PwC is working with Professor Alexander Pepper and Dr Susanne Burri of The London School of Economics on a ground-breaking global study into the ethics of incentives and the fair distribution of income in society.
As a senior business leader, we would very much value your contribution to this piece of work. Our survey takes a maximum of 20 minutes and includes questions which are designed to investigate the complex views we all have about pay fairness. Please click on the link below:
Please submit the survey by Friday 20th January 2017.
All responses will remain confidential – but there is an option to sign-up for an advance copy of the findings if you so wish.
I hope you will find the time to contribute.
Dr. Robert W. Kuipers
Birchstrasse 160, 8050 Zurich
Phone: +41 58 792 4530
If you have any questions, please write to us at SurveyAdmin@us.pwc.com
Executive Compensation: Focus on Performance and Communication
Since 2007, managers’ pay at SMIM constituent companies has been closing the gap with the remuneration earned by executives at SMI companies; and it is outpacing the rate of increase at small caps. Share-based compensation is becoming a more important factor at large- and mid-cap enterprises. Variable compensation goes up if the company has performed well – and it decreases when the results are poor. Communication with shareholders has gained in significance. These are the findings of the study entitled “Executive Compensation & Corporate Governance: Insights 2016” conducted by PwC Switzerland.
Read the online version of the study here.
You can find more information here.
The Zurich tax authorities recently published new guidelines regarding the valuation of shares of start-up companies for Zurich private net wealth tax purposes. In the past in some cases owners of start-up companies were facing high annual net wealth taxes resulting from their shares in case the company had financing rounds, which were considered relevant for the determination of the share value (in line with circular letter no 28 of the Schweizerische Steuerkonferenz). In the first years after foundation the share value determined based on financing rounds may not be representative and too high as the companies are still in the process of building up business and have no or very limited revenues. The new Zurich guidelines now take into account these specific circumstances allowing for a beneficial valuation in these first years. As per the guidelines, only the net asset value of the shares is relevant for the first 3 years and any higher market values derived from third party investments or financing rounds can be ignored. In the fourth and fifth year the valuation resulting from financing rounds are to be taken into account gradually (1/3 in the fourth year and 2/3 in the fifth year). As of the 6th year after foundation, the share value is to be based on the results of financing rounds. Additional concessions are offered to the Biotech as well as medtech companies as these companies may use the net asset value for the first 5 business years with a subsequent transition period of 2 years.
Though the above applies as general rule, the new guidelines state exceptions and limitations. For example, if a start-up company determines its own fair value, this amount represents a minimum value for the Zurich annual net wealth tax purposes. That said, if such a formula value is agreed with the Zurich tax authorities e.g. for the use in an employee share plan, this agreed value is considered under the new rules the minimum value for wealth tax purposes. As consequence, it is no longer possible for founders of the company or third party investors to declare their shares for net wealth tax purposes at a lower value.
This beneficial valuation approach for net wealth tax purposes only applies to newly founded start-up companies whereby the group of effected companies is not yet defined in the guidelines. The rules are applicable with immediate effect for companies located in the canton of Zurich. Additionally, a Parliamentary initiative has been launched in March to specifically address these issues for specified start-up companies. We will monitor the effect of the new guidelines closely and expect that key stakeholders will participate in an intensive debate.
Please find additional Information here.
Should you have any further questions please contact your local PwC advisor our the contacts listed below:
PwC and the National Association of Stock Plan Professionals (NASPP) are pleased to release the 2015 Global Equity Incentives Survey (GEIS) Executive Summary. Our survey is one of the most comprehensive studies available on the design and administration of equity incentive compensation plans for multinational companies.
Our 2015 GEIS illustrates interesting trends and news from the marketplace. Our 2012 survey showed a return to the basics after periods of economic boom and bust. At that time, companies were heavily focused on compliance and reacting to pay for performance requirements/expectations. Our 2015 results are reflective of the continuation of globalization. Not surprisingly, our 2015 survey clearly shows that our participants (virtually all U.S. multinationals) have expanded their reach of equity grantees more globally than ever before.
To access and download the executive summary, please click here.
We hope you find the results from the 2015 survey useful as you evaluate and compare your employee equity plans to those of your peers and design plans that are effective drivers of the behaviors necessary for your company’s success in this global economy.
Implementation of the Ordinance against Excessive Compensation (VegüV/ORAb) is progressing well. Find out more about key experience in practice, and read how a balanced say-on-pay system can strengthen a company’s value creation.
Topics of the article
- More work for AGMs
- Election of compensation committees and say on pay
- Information needs for say on pay
Read more here.
Compensation per se might be less important than issues such as capital structure and dividend policy (which for their part are closely tied to the organisation’s growth strategy), but we’re convinced that systematically implementing a balanced compensation system is a strategic factor in the success of a company.
The new regulatory environment places great demands on everyone involved. For the board of directors and management of listed companies, preparing for say-on-pay votes – in other words drawing up a meaningful compensation report, documentation and arguments for the motions for shareholders – requires a lot of work. Despite this, companies benefit if they adopt a holistic approach, involving human resources, legal, finance and the board of directors at an early stage of the proceedings. A successful say-on-pay system has to be grounded in value-based management and reflected in value reporting. That way it can help management, shareholders and other stakeholders get a uniform understanding of the challenges faced by the organisation and the factors in its success. Ultimately this consensus will result in better, value-creating decisions.