The One Behind It All Chapter 67

As we are about to enter the 21st century, employee stock ownership has become an international trend. In the late 1990s, approximately 1,750 companies and 2 million employees in the UK participated in government-approved employee stock ownership plans. The employee shareholding rate of enterprises in the French industrial sector exceeds 50%, and some companies in the financial industry have reached more than 90%. Germany regards the implementation of employee stock ownership as a basic system to attract employees to participate in management, retain talents, and promote enterprise development. The vast majority of listed companies in Japan implement employee stock ownership. Even in developing countries such as Singapore, Thailand, and Spain, employee stock ownership is also very popular.

But judging from the reality in China at that time, "employee stock ownership" was more like a piece of pie drawn by the owners, whether state-owned or private enterprises. Take "Huawei", the pioneer of employee stock ownership, as an example----------"Employee stock ownership" once brought rapid development to Huawei----------Aiden once said to his followers: As long as As our territory grows, you will have your own share. This was the driving force behind Huawei's initial implementation of full-shareholding. However, as the captured positions became larger and larger, the soldiers vaguely discovered that they had not actually received the promised recognition. More and more employees began to be confused and restless, which led to equity disputes one after another.

In 2003, when the legal battle between Huawei and Cisco was in a tense period, Liu Ping, one of the original founders of Huawei, filed a lawsuit against Huawei in court. The main content of the lawsuit was the equity issue.

This is the first equity dispute case that Huawei has encountered. On May 27, 2003, the Shenzhen Intermediate People's Court officially opened a hearing on the case. Liu Ping was just the beginning. Later, entrepreneurial veterans such as Huang Can and Wang Jinfu also launched lawsuits against Huawei over equity issues. The contradictions surrounding Huawei's equity issue suddenly broke out on a large scale.

Soon after Aiden founded Huawei in 1987 with a registered capital of 20,000 yuan, Huawei began to implement full shareholding. The essence of Huawei's all-employee shareholding is internal shares, which are stocks distributed by Huawei to employees in varying amounts based on their abilities, contributions, and potential, and are purchased by employees. It can also be purchased with a loan. Before 2001, Huawei's internal shares were sold to employees at a price of 1 yuan per share.