WELCOME TO THE CAB ANNUAL CONFERENCE Documents/CAB/CAB... · 2018-11-21 · Trek Nepal 3 Global Change A Life fundraising initiative World Youth International School, Nepal Targeted

WELCOME TO THE CAB ANNUAL CONFERENCE

Barcelona, 7 - 9 November

Improving Employee Engagement through the use of Technology and Effective Communications

WELCOME

Naz Sarkar

CEO UCIA

Trek Nepal

3

Global Change A Life fundraising initiative

World Youth International School, Nepal

Targeted Fundraising Goal: £140,000

Extend schooling to Y11/12 children

Construct a hostel for Y11/12 students to live on campus, helping them attend school with a lot more ease and regularity

35 employees

20 Nov 2018 – 1 Dec 2018

OUR FUNDRAISING EFFORTS

BUSINESS UPDATE

Jay Foley

Managing Director

Computershare Distribution Only

2018 Client Advisory Members in attendance

5

Computershare Distribution Only 6

A short video…

http://www.computershare.com/uk/Shared Documents/CAB/CAB_2018_FINAL.mp4

http://www.computershare.com/uk/Shared Documents/CAB/CAB_2018_FINAL.mp4?target=_blank


2018 Client Advisory Board

› For our CAB Members to:

7

Provide a forum to share business and industry updates

Gain feedback on products and services

Enable peer networking to share experiences and best

practices

Tell us where we can improve Tell us what we do well


Employee Engagement


› Practical discussion about how we help you engage with our employee through technology and communications

› Academic view of Employee Engagement – what is it, how do you measure it and what role does employee share plans have in impacting engagement



› Equatex Acquisition


During the past two years, we committed to Investing for the Future (IFF)

10

Investing for the Future (IFF)

Change in people, transforming the way we work

Leveraging our experience from around the world

Three Key Areas of Focus:

Technology Operations People

Our People…

Investing in our business

11

People

› Training

› Client engagement

› Listening to clients

› Listening to participants

Our People…


12

People

› Training




Our People…


13

People

› Training




MEASURING SATISFACTION

63% response

rate

40

Corporate NPS

86% satisfaction

satisfaction


Voice of the Customer | Corporate survey

14

-33%

-6% -5%

-12%

-4%

3%

8% 10%

26% 22%

28%

40%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

Q3'15 Q4'15 Q1'16 Q2'16 Q3'16 Q4'16 Q1'17 Q2'17 Q3'17 Q4'17 Q1'18 Q2'18

NPS - Net Promoter Score answering: On a scale 0-10, how likely are you to recommend Computershare as a

Share Plan Provider?

Our NPS score based on feedback from all Plans clients

Our Operations…

Investing in business

15

Operations

› MiFID II & GDPR

› Event Management

› Service Delivery

› Share Dealing

Activity

Correspondence Activity

241,000 Emails received

170,338 Calls answered

Transactional Activity

5.1bn Shares transacted

27.7m Transactions

£1.5bn Total value disbursed to participants

1.1bn Transferred

£

£

Our Operations…

Investing in business

16

Operations

› MiFID II & GDPR

› Event Management

› Service Delivery

› Share Dealing

MEASURING SATISFACTION

6% response

rate Participant

Survey 90% satisfaction


Voice of the Customer | Dealing Services

17

91% 92%

95%

92% 92% 93%

92% 92% 92% 92% 92%

90%

93%

91% 91%

93% 92%

93% 92% 92%

91%

94%

85%

87%

89%

91%

93%

95%

97%

2017

2018

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2017 662 328 548 251 193 170 104 140 170 263 169 161

