When I am reborn, I just want to be a top student

For an ordinary person, if given a second chance at life, as long as their IQ is above average, financial freedom is most likely within reach.

However, if one wants to go even higher, it depends on their actual abilities.

Whether it's buying stocks, betting on real estate to speculate, engaging in other speculative businesses, or creating your own career, having an understanding of the future world allows you to make smooth progress.

On websites like Qidian.com, the protagonists who are reborn are at least worth billions and have a bunch of beauties by their side.

And if there were a system, that would be even more incredible.

The world's richest man is just an ordinary person.

However, due to the presence of the River Crab Divine Beast, very few reborn protagonists engage in dangerous and sensitive endeavors.

Wang Donglai originally didn't want to do this.

Once you're financially independent, you can do whatever you want, and that's enough.

Rebirth, in essence, means having a second chance at life, taking this opportunity to make up for regrets and so on.

However, as Wang Donglai's understanding of the system's functions deepened, he naturally moved to a higher level.

Therefore, when doing things, they naturally become less conservative than they were at the beginning.

Just like Galaxy Technology Group.

In a sense, it is already a monopoly in the standard sense.

There are more than just one or two monopolistic industries.

There is no product on the market that has the same effect as Changqing Liquid.

Needless to say, the Xuanwu battery is another example.

Galaxy Aerospace stands out from the crowd. It is a private enterprise with a group of mid-to-low-level engineers and researchers who were originally recruited from research institutes across the country. As a result, it completed the lunar landing earlier than the national team.

The drone business started later than DJI, but it eventually surpassed DJI and ended up acquiring it.

The reason why no higher-level authorities have launched an anti-monopoly investigation so far is because Galaxy Technology operates with integrity and is willing to share profits.

To put it more plainly, Galaxy Technology has too many job opportunities and has platforms like Toutiao and Douyin for dissemination. Some methods are not effective, and in order to maintain stability, it is naturally difficult to do anything to Galaxy Technology.

"Acquire DJI for 20 billion in cash, plus 10% equity, to obtain all of DJI's shares..."

"The drone business achieved sales of 314 billion yuan this year, far exceeding DJI's 151 billion yuan."

"Currently, the personnel reshuffle at DJI has been completed. R&D personnel have been re-evaluated and reassigned. After removing 28% of the personnel, the remaining personnel have all been hired."

"Next year, we will launch multiple drones based on Xuanwu batteries. In the mid-to-low-end drone products, considering cost factors, we will use lithium-sulfur batteries to ensure better performance than our competitors at the same price, and lower price for the same performance, thus creating a disruptive advantage."

"For high-end models, we will adopt a more scientific approach to deployment and development..."

"In addition, according to the division of labor, DJI will continue to operate as a sub-brand, specifically targeting the military and supplying other countries."

"..."

Initially, Galaxy Technologies did not value the drone business.

Wang Donglai originally had no intention of investing in this area.

However, by chance, Xue Tao and others participated in the National College Student Robotics Competition and won an award using drone technology.

Therefore, I stepped in to help design a flight control system.

As a result, the DJI representatives were arrogant and overbearing, which angered Wang Donglai and led to the creation of the drone business.

Wang Tao probably never imagined that their biggest competitor would enter the industry for this reason.

If I had known, I would probably have regretted it to death.

The year-end presentations in the conference room quickly came to an end.

Galaxy Technology has long been a group company, with its various business units forming branch offices.

This is both a decentralization of power and giving those below a sense of hope.

It's unacceptable for a business with annual revenue of tens or hundreds of billions to be run by just one manager.

As for whether the establishment of the group will reduce Wang Donglai's control over the company.

With the existence of Nuwa, this is naturally impossible.

This report was, after all, only an ad-hoc one, not a proper year-end report.

The information reported by everyone was only a general overview.

The actual data will only be better than what others report.

Wang Donglai was aware of this as well, and after everyone had finished speaking, he glanced around at them.

"Everyone has just given a report on the company's development, and we all have a clear understanding of it."

"The group's development to its current state is the result of the collective efforts of everyone."

