GEO INSIGHTS

Syfe has launched its first-ever employee share buyback program, allocating up to SGD 5 million to enable nearly 200 current and former employees to benefit financially from their contributions. This milestone initiative, rare for a private company at such an early stage, underscores Syfe’s commitment to rewarding team members who have driven its growth and success. With a strong focus on expansion, profitability, and team engagement, Syfe continues to set a new standard in employee rewards while building a future of shared wealth and financial independence for its stakeholders.

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.

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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.

Stellantis has launched the second wave of its "Shares to Win" employee share purchase plan, extending participation to nearly all 230,000 employees worldwide across 18 countries. The program offers a 20% discount on shares and a 100% matching contribution on personal investments up to €1,000, aiming to increase employee ownership from the current 1.8% to 5% of the company’s capital. This initiative, part of Stellantis’ Dare Forward 2030 plan, fosters employee engagement and aligns their interests with the company’s performance and value creation goals.

Stellantis has launched the second wave of its "Shares to Win" employee share purchase plan, expanding it to 18 countries and making it available to nearly all of its 230,000 employees worldwide. Following the successful initial wave in 2023, this plan offers employees a 20% discount and a 100% matching contribution up to €1,000 to promote greater ownership and connection to the company. Stellantis aims to grow employee ownership from 1.8% to 5% over the next few years, aligning with its commitment to employee involvement under the “Care” pillar of its Dare Forward 2030 plan.

British digital bank Monzo recently saw employees sell shares to investors, including Singapore's sovereign wealth fund, in a transaction valuing the company at £4.5 billion ($5.9 billion). This follows a March funding round that valued Monzo at £4 billion, marking continued investor confidence as the digital bank reports its first full-year profit and plans expansion in Europe and the U.S. This secondary sale aligns with a broader recovery in European fintech valuations, as seen with Revolut's $45 billion valuation in August.

Uzbekistan is introducing a new initiative, developed by the National Agency for Perspective Projects (NAPP), to reward employees with shares in companies as part of additional incentive programs. Modeled on the ESOP system, the initiative aims to enhance employee engagement, improve labor relations, boost welfare, and develop the domestic capital market. While participation will be voluntary, joint stock companies with over 50% state ownership must implement the plan, and employees using up to one month's salary to purchase shares will enjoy a personal income tax exemption.

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.

The Investment Association (IA) has released its updated Principles of Remuneration, setting expectations for the 2025 AGM season and beyond, emphasizing long-term value creation, strategic alignment, and improved company-investor consultation. Notable changes include the removal of the 5% dilution limit for discretionary share plans, potential exceptions to the 10% dilution limit for high-growth companies, and the exclusion of all-employee plans from the requirement for shareholder re-approval every 10 years. The IA clarifies that these principles serve as guidelines rather than strict rules, offering companies more flexibility while maintaining alignment with shareholder expectations.