2018 242 136 130 131 156 155 111 90 156 165

Participant Satisfaction


39% 44%

40%

49% 52%

64% 62% 68%

75% 77% 71%

76% 65% 65% 61%

55% 58%

75%

62%

73% 72%

82%

30%

40%

50%

60%

70%

80%

90%

100%

2017

2018


2017 215 90 188 82 56 46 29 53 61 91 63 46

2018 69 41 41 46 61 44 35 33 50 49

Voice of the Customer | Share Transfer Services Participant Satisfaction

Our Technology…


19

Technology

› MiFID II

› GDPR

› Share Transfers

› Reporting Suites

Our Technology…


20

Technology

› MiFID II

› GDPR

› Share Transfers

› Reporting Suites


81% 83%

82% 83%

89% 89% 91% 91%

90% 90% 92%

91%

89% 88% 88%

87%

91% 91% 90% 90%

88%

92%

70%

75%

80%

85%

90%

95%

2017

2018


2017 1476 724 1229 560 432 379 227 317 388 599 381 361

2018 531 301 288 300 358 346 250 212 351 371

Voice of the Customer | Overall Services Participant Satisfaction

Computershare Confidential

What’s next…

Improved User Experience

EXPANDED TOOLKIT FOR REVIEW

Mobile App Webchat Corporate Services

Additional Products and Services Financial Reporting Granting solutions

Design

Launch/ Grant

Engage

Manage

Support

Report

› Mobile – participant access on-the-go and notifications

› Tailored communications to drive understanding and engagement

› Corporate Services

› simplify and automate awards

› Project management

› Online data updates

› 24/7 webchat and helpline

› Global call centres

› Real-time dealing

› 85% of front office staff ICSA /

CEP qualified or studying

› Plan reporting

› Ad-Hoc Reporting

› Financial reporting and

accounting

› Sharing best practice and insight

› Advising on process design

Corporate:

› Strategic client management

› Corporate – manage your plans online

› Online data updates

› China SAFE support

Plan types: › Participant – manage plan online in 23 languages › Already supported: UK SIP/SAYE, Ireland APSS, US 423b,

Cash plans, PSP, RSU, LTIPs, GESPP, AU-type plans › Cash Plans, Deferred Plans

Global Platform › Global regulatory

structure

› MiFID, GDPR

› US accounts

› FATCA, CRS

› SPA Account

› Dealing & FX

services

› Trustee services

› Registry services


Core Infrastructure supporting your global plans


Today’s agenda | Thursday 8 November

› This morning

› This afternoon

24

09.00 Welcome - Naz Sarkar

09.15 Business Update - Jay Foley

10.00 Technology and User Experience Breakout Sessions 40 minute rotations per session:

Group A: Employee Engagement Online and Webchat Group B: Employee Engagement on Mobile Group C: Corporate Experience Group D: Navigating the Reporting Jungle – how to make IFRS reporting simple

11.20 Break - Tea and Coffee

11.40 Breakout Sessions continued

13.00 Lunch

13.45 Measuring the Impact of Employee Equity Plans on Employee Engagement - Professor James Hayton


15.00 How have Share Plans Impacted Employee Engagement? - A panel discussion with SAP, Ericsson, Informa plc, Warwick Business School and Computershare

15.45 Day 1 - Wrap Up - Jay Foley

18.45 Meet in lobby for bus to dinner event at La Barceloneta


Tomorrow’s agenda | Friday 9 November

› Tomorrow morning

› Tomorrow afternoon

25

09.30 Welcome - Jay Foley

09.45 Share Plan Compliance with Integrated Tax, Legal and Administration - A presentation with Tapestry, Dialog Semiconductor and Computershare


11.00 How to Increase Participant Engagement via Effective Communications - Alex Brooks, Computershare

12.00 How do you Increase Participant Engagement with your Plan Communications? - A panel discussion with Shell, Unilever, HSBC and Computershare

