GEO AWARD WINNERS

Harness Inc. has been recognised for its innovative and highly practical approach to delivering liquidity in a private company environment—addressing one of the most complex challenges in equity compensation.

As the company transitioned to RSU-based equity, a structural gap emerged: employees held vested equity but had no access to liquidity events. Harness responded by designing a programme that enabled employees to realise value from their equity in a controlled, compliant, and scalable way.

A key feature of the programme was the decision to unlock liquidity for RSU holders, despite the inherent complexity of triggering tax events across multiple jurisdictions. Rather than avoiding this challenge, Harness developed a solution that balanced employee access to value with careful management of tax implications and operational risk.

The programme introduced flexible tax withholding approaches, including sell-to-cover and net share settlement, alongside employee-elected withholding options. This ensured that participants could meet tax obligations without requiring personal cash outlay, significantly improving accessibility and participation.

From an operational perspective, Harness demonstrated strong innovation and execution. Enhanced integrations between HRIS, payroll, and equity systems enabled accurate and automated processing of RSU releases and tax reporting. The use of AI-driven validation to review tax calculations across 20 jurisdictions further strengthened accuracy and reduced manual workload.

Equally important was the programme’s focus on employee understanding and confidence. Given the complexity of the tender offer and associated tax implications, Harness developed clear, practical educational resources to guide employees through the process. A structured communications approach, supported by targeted messaging and live education sessions, helped reduce confusion and improve engagement over time.

Judges highlighted the programme’s ability to turn a traditionally difficult trade-off—between liquidity and tax complexity—into a balanced solution that works for both employees and the business. The approach also created a repeatable framework that can support future liquidity events without significantly increasing operational burden.

Overall, Harness’s programme stands out as a strong example of how private companies can approach equity creatively and responsibly—unlocking value for employees while maintaining compliance, scalability, and financial discipline.

SUEZ has been recognised for its innovative and highly tailored approach to delivering employee share ownership within a private company context. The GoSUEZ 2025 plan reflects a clear strategic ambition to build a sustainable and engaged employee shareholder base, while overcoming the regulatory, cultural, and operational complexities of operating across multiple global markets.

At the heart of the programme is a sophisticated plan design that combines global consistency with local adaptation. A standout feature is the introduction of an unprecedented mechanism in France, approved by the French financial markets authority (AMF), enabling employees participating in leveraged structures to receive shares at maturity rather than cash. This approach supports the company’s long-term objective of fostering durable employee ownership and represents a first-of-its-kind solution in the private company space.

SUEZ also demonstrated strong market-specific innovation. In the UK, where participation had historically been low, a bespoke plan structure was introduced to replicate the financial benefits of the global offering while deferring taxation at subscription. This significantly reduced barriers to entry and helped drive participation to over 15%, exceeding expectations.

The programme further expanded into new markets, including South Africa, where participation reached an impressive 38% in its first year. This success was driven by a targeted and highly localised approach, including on-the-ground support, employee ambassadors, and tailored communications to build understanding and trust among employees unfamiliar with share ownership.

Accessibility and inclusivity were key priorities throughout the design. Flexible payment options, including instalments and the use of savings accounts such as CET in France, enabled broader participation across diverse employee groups, including those with limited financial flexibility.

The impact of the plan is reflected in strong measurable outcomes. Total employee investment exceeded €30 million, surpassing expectations, while employee shareholding increased to 4.5%, above the average for comparable organisations. Participation growth across key markets and the successful integration of new geographies demonstrate the effectiveness of SUEZ’s approach.

Overall, GoSUEZ 2025 stands out for its combination of regulatory innovation, thoughtful localisation, and clear alignment with long-term ownership objectives. It provides a compelling example of how private companies can use equity to drive engagement, inclusion, and sustainable value creation across a global workforce.