以股權為基礎的薪酬製度(ppt 29頁)

以股權為基礎的薪酬製度內容提要：
Why Consider Equity-based Pay?　為什麼考慮以股權為基礎薪酬製度？
Alignment of shareholders and employees’ incentive opportunities　統一股東和員工的獎勵機會
Forges tighter bond between executives and other employees, as all can be put on a common incentive platform　將管理層和其他員工的薪酬製度緊密結合，使公司所有員工的激勵機製趨於統一
Motivate broad group of employees to work toward common goal—inspires teamwork　鼓勵廣大員工向共同的目標前進 - 鼓勵團隊協作精神
Incentive payouts are a “win-win” situation—payments occur in direct relation to company performance　激勵機製處於“雙贏” 狀況 - 報酬與企業業績直接掛鉤
Minimizes cash outflow, as payments are made in equity　由於實施了股權薪酬製度，可以最大限度地減少現金支付
什麼人得到這種獎勵呢?
Could be as broad as annual incentives and beyond (e.g., stock options) or limited to just officers (e.g., performance shares/units)　可以象所有員工得到年終獎一樣廣泛，甚至更多(例如，股票期權)或者隻限於主管(例如，績效股份)
Almost all major industrials have some long-term incentive plan　幾乎在所有的主要產業中，都實行了長期獎勵計劃
Stock issued to an executive in connection with performance of services to company　授予高級管理人員的，與公司業績掛鉤的股票
Shares issued at no cost to executive　授予時高級管理人員不支付股票的費用
Ownership of stock subject to “restrictions”　股票的所有權是“受限的”
Stock usually “vests” upon continued employment for certain period (typically 　3–5 years)　股票“等候”通常要求員工為公司服務滿3至5年
Unvested shares are forfeited upon termination of employment during restriction period　當員工在股票受限期內離開公司時，未到期的股票將被沒收
..............................