12.45 Closing Remarks - Jay Foley

13.00 Lunch

14.30 Meet in lobby for optional Cathedral/Segway tours

TECHNOLOGY & USER EXPERIENCE BREAKOUT SESSIONS

Computershare

Equatex

C


Technology and User Experience Breakout Sessions

27

› Group A: Employee Engagement Online and Webchat

› Group B: Employee Engagement on Mobile

› Group C: Corporate Experience

› Group D: Navigating the Reporting Jungle – how to make IFRS reporting simple

11.20 BREAK – TEA & COFFEE (after 2nd session)


Session grouping

Group A - Colin Group B - James

David Buckland - Dialog Semiconductor Xinran Chen - Vodafone

Karina Eriksson - Sandvik Nancy Jiang - Johnson Matthey

Sean Grace - Securitas Katie Keteleers - Informa Plc

Hans de Jong - Ericsson

Anne Walsh - Smith & Nephew

Miguel Navarro Fron - Telefonica Pam Roffe - Shell

Linda Vos - Philips

Natalia Kirilenko - A.P. Møller - Mærsk

Group C - Paul Group D - Garry

William Tebbs - RELX Group Alison Miller - BAE Systems

Daria Isaenko - Yandex Pierre Mollon - STMicroelectronics

Robert McKinney - HSBC

Louise Sutton - Unilever

Anita Vestergaard - Novozymes Stuart Shackley - Micro Focus

Wouter Goes - NN Group Caroline Wong - Rio Tinto

Eduardo Schreiner - Electrolux Charlotte Davies - Deutsche Bank


NAVIGATING THE REPORTING JUNGLE – HOW TO MAKE IFRS REPORTING SIMPLE

Jonas Saltnes

Head of Equatex Nordic


NAVIGATING THE REPORTING JUNGLE

How to make IFRS reporting simple

30

› Why is it required and what is?

› Introduction to Accounting & Financial Reporting (IFRS)

› EquatePyramid

› Reports and functionality

› Demonstration

› Q&A



Why is it required and what is?

31

› Share-based compensation or other deferred compensation

- Value is based on share price – settlement in equity or cash or combination

› Recognise the “cost” of service from employees and delivering share based payments

› Works on a “fair value” basis – based on the theoretical arms-length value of award

› Disclosure requirements are extensive

› Similar requirements under US GAAP (ASC 718)

Grant date

• Measure Fair Value

• Obligation exist

Vesting Period

• Fair Value is recognised

Vesting date

• Service/vesting conditions are met

• Fair Value has been fully recognised



Settlement, valuation and conditions

32

› Critical distinction between “equity settled”, “cash settled” and “net of tax settled”

› Valuation can be complex – requires a number of inputs

Conditions

Service conditions

Service condition

Performance condition

Non-market condition

Market condition

Non-service

Non-vesting condition

No update according to changed estimate Incorporate in grant date fair value

Update according to changed estimate



It is not just about expensing…

33

› Deferred Tax (DTA)

› Social Security Taxes / NIC

› Diluted EPS impact

› Intercompany recharges (and invoicing)

› Plan funding

› Executive compensation – statutory disclosures

› Local GAAP – additional requirements?

› Tax equalization


EQUATEPYRAMID

Accounting & Financial Reporting


EQUATEPYRAMID

Our market leading accounting and financial reporting solution

35

Compliant to IFRS & US GAAP and Accurate Ensures a streamlined and efficient process.

Reduces risk and improves contingency.

Competence Centre Support from team of developers

and accounting experts.

Comprehensive knowledge Over 15 years experience in accounting

and financial reporting for compensation plans.


