Zelluna ASA - Grant of Share Options under Long-Term Incentive Program
A total of 1,634,000 options for shares in the Company have been distributed amongst the employees and two board members. The number of options granted corresponds to 8.0% of the outstanding number of shares in the Company. The combined number of options granted under both the previous and current share option programs corresponds to 8.7% of the outstanding shares.
Each option gives the right to acquire one share in the Company. The options are granted without consideration. Pursuant to the vesting schedule for employees, 33% of the options will vest one year after the day of grant, 33% of the options will vest two years after the day of grant and the remaining 33% will vest three years after the day of grant (vesting is dependent on the option holder still being employed in the Company). For the board members, all options vest after 1 year.
The exercise price has been set at NOK 13.34 per share, which corresponds to the volume-weighted average price over the past 30 calendar days. Options that are not exercised within 7 years from the date of grant will lapse and become void.
Primary insiders in Zelluna ASA have received the following option grants, on the terms described above:
Chief Executive Officer, Namir Hassan, has been granted 550,000 share options.
Chief Financial Officer, Hans Vassgård Eid, has been granted 175,000 share options. All 23,398 options under the previous program have been terminated.
Chief Operating Officer, Anders Holm, has been granted 145,000 share options.
Head of Research, Luise Weigand, has been granted 145,000 share options.
Head of CMC, Emilie Gauthy, has been granted 80,000 share options.
Head of Clinical Operations, Øivind Foss, has been granted 70,000 share options. All 11,398 options under the previous program have been terminated.
Head of Project Management, Julia Ino, has been granted 80,000 share options.
Board Member, Bent Jakobsen, has been granted 96,000 share options.
Board Member, Eva-Lotta Allan, has been granted 6,000 share options.
For further information, please see www.zelluna.com or contact:
Namir Hassan, CEO, Zelluna ASAEmail: namir.hassan@zelluna.comPhone: +44 7720 687608
Hans Vassgård Eid, CFO, Zelluna ASAEmail: hans.eid@zelluna.comPhone: +47 482 48632
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
12 hours ago
- Forbes
Resilient Leadership: How Women And Workplaces Adapt Under Pressure
Leadership has never been easy, but the terrain leaders stand on today feels shakier than ever. Economic anxiety, rising workplace stress, and declining trust in institutions are reshaping how leaders in business, healthcare, and beyond navigate their about meeting quarterly goals, managing teams, and making decisions in a climate where employees are worried about making rent. Customers are skeptical of institutions, and hostility toward authority figures can flare at any moment. Recent data released by Modern Health captures just how stark the reality is. Nearly 8 in 10 employees say they routinely sacrifice their mental health to keep up with work demands. More than half have considered quitting to protect their well-being, and among young workers, one in seven is already actively job-hunting because of mental health concerns. 'We're seeing a perfect storm,' explained Alison Borland, Modern Health's Chief People and Strategy Officer. 'The rising cost of living, economic uncertainty, and job market instability are fueling unprecedented levels of financial anxiety. Millennials and Gen Z are facing a combination of high student debt, high housing prices, and elevated mortgage rates, contributing to financial strain not experienced by prior generations.' That strain doesn't stay outside the office door. It enters the workplace with employees and becomes embedded in workplace culture. The Cycle of Stress Borland notes that financial stress creates a vicious cycle. Workers under strain experience sleep disruption, mood changes, and burnout, which in turn reduce productivity and deepen financial insecurity. 'Employers can't control the economy,' Borland said, 'but they can break this cycle by acknowledging financial stress as a driver of burnout, offering early preventative support, integrating financial wellness into mental health strategies, and fostering a culture where employees can use that support without guilt or fear of being seen as less productive.' This is no small shift. It requires organizations to move beyond offering benefits on paper and instead create a workplace where those benefits are usable without stigma. A recent survey by the American Society for Reproductive Medicine highlights similar themes: culture matters as much as policy when it comes to whether support systems succeed. Employees need both structural support and cultural permission to take advantage of it. Retention at Risk The link between retention and well-being has never been clearer. 'Our data proves there is a retention crisis in the making,' Borland stated. 'With nearly 70% of young workers staying in toxic jobs or avoiding needed career moves because of economic fears. If employers want to keep top talent, they have to stop forcing people to choose between financial stability and mental health.' That means retention strategies cannot be limited to reactive fixes like exit interviews or burnout leave. Instead, Borland emphasizes a proactive model: preventative mental health support, a culture where it's safe to unplug, and recognition of financial stress as a core factor in well-being. Approximately 96% of employees say preventative mental health support would improve their work lives, and those who receive it report stronger loyalty and lower burnout. In other words, protecting employee mental health isn't just compassionate leadership; it's a retention strategy. The Erosion of Trust Even as organizations wrestle with economic anxiety, they're also contending with another powerful force: declining trust in public institutions and leadership. Dr. Amy Bucher, Chief Behavioral Officer of Lirio, has seen firsthand how skepticism affects engagement. Through her work with Precision Nudging interventions, she's observed dramatic shifts in how people respond to health messaging. 