A modular Global Total Rewards and Flexible Benefits proposition for Koch, Inc. — scaled country by country, on the evidence.
Then, in 2023, Sharecare navigation across 121,000 covered lives — employees and their families — to tie it all together.
This is what a benefits function looks like when it is run on data.
Koch's most sophisticated Total Rewards thinking reaches a little over half of its people.
The other ~45% — India at 13.2%, China at 7.1%, and the rest of a 50-plus country footprint — are still described by three words on the careers page: "options vary by location."
"We treat people as individuals. We pay people, not positions."
— Koch's stated approach to compensation
"Options vary by location."
— Koch benefits, as described today
Both of these cannot be the strategy.
That last number is the commercial argument: choice raises perceived value without raising spend.
Global average 9.8% — the first return to single digits since 2023. Asia-Pacific is highlighted because Koch's two largest non-U.S. populations, India (13.2%) and China (7.1%), sit inside it. Meanwhile 70% of multinationals now rank cost containment as their number one benefits priority.
Acquisition speed is the Koch strategy. Today, benefits harmonisation is the tax on it — a bespoke project every time, in every country.
60% of leaders say they lack a good way to measure rewards' impact on productivity.
Without one data model across every country, that number cannot improve — no matter how good any individual country's programme is.
Siloed systems eliminated. Consistent processes. Consolidated reporting. A single culture carried across the ecosystem.
Benefits remains the last fragmented layer of Total Rewards — and the only one employees actually touch.
It over-serves the small markets, under-serves the large ones, and asks every country to pay for capability it cannot use.
Activate deploys in four tiers. Each country receives the tier justified by its own headcount, complexity, flex-market maturity and expected value — on one platform, one data model, one contract.
Koch treats people as individuals. We treat countries as individuals — and the employees inside them get real choice either way.
Because every tier runs on the same platform and the same data model, a country can move up a rung as its market matures — without a re-implementation.
No country gets a tier because of its flag. It gets the tier its numbers justify.
A wallet gives each employee a defined allowance to spend across the benefits that matter to them — and lets Koch fund very different propositions in very different markets without building a new scheme each time.
It is the operational form of "pay people, not positions": the same rule, applied to individuals, producing different answers.
Illustrative allocation pattern — the actual mix becomes live data the moment the platform is running, and feeds directly back into plan design and broking.
For a workforce spanning 50-plus countries and many languages, this is the only realistic way to give every employee the quality of guidance a head-office population takes for granted.
Koch already runs a global cloud HR core. Activate connects to it by API rather than competing with it — and turns benefits into the one Total Rewards layer that currently produces no comparable data.
Each of these is modelled per country in discovery, against Koch's own census and plan financials, before anyone commits to a number.
With the Analytics Hub — benchmarking, claims analytics, captive and pooling, benefits inventory — behind every recommendation.
A virtuous cycle of
mutual benefit.
Employees get genuine choice, in their own country, in their own language, guided rather than left to guess.
Koch gets one data model, a lever on cost, and a benefits chassis that its next acquisition can simply join.
The first three steps need nothing from Koch but data it already holds.