EQUATEPYRAMID

Advanced, flexible and compliant accounting and financial reporting

36

Accurate & compliant

Integrated & accessible

Flexible & scalable

Comprehensive views

Time & cost savings

IFRS and US GAAP

Integrates with leading platforms like EquatePlus

Adapts to cover your needs now and in the future

Consolidated reporting with drill-down and extensive sorting and grouping

Ensures a streamlined and efficient process for financial reporting


EQUATEPYRAMID

Powerful functionalities and options

37

Full audit trail

Control assumptions and expectations

› Expected forfeiture

› Deviating service and vesting periods

Mobility

Performance conditions

› Market and non-market

Multi-securities and Multi-currency

Reporting Wizard

› For customizing reports

Powerful access rights management


EQUATEPYRAMID

Extensive standard and customisable reports

38

Disclosures

Outstanding

Instruments

Vesting / recharge

Tax Equalisation

Deferred Tax

Assets

Activity

Social Security Tax Accruals

Expense Dilution Disclosures

Period Activity

Other / Custom Reports


EQUATEPYRAMID

Multiple interfaces for streamlined reporting process

39

Advanced reporting with full control

Superuser portal

Configuration, detailed audit and custom simulations

Typical user: central administrators

Pre-defined reports easily available

Reporting portal

Designed to not require training

Typical user: local reporting personnel

Automated interface to general ledger

General ledger account entries

Account entries file output for import

User access for reporting Automated reporting


EQUATEPYRAMID

Demo – Reporting Portal

40

3 steps

- Select Period

- Select Report

- Report is shown (export summary or details)


EQUATEPYRAMID

Platform

41

Statutory Requirements

Accuracy and Control

Optimisation

Automation

•Expense and tax accounting

•Social tax accruals

•Disclosures and dilution

•Consolidated overviews / reports

•Drill-down and allocation to entities

•Forecast and budgetting

•Currency support

•Intercompany recharges

•Reports and data for analysis

•General ledger files

•General ledger integration

•Intercompany invoicing

•Assumptions and estimates

•Automated interfaces

Visualisation


EQUATEPYRAMID

What’s next

42

› Further Automation

› Evolving client needs

› Additional report variations

› Even more advanced configuration

› Evolving standards

› Advanced scenario simulations

› Additional related reports

› GAAP mobility

› Additional GAAP

› Hedge accounting

› Related non share-based compensation

› Group consolidated vs local statutory

› Report Scheduler


Q&A



Client perspective and experience

44

› Standard is complex and minor details have impact

› Obtain overview and ensure accurate calculation and recognition

› Items to consider

- Valuation

- Classification of awards

- Classification of events (forfeiture vs. cancellation)

- Timing and deviation between vesting period and service period

- Performance application

- Modification accounting

- Mobility

- Reporting structure

- Currency application

- Disclosures



Auditor perspective and experience

45

› Audit teams are increasingly aware of the complexities of IFRS 2

› Specialist review is regularly sought

› Key concerns include:

- Cash or Equity settled?

- Determination of fair value – inputs, valuation approach, adjustments

- Timing of expense recognition

- Disclosures

- Performance application

- Modification accounting

- Mobility



Example

46

Grant example 900 RSUs granted, 1/3 vest each anniversary of grant

Accounting assumptions Grant date fair value of CU 10 per RSU

20x1 20x2 20x3 Total

Tranche 1 - vest 31.12.20x1 300 x 10 x 1/1 = 3,000 CU 3,000

Tranche 2 - vest 31.12.20x2 300 x 10 x 1/2 = 1,500 300 x 10 x 1/2 = 1,500 CU 3,000

Tranche 3 - vest 31.12.20x3 300 x 10 x 1/3 = 1,000 300 x 10 x 1/3 = 1,000 300 x 10 x 1/3 = 1,000 CU 3,000

Total CU 6,500 recognised CU 2,500 recognised CU 1,000 recognised CU 9,000

LUNCH

Tirreno

WELCOME BACK


Professor of HRM & Entrepreneurship, & Pro-Dean External Affairs Thinking About the Role of

Equity Based Rewards in Employee Engagement

James Hayton

I love this

organization

This job is

worthwhile

I feel

energized I trust my

boss

I can rely on

my coworkers

I want to be a

good citizen

Engagement

50

I have time/

resources

Intrinsic Satisfaction Model

Commitment Turnover intentions

Pay Satisfaction Turnover

Extrinsic Satisfaction Model

Employee Participation

Commitment Turnover

Instrumental Satisfaction Model

(From Blasi, Freeman & Kruse, 2014)

Academic Research on Employee Engagement

wbs.ac.uk

# of publications with the title ‘work engagement’ and ‘employee engagement’ (Source: Google Scholar – Sep 2018)

Why worry about what academics have to say? Because we are trying to dig deeply into the idea to understand mechanisms.

• E.g., AON Hewitt says the six factors driving engagement are:

• QWL, Work, People, Opportunities, Total Rewards, and Company Practices.

