原則一：為公司戰略與業務發展服務，股權激勵的核心在于激勵未來，其激勵的模式與方法要服務于公司發展戰略，并且根據具體業務制定合適性的激勵模式及對應的考核方式。

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：以公司業績增長為前提，業績的增長是激勵的前提，但業績不一定是凈利潤的增長為單一目標，可能會側重合同訂單的簽署、銷售額的增長、或者其他指標如用戶的增長等。

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：業績為導向為主同時兼顧穩定和吸引人才，關鍵核心人才是公司的核心競爭力，通過股權激勵一方面需要激勵人才，并且需要穩定人才及吸引外部人才的加盟。以股權激勵方式的中長期激勵，有助于培養公司人才的當家作主的企業文化，并且對于留住人才起到非常重要作用（跳槽及離職具有較大的機會成本）。

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：激勵與約束并重，做任何事情都要考慮周全考慮，股權激勵在注重激勵的同時也是對激勵對象的約束，擬激勵對象簽署股權激勵協議后，可獲得未來預期收益也同時承擔了公司業績及個人業績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：激勵實現梯度與差異化，兩個方面，一是公司做股權激勵不是一次性做完就ok，也是通過這個激勵制度持續的激勵公司現有人員和未來引進人員，股權激勵在公司層面好通過多批次去實施，讓后面的人有機會參與，進而提高激勵性。二是針對激勵的個人激勵數量和規模應該根據崗位和業績貢獻大小拉開差距，而不是很多企業老板認為不好平衡這些老員工的分配就平均分配，在數量和規模的平均的分配反而是大的不公平，會挫敗有貢獻和能力的核心人才。正是因為分配的不公平導致很多企業股權激勵做完后有不少核心高管的離職，正所謂應了“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：考慮與資本市場對接，股權核心價值在于其股權增值和兌現，公司的股權在進入資本市場基本能實現較大的增值，我們設計股權激勵方案需要充分考慮與資本市場對接，如成熟企業在ipo前股權激勵需要重點考慮股權激勵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.