What do we actually mean by [incentive plans]?

STI / LTI

In the classic total compensation overview, the following terms are often used: 

  • STI: Short-Term Incentive, also sometimes referred to as a "bonus". This is a variable remuneration element, usually based on the achievement of objectives in the past year, across individual, team, department and/or company performance targets. Normally paid out in cash, but sometimes also partially converted and/or deferred into other compensation elements (thus becoming something of a hybrid between STI and LTI).

  • LTI: Long-Term Incentive. A variable remuneration element across multiple years, usually linked to continuing employment across its entire term as well as to the growth in the company's value and/or predefined strategic or financial core objectives. Advantages (examples): Alignment of interests between employees and shareholders; longer-term perspective and retention of key personnel; promotion of entrepreneurial thinking and action; an attractive remuneration element in recruitment; possibly tax advantages.

The long-standing expertise and services of [dialog]unlocked relate to STI and LTI, with a strong focus on LTIs which can take several forms, such as those presented here:

Our [services]

An interdisciplinary one-stop-shop

[dialog]unlocked is a specialized, interdisciplinary one-stop shop for [incentive plans]. We have dealt with this topic, on a daily basis, for more than 16 years and supported clients through all project phases and disciplines. Below you will find an overview of our [services], followed by a few words about our [clients].

"Design" phase

This starts with the conceptional design of a new LTI and the relevant questions: Which LTI models are available? How do they work? What will fit with your corporate strategy for the foreseeable future? What are the resulting advantages and disadvantages? What are your competitors doing? What do shareholders, investors, management, and employees expect? This phase may include, for example:
  • Workshops (face-to-face or online).
  • Concept papers / presentations / memos.
  • Fact sheets: Concise overview of the customised LTI for your business.
  • Illustrative calculations: Benefits for employees, costs / cash-out for the company, dilution for shareholders.
  • Also important at this stage: Consideration of the legal, tax and accounting implications to avoid unpleasant surprises during implementation. We proactively take this into account right from the start and in all project phases. This is the advantage of an interdisciplinary one-stop shop for [incentive plans].
  • With listed companies, this will also include the effects of the Swiss Ordinance against Excessive Compensation ("VegüV"), e.g., regarding prohibited remuneration elements and disclosure of incentive plan instruments in the annual remuneration report.
  • For SMEs and start-ups, this also includes our advice on the valuation of LTI instruments for Swiss employee tax and compensation purposes.
  • In addition, when required and where your LTI is also to be applied in other countries: "Country Feasibility Checks". For each relevant country, we check and confirm the feasibility, important regulatory requirements (e.g., registration requirements for certain LTIs such as in the USA, China, Australia, etc.), the income taxation of the LTI and employer obligations in this context (reporting and withholding), in cooperation with a global network of local specialists.

Implementation and communication

Once the concept is agreed (e.g., based on a confirmed fact sheet), it is time for actual implementation and communication. This can include, for example: 

  • Preparation of legal / contractual documents (plan regulations, award notes, grant agreements, contract supplements, etc.).
  • Tax rulings: clarification and confirmation with the relevant tax authorities, e.g., regarding tax dates and/or tax-relevant valuations.
  • In the case of international implementation: Support with regulatory implementation, e.g., registration with relevant authorities (such as in the USA, China, Australia, etc.). In-depth local clarification (legal, tax) where required; in cooperation with local specialists.
  • Advice on mapping the instruments across into payroll (Switzerland: LTI-specific attachments to the annual salary certificate). 

Afterall, an LTI will be ineffective if employees fail to understand it. However, the legal / contractual documents are often (necessarily) quite technical. Communication is therefore all the more important. We can support you with this, for example, as follows:
  • Preparation of presentation materials and/or "flyers" (your LTI explained in simple terms, with graphics and illustrative examples);
  • Participation in meetings / presentations;
  • Q&A documents; etc.

Our [clients]

We have dealt with [incentive plans] on a daily basis for more than 16 years across all industries and company sizes, both in Switzerland and internationally. Generally speaking, our clients can be divided into, roughly, two equal categories: 

  • Listed companies: Here, LTIs are usually common practice, and our work often involves adjustments to reflect changing market trends or business developments, disclosure requirements in the remuneration report, or to provide support around international implementation.
  • Unlisted companies, SMEs, start-ups: The core issues often revolve around understanding the mechanics of LTIs, actual feasibility, valuation, and impact - on the company and shareholders - as well as the practicalities of implementation.

Of course, we can offer our consulting services entirely in English or German or a mixture, as suits our clients’ needs. 

Selected projects and feedback from clients:


  • VAT Group, May 2021: "VAT commits to meeting all regulatory and legal requirements it is faced with. Through engaging [dialog]unlocked, we continue the successful collaboration with Marc Seematter, who provides us expert advice to our complete satisfaction on the tax and legal implementation for our global long-term incentive."