• This is interesting. But what is it about total rewards?

• How and in what ways do these influence engagement, individually and in combination with other factors?

• Understanding the mechanisms can help guide decision making in plan design, communication, and evaluation

“The simultaneous employment and expression

of a person’s “preferred self” in task behaviors

that promote connection to work and to others,

personal presence (physical, cognitive, and

emotional), and active, full role performance.”

(Kahn, 1990)

Employee Engagement Definition #1

“The simultaneous employment and expression

of a person’s “preferred self” in task behaviors

that promote connection to work and to others,

personal presence (physical, cognitive, and

emotional), and active, full role performance.”

(Kahn, 1990)

The Academic View of What Engagement is Not

Not Job Satisfaction Not Organizational Commitment or loyalty Not Organizational Citizenship Behavior (helping others, saying good things) Not employee retention Not ‘showing up’ Not ‘effort’ These may be correlated, but their presence doesn’t necessarily mean employees are ‘engaged’

Bases for Engagement Psychological

Safety:

How safe is it to

express ones true

self and engage

fully?

Availability:

How available am

I to do so?

Meaningfulness:

How meaningful is

it to bring myself

into this (role)

performance?

60

Associated with tasks, roles, and interactions “influence upon the world”

Associated with supportive, trusting interpersonal relationships, leadership, norms

Associated with physical and emotional energy, (in)security, and work-life balance

W. Kahn (1990)

Signaling Values of the Organization and & Purpose of the Work

Giving Opportunity to Exercise Voice

Ensuring Fair and Sufficient Extrinsic Rewards from working

“A positive, fulfilling work-related state of mind

characterized by vigor, dedication and

absorption (Schaufeli et al., 2002)

Employee Engagement Definition #2

Job Demands-Resources Model (Schaufelli & Bakker, 2001)

• High levels of energy and mental resilience while working, willingness to invest effort, persistence in the face of difficulties

Vigor (vs emotional exhaustion) – [activation]

• Sense of significance, enthusiasm, inspiration, pride, and challenge

Dedication (vs cynicism) – [identification]

• Fully concentrated and happily engrossed in one’s work, a flow state where time passes quickly and one has difficulty detaching from one’s work

Absorption (vs low professional efficacy)

Job Demands

Resources

Burnout

Engagement Turnover Intention

Health problems

Job Demands-Resources Model (Schaufelli & Bakker, 2001)

- -

+

+ +

+

+ -

-

Energetic Process

Motivational Process

• Too much to do, in too little time, with too few resources Workload

• Capacity to influence decisions affecting one’s work, exercise autonomy, and obtain needed resources Control

• Monetary, social and intrinsic rewards consistent with expectations Reward

• Overall quality of social interaction at work, including conflict, support, closeness and teamwork Community

• The extent to which decisions are perceived as fair and people are treated with respect Fairness

• The ideals and motivations which attract an individual to the work

• The motivating connection between worker and workplace that gives meaning Values

Predictors of Job Burnout (i.e. the inverse of engagement) (Leiter & Maslach, 2003)

































Three Approaches to Measuring Engagement (Macey & Schneider, 2008)

Trait Engagement:

Positive views of life and work

• Proactive Personality • Autotelic personality • Trait Positive Affect • Conscientiousness

State Engagement:

Feelings of energy & absorption

• Job engagement • Job satisfaction • Involvement • Commitment • Empowerment

Behavioral Engagement: Extra role Behavior

• Citizenship behavior • Proactivity • Personal Initiative • Role expansion • Adaptive behaviors

The Utrecht Work Engagement Scale (UWES) 9 Items Questionnaires for Employee Engagement Measurement (Schaufeli et al, 2006)

wbs.ac.uk

The following 9 statements are about how you feel at work. Please read each statement carefully and decide if you ever feel this way about your job. If you have never had this feeling, cross the “0” (zero) in the space after the statement. If you have had this feeling, indicate how often you felt it by crossing the number (from 1 to 6) that best describes how frequently you feel that way

