Searching Pondering Equity-Based Long-Term Incentive Plans on page 43

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In 2026, organizations are reassessing: ;Whether variable pay plans genuinely influence performance or simply function as deferred pay;; ;Whether benefits are aligned to employee life stages and usage patterns; and,; ;How regulatory requirements affect overall compensation architecture.; There is growing interest in simplifying structures, introducing choice-based benefits and ensuring incentives align more closely with outcomes rather than activity.

Pierce says other related factors include: The significant economic boost ESG-focused investment alternatives will receive through an infusion of 401(k) funds;;The related furtherance of plan sponsors’ corporate citizenship ideals and plan participants’ passion for advancing ESG goals;;And, finally, the genuinely held belief by many experts that this new rule is inherently inconsistent with ERISA fiduciary duties. ; “While long ago I got out of the litigation prediction business, I do think the intersection of established ERISA principles with the recent emphasis on ESG will make for a unique and interesting contest,” Pierce said.

Noting shifting views on incentive strategy and design, benchmark reports from the two leading proxy advisory firms, Institutional Shareholder Services and Glass Lewis & Co. , have signaled emerging skepticism toward performance-based equity compensation and increasing support for time-based awards.

., capping bonus payouts, focusing on long-term incentives).; ;Marketing.

Other Key Findings: Organizations plan to increase flexibility. 50% of organizations plan to increase flexibility incrementally, while 6% plan to increase flexibility significantly and 2% plan to move to complete flexibility (within guardrails).

The union is also seeking to expand vacation pay and available time off based on years of service.