GEO INSIGHTS

The Netherlands is proposing new tax incentives to support startups and scale-ups, including a favorable employee stock option regime where only 65% of benefits are taxed and tax is deferred until shares are sold. It also introduces a clearer definition of startups for tax purposes to improve access to talent and investment. To fund this, existing entrepreneur tax deductions will be reduced in 2027 and abolished by 2030.

This HMRC helpsheet explains how employee share schemes and share options are treated for Capital Gains Tax, covering approved schemes (like SIP, SAYE, CSOP, EMI) and unapproved arrangements. In general, your CGT cost is what you paid for the shares plus any amount already taxed as employment income, with special rules for different schemes (for example, SIP shares can be CGT-free if held correctly, and EMI options get favourable treatment including from grant date for relief purposes). It also sets out administrative rules such as reporting requirements, elections (like same-day share acquisition elections), transfers to ISAs or pensions, and reliefs for certain disposals, all of which affect how and when tax is calculated on employee-related shares.

As competition for talent increases, more companies are turning to Employee Stock Ownership Plans (ESOPs) to improve retention, strengthen culture, and give employees a financial stake in the business. ESOPs allow employees to gradually accumulate company shares through tax-advantaged retirement structures, with growing adoption across the U.S. as a tool for succession planning and workforce engagement. While they require careful structuring, business leaders see employee ownership as a long-term strategy that aligns company success with employee wealth-building and loyalty.

The Squire Patton Boggs report on “Hot Employment Law Topics for 2026” highlights that a central global theme is ongoing regulatory “change,” with many jurisdictions introducing new employment laws that generally increase worker protections and expand employer obligations. Key focus areas include pay transparency and pay equity requirements, growing AI and technology regulation in the workplace, and stricter rules around compliance, data protection, and employee rights. Overall, the report emphasises that employers should expect higher legal, financial, and compliance risks in 2026 and will need to proactively adapt policies and workforce practices to keep up.

The ESOP Impact Study evaluates Employee Share Ownership Plans (ESOPs) used in merger conditions to increase worker ownership and assess whether these schemes deliver meaningful benefits to employees. It finds that ESOPs are widely supported for improving employee participation, motivation, and financial inclusion, but their effectiveness depends heavily on scheme design and implementation quality. Key concerns include debt-heavy funding structures, limited employee understanding of how ESOPs work, and weak governance or trustee capability, all of which can reduce the real benefits to workers if not properly addressed.

AI adoption in compensation and total rewards has moved beyond experimentation, with most professionals already using AI tools, but few organizations have developed the strategic infrastructure needed to fully realize their value. Companies progress through stages of AI maturity—from basic experimentation to advanced integration—depending on the strength of their data quality, governance, cross-functional alignment, and ability to measure impact. Organizations that build strong AI foundations can improve efficiency and decision-making, while those with immature adoption risk compliance issues, bias, low trust, and unreliable compensation outcomes.