Here are some ideas, but it should be noted that any bonus distribution policy based on age (or other protected characteristics) is likely to cause legal, ethical and team morale disputes. In actual communication, it is recommended to fully discuss with the HR department, legal department and senior management to ensure that the policy complies with local labor laws and the overall company culture. The following is for reference only. How to minimize disputes in communication: 1. Emphasize the company's strategic goals and talent planning. Explain that the company is undergoing medium- and long-term strategic adjustments, and the core driving force for future development lies in innovation and rapid change. Young talents are usually more adaptable to new environments and dare to try new methods. The company hopes to attract and retain these talents who are strategically significant to future business transformation through certain incentives. This will make employees understand that this is not a simple age preference, but a strategic talent training plan. 2. Focus on performance and potential, not just "age" When explaining, you can focus on performance, innovation ability and future growth potential. Explain that the company refers to multiple indicators when evaluating contributions, including project performance, market development results, teamwork, etc. Young employees have outstanding performance in certain emerging fields, which is also the basis for the company to further invest resources. This can not only bring out the motivational effect, but also weaken the sensitive expression of "age". 3. Express affirmation and expectations for employees of all ages. Clearly state that the company values the contribution of each employee, and does not deny the value of senior employees. It can be added that the company has designed a "diversified growth channel" for employees at different stages: there are also corresponding incentives and development measures for senior employees. For example, through knowledge inheritance, project guidance, professional field rewards, etc., their experience advantages can continue to be utilized. This can balance the emotions of different groups within the company and avoid making employees feel that the company favors a certain group. 4. Anticipate and respond to possible questions. Anticipate the questions that employees may raise in advance (for example: "Is this a disguised exclusion of senior employees?"), and be prepared to explain, emphasizing that this is a strategic adjustment made from the perspective of the company's long-term competitiveness and market trends, rather than a denial of the capabilities of a certain group. If necessary, you can invite management or the human resources department to communicate and explain relevant concerns to create an open and transparent communication environment. 5. Keep policy information flexible and follow up When explaining the policy, you can also emphasize that this is a temporary incentive measure formulated according to the current market environment and business development stage. The company will regularly review and evaluate the results and make adjustments and improvements based on actual conditions. This will make the policy appear more flexible and leave room for development for employees. In summary, the key to communication is: ● Shift the focus from "age" to the perspective of "performance, potential and strategic development" ● Emphasize that the company has a complete incentive and training mechanism for employees at different stages ● Resolve potential doubts in advance and keep communication open and transparent However, please be sure to confirm the legality and rationality of the policy before communication to ensure that the interpretation will not cause internal conflicts or external legal risks due to form or content.