Core Viewpoint - The company is establishing a 2025 Employee Stock Ownership Plan (ESOP) to enhance long-term incentives for key management personnel, aiming to improve employee cohesion and company competitiveness while promoting sustainable development [4][10]. Group 1: Plan Overview - The ESOP will involve up to 23.49852 million shares, representing approximately 0.43% of the company's total share capital, sourced from shares repurchased by the company [5][13]. - The plan's duration is set for 10 years, starting from the date of the last share transfer to the ESOP [5][17]. - The plan includes a lock-up period of 12, 24, and 36 months, with respective unlock ratios of 40%, 30%, and 30% based on performance assessments [5][17]. Group 2: Performance Assessment - The performance assessment will include company-level and individual-level metrics, with the company’s revenue growth as a key indicator [22][19]. - The first assessment period targets a revenue increase of at least 12% over the average revenue from 2022 to 2024, with subsequent years requiring 15% and 18% increases respectively [6][19]. - Individual performance will also be evaluated, impacting the unlock ratios of shares based on performance grades [20][21]. Group 3: Participation and Funding - The plan is open to a maximum of 3,884 key management personnel, excluding current directors, supervisors, and senior management [4][12]. - Funding for the plan will come from employees' legal salaries and self-raised funds, with no financial assistance provided by the company [4][13]. - Participants must voluntarily contribute to the plan, and failure to meet funding requirements will result in the loss of corresponding rights [12][13]. Group 4: Governance and Management - A management committee will oversee the ESOP, responsible for daily management and representing the interests of the participants [28][29]. - The plan will not alter the company's control or equity distribution, ensuring compliance with listing requirements [7][11]. - The management committee will also handle any changes to the plan, requiring approval from a majority of the participants [24][28].

"孩子放暑假了，要到哪里去玩？不如进企业看看。"日前，在江苏省徐州市新沂生态环境局组织的环保 企业开放日活动中，参与代表有感而发。 在名山大川之外，孩子们也可以走进企业车间，走近环保设施，在真实场景中触摸环保脉搏、感知发展 温度。 课本中那些抽象的概念，往往让孩子们感到晦涩难懂。而在环保企业里，一切都变得鲜活可感。机械手 精准抓取废料，危废焚烧炉在严密监控下有条不紊地运转，烟气处理系统将污染物转化为达标气体…… 这些都让参观者完成了从 "听说环保重要" 到 "看见环保如何实现"，再到 "明白自己能做什么" 的认知跨 越。这种从理论到实践的转变，远比书本上的文字更具冲击力和说服力，真正实现了知识的内化。 "环保企业游"的价值，不仅能提升孩子们的生态环境意识，还能加深孩子们对职业精神的理解。当环保 企业敞开大门，孩子们看到的不只是机器的运转，更是生态环保人对职业的坚守。 近年来，"环保企业游"在推进过程中也面临着诸多挑战。例如，部分环保企业自动化水平有限，出于安 全管理的考量，开放参观存在困难；部分环保企业的处置流程可观赏性不强等。如今，随着自动化流水 线的普及，游客进厂参观对生产的影响已更易控制，"环保企业游" ...