Never Almost Never Rarely Sometimes Often Very Often Always

0 1 2 3 4 5 6

Never A few times a year or

less Once a month or less A few times a month Once a week A few times a week Everyday

1. At my work, I feel bursting with energy (VI1) 2. At my job, I feel strong and vigorous (VI2) 3. I am enthusiastic about my job (DE1) 4. My job inspires me (DE2) 5. When I get up in the morning, I feel like going to work (VI3) 6. I feel happy when I am working intensely (AB1) 7. I am proud of the work that I do (DE3) 8. I am immersed in my work (AB2) 9. I get carried away when I am working (AB3)

VI = Vigor scale DE = Dedication scale AB = Absorption scale

The Gallup Q12 Index Gallup defines engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. , Gallup has identified 12 core elements - the Q12 - that link to key outcomes. These 12 statements emerged as those that best predict employee and workgroup performance:

1. Do you know what is expected of you at work? 2. Do you have the materials and equipment to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10.Do you have a best friend at work? 11.In the last six months, has someone at work talked to you about your progress? 12.In the last year, have you had opportunities to learn and grow?

Trait engagement: (positive views of life and

work) • Proactive Personality • Autotelic personality • Trait Positive Affect • Conscientiousness

State engagement: (feelings of energy &

absorption) • Job satisfaction • Involvement • Commitment • Empowerment

Behavioral engagement: (extra role behavior)

• Citizenship behavior • Proactive/Personal

Initiative • Role expansion • Adaptive behaviors

Work attributes: • Variety • Challenge • Autonomy • Meaningfulness • Voice

Leadership Style: Transformational Vs Transactional

Trust

Trait engagement: (positive views of life

and work) • Proactive

Personality • Autotelic

personality • Trait Positive Affect • Conscientiousness

State engagement: (feelings of energy &

absorption) • Job satisfaction

• Involvement • Commitment

• Empowerment

Behavioral engagement:

(extra role behavior) • Citizenship behavior • Proactive/Personal

Initiative • Role expansion

• Adaptive behaviors

Work attributes: • Variety • Challenge • Autonomy • Meaningfulness

Leadership Style: Transformational Vs Transactional

Trust

Putting it all together • Engagement is supported by the presence of resources that enable personal

goal attainment • Engagement is diminished by the presence of work overload/absence or

resources • Compensation of any kind can serve a dual role as extrinsic and intrinsic

motivator • There is a risk that rewards can be construed as controlling, and thereby

reduce intrinsic motivation (and therefore engagement) • Rewards can signal competence and goal attainment, driving intrinsic

motivation and engagement • Rewards can reinforce shared values, driving sense of meaningfulness and

engagement • Perceived unfairness in the process of allocating rewards can undermine

safety/trust and engagement

Putting it all together

Blockers/Depleters

Controlling rewards Social conflict

Unfairness Workload

Lack of Resources

Enablers/Energizers: Need Satisfaction Goal Attainment

Value-congruence Work design Leadership

Community & Collective Goals

Meaningfulness

Trust

Intrinsic Motivation

State

Engagement

Behaviors: Turnover

Absenteeism Effort

Teamwork Innovation &

Creativity Citizenship

A Systems Approach

Communications

Leadership

Rewards

Work Design

Staffing Performance Management

T&D/Careers

Culture & Values

Context Strategy

Thank you

BREAK - TEA & COFFEE

Tirreno

HOW HAVE SHARE PLANS IMPACTED EMPLOYEE ENGAGEMENT?

