这是帮一位做工程的老板梳理的股权方案，自己是一家工程机械销售公司的老板，自己平时也会给零星的客户做技术服务，没有成立公司，而是以项目部的形式进行合伙，一个项目部一般要配备3方合伙人。

　　This is an equity plan I have prepared for an engineering boss. As the owner of a construction machinery sales company, I also provide technical services to sporadic clients. I did not establish a company, but formed a partnership in the form of a project department, which usually requires three partners.

　　一方是发起人也就是这位老板，主要负责联系客户，对接客户，协调资源，作为业务和资源协调的角色；另一方是技术方，主要负责前期的客户洽谈，施工过程中的技术指导，作为技术顾问的角色；剩余一方是现场施工方，主要负责工程现场的管理，工程机械的保养，作为现场管理的角色。

　　One party is the initiator, also known as the boss, who is mainly responsible for contacting customers, liaising with customers, coordinating resources, and playing a role in business and resource coordination; The other party is the technical party, mainly responsible for customer negotiations in the early stage, technical guidance during the construction process, and serving as a technical consultant; The remaining party is the on-site construction party, mainly responsible for the management of the construction site and the maintenance of engineering machinery, playing the role of on-site management.

　　因为前期技术服务这块没有成立公司，只是以项目的合伙的方式运作，没有进行公司的注册，所以利润分配也简单粗暴，三方赚了钱之后，预留50%的利润，剩余的利润大家各分配三分之一。但是现在随着客户数量和规模的增多，原先的项目合伙已无法适应客户的需求，有的客户需要招投标，需要公对公，因此需要从项目合伙转变为公司层面的合伙，如何来设计股权结构呢？这位老板犯愁了。

　　Because there was no company established in the early stage of technical services, it only operated as a partnership for the project without registering the company, so the profit distribution was also simple and rough. After the three parties made money, they reserved 50% of the profit, and each party distributed one-third of the remaining profit. But now, with the increase in the number and scale of clients, the original project partnership can no longer meet the needs of clients. Some clients need to bid and require public-private partnerships, so it is necessary to transform from project partnerships to company level partnerships. How to design the equity structure This boss is worried.

　　2综合分析我帮这位老板是这样梳理股权方案的：首先公司成立技术服务公司的总部，然后每一个工程项目单独去成立项目子公司，主要考虑节税、项目独立核算和激励、项目风险隔离，因为工程机械的技术服务是有一定的风险性的。

　　Based on the comprehensive analysis, I helped this boss organize the equity plan as follows: first, the company establishes the headquarters of a technical service company, and then each engineering project establishes a separate project subsidiary, mainly considering tax savings, independent project accounting and incentives, and project risk isolation, because the technical services of engineering machinery have certain risks.

　　3如何设计股权合伙方案？一、技术服务总部公司股权层面水浒传里讲，座有序利无别。利益可以均分，但权力不能均分。所以总部股东层面，发起人老板出资50万元占股60%，技术方出资50万元，占股30%，预留10%的股权用于股权激励和引进其他合伙人。施工方不占有总部股权。表决权层面，发起人享有70%的表决权，技术股东分享有30%的表决权，强调大股东的控制权，因此风险责任主要集中在大股东的层面，也遵循责权利对等的原则。利润分配方面，50%的净利润为可分配利润，双方股东五五分配。退出层面，3年之内退出按照原始出资额的50%退出回购，3年之后按照原始出资与公司净资产高者退出。二、项目子公司层面子公司层面独立核算，自负盈亏，自主经营。公司占股100%，现场施工管理人员占分红股20%，公司占分红权80%，同时现场施工管理人员参照市场价发工资月薪1万元／月，提成为工程款的1%。如果出现亏损和客户损失，也按照分红比例进行承担。如果退出公司无偿收回授予的分红股。如果表现优秀的现场施工管理人员可以将分红权转为实股。持有实股3年后，业绩表现优秀的人员，可以享有认购技术公司总部股权的权利。同时项目工程可以不断裂变和复制，可以进行裂变持股，老现场施工管理人员裂变新项目，管理人员可以占有新项目公司分红股5%，分配周期为3年，强调管理能力的复制和整体人员的赋能。

　　How to design an equity partnership plan 1、 According to Water Margin, the equity level of the technical service headquarters company is orderly and profitable. Benefits can be divided equally, but power cannot be divided equally. So at the level of headquarters shareholders, the initiator boss contributes 500000 yuan to hold 60% of the shares, the technical party contributes 500000 yuan to hold 30% of the shares, and reserves 10% of the shares for equity incentives and the introduction of other partners. The construction party does not hold equity in the headquarters. At the voting rights level, the initiator enjoys 70% of the voting rights, and the technology shareholders share 30% of the voting rights, emphasizing the control rights of the major shareholders. Therefore, the risk responsibility is mainly concentrated at the level of the major shareholders, and the principle of equal responsibility and rights is also followed. In terms of profit distribution, 50% of the net profit is distributable profit, which will be split 50-50 between the shareholders of both parties. At the exit level, within 3 years, 50% of the original capital contribution will be used to exit the repurchase, and after 3 years, the higher of the original capital contribution and the company's net assets will be used to exit. 2、 The subsidiary level of the project independently accounts for its own profits and losses, and operates independently at the company level. The company holds 100% of the shares, and on-site construction management personnel hold 20% of the dividend shares. The company holds 80% of the dividend rights. At the same time, on-site construction management personnel are paid a monthly salary of 10000 yuan based on market prices, which is increased to 1% of the project payment. If there are losses and customer losses, they will also be borne according to the dividend ratio. If you withdraw from the company and receive the dividend shares granted free of charge. If the on-site construction management personnel who perform well can convert their dividend rights into actual shares. After holding the actual shares for 3 years, individuals with excellent performance can enjoy the right to subscribe for equity in the headquarters of the technology company. At the same time, project engineering can continuously undergo fission and replication, and fission shareholding can be carried out. Old on-site construction management personnel can fission new projects, and management personnel can hold 5% of the new project company's dividend shares, with a distribution period of 3 years, emphasizing the replication of management capabilities and the empowerment of overall personnel.

　　4总 结从项目合伙到公司合伙，要遵循“座有序，利无别”的原则，发起人关注控制权的设计，合伙人享有分红权的设计，实现整体大于部分之和的合伙价值，规避工程项目风险，实现总部管控赋能，项目公司利益捆绑，不断晋升，协同裂变的发展目的。

　　Summary: From project partnership to company partnership, we should follow the principle of "orderly seating and equal benefits". The initiator should focus on the design of control rights, and the partners should enjoy the design of dividend rights to achieve a partnership value where the whole is greater than the sum of its parts, avoid project risks, empower headquarters control, bind project company interests, continuously promote, and achieve the development goal of collaborative fission.

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