原则一：为公司战略与业务发展服务，股权激励的核心在于激励未来，其激励的模式与方法要服务于公司发展战略，并且根据具体业务制定合适性的激励模式及对应的考核方式。
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.
原则二：以公司业绩增长为前提，业绩的增长是激励的前提，但业绩不一定是净利润的增长为单一目标，可能会侧重合同订单的签署、销售额的增长、或者其他指标如用户的增长等。
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.
原则三：业绩为导向为主同时兼顾稳定和吸引人才，关键核心人才是公司的核心竞争力，通过股权激励一方面需要激励人才，并且需要稳定人才及吸引外部人才的加盟。以股权激励方式的中长期激励，有助于培养公司人才的当家作主的企业文化，并且对于留住人才起到非常重要作用（跳槽及离职具有较大的机会成本）。
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).
原则四：激励与约束并重，做任何事情都要考虑周全考虑，股权激励在注重激励的同时也是对激励对象的约束，拟激励对象签署股权激励协议后，可获得未来预期收益也同时承担了公司业绩及个人业绩考核承诺及离职惩罚性约定的约束。
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.
原则五：激励实现梯度与差异化，两个方面，一是公司做股权激励不是一次性做完就ok，也是通过这个激励制度持续的激励公司现有人员和未来引进人员，股权激励在公司层面好通过多批次去实施，让后面的人有机会参与，进而提高激励性。二是针对激励的个人激励数量和规模应该根据岗位和业绩贡献大小拉开差距，而不是很多企业老板认为不好平衡这些老员工的分配就平均分配，在数量和规模的平均的分配反而是大的不公平，会挫败有贡献和能力的核心人才。正是因为分配的不公平导致很多企业股权激励做完后有不少核心高管的离职，正所谓应了“患不寡而患不均”古话。
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".
原则六：考虑与资本市场对接，股权核心价值在于其股权增值和兑现，公司的股权在进入资本市场基本能实现较大的增值，我们设计股权激励方案需要充分考虑与资本市场对接，如成熟企业在ipo前股权激励需要重点考虑股权激励模式及股份支付的影响等。
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.
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