NORTH AMERICA CHAPTER

As IPO activity is anticipated to increase in 2025, private companies planning for an IPO must carefully prepare their executive compensation programs to ensure successful transitions and sustained engagement. Pre-IPO considerations include addressing potential "cheap stock" issues through frequent valuations, proper recordkeeping, and alignment with SEC requirements, while also reviewing equity and bonus structures to incentivize executives. Post-IPO preparations often involve adopting a new equity compensation plan, granting IPO-related awards, formalizing executive agreements, and potentially implementing an Employee Stock Purchase Plan (ESPP) to align incentives for broader employee engagement and long-term success.

Remote has launched Remote Equity, a solution designed to simplify global equity compensation by enabling companies to create and manage legally compliant stock option plans for international talent. Partnering with Carta, Remote Equity integrates with Carta's cap table management solutions, providing synchronized draft option grants, seamless document generation, and country-specific insights to streamline cross-border equity offerings. This collaboration enhances equity compensation accessibility, reduces legal complexity, and supports a holistic view of global compensation programs for both employees and contractors.

Luxury goods brand LVMH has launched "LVMH Shares," an employee share plan covering 70% of its global workforce across 11 locations in Europe, North America, and Asia. Eligible employees will receive a matching contribution of shares and a 20% discount on the share subscription price, which equals the opening price of LVMH shares on the Euronext market; the scheme involves 200,000 newly issued shares available from 24 October to 13 November. The initiative aims to involve all employees in the group's development and show appreciation for their commitment, emphasizing LVMH's belief that its employees make all the difference, as highlighted by Chantal Gaemperle, group executive vice president of human resources and synergies.

LVMH has launched "LVMH Shares," a new international employee shareholding plan targeting 70% of its workforce across 11 regions in Europe, North America, and Asia, providing preferential subscription terms to enhance employee involvement in the Group's growth. The initiative reflects LVMH's commitment to its values of innovation, excellence, and long-term partnership with employees, highlighting the crucial role of its workforce. Employees can subscribe to shares at a 20% discount during the subscription period from October 24 to November 13, 2024, with securities delivery scheduled for December 18, 2024, and shares to be listed on Euronext Paris.

Enhancing your global equity compensation strategy requires a deep dive into how participants across the world perceive and engage with these programs.

During a webinar held on 19 September 2024, Emily Cervino and Sarah Francis from Fidelity explored global perspectives, delving into their research that unveiled unique characteristics of equity compensation participants from Canada, China, Germany, India, the UK, and the US.

The session also shed light on how factors such as age and gender influence perceptions, offering invaluable insights into satisfaction, confidence, and educational needs.

In today’s competitive landscape, understanding these nuances is crucial for tailoring strategies that resonate globally, ensuring your equity compensation plans are both effective and impactful.

The rising importance of equity compensation

Equity compensation is a cornerstone of employee satisfaction and retention worldwide. Research indicates that 6 out of 10 companies are expanding eligibility for equity awards, with more than half increasing the value of these awards. As companies expand globally, the need to tailor these plans to meet regional differences becomes increasingly important.

Multinational organizations, some operating across more than 50 countries, must adjust for varying local requirements and cultural contexts to ensure their equity plans succeed.

Regional perceptions and behaviors

The webinar underscored how employees in different countries engage with equity compensation in distinct ways:

• Canada: Canadian participants are highly engaged, with 50% having sought professional financial advice, leading to higher confidence. About 68% plan to use stock plan assets for long-term goals like retirement.
• China and India: In these emerging markets, many participants are first-time stock owners, emphasizing the need for education on financial literacy and the long-term benefits of stock ownership.
• Germany: German participants have strong financial literacy but lower confidence in decision-making due to concerns over stock price volatility, underscoring the need for more structured educational resources.
• UK: Nearly half of UK participants are first-time stock owners with lower confidence, though satisfaction with Employee Stock Purchase Plans (ESPPs) is high due to payroll deductions and discounts. More education could address the knowledge gap.
• United States: In the US, a gap exists between intentions and actions—many plan to use equity compensation for retirement, but few follow through. Clear communication about the long-term benefits can help close this gap.
• India: Indian employees are highly engaged, often seeing equity programs as a primary source of retirement savings. Despite regulatory challenges, participation remains strong, reflecting broad enthusiasm for equity plans.

Actionable insights for a global strategy

Global equity compensation strategies cannot follow a one-size-fits-all approach. To ensure success, companies must adapt their programs to suit the specific needs of different regions. Key recommendations from the webinar include:

• Localized education: Offering region-specific resources and financial literacy tools empowers employees to make more informed decisions, especially in regions where professional advice is less accessible.
• Cultural relevance: Aligning equity strategies with local cultural values ensures better engagement. While long-term financial planning might resonate with Canadian employees, other regions may have more immediate financial concerns.
• Ongoing assessment: Continuously evaluating the performance of equity plans by region helps identify areas for improvement and adaptation, ensuring that the plans meet the evolving needs of the workforce.

In conclusion, tailoring equity compensation strategies to the specific needs of different regions is essential for boosting employee engagement and satisfaction. By providing localized education, understanding cultural differences, and regularly assessing plan effectiveness, companies can create compelling global equity programs that truly resonate with their diverse workforces.

This article is sponsored by Fidelity, a leader in helping organizations maximize the value of their global equity compensation strategies.

Contact Emily or Sarah directly for more information.

View a recording of the webinar on GEOlearn HERE.

1169683.1.0
GEO and Fidelity are not affiliated.
Fidelity data as of March 2023.

Anson Resources raised A$2.3 million through an oversubscribed share purchase plan (SPP), complementing an earlier A$5 million share placement to fund its lithium brine projects in the U.S. This funding will support the development of its flagship Paradox Lithium Project, which has a projected lithium carbonate equivalent (LCE) output of 13,074 tonnes per year, as well as the nearby Green River Lithium Project. Anson’s executive chair, Bruce Richardson, noted strong shareholder endorsement for the company’s growth strategy, with plans to use patented direct lithium extraction technology to maximize production efficiency.

OpenAI has compensated its employees generously, with stock compensation ranging from $400,000 to $2,000,000 per employee in the first half of 2024, following a $6.6 billion funding round that valued the company at $157 billion. OpenAI projects explosive revenue growth, aiming to scale from $4 billion in 2024 to $100 billion by 2029, although this aggressive expansion comes with high compute costs that are expected to reach $5 billion this year alone. Given the lucrative compensation and opportunities to cash out equity, several longtime employees have left, capitalizing on their wealth and demand in the tech sector, highlighting challenges OpenAI may face in retaining talent amid mission shifts.