在设计集团公司宽带薪酬、确定薪酬水平时，我们应综合考虑内外两方面因素。其中，内部因素包括子公司所属行业的特点、发展情况以及现有人员岗位薪酬等；外部因素是要充分考虑行业的薪酬竞争力、当地的经济发展水平和人民消费水平等等。由于集团公司下设各个事业部、子/分公司的所属领域、所在地域和在集团内部所处的战略地位不尽相同，因此在薪酬水平的设置上也会有一定的差异，设计原则和方式如下：

When designing the broad band salary and determining the salary level, we should consider both internal and external factors. Among them, the internal factors include the characteristics and development of the industry to which the subsidiary belongs as well as the salary of the existing staff; The external factor is to fully consider the industry's salary competitiveness, local economic development level and people's consumption level, etc. Due to the different fields, regions and strategic positions within the group of business divisions and subsidiaries / branches under the group, there will be certain differences in the setting of salary levels. The design principles and methods are as follows:

（一）进行外部薪酬数据调研和内部薪酬数据拟合，依据职位职级体系划定的级别形成全集团的薪酬大宽带，将现有人员进行入级套档。

（1） Carry out external salary data research and internal salary data fitting, form the salary broad band of the whole group according to the level designated by the position and rank system, and classify and file the existing personnel.

（二）薪酬水平保持适度的差异，设计要有利于集团内部的人员流动。由于集团公司的覆盖领域多、业务广泛，为了员工能力提升和人才梯队打造，许多集团公司通常会安排人员轮岗。薪酬的差异不能阻碍人员流动，尤其是子公司管理层的流动。

（2） To maintain a moderate difference in salary level, the design should be conducive to the flow of personnel within the group. As the group company covers many fields and has a wide range of business, many group companies usually arrange personnel rotation in order to improve the ability of employees and build talent echelon. The difference of salary cannot hinder the flow of personnel, especially the management of subsidiary.

（三）薪酬结构：基本工资＋绩效工资＋奖金，通常设计不同子公司之间或集团与子公司之间的同一职级岗位的基本工资保持一致，差异主要体现在绩效工资和奖金。

（3） Salary structure: basic salary + performance salary + bonus. It is usually designed that the basic salary of the same position at the same rank between different subsidiaries or between the group and subsidiaries should be consistent. The difference is mainly reflected in performance salary and bonus.

对于集团公司来说，不可能所有的业务板块都处在相同的价值高度上。对于集团核心主业和未来发展前景好的业务，在薪酬水平的设计上应当有所倾斜。在实际操作中，可以建立子公司分类分级评估模型，对不同子公司的业务发展阶段、经营规模、经营质量、管理水平和经营难度进行评估和排序，可以由集团高管和核心部门经理进行打分。得出最终评估结果，并进行分类分级管理，最终确定绩效工资和奖金的差异。

For group companies, it is impossible that all business sectors are at the same value height. For the core business of the group and the business with good future development prospects, the design of salary level should be inclined. In practical operation, we can establish a classification and grading evaluation model of subsidiaries to evaluate and sort the business development stages, business scale, business quality, management level and business difficulty of different subsidiaries, which can be scored by Group executives and core department managers. The final evaluation results are obtained and classified management is carried out to determine the difference between performance pay and bonus.