› Hans de Jong, Ericsson

› Katie Keteleers, Informa Plc

› Professor James Hayton, Warwick Business School

› Moderator: Garry Harding, Computershare

WRAP UP

Jay Foley, Computershare

DINNER AT LA BARCELONETA

MEET IN LOBBY AT 18.45

CLIENT ADVISORY BOARD

ANNUAL CONFERENCE 2018

WELCOME BACK

Friday 9 November


› Carla Walsham, Tapestry

› David Buckland, Dialog Semiconductor

› Marcus McEvoy, Computershare

SHARE PLAN COMPLIANCE WITH INTEGRATED TAX, LEGAL AND ADMINISTRATION

Share Plan Compliance 7 – 9 November 2018

Computershare CAB - Barcelona

© Tapestry Compliance LLP 2018

Today’s Speakers

Computershare CAB - Barcelona Share Plan Compliance


Carla Walsham

Managing Associate

Tapestry Compliance LLP

Marcus McEvoy

Director

Computershare

David Buckland

Principal Advisor

Dialog Semiconductor

About Tapestry

Specialist law firm

Global

Advice ‘On Tap’

Range of share plan related services

Market leading

Multi-award winning…



About Tapestry

Tapestry Awarded Queen’s Award

Legal 500 2018 – Tier 1 for employee share schemes

Chambers 2018 – Band 1 for employee share schemes



What we will cover today

OnTap: Share Plan Compliance with Integrated Tax,

Legal and Administration

What is OnTap?

How can OnTap meet your needs?

How can OnTap add value?

Tricky questions that OnTap can answer

User experience - Dialog

OnTap’s update – what’s next?



What is OnTap?

What is OnTap?

Online database

Legal and tax advice ‘on tap’

Plan your next launch

Stay updated

Manage compliance

Updated by experienced lawyers

Answer off-cycle questions

Enables you to be an expert © Tapestry Compliance LLP 2018


Let’s take a closer look…

Countries / Plan type



We make your database specific to

your country list and your award

types

Feasibility report



Feasibility report provides a high level overview of key issues

In-depth reports – Legal report



Legal report covers:

• Securities laws

• Translations

• Special wording

• Electronic communications

• Foreign asset reporting

• Foreign exchange

• Data protection

• … and more

In-depth reports – Tax report



Tax report covers:

• Moment of tax

• Tax rates

• Withholding obligations

• Filing requirements

• … and more

In-depth reports – Payroll guide



You can filter the tax report with

what payroll need to know…

In-depth reports – Employee notes



Or what the employee needs to

know…

Action List



Track your progress on the auto-

populated action list

Our Lawyers



Find out who is in our global expert

network

Other information

The database also covers:

Tax-advantaged plans

Special wording requirements

Resource centre

Training materials

Document storage



How can OnTap meet your needs?

Meet your needs

Manage due diligence

On a global plan – lots of countries and lots

of issues

Legal and tax information a click away

Available 247 ‘on tap’





Cost effective

About 1 hour of lawyer time v. country

information

Available all year

Answer questions yourself



Tricky questions that OnTap has

answered…



Question 1:

What is the taxable moment in Singapore on a share-matching plan?



Question 2: Are there any securities law filings in Japan?



Question 3: Is there any special wording required in Argentina, Canada or the

Netherlands?



Question 4: Is there a requirement to consult with works council in Germany?



Question 5: Can we deliver shares in China?

User Experience

OnTap user experience:

Dialog:

Does it help you to stay up-to-date?

Have you been able to reduce costs?

Have you been able to answer questions

yourself?

When do you use it?



Let’s discuss! Would you benefit from OnTap?

Would it help if Computershare included

this in their offering?



OnTap update

OnTap update:

Updating OnTap with a whole new look and feel

Log-ins will have a personalised approach

Reports can be branded with company logos / colours

Training modules will be more interactive

Easily filter our webinars / newsletters



OnTap update:



OnTap update:



Contact us for a demo of our global compliance database

Questions

? ? © Tapestry Compliance LLP 2018



Come and have a go!


