TigerResearch/tigerbot-earning-plugin huggingface dataset:
Total number of employees receiving a salary during the Reporting Period (person)
Category| Number (person)
 Operations personnel|93,835
 Professional personnel|44,678
 Management personnel|24,310
 Total|162,823
Educational background
Doctorate||45
 Master’|degree|4,048
 Bachelor’|degree|40,121
 Associate’|degree|37,769
 High school and below||80,840
 Total||162,823
2. Remuneration policy
Upholding the remuneration concept of excellent performance yielding fruitful payment, SF sees value creation as a guideline of incent ive. For emp loyees w ith h igh va lue contribut ions, the Company provides a competitive remuneration system to ensure the internal driving force for the Company’s sustainable development. Remuneration is determined by employees’position, and its level is market-oriented. At the same time, through differentiated and diversified long-term and short-term incentive mechanisms, the Company attracts and retains core talents, and aligns their interests with the interests of shareholders and the Company more closely, so as to drive the continuous growth of the long-term operation results of the Company.
3. Training plan
SF has always upheld the belief that “talent is the primary productive force”, and continues to put a premium on the growth and development of employees. The 2022 overall training plan focused on comprehensively promoting the lean operation of talent team. For example, consolidating “a reservoir”is to improve quality from the source, and strengthen the training and management of college students; focusing on the “two tracks” is to upgrade the management system of the management team and the professional team; improve the “three chassis”from end- to-end to provide tools, processes and system support for the whole process of talent management, create a sustainable talent ecology, and further support business development needs.
(1) Training of Frontline Staff:
The Company places great emphasis on the training of service awareness, safety awareness and commun icat ion sk i l ls for different staff groups such as couriers, warehouse keepers, customer service staff and sales staff. While focusing on the improvement of personnel performance, the Company emphasizes the susta inab le deve lopment of personne l, he lps front l ine personnel improve their academic qualifications and puts a premium on personal long-term development.
(2) Middle-level Echelon Construction:
For college student training, the Company optimizes the training path, clarifies the training system and increases the practice of operation activities. For example, the Company optimizes the management of college students’new induction training courses and tutors, and promotes the exchange and sharing of college graduates through online live streaming channels such as “SF Knowledge(丰识)”and“Knowledge Development Platform for College Graduates (大学生加油站)”.
In terms of the training of frontline managers (such as outlet managers, etc.), middle-level managers (such as area managers, etc.), and senior management (such as regional leaders, etc.), the Company has updated and iterated the leadership training system in different dimensions, such as “Outlet Manager Training Program”, “Fengyun Plan –Training Plan for Back-up Functional Department Head”, “Lighthouse Action–On-the-job Executive Training Camp”, etc., which advocate the integration of training and practice and empower employees to achieve rapid transformation to managers, and “on-the-job learning”and “on-the-job practice”have been materialized through job rotation and project entry, and built an elite management echelon to help employees sharpen their own leadership skills and business competence in practice, in an effort to promote the Company’s strategic transformation and support business operations.
(3) Professional Team Development:
The Company sets up a special committee around professionals according to professional fields, mainly composed of experts, which is responsible for determining professional ability planning, evaluating expert ability and judging the direction of professional and technical improvement. At the same time, the Company offers personalized training on professional expertise, such as prospective expert training, expert lectures, expert forums, etc, and provides excellent classes and learning resources covering the general workplace ability and professional ability to help employees make continuous progress in their fields of expertise, so as to comprehensively improve their general workplace ability and meet the needs of long-term development for service personnel.
(4) Training of Senior Management:
The Company adheres to differentiated training, covering three major groups of on-the-job, new entrant and back-up management. Among them, the activities, such as Beacon Fire Training Camp, Feng+ Intensive Training, Fengxing Intensive Training, etc., can help management personnel explore the foundation of leadership and the core of competition, respond to changes, seize opportunities, enhance their will and improve literacy with calm, steady and forward-looking steps; additionally, it can also help executives systematically recognize SF, meet challenges together, face SF’s future development needs, and enhance the spirit of strategy, innovation, change and transcendence to create the future together while embracing innovations.