"I previously mentioned that the group had discussed a four-day work week and a three-day weekend, as well as a feasibility study on working from home."

"The survey results are now in, and 87% of employees support this."

"Before the invention of computers, everyone thought that with computers, data processing would be simpler and everyone's work would be easier, but things didn't turn out that way."

"The purpose of work is to live a better life and have a higher quality of life, not just to live or even to survive."

"About 35% of the company's employees have a third-tier university degree, and the majority of employees come from rural areas."

"The company's afternoon tea can make them skip a meal, and the money saved from that meal can be used to buy one or two new clothes a month, which is very important to them."

"Everyone knows that the group is developing very well, and everyone here is financially independent."

"Our employees should also enjoy the fruits of development."

"Four days on, three days off, and working from home—these are the ideas I proposed."

"To allow employees to spend more time on themselves, to experience life, and to enjoy life, instead of wasting their lives in endless work."

"Working from home is also to give more employees the option to go back to their hometowns and spend time with their families."

"I've already thought this through."

"Initially, we conducted trials on Douyin, Pinduoduo, Toutiao, Neihan, and other companies."

"If the company's business development is not affected after a three-month trial period, then we will proceed with a large-scale rollout."

"Of course, you can decide on the specific details yourselves after you go down there."

"Remember our mission; we must not betray it!"

Those present were stunned to hear Wang Donglai say this. They hadn't forgotten what Wang Donglai had mentioned before about working four days on and three days off and working from home.

At that time, they just thought Wang Donglai was joking.

Later, when I saw that neither of these two things were actually implemented, I thought that Wang Donglai had given up.

But I never expected to say it at this time.

"Boss, if we work four days on and three days off, will the base salary, performance bonus, and overtime pay also change?"

Upon hearing this question, Wang Donglai immediately replied, "Of course it cannot be changed!"

"The basic salary is the basic salary. If you have more time off but the salary remains the same, it is actually a disguised salary increase."

"As for overtime pay, my view differs from most people's. If the company has an accurate assessment of the employees' work capacity, then the work assignment will be reasonable and scientific, and naturally there will be very few overtime situations."

"When an employee works too much overtime, it's either because he lacks the ability to complete the task within the fixed time and can only rely on time to grind it out, or it's because the management is adding unnecessary pressure, doesn't understand management, and is doing ineffective management, resulting in low efficiency."

"Performance-based compensation is an employee bonus model that is based on the company's business development. When the company's business grows, employees naturally contribute and should enjoy the benefits."

"Similarly, if the company's business development falls short of expectations and declines, performance bonuses will naturally be suspended. I hope that this will not happen."

"If anyone has any further questions, please feel free to ask!"

Wang Donglai looked around at everyone and said in a gentle voice.

Upon hearing Wang Donglai's words, everyone raised their own questions, which Wang Donglai answered one by one.

After answering everyone's questions, Wang Donglai announced one last thing.

"Well, this is the last thing to do at this meeting."

"This is also what everyone is most concerned about, so let's distribute the document first!"

At Wang Donglai's command, the documents were immediately distributed, with a copy placed in front of each senior executive.

The cover of the document prominently displays a line of large characters.

Galaxy Technology Group Employee Profit-Sharing Stock Ownership Plan (Virtual Equity) Draft

When they saw this line of large characters, everyone's hearts started pounding.

We are all ordinary people, not saints.

As long as we live in this world, we must respect material things and the objective world.

Money is a good thing for everyone.

And Galaxy Technology's equity is naturally a valuable asset.

At this moment, everyone felt a burning desire, as if cat claws were scratching at their hearts, and they couldn't wait to open the file and check it immediately.

Wang Donglai was naturally able to guess what everyone was thinking.

"Open them all and take a look. I bet you're all very curious."

Following Wang Donglai's words, everyone opened the document and began to examine it without any hesitation.

The very first paragraph reveals the true nature of this virtual dividend right.

