Research on the Application of Equity Incentive Plans in a Photovoltaic Enterprise

Lei Lv

doi:10.62177/apemr.v3i4.1562

Authors

Lei Lv Xi’an Polytechnic University

DOI:

https://doi.org/10.62177/apemr.v3i4.1562

Keywords:

Equity Incentive, Photovoltaic Enterprise, Human Resource Management, Incentive Mechanism

Abstract

Against the backdrop of global energy transition and China's "dual carbon" goals, the photovoltaic (PV) industry has experienced rapid development and become a core pillar of the new energy sector. As a technology-intensive and capital-intensive industry, PV enterprises rely heavily on the stability and creativity of their talent pool. Equity incentive, as a crucial long-term motivational mechanism in modern corporate governance, effectively aligns employees' personal interests with the long-term development of the enterprise, mitigates principal-agent conflicts, and stimulates the innovative vitality of core teams. However, in the current implementation of equity incentive plans among Chinese PV enterprises, prevalent issues include improper selection of incentive targets, unreasonable exercise condition settings, incomplete performance appraisal systems, and unsustainable incentive effects, all of which constrain the intended role of equity incentives. Based on this analysis, this paper takes Company A, a PV enterprise, as a case study to systematically explore the application value, existing problems, and optimization strategies of equity incentive plans in corporate management, aiming to provide useful references for PV enterprises to improve their equity incentive mechanisms and enhance the effectiveness of human resource management.

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