4. Labor service outsourcing
X. Profit Distribution &Increase of Share Capital due to Conversion of Capital Reserves
Information on the formulation, execution, or adjustments made to profit distribution policies, especially the cash dividend policy, during the Reporting Period
On April 29, 2022, the Company held the 2021 Annual General Meeting, at which the Company reviewed and approved the 2021 Profit Distribution Plan. The specific plan is as follows: on the basis of the total share capital at the registration date on which the 2021 annual profit distribution plan is to be implemented less the special shares repurchased by the Company, the Company distributed a cash dividend of RMB1.80 (including tax) for every 10 shares to all shareholders. The remaining undistributed profits were carried forward to the following year. No capital reserves were converted into share capital, and no bonus shares were distributed during the year. The profit distribution plan was fully completed on June 15, 2022.
Special Explanation on Cash Dividend Policy
Compliance with the provisions of the articles of incorporation or the resolution of the general meeting or not
Dividend criteria and proportions specific and clear or not Yes Relevant decision-making procedures and mechanisms complete or not Yes Independent directors performing their duties and play their due role or not Yes Minority shareholders given the opportunity to fully express their opinions and appeals or
not, and their legitimate rights and interests fully protected or not
Conditions and procedures compliant and transparent or not when the cash dividend policy was adjusted or changed or not
The Company made profits in the Reporting Period and the profit distributable to the shareholders of the Company was positive, but the Company did not put forward a proposed plan for cash dividend distribution
Profit distribution & increase of share capital due to capitalization during the Reporting Period Number of bonus shares per 10 shares (share(s)) 0
Dividend distribution per 10 shares (RMB) (including tax) 2.5 Conversion of capital reserves into share capital per 10 shares (share(s)) 0
Share base of the distribution proposal (share(s))
Total share capital at the registration date on which the 2022 annual profit distribution plan is to be implemented less the special shares repurchased by the Company
Cash dividend amount (RMB’000) (including tax)
On the basis of the total share capital at the registration date on which the 2022 annual profit distribution plan is to be implemented less the special shares repurchased by the Company, a cash dividend of RMB2.5 (including tax) will be distributed for every 10 shares held.
Cash dividend amount (RMB’000) in other forms (such as share repurchase)
2,040,120
Total cash dividends (in all forms) (RMB’000)
The total amount of shares repurchased by the Company in
2022 was RMB 2,040.120 million, and on the basis of the total share capital at the registration date on which the 2022 annual profit distribution plan is to be implemented less the special shares repurchased by the Company, a cash dividend of RMB2.5 (including tax) will be distributed for every 10 shares held.
Distributable profits (RMB’000) 1,573,109 Total cash dividends (including other ways) as a percentage of total
distributed profits (%)
Cash dividend
If the company’s development stage is unclear, but substantial capital expenditure has been arranged, cash dividend shall represent at least 20% of the profit distribution for the current year.
Particulars of proposal for profit distribution or conversion of capital reserves into share capital
As per the earnings results audited by PricewaterhouseCoopers Zhong Tian LLP, the parent company registered a net profit of
RMB624.784 million in 2022. The Company appropriated 10% of its net profit (RMB62.478 million) for the year 2022 to the statutory
surplus reserve. Factoring in retained earnings of RMB1,885.321 million at the beginning of the year, and after deducting the actual cash dividend of RMB874.518 million in 2022, profit of the parent company available for distribution to the shareholders was RMB1,573.109 million as of December 31, 2022.
The Company’s proposed profit distribution plan for 2022 was as follows: on the basis of the total share capital at the registration date on which the 2022 annual profit distribution plan is to be implemented less the special shares repurchased by the Company, a cash dividend of RMB2.5 (including tax) will be distributed for every 10 shares held. The remaining undistributed profits will be carried forward to the following year. The capital reserves will not be converted into share capital, and no bonus shares will be distributed during the year.