This plan provides employees of the Group and its subsidiaries with "virtual equity dividend rights" (hereinafter referred to as "virtual equity"). Employees only have the right to participate in the distribution of company profits according to their shareholding ratio. It does not involve actual equity holding and does not have voting rights, transfer rights, or inheritance rights (unless otherwise agreed in this plan). The nature of the equity is similar to that of Chrysanthemum's "virtual restricted shares". The core objective is "to be people-oriented and let contributors share the fruits of development".

This was not unexpected, so everyone continued watching.

Covering all formal employees of the group headquarters and its subsidiaries, the program follows the principle of "unified framework and tiered implementation": general rules are formulated at the group level, while each subsidiary refines its implementation plan based on its business attributes and profit model differences to ensure fairness and relevance.

This was not surprising to anyone; on the contrary, they thought it was quite reasonable and fair.

The following rules, however, made everyone take them seriously.

Separation of profit-sharing rights from decision-making rights: Virtual equity only corresponds to the right to profit distribution, and employees do not participate in the company's business decisions or interfere with the equity structure of subsidiaries;
Differentiated granting: The shareholding quota is dynamically adjusted based on the subsidiary's industry, job level, performance contribution, and years of service to avoid "egalitarianism";
Independent accounting and risk isolation: each subsidiary’s virtual equity is recorded and distributed independently, and profits and losses are not transmitted across entities (the virtual equity of the group headquarters corresponds to the group’s consolidated net profit).

These three regulations also satisfied everyone.

Fairness and impartiality.

There was no egalitarianism as they feared most; if there were, they would be at a huge disadvantage.

In this way, although it's a bit hard to part with them, it won't dilute their value too much.

Scope of participation: Group headquarters and subsidiaries: full-time employees who have been employed for one year or more (excluding interns, consultants, and outsourced personnel).

Subsidiaries: Must meet the requirement of "performance assessment ≥ B for two consecutive years", and the shareholding ratio of core technical personnel and middle and senior management personnel shall not exceed 30% of the total virtual equity of the subsidiary.

With a defined scope of participation, there will naturally be exclusions.

While it's said to be employee stock ownership, it's impossible for everyone to have it.

If that were the case, that would be truly hilarious.

For those who cannot participate, the requirements are actually not many.

Employees who have been disciplined for serious violations or unsatisfactory performance (annual assessment ≤ C) in the past year; employees who are on standby, on medical leave, or in the process of termination/dissolution of their labor contracts; and special personnel in core positions of subsidiaries (such as finance and legal affairs) who are restricted from holding shares due to confidentiality requirements.

The "profit-sharing right" based on the subsidiary's net profit does not correspond to the registered capital and is not reflected in the business registration. The rights and obligations are clarified in the "Virtual Equity Grant Agreement".

Equity value = Subsidiary’s annual net profit × Employee shareholding ratio (distributable profit after deducting statutory reserve fund and parent company dividends).

The rules for granting equity were also directly listed.

The grant amount is determined based on three dimensions: "job value × performance coefficient × years of service".

岗位价值（权重50%）：管理岗（M级）、专业岗（P级）、操作岗（O级）设置基准额度（如M3级基准10万股/年，P5级基准5万股/年）；

绩效系数（权重30%）：年度考核S级（1.5倍）、A级（1.2倍）、B级（1.0倍）、C级（0倍，不授予）；

Service duration (weight 20%): Increase the credit limit by 5% for each full year of service (maximum 30%).

The rules were clear and unambiguous, leaving no room for ambiguity, and everyone was satisfied with them.

The subsidiary's virtual equity has no "purchase price" and is granted by the company free of charge, reflecting the logic of "labor contribution as equity". However, a "Service Commitment Letter" must be signed, stipulating the return of dividends if the employee leaves during the service period.

Upon seeing this, the executives present all nodded in satisfaction.

However, when they saw what came next, they realized they were wrong.

It turns out that the previous regulations only applied to ordinary employees, while they, as senior executives, were subject to a different set of regulations.

But after seeing these regulations targeting these executives, everyone had only one thought in mind.

That means Wang Donglai treated them well! (End of Chapter)