原則一：為公司戰(zhàn)略與業(yè)務(wù)發(fā)展服務(wù),，股權(quán)激勵(lì)的核心在于激勵(lì)未來,，其激勵(lì)的模式與方法要服務(wù)于公司發(fā)展戰(zhàn)略,，并且根據(jù)具體業(yè)務(wù)制定合適性的激勵(lì)模式及對(duì)應(yīng)的考核方式。

Principle 1: To serve the company's strategy and business development, the core of equity incentive is to stimulate the future. The incentive mode and method should serve the company's development strategy, and the appropriate incentive mode and corresponding assessment method should be formulated according to the specific business.

原則二：以公司業(yè)績(jī)?cè)鲩L(zhǎng)為前提,，業(yè)績(jī)的增長(zhǎng)是激勵(lì)的前提,，但業(yè)績(jī)不一定是凈利潤的增長(zhǎng)為單一目標(biāo)，可能會(huì)側(cè)重合同訂單的簽署,、銷售額的增長(zhǎng),、或者其他指標(biāo)如用戶的增長(zhǎng)等。

Principle 2: Based on the company's performance growth, performance growth is the premise of incentives, but performance is not necessarily the growth of net profit as a single goal. It may focus on the signing of contracts and orders, the growth of sales, or other indicators such as the growth of users.

原則三：業(yè)績(jī)?yōu)閷?dǎo)向?yàn)橹魍瑫r(shí)兼顧穩(wěn)定和吸引人才，關(guān)鍵核心人才是公司的核心競(jìng)爭(zhēng)力,，通過股權(quán)激勵(lì)一方面需要激勵(lì)人才,，并且需要穩(wěn)定人才及吸引外部人才的加盟。以股權(quán)激勵(lì)方式的中長(zhǎng)期激勵(lì),，有助于培養(yǎng)公司人才的當(dāng)家作主的企業(yè)文化,，并且對(duì)于留住人才起到非常重要作用（跳槽及離職具有較大的機(jī)會(huì)成本）。

Principle 3: performance-oriented while taking into account stability and attracting talents. The key core talents are the core competitiveness of the company. On the one hand, it is necessary to motivate talents through equity incentives, and it is also necessary to stabilize talents and attract external talents to join. Medium-term and long-term incentives in the form of equity incentives help cultivate the corporate culture of ownership of the company's talents, and play a very important role in retaining talents (job hopping and resignation have a large opportunity cost).

原則四：激勵(lì)與約束并重,，做任何事情都要考慮周全考慮,，股權(quán)激勵(lì)在注重激勵(lì)的同時(shí)也是對(duì)激勵(lì)對(duì)象的約束，擬激勵(lì)對(duì)象簽署股權(quán)激勵(lì)協(xié)議后,，可獲得未來預(yù)期收益也同時(shí)承擔(dān)了公司業(yè)績(jī)及個(gè)人業(yè)績(jī)考核承諾及離職懲罰性約定的約束,。

Principle 4: Give equal attention to incentives and constraints. Everything should be considered thoroughly. Equity incentive is also a constraint on the incentive object while paying attention to incentives. After the proposed incentive object signs the equity incentive agreement, it can obtain the expected future income and also bear the constraints of the company's performance and individual performance assessment commitment and the termination penalty agreement.

原則五：激勵(lì)實(shí)現(xiàn)梯度與差異化，兩個(gè)方面,，一是公司做股權(quán)激勵(lì)不是一次性做完就ok,，也是通過這個(gè)激勵(lì)制度持續(xù)的激勵(lì)公司現(xiàn)有人員和未來引進(jìn)人員，股權(quán)激勵(lì)在公司層面好通過多批次去實(shí)施,，讓后面的人有機(jī)會(huì)參與,，進(jìn)而提高激勵(lì)性。二是針對(duì)激勵(lì)的個(gè)人激勵(lì)數(shù)量和規(guī)模應(yīng)該根據(jù)崗位和業(yè)績(jī)貢獻(xiàn)大小拉開差距,，而不是很多企業(yè)老板認(rèn)為不好平衡這些老員工的分配就平均分配,，在數(shù)量和規(guī)模的平均的分配反而是大的不公平，會(huì)挫敗有貢獻(xiàn)和能力的核心人才,。正是因?yàn)榉峙涞牟还綄?dǎo)致很多企業(yè)股權(quán)激勵(lì)做完后有不少核心高管的離職,，正所謂應(yīng)了“患不寡而患不均”古話。

Principle 5: Incentive realizes gradient and differentiation. There are two aspects. One is that the company's equity incentive is not a one-time one. It is also a continuous incentive for the company's existing and future personnel through this incentive system. Equity incentive can be implemented in multiple batches at the company level, so that the people behind can have the opportunity to participate, and then improve the incentive. Second, the number and scale of individual incentives for incentives should be based on the size of the position and performance contribution, rather than the fact that many business owners think that the distribution of these old employees is not balanced, and the average distribution of the number and scale is rather unfair, which will frustrate the core talents with contributions and capabilities. It is because of the unfair distribution that many core executives leave after the completion of equity incentives in many enterprises, which is the old saying that "not too many people suffer from unfair distribution".

原則六：考慮與資本市場(chǎng)對(duì)接,，股權(quán)核心價(jià)值在于其股權(quán)增值和兌現(xiàn),，公司的股權(quán)在進(jìn)入資本市場(chǎng)基本能實(shí)現(xiàn)較大的增值，我們?cè)O(shè)計(jì)股權(quán)激勵(lì)方案需要充分考慮與資本市場(chǎng)對(duì)接,，如成熟企業(yè)在ipo前股權(quán)激勵(lì)需要重點(diǎn)考慮股權(quán)激勵(lì)模式及股份支付的影響等,。

Principle 6: Considering the connection with the capital market, the core value of equity lies in its equity appreciation and realization, and the company's equity can basically achieve greater appreciation after entering the capital market. We need to fully consider the connection with the capital market when designing the equity incentive plan, for example, the equity incentive of mature enterprises before the IPO needs to focus on the impact of the equity incentive model and share-based payment.