XI. Execution of Stock Incentive Plan, Employee Share Ownership Scheme, or Other Employee Incentives
1. Stock Incentive
The Share Options Incentive Scheme has been formulated to improve corporate governance structure, establish and improve an incentive and restraint mechanism, attract and retain outstanding employees, fully motivate core personnel. Reviewed and approved on the Company’s 2022 Second Extraordinary General Meeting of Shareholders, the Company adopted the 2022 Share Option Incentive Scheme during the Reporting Period. The number of share options to be granted shall not exceed 60,000,000 shares. The exercise price of the share options shall be RMB42.61 per share. 49,859,100 of those share options were granted under the first grant to no more than 1,471 Participants.
The Company’s 25th meeting of the fifth session of Board of Directors and the 21st meeting of the fifth session of Supervisory Committee on May 30, 2022 reviewed and approved the “Proposal in relation to the Adjustment to Matters relating to the 2022 Share Option Scheme”“Proposal in relation to the Grant of Share Options to the Participants under the 2022 Share Option Incentive Scheme”. Due to resignation of nine participants, the Board has changed the number of participants from 1,471 individuals to 1,462 individuals, and adjusted the number of first grant to 48,955,600 shares from 49,859,100 shares. The Board has determined May 30, 2022 as the date of first grant.
13 participants renounced their rights to the aggregated 1,063,500 share options proposed to be granted to them for resignation and other personal reasons in the progress of share options registration, and as a result, the number of participants was adjusted to 1,449 from 1,462, and the first grant of share options was adjusted to 47,892,100 share options from 48,955,600 shares. On July 4, 2022, the Company completed the registration of the first grant of the 2022 Stock Option Incentive Plan. The abbreviation of the share options granted under the scheme is 顺丰JLC1, and the share option code is 037259.
The Company’s 29th meeting of the fifth session of Board of Directors and the 24th meeting of the fifth session of Supervisory Committee on October 28, 2022 reviewed and approved the “Proposal in relation to the Adjustment of Exercise Price under the 2022 Share Option Scheme”“Proposal on the Grant of the Reserved Share Options under the 2022 Share Option Incentive Scheme to the Participants”. In view of the Company’s implementation of the equity distribution plan for 2021, the Board of Directors adjusted the exercise price of share options from RMB42.61 per share to RMB42.431 per share. In addition, the Board of Directors determined to grant a total of 1,608,000 reserved share options to 44 incentive participants with October 28, 2022 as the grant date of the reserved grant. On November 24, 2022, registration of reserve grant under the Company’s 2022 share option incentive plan was completed. The abbreviation of the share options granted under the scheme is 顺丰JLC2, and the share option code is 037315.
Details related matters of this Stock Option Incentive Plan had been disclosed on CNINFO (www.cninfo.com.cn), and such disclosure websites are set out below
Announcement| Disclosure Date| Disclosure Website
2022 Stock Option Incentive Plan (Draft)| April 29, 2022| CNINFO (www.cninfo.com.cn)
 Summary of 2022 Stock Option Incentive Plan (Draft)| April 29, 2022| CNINFO (www.cninfo.com.cn)
 Assessment and Management Measures for the Implementation of 2022 Stock Option Incentive Plan| April 29, 2022| CNINFO (www.cninfo.com.cn)
 Notification on and Review Opinions of the Supervisory Committee on the List of Partial Participants for the First Grant of 2022 Stock Option Incentive Plan| May 11, 2022| CNINFO (www.cninfo.com.cn)
 The Self-inspection Report on Insider and Participants of 2022 Stock Option Incentive Plan of the Company| May 18, 2022| CNINFO (www.cninfo.com.cn)
 Announcement on Relevant Matters of Adjusting the Company’s 2022 Stock Option Incentive Plan| June 1, 2022| CNINFO (www.cninfo.com.cn)
