股權(quán)激勵(lì)作為一種長期激勵(lì)機(jī)制，是公司價(jià)值分配體系的重要組成部分，對保持人員穩(wěn)定，促進(jìn)企業(yè)長遠(yuǎn)發(fā)展，起到一定的作用。股權(quán)激勵(lì)應(yīng)該激勵(lì)哪些人？濟(jì)南股權(quán)激勵(lì)對象問題包括兩方面的內(nèi)容，一個(gè)是“激勵(lì)誰”（即激勵(lì)對象的范圍）；另一個(gè)是“憑什么”（即激勵(lì)對象的確定依據(jù)）。

As a long-term incentive mechanism, equity incentive is an important component of the company's value distribution system, which plays a certain role in maintaining personnel stability and promoting the long-term development of the enterprise. Who should be encouraged by equity incentives? The issue of equity incentive targets in Jinan includes two aspects: one is "who to motivate" (i.e., the scope of incentive targets); The other is "by what" (i.e., the basis for determining the incentive target).

上市公司股權(quán)激勵(lì)對象

Equity incentive objects of listed companies

對上市公司而言，激勵(lì)對象范圍的確定，要依照《上市公司實(shí)施股權(quán)激勵(lì)管理辦法》等相關(guān)法規(guī)的規(guī)定予以確定，其中《上市公司實(shí)施股權(quán)激勵(lì)管理辦法》第八條規(guī)定：

For listed companies, the scope of incentive targets should be determined in accordance with relevant regulations such as the "Administrative Measures for the Implementation of Equity Incentive by Listed Companies", among which Article 8 of the "Administrative Measures for the Implementation of Equity Incentive by Listed Companies" stipulates:

激勵(lì)對象可以包括上市公司的董事、高級管理人員、核心技術(shù)人員或者核心業(yè)務(wù)人員，以及公司認(rèn)為應(yīng)當(dāng)激勵(lì)的對公司經(jīng)營業(yè)績和未來發(fā)展有直接影響的其他員工，但不應(yīng)當(dāng)包括獨(dú)立董事和監(jiān)事。外籍員工任職上市公司董事、高級管理人員、核心技術(shù)人員或者核心業(yè)務(wù)人員的，可以成為激勵(lì)對象。

The incentive targets may include directors, senior managers, core technical personnel, or core business personnel of a listed company, as well as other employees that the company believes should be encouraged and have a direct impact on the company's operating performance and future development, but should not include independent directors and supervisors. Foreign employees who serve as directors, senior management personnel, core technical personnel, or core business personnel of a listed company can become incentive targets.

可以看出證監(jiān)會對于激勵(lì)對象的界定維度為：與企業(yè)未來業(yè)績密切相關(guān)的員工，導(dǎo)向公司未來業(yè)績發(fā)展。因此也可以理解激勵(lì)對象為啥不包括獨(dú)立董事和監(jiān)事了。

It can be seen that the CSRC defines incentive targets as employees closely related to the future performance of the company, guiding the development of the company's future performance. Therefore, it is also understandable why incentive targets do not include independent directors and supervisors.

非上市公司股權(quán)激勵(lì)的激勵(lì)對象范圍

The scope of incentive objects for equity incentives in non listed companies

對于非上市公司股權(quán)激勵(lì)對象范圍其實(shí)是沒有一個(gè)參考標(biāo)準(zhǔn)的，法律對非公眾公司激勵(lì)對象的選擇留有很大余地，公司在確定激勵(lì)對象方面有相當(dāng)大的靈活空間。我們在做股權(quán)激勵(lì)時(shí)在定人時(shí)倡導(dǎo)如下理念：

There is actually no reference standard for the scope of equity incentive objects for non listed companies. The law leaves much room for the selection of incentive objects for non public companies, and companies have considerable flexibility in determining incentive objects. When we engage in equity incentives, we advocate the following concepts when appointing people:

獎(jiǎng)勵(lì)歷史貢獻(xiàn)者。在確定激勵(lì)對象時(shí)，我們會參考員工在公司的服務(wù)年限，導(dǎo)向服務(wù)年限久的員工能更多持有公司股權(quán)。

Reward historical contributors. When determining incentive targets, we will refer to the service years of employees in the company, and guide employees with long service years to hold more equity in the company.

激勵(lì)現(xiàn)在奮斗者。一個(gè)企業(yè)就是一個(gè)小社會，什么類型的人都有，但要有“鼓勵(lì)雷鋒，但決不讓雷鋒吃虧”的精神，對于在公司貢獻(xiàn)大，創(chuàng)造價(jià)值更多的人理應(yīng)受到激勵(lì)，因此在確定激勵(lì)對象時(shí)，我們會參考員工在公司的業(yè)績貢獻(xiàn)，績效考核，綜合評價(jià)等因素，多方面反映員工的價(jià)值貢獻(xiàn)。

Inspire those who are struggling now. An enterprise is a small society, and there are all types of people. However, it is necessary to have the spirit of "encouraging Lei Feng, but never letting Lei Feng suffer losses." Those who make great contributions to the company and create more value should be encouraged. Therefore, when determining incentive targets, we will refer to factors such as employee performance contributions in the company, performance appraisal, and comprehensive evaluation to reflect employee value contributions in various aspects.

預(yù)留未來的優(yōu)秀者。公司未來進(jìn)一步發(fā)展壯大，光靠現(xiàn)有團(tuán)隊(duì)在精力、智慧、資源等方面都會有較明顯的天花板，因此需要不斷引進(jìn)更多優(yōu)秀的人才，注入新鮮血液。因此在確定激勵(lì)對象時(shí)都會預(yù)留一部分股權(quán)給未來的優(yōu)秀人才。

Excellent people who reserve for the future. The company will further develop and expand in the future, and there will be a clear ceiling in the energy, wisdom, resources, and other aspects of the existing team alone. Therefore, it is necessary to continuously introduce more excellent talents and inject fresh blood. Therefore, when determining incentive targets, a portion of equity will be reserved for future outstanding talents.

因此從公司的高管到普通員工都可以納入股權(quán)激勵(lì)的范圍。激勵(lì)對象可以包括：公司管理層，核心業(yè)務(wù)骨干，核心技術(shù)骨干，優(yōu)秀員工，核心外部人員等。

Therefore, from company executives to ordinary employees can be included in the scope of equity incentives. Incentive targets can include: company management, core business backbone, core technology backbone, outstanding employees, core external personnel, etc.

激勵(lì)對象的確定是有標(biāo)準(zhǔn)，有其科學(xué)合理性的，不然員工會質(zhì)疑激勵(lì)方案的公平性，因此在確定激勵(lì)對象之前需要先定標(biāo)準(zhǔn)。倡導(dǎo)激勵(lì)對象不是面向所有人，但所有人都有機(jī)會，我們把甄選激勵(lì)對象的標(biāo)準(zhǔn)公布出來，符合標(biāo)準(zhǔn)的人員就可以成為激勵(lì)對象，對于暫時(shí)不符合的，讓他有一個(gè)努力的方向。更多相關(guān)股權(quán)激勵(lì)的事項(xiàng)就來我們網(wǎng)站http://www.qccdc.net咨詢吧！

There are standards for determining incentive targets, which are scientific and reasonable. Otherwise, employees will question the fairness of incentive schemes. Therefore, it is necessary to set standards before determining incentive targets. Advocating that incentive targets are not for everyone, but everyone has the opportunity. We will publish the criteria for selecting incentive targets, and those who meet the criteria can become incentive targets. For those who do not meet the criteria temporarily, let them have a direction to work hard. For more information on equity incentives, please visit our website http://www.qccdc.net Consult!