Huawei （i.e. Huawei Technology Co., Ltd.）, a leading ICT （Information Communication Technology） company in China, has many aspects that have not been disclosed due to its rapid growth and its name recognition. This paper aims to draw attention to Huawei’s Employee Stock Ownership Plan which is a feature of the company, in order to draw out its development stages and to organize the knowledge derived from it. First, this paper starts with depicting the appearance of Huawei’s Employee Stock Ownership Plan based on matters extracted from published materials such as annual reports, books, websites, news reports, etc. Through this work, the author purposes a hypothesis on what kind of change has occurred in Huawei's founder who introduced Employee Stock Ownership Plan with intention. Next, the author conducts interviews with employees. By doing so, the author clarifies the history of Huawei’s reconstructed Employee Stock Ownership Plan based on collected notes. The reason for combining published data and data from interviews is to capture the situation close to reality. In conclusion, in this paper derives the following points. Initially, Huawei introduced the Employee Stock Ownership Plan primarily for the purpose of raising funds, but then led to the Employee Stock Ownership Plan for the purpose of holding excellent talents in their company. Specifically, the plan and facts have changed into four stages. In other words, while maintaining the formal continuity of the Employee Stock Ownership Plan, the plan has a substantial discontinuity from funding purpose to human resources objective. Now the plan selects only those who are“ excellent companion” instead of treating“ everyone as a companion”. It is noteworthy that this transition indicates that Huawei has become a typical result-oriented company.