Research On The Medium And Long-term Incentive Strategy Of SDGS Group Executives

In recent years,the global economy has entered a period of "big adjustment" and "big transition",with downside risks and uncertainties rising in major economies.As the main body of the current socialist market economy,the public ownership economy,especially the state-owned economy,should be more vigorous under the current new normal conditions,so as to play a supporting role in China's economy.SDGS Group actively responded to the call of Provincial SASAC,issued the plan of excess profit extraction,stock option and spiritual incentive,followed the principles of unification of incentive and restraint,coordination of cost control and sustainable development,priority of efficiency and consideration of fairness,and tried to establish a mature multi-level income system combining annual,term of office with medium and long-term and a rich spiritual incentive system in order to improve work enthusiasm of senior managers.Through the methods of literature analysis,in-depth interviews and questionnaires,this paper comprehensively cognizes the background of medium and long-term incentive measures in SDGS Group,such as simplifying the salary structure,increasing the proportion of performance pay,increasing term bonus,implementing deferred payment and improving spiritual incentive.It also analyses the effect and shortcomings of the reform,and then analyses the executives of SDGS Group.Some suggestions are put forward for the optimization of long-term incentives.Through the research,it is found that although SDGS Group,as a key state-owned enterprise in the province,is relatively standardized in the design and implementation of the salary system,there are still some deficiencies in its incentive mechanism in the face of the new market competition environment,which need to be further improved in the future work.The main problems include the limited implementation scope of medium and long-term incentives,the simplicity of equity incentives,the low proportion of compensation incentives,the imperfect evaluation system and the lack of restrictive control measures.These shortcomings will affect the implementation of the long-term incentive system in the future,and can't play its role in the long-term sustainable development of the group.For this reason,this study suggests that SDGS Group should actively play a pioneering spirit of exploration,encourage the ownership units to formulate different types of medium-term and long-term incentive models in line with their actual situation,and increase the proportion of medium-term and long-term incentives in the salary system.At the same time,it should improve the evaluation system,establish medium-term and long-term incentive and restraint control measures,and innovate in the spirit of incentives,so as to achieve ideal results.Through the study of the long-term incentive system and Countermeasures of SDGS Group,I hope to make a more in-depth reflection on the long-term incentive system of SDGS Group executives,and provide some reference for the relevant state-owned enterprises.