Announcement on First Grant of Stock Options to Participants under 2022 Stock Option Incentive Plan| June 1, 2022| CNINFO (www.cninfo.com.cn)
 Verification Opinions of the Supervisory Committee on the List of Participants for the First Grant of 2022 Stock Option Incentive Plan (Grant Date)| June 1, 2022| CNINFO (www.cninfo.com.cn)
 Announcement on Completion of Registration for the First Grant of 2022 Stock Option Incentive Plan| July 5, 2022| CNINFO (www.cninfo.com.cn)
 Announcement on Adjusting the Exercise Price of the Company’s 2022 Stock Option Incentive Plan| October 29, 2022| CNINFO (www.cninfo.com.cn)
 Announcement on Grant of Reserved Stock Options of the 2022 Stock Option Incentive Plan to Participants| October 29, 2022| CNINFO (www.cninfo.com.cn)
 Verification Opinions of the Supervisory Committee on the List of Participants for the Reserved Grant of 2022 Stock Option Incentive Plan| October 29, 2022| CNINFO (www.cninfo.com.cn)
 Notification on and Review Opinions of the Supervisory Committee on the List of Participants for the Reserved Grant of 2022 Stock Option Incentive Plan| November 10, 2022| CNINFO (www.cninfo.com.cn)
Announcement on Completion of Registration for the Reserved Grant of 2022 Stock Option Incentive Plan| November 25, 2022| CNINFO (www.cninfo.com.cn)
Stock Incentive Received by Directors and Senior Management of the Company√Applicable □Not applicable
Name| Position| Number of stock options held at the beginning of the year| Number of newly granted stock options during the Reporting Period| Number of exercisable stock options during the Reporting Period| Number of exercised stock options during the Reporting Period| Exercise price of exercised stock options during the Reporting Period(RMB/share)| Number of stock options held at the end of the period| Market price at the end of the Reporting Period(RMB/share)| Number of restricted stock options held at the beginning of the period| Number Of Unlocked Shares During The current period| Number Of Restricted Shares Newly Granted During The Reporting period| Grant Price Of Restricted Shares(RMB/share)| Number Of Restricted Shares Held At The End Of The period
 Ho Chit| Director, deputy general manager, and financial head|0|488,000|0|0|–|488,000|57.76|0|0|0|–|0
 Wang Xin| Director|0|488,000|0|0|–|488,000|57.76|0|0|0|–|0
 Zhang Dong| Director|0|488,000|0|0|–|488,000|57.76|0|0|0|–|0
 Li Sheng| Deputy general manager|0|488,000|0|0|–|488,000|57.76|0|0|0|–|0
 Zhou Haiqiang| Deputy general manager|0|488,000|0|0|–|488,000|57.76|0|0|0|–|0
 Geng Yankun| Deputy general manager|0|488,000|0|0|–|488,000|57.76|0|0|0|–|0
 Gan Ling| Deputy general manager, and secretary of the Board|0|272,000|0|0|–|272,000|57.76|0|0|0|–|0
 Total|–|0|3,200,000|0|0|–|3,200,000|–|0|0|0|–|0
 Note (if any)|–||||||||||||
Appraisal and incentives of senior management
The Board of Directors set up a Remuneration and Appraisal Committee. The senior management shall be accountable to the Board of Directors, and evaluated by the Board of Directors and the Remuneration and Appraisal Committee. An incentive mechanism with unified responsibilities and rights shall be adopted. The company’s incentive mechanism conforms to the Company’s current situation, relevant laws, regulations and provisions of the Company’s Articles of Association, fully enhances the company’s management team and core technical personnel’s sense of belonging to the Company, and effectively combines the interests of shareholders, the Company and employees.
2. Employee Share Ownership Plan
3. Other Employee Incentives
X I I .  I n t e r n a l  C o n t r o l  S y s t e m  D e v e l o p m e n t  a n d Implementation During the Reporting Period
1. Internal control development and implementation
The Company has always been committed to developing and optimizing its corporate internal control system. Based on its own development needs, in line with external regulatory requirements, the Company has set up and continuously improved its internal control system, from such perspectives as system structure, process, authorization and information system development, to ensure effective implementation of the Company’s internal control initiatives.
