativity, and sense of belonging, fostering a positive atmosphere characterized by “competition, learning, striving, helping, and surpassing one another.”

3. Strengthen corporate culture and unite the team: Integrate evaluation criteria with the company’s core values to reinforce a cultural orientation that emphasizes teamwork, innovation, and responsibility.

4. Emotional connection, warming hearts: Enhance employees’ sense of identity with and loyalty to the company through heartfelt rewards.

II. Award Categories (It is recommended to set up 2-3 award categories to avoid excessive and indiscriminate awards)

Considering the company’s size, it is recommended to establish one overall grand prize and 1–2 special awards, ensuring broad coverage and substantial value.

Award Name | Number of Winners | Award Significance | Core Selection Criteria

Outstanding Contribution Award of the Year – 1 recipient: The company’s “MVP of the Year,” embodying the ultimate in comprehensive capability and contribution.

1. Outstanding Performance: Exceeded key production or marketing performance targets and made significant contributions to the company’s safe production, energy conservation, efficiency improvement, or business growth.
2. Core Value Practitioner: Deeply understand and actively embody the company’s culture (e.g., safety first, quality paramount, customer supremacy, team collaboration, innovation and excellence).

3. Global Impact: The work results or actions have had a broad and positive impact on the team or the company.

Best Team Collaboration Award – 1 Winner: The Team’s “Lubricant” and “Catalyst”

1. Willing to help others: Proactively share experiences and actively assist colleagues in solving challenges.

2. Smooth communication: Skilled at communicating across departments and roles to ensure the smooth progress of projects.

3. Strong sense of the bigger picture: Subordinate personal interests to team interests and take pride in the team’s success.

Innovation Excellence Award – 1 recipient: The company’s “Creative Engine”

1. Innovative Practice: Proposing and implementing effective innovative solutions in technology, processes, management, or business models.
2. Problem Solving: Successfully addressed long-standing or emergent critical issues through innovative approaches.

3. Continuous learning: Actively acquire new knowledge and skills and apply them to your work.

Alternative Awards: Dedication and Hard Work Award (recognizing employees with long service records who are loyal and reliable), Rising Star Award (recognizing new employees who are making rapid progress).

III. Selection Process (Striving for Fairness, Impartiality, and Simplicity)

Phase 1: Announcement of the Plan and Nominations (Time: January XX – January XX)

1. Issue a notice: The HR or administrative department will issue a selection notice, clearly outlining the award categories, criteria, procedures, and timeline.

2. Public Nomination: A “two-way nomination” system will be adopted:

Employee Referrals: Each employee may anonymously or under their real name recommend 1–2 candidates of their choice (with a brief explanation of the reasons for the recommendation).

Recommendation by the Responsible Person: Heads of various departments and project supervisors may recommend candidates from their own department or other departments.

Phase 2: Preliminary Selection and Public Announcement (Dates: January XX – January XX)

1. Qualification Review: A “Selection Committee” composed of the company’s management team will conduct a preliminary review of all nominees to ensure they meet the basic requirements.

2. Generate a shortlist: Based on the number of nomination votes and the quality of the recommendation statements, 2–3 finalists will be selected for each award.

3. Public Announcement: Post the list of candidates and their key achievements internally within the company, and collect feedback.

Phase 3: Final Review and Assessment (Dates: January XX – January XX)

1. The selection committee’s decision: The selection committee conducted a comprehensive evaluation by taking into account the candidates’ daily performance, performance data, publicly available feedback, and nomination reasons.

2. The person in charge confirms: The final list of winners must be submitted to and approved by Mr. Feng, the company’s top executive.

Phase 4: Announcement of Results and Awards (Time: at the annual conference or year-end summary meeting)

At formal occasions such as the annual gathering, the list of winners will be officially announced and the award ceremony held by Feng Chao, General Manager of the company.

IV. Reward Program (Balancing material and spiritual rewards, reflecting heartfelt effort)

Core principle: Make rewards “visible,” “envied,” and “warm-hearted.”

1. Honor-based motivation (giving winners face)

Customized Trophies/Certificates: Beautifully designed award certificates and exclusive trophies engraved with employees’ names and award titles.

A Personal Thank-You Letter from the General Manager: A thank-you letter personally written by the company’s top executive, expressing gratitude to employees and their families.

“Star Employee” Promotion: Create special feature articles on the company’s official website, WeChat public account, and internal bulletin boards to showcase the outstanding achievements and remarkable qualities of “star employees.”

2. Material rewards (giving winners tangible benefits)

Suggested bonus amount:

· Annual Outstanding Contribution Award: ¥1,000 - ¥3,000

· Special Award (Team Collaboration/Innovative Spirit): ¥500 - ¥1500

· (The bonus amount may be adjusted based on the company’s actual situation.)

· Additional Paid Leave: Employees will receive 3 to 5 days of additional paid annual leave, which can be taken during the first quarter of the following year.

· Health Care Package: Premium health check-up package or home massage device.

· Family Fun Package: vouchers for high-end restaurants, movie tickets, and family park admission packages, among others.

3. Development incentives (providing winners with pathways)

· Lunch/Dinner with the General Manager: Gain the opportunity to engage in an in-depth conversation with senior company executives.

· Priority consideration for promotion/salary increase: To serve as an important reference factor in subsequent promotion and salary adjustment evaluations.

· Served as an internal new-hire trainer: Invited him/her to share experiences with all employees and enhance personal influence.

V. Budget Estimation

· Total prize amount: Up to ¥5,000

· Trophy/Certificate Production: ¥500

· Personalized benefits package: ¥2000

· Other (promotions, events, etc.): ¥500

· Estimated total: approximately ¥8,000 (can be flexibly adjusted based on the company’s financial situation—for example, in the first year, the focus could be on honors and non-cash rewards)

VI. Precautions

1. Transparency and Fairness: Processes and standards must be open and transparent, avoiding situations where “the same few people keep taking turns in charge” or where decisions are made solely at the discretion of leaders.

2. Full Staff Involvement: Encourage all employees to participate in the nomination process, turning the selection itself into an opportunity for cultural promotion and team building.

3. Feedback and Care: For employees who have been shortlisted but did not win an award, their immediate supervisors should conduct one-on-one conversations to acknowledge their performance and encourage them to give it another shot next year.

4. Continuous Optimization: After the selection process is completed, collect employee feedback to inform improvements for next year’s program.

Conclusion:

For Shui Jing Ling Company, the selection of outstanding employees is more like a warm “family gathering” and a “spiritual team-building event.” The key lies in using this activity to ensure that every employee feels their efforts are recognized and valued. This heartfelt attention will become the company’s most precious asset.

I hope this selection and planning proposal can provide the company with clear insights and feasible solutions!