Mastercard: Boosting Employee Engagement with a Global ESPP

Find out how Mastercard is fostering a worldwide ownership culture with a global employee stock purchase plan (ESPP).

As one of the world’s most iconic brands, Mastercard is committed to creating an inclusive workplace. Understanding how equity compensation increases shareholder value by motivating performance, the company turned to Morgan Stanley at Work for help in launching a global employee stock purchase plan (ESPP).

The Search for Answers

Following conversations with the company’s board and executive committee, Mastercard’s equity team received approval to move forward with a strategy to create a more effective ownership culture. Their first order of business was to conduct an in-depth employee survey geared specifically to their employee experience and rewards. In late 2021, roughly 34,000 global employees were asked to identify their reward preferences. Over 70% chose an ESPP as either the first or second item in their personal perception of value. Guided by these results, Mastercard launched an ambitious multiyear and multiphase initiative to implement a global ESPP on Morgan Stanley at Work’s Shareworks platform. 

Implementing a stock-based program around the world is very complex and requires navigating regulatory requirements and putting the necessary infrastructure into place to manage the program. Morgan Stanley at Work has been instrumental in helping us streamline the entire process.
Senior Vice President, Total Rewards, Executive and Technical Compensation, Mastercard

Thinking Long Term

After extensive research and planning, Mastercard designed their ESPP and created a phased-rollout strategy to implement it between 2024 and 2026. Recognizing the central role education plays in reaching their outcomes, the team engaged Morgan Stanley at Work from the outset to help them:

 

  • Foster a worldwide ownership culture by making their ESPP available to more than 90% of their global workforce, leveraging the Sharework’s platform to streamline global enrollment.
 
  • Enhance the effectiveness of their equity compensation strategy by setting an ambitious goal to have at least 40% of their eligible employee population participate in the ESPP.
 
  • Overcome potential barriers to participation by simplifying the enrollment process and relying on Morgan Stanley at Work to provide their employees with the education and support needed to make informed financial decisions.

 

Thanks to the simplified enrollment process and sweeping educational program made possible through their collaboration with Morgan Stanley at Work, Mastercard succeeded beyond their expectations. In year one of their ESPP rollout, their aim was to have 40% of their eligible workforce enrolled in the program with an average base salary contribution of 5%. By the end of the year, however, the company had succeeded in enrolling 52% of their eligible population with an average contribution of 7%.

Education is the biggest barrier to enrollment, which is why we’re so grateful for the support we received from Morgan Stanley at Work. Our team feels both awed and honored that our people are choosing to vote for Mastercard and the plan with not just their hearts and minds, but with their wallets.
Senior Vice President, Total Rewards, Executive and Technical Compensation, Mastercard

Aligning Outcomes with Intentions

Implementing a global ESPP of this size in two years is a massive undertaking—and Mastercard credits the hard work of both their internal and external teams for making it possible. For instance, after receiving board and shareholder approval, Mastercard’s Total Rewards organization—which tackles rewards priorities each year—made the ESPP rollout their #1 leadership priority for 2024. Similarly, a strong focus on education, bolstered by Morgan Stanley at Work, resulted in higher enrollment than anticipated. Most critically, this ESPP has enhanced Mastercard’s ability to attract, retain and reward the talented employees needed for their success. It is also helping to align the interests of employees with stockholders by encouraging them to own shares—fostering a true and pervasive ownership mentality.

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