In terms of institutional setup of internal control management, the Company has set up the general meeting, Board of Directors, Supervisory Committee, and the management board in accordance with the requirements of relevant national laws, regulations and institutional norms. The supreme governing body of the Company is the general meeting, the Board of Directors is responsible to the general meeting, and the Supervisory Committee is responsible for supervising the work of the directors and senior executives. The Board of Directors consists of the Strategy Committee, Audit Committee, Risk Management Committee, Remuneration and Appraisal Committee, and Nomination Committee. Based on the characteristics of the industry and the needs of its own business development, the Company has set up functional departments such as Strategic Management, Investment Management, Human Resource Management, Sales Management, Operation Management, Engineering Management, Procurement Management, Comprehensive Management, Financial Management and Internal Audit in accordance with the requirements of functional management. The Company’s internal control system workflow laid down clear provisions regarding the division of responsibilities, work processes and authorization and approval permissions across the departments, thereby ensuring that each functional department performs its duties, with clear division of responsibilities, mutual supervision, and mutual restriction.
In the development of the internal control management system, the Company has formulated standardized governance systems such as the Articles of Association, the Rules of Procedure for the General Meeting, the Rules of Procedure for the Board of Directors, the Rules of Procedure for the Supervisory Committee, the Rules of Procedure for the Audit Committee of the Board of Directors, the Rules of Procedure for the Risk Management Committee of the Board of Directors, the Rules of Procedure for the Remuneration and Appraisal Committee of the Board of Directors, the Rules of Procedure for the Strategy Committee of the Board of Directors, and the Rules of Procedure for the Nomination Committee of the Board of Directors, to ensure the standardized operation of the organizations at the corporate governance level with regard to systems, as well as the effective implementation of decision-making and independent supervision functions. At the operational level, a set of systematic internal control systems encompassing capital management, investment and financing management, human resources management, information system management, information disclosure, related party transactions, budget management, contract management, asset management, procurement management, sales management, cost and expense management and financial management have been formulated to standardize the Company’s routine operation and management to achieve the Company’s internal control objectives.
In terms of the supervision and evaluation of the implementation of the internal control management system, the Board of the Company is responsible for the formulation and effective implementation of the internal control system of the Company, and has established independent supervision departments such as internal audit department and risk control and compliance department to check and evaluate the completeness, rationality and effectiveness of implementation of the internal control system of internal organizations and controlling subsidiaries of the listed company and investee companies with significant influence over the listed company, and to evaluate the lawfulness, compliance, authenticity and completeness of accounting information and other core business process information, as well as the reflected financial income and expenditure and related economic activities. The internal audit department and risk control and compliance department regularly report to the Audit Committee on the internal control and internal audit findings on a quarterly basis, and the rectification progress of the problems identified, so as to promote the timely optimization of and improvement in internal management.
2. Details of material deficiency found in the Company’s internal control during the Reporting Period
□Yes √No
XIII. The Company’s Management and Control over its Subsidiaries during the Reporting Period
During the Reporting Period, the Company, in accordance with the requirements of standard operation of listed companies and governance systems such as External Investment Management System, External Guaranty Management System, Internal Control and Decision- Making System for Related Transactions, Financial Management System, Management System for Externally Providing Financial Support, Major Information Internal Report System, and Internal Audit System, managed the standard operation, investment, finance, personnel, information disclosure and other matters of subsidiaries, and managed and supervised the internal control of subsidiaries according to the internal control evaluation system of listed companies. For its overseas listed subsidiaries, the Company systematically supervised and evaluate internal control of those overseas subsidiaries in accordance with the supervision requirements different from domestic supervision requirements, with reference to the Basic Standards for Enterprise Internal Control and relevant auxiliary guidelines, so as to meet the compliance requirements with respect to domestic and overseas listing.
XIV. Self-appraisal Report on Internal Controls or Audit Report on Internal Controls
1. Self-appraisal report on internal controls
Disclosure date of the Appraisal Report on Internal Control March 29, 2023
Disclosure index of the Appraisal Report on Internal Control www.cninfo.com.cn Proportion of total assets included in evaluation scope to total assets of the
Company’s consolidated financial statement