Tapestry team


Janet, Bob, Hannah, James, Jess, Chris, Sarah, Sharon, Amy

Sally, Lorna, Jordan, Carla, Emma, Steve, Matthew, Rebecca, Tom

Emilie, Sherif, Shirley, Marianne, Verity, Chris, Nichola, Debbie

Linda, Verity, Lisa, Jess


BREAK - TEA & COFFEE

Tirreno

IMPROVING EMPLOYEE ENGAGEMENT THROUGH EFFECTIVE COMMUNICATIONS

Alex Brooks Director, Communication Services

Improving employee engagement through effective communications Alex Brooks, Director, Communication Services

43

How behaviour is changing

44

Our attention span is getting worse …

Scientists believe we now have a

shorter attention span than goldfish 45

12.00

8.25

seconds

seconds

2000

2015

Goldfish attention span

9.00

seconds

Our attention span has decreased dramatically in 15 years

We have a diminishing capacity to process information

Loss Aversion It is in our nature to hate losing

Cognitive load Total amount of mental effort

Framing Our perception of something

Bandwagon effect Reassurance about decisions

Instant Recognition Our brand perception

Status-Quo Bias People prefer things to stay the same

What can help cut through the ‘cognitive overload’!

Social media

Face 2 Face

Video

Animation

Chatbot Gamification

Extend the capacity of working memory by using visual and auditory channels

48

Why do people & brands like animation?

49

Cartoons are worth at least 600 words

Familiar

Make complex ideas understandable

Cut through the clutter

Encourage people to participate

Make scary topics seem less threatening

They are fast and flexible to make

They make you look more human

Good imagery & animation can improve understanding by 51%

Video is processed 60,000 times faster in the brain than text

For videos to connect

they need to be entertaining,

informative and inspirational

50

Facebook

generates

8 billion video

views everyday

Snapchat

generates

6 billion video

views everyday

70% of people prefer to

learn about products or

services through video

75% of people would

share a video if they

found it entertaining

51

52

‘Gamification’ can improve employee engagement by 48%

Game design elements, scoring, rewards, or competition can turn the boring, mundane or tricky stuff into something fun and rewarding

53

66% 58% 24 hour service

51% 61% Getting an instant response

52% 64% Answers to simple questions

48% 52% Easy communication

38% 46% Complaints resolved quickly

38% 45%

A good customer experience

37% 36% Detailed expert answers

33% 38% Answers to complex questions

33% 29% Friendliness and approachability

5% 13% (none of these)

By 2020, Gartner predicts that people will have more conversations with bots than they do with their spouses

Millennials

Baby Boomers

Social media channels – essential but not everything

18-29

30-49

50-64

65+

81% 78%

65%

41%

40%

27% 19%

8%

64%

40%

21%

10%

91%

85%

68%

40%

29% 33% 24%

9%

68%

26%

10% 3%

Age range

How does this translate into best in class client communications

56

Shell animation

http://www.shellshareplans.com/

HSBC Exec Statements

59

Glenveagh ShareSave 33% increase in take-up

We are seeing the approach translate into results

Unite Student Accommodation ShareSave 69.8% increase in take-up

Clearly the comms programme had a really positive impact

for our people this year. The take up is a super result and the

highest we have seen. Well done all!

It will be interesting to see some more detailed analysis

behind these figures so we can truly quantify comms

penetration by channel

Clarksons ShareSave & ISAYE 7.4% increase in take-up

60

../RBS teaser.wmv

61

F

F

F

RBS – social media

62

RBS – Archie the chatbot

2016 eligible base

64K

2017 eligible base

58K

Aft

er

1

982

Befo

re 1

982

Aft

er

1

982

Befo

re 1

982

2011 eligible base

90K

Aft

er

1982

Befo

re 1

982

27%

73%

37%

63% 61%

39%

2017 v 2016

take up

Age Take up Change

< 21 12% +453%

21 – 34 17% +57%

35 – 54 32% +27%

55+ 14% (-21%)

Total +25%

RBS – the results

RBS – 2018 results

HOW DO YOU INCREASE PARTICIPANT ENGAGEMENT WITH YOUR PLAN COMMUNICATIONS?

› Pam Roffe, Shell

› Louise Sutton, Unilever

› Rob McKinney, HSBC

› Alex Brooks, Computershare

› Moderator: Mark Watts-Jones, Computershare

Jay Foley

Managing Director

CLOSING REMARKS


LUNCH

SOLC RESTURANT

THANK YOU FOR COMING

SEE YOU NEXT YEAR!