Employee equity that actually works — phantom shares, qualified options, and real equity programs structured for Czech companies competing for global talent.
Fast to deploy. Contractor-inclusive. No cap-table impact.
A phantom share plan is a purely contractual arrangement. The employee or contractor receives a financial right that tracks the economic value of a defined number of shares — without becoming a shareholder. When a specified trigger event occurs (typically a company sale or a defined profit target), the beneficiary receives a cash payment equal to the value of their phantom holding.
Because no shares change hands, phantom schemes require no changes to the articles of association, no notarial deed, no shareholder consent, and no entry in the commercial register. They can be tailored individually and extended to contractors and advisors — categories the new qualified option regime explicitly excludes.
The tax treatment mirrors a cash bonus: income is recognised at the moment of payment and is subject to personal income tax as employment income (or business income for contractors), plus social and health insurance levies. For employees, the effective tax burden is materially higher than under qualified options. But for companies that need to move quickly, include a mixed workforce, or prefer to keep the ownership structure clean, phantom shares remain the tool of choice.
No tax before cash. No social levies. Real equity. The best deal in Czech ESOP law.
The qualified employee option regime under § 6a of the Income Tax Act (effective 1 January 2026) is the first genuinely modern equity compensation framework in Czech history. It delivers two things that no previous Czech ESOP structure could: (i) deferral of all income tax until the employee actually sells the shares, and (ii) complete exemption from social security and health insurance levies.
The mechanics work as follows: the employer grants the employee a written, non-transferable option promise (opční příslib), notifies the tax office within the calendar month of grant, and the employee waits a minimum of three years before exercising. On exercise, the employee acquires real shares. When those shares are eventually sold, the gain is taxed as other income under § 10 — not as employment income. Social and health insurance do not apply.
Subject to several conditions. The employer must not exceed CZK 2.5 billion in annual turnover or CZK 2 billion in total assets (measured at group level). The option must be granted only to employees in a dependent employment relationship — not to contractors or external advisors. Each employee’s total option allocation (including shares already held) must not exceed 5% of the registered capital. The employment must continue for at least 12 months between grant and exercise, and the employee must earn a minimum monthly base salary of 1.2 times the statutory minimum wage.
Early exercise is possible if a qualified exit event occurs — meaning a transfer of at least 67% of the company’s participation to an unrelated third party — or if the company completes an IPO.
Real ownership, dividend rights, maximum alignment — for companies with the structure to support it.
Classic equity incentive programs give employees the right to acquire, under certain conditions, real shares at a pre-agreed, fixed price (strike price). The employee becomes a shareholder with full governance rights and participates directly in the proceeds of a company sale.
The historical problem in Czech law was dry tax: income tax and levies falling due at the moment of share acquisition, before the employee could convert their equity into cash. The legislative amendment under § 6(14) ZDP (effective April 2025) introduced a deferred taxation mechanism, shifting the tax point from acquisition to a later decisive moment (share transfer, employment termination, change of tax residency, or the lapse of 10 years). However, the income remains classified as employment income, meaning social and health insurance levies still apply at the deferred moment — a structural disadvantage compared to qualified options.
For companies where the qualified option regime is unavailable (turnover above the limit, contractor-heavy workforce, sector exclusions), a well-structured classic program remains viable, particularly where a clear exit timeline exists and the parties can model the tax exposure against expected proceeds.
We structure comprehensive employee incentive programs for the largest Czech corporations.
We were the first law firm in the Czech Republic to implement employee share programs on the blockchain DLT protocol operated by the Central Securities Depository (CDCP).
§ 6a ZDP came into force on 1 January 2026. We were advising on its practical implications before the regulation was finalized — including the notification mechanics, the fair market value methodology, and the vesting continuity questions where the practical approach is still being worked out.
Every ESOP we design survives the due diligence of a Series A or later investor. Option pool sizing, cap table notation, SPV structures, and leaver mechanics are drafted to the standard institutional investors expect at their first data-room review.
We design phantom schemes, qualified option programs, and classic equity or option structures — and we advise on which to use before we bill a single hour of drafting.
Dry tax — the obligation to pay income tax and levies on equity acquired before any liquidity event — has historically undermined many Czech ESOP programs. We design every structure with dry-tax exposure in mind from the first draft.
Qualified options are legally restricted to employees. For startups that rely on contractors, founders, and advisors, we structure phantom programs and hybrid arrangements that deliver comparable economic incentives without violating the statutory perimeter.
From eligibility analysis and plan drafting through notarial steps, tax office notifications, and employee onboarding packs, we handle the full implementation. You do not coordinate between a tax advisor, a notary, and an employment lawyer.
We start with a diagnostic: workforce composition (employees vs contractors), company size and group structure, existing cap table, investor requirements, and exit horizon. We model the after-tax outcome for the company and the beneficiary under each of the three structural options and recommend the approach that maximises net value — not the one that requires the most legal work.
We draft the program rules, individual agreements (option promises, phantom entitlement deeds, or option/subscription agreements), vesting schedules, good-leaver and bad-leaver mechanics. For qualified option programs, the individual option promise is the legally required instrument — we ensure it is non-transferable, substantively gratuitous, and in writing.
The qualified option regime requires FMV to be determined and disclosed at grant. We do not value the company ourselves — we work from the valuation provided by management, a last funding round, or an independent valuer, and we coordinate with the valuer where one is engaged. Our role is to document the FMV in the form required by the regime and integrate the value into the option promise and tax office notification.
The tax authority notification under § 6a ZDP must be filed by the end of the calendar month in which the option is granted. Missing this deadline is not curable — the qualified tax treatment is lost for that grant permanently. We prepare and file the notification, tracking the deadline for each grant in multi-wave rollouts.
Where a real equity program is chosen, we handle the incorporation or repurposing of the SPV vehicle, the transfer of shares from the company into the SPV, the SPV shareholders’ agreement (including the ESOP mechanics, buyback rights, and exit provisions), notarial deeds, and commercial register filings.
A plan that beneficiaries do not understand is a plan that does not retain talent. We prepare clear, plain-language employee summaries of how the program works, what the tax treatment means in practice, what happens on exit, and what happens if they leave early. For qualified option programs, the statutory disclosure of FMV to the employee (at both grant and exercise) is part of the mandatory package.
When a liquidity event approaches, the mechanics matter. We structure cashless option exercises, coordinate holdback and escrow arrangements for employee option proceeds, manage tax withholding obligations, and advise on the timing of option exercise relative to deal closing. For qualified option holders, we manage the tax return obligations (§ 10 income) and ensure the time-test exemption conditions are preserved.
Tomáš has built ESOPs for Czech startups, scale-ups, and mature companies across every model that works: phantom, qualified options under the new § 6a ZDP regime, and real equity. He teaches Startups and VC Transactions at the Faculty of Law, Charles University in Prague, and brings a dual Czech–US legal background (JUDr., Ph.D. from Charles University; LL.M. from UC Hastings) to every plan he drafts.