'Back in 2021, many people expressed distrust of COVID-19 vaccination recommendations from the CDC,' Dr. Bucher shared. 'The replies we received were often emotionally charged, resistant, and sometimes even hostile. It was clear that institutional trust was a major barrier to engagement.' Although that hostility briefly eased as messaging expanded beyond COVID, she says polarization is once again on the rise. That erosion of trust carries heavy consequences. People who distrust institutions are less likely to get preventive care, which increases both health and financial costs down the line. The lesson for leaders? Rebuilding trust requires empathy, transparency, and a willingness to engage in two-way communication. 'Leaders must communicate in ways that resonate with non-experts and offer enough dialogue to instill confidence,' Bucher said. 'One of the most powerful things leaders can do is create space for empathy, both inside the organization and in how we engage with the public.' The Promise of Behavioral Science and AI One hopeful note is the role behavioral science and AI can play in bridging the gap between organizations and the people they serve. According to Bucher, 'AI helps us scale empathy. It can recognize patterns, predict what someone is likely to respond to, and then match that with the right behavioral science approach. That's incredibly powerful when you're trying to reach millions of people in a way that still feels personal.' But, she warns, the key is maintaining autonomy. People need to feel that they have a choice in their decisions. When nudges acknowledge autonomy, engagement improves, and trust grows. Leaders in every sector can take note that respect for autonomy is both a moral stance and a practical one. Women-Owned Businesses in the Spotlight While individuals wrestle with personal anxiety, business leaders are also making tough calls in a volatile economy. New research from Umpqua Bank sheds light on how women-owned businesses are navigating these challenges. The survey of 334 leaders revealed a cautious optimism: 36% rated the U.S. economy as excellent or good, and 62% believe conditions will hold steady or improve in the next year. Still, uncertainty looms large. More than half of women-owned businesses plan to prioritize cost-cutting over growth in the coming months, with inflation, recession fears, and tariffs topping their worry list. Yet many are also finding ways to invest. An estimated 30% expect to expand their real estate footprint, and nearly 40% are likely to borrow for business growth. Kathryn Albright, Executive Vice President and Head of Global Payments and Deposits for Umpqua Bank, sees resilience in these leaders. 'Many women-owned business leaders are responding to economic pressures with a focus on creativity and strategic reinvestment rather than cost-cutting alone. They're examining operations through a fresh lens, looking for opportunities to automate select back-office functions and redeploy staff to higher-value activities.' She adds that adaptability and innovation are common threads: 'Women business leaders are staying nimble, remaining open to pivot operations or adopting AI to work smarter and more efficiently. Rather than retreating, they approach challenges with a solutions-oriented attitude.' Balancing Profitability and People Perhaps the most difficult balance for leaders today is maintaining profitability while safeguarding employee well-being. Albright notes that many businesses are tracking employee engagement scores alongside customer feedback, recognizing that the two are interconnected. By automating repetitive tasks, companies can both cut costs and allow employees to focus on meaningful work, boosting efficiency without sacrificing morale. That mindset reflects a broader truth: in this climate, resilience is not built by pushing harder but by thinking smarter. Leaders who adapt, listen, and innovate are more likely to retain talent, maintain trust, and withstand economic pressure. Leadership in an Era of Pressure Economic anxiety and distrust are not fleeting issues. They are reshaping the very nature of leadership. The old model of command-and-control management is ill-suited to a workforce burdened by financial strain and skeptical of authority. Instead, the leaders best positioned for success are those willing to adapt by addressing mental health proactively, fostering cultures of transparency and empathy, and building resilience in both their balance sheets and their people. 'Business leaders recognize that highly engaged employees drive stronger business outcomes,' Albright said. 'At the same time, they're identifying ways to streamline operations, automating repetitive tasks to reduce costs while also freeing up employees to focus on more meaningful, solutions-oriented work. This not only improves efficiency and profitability but also fosters a more motivated, resilient team that's better equipped to deliver exceptional customer experiences.' For Borland, the lesson is simple: when companies protect well-being, performance follows. Under pressure, leaders are discovering that the path forward is not about eliminating uncertainty but about navigating it with empathy, creativity, and courage.


Fast Company
15 hours ago
- Fast Company
Employers need help managing workers who are taking second jobs
Employers who sense rising levels of anxiety and signs of disengagement or displeasure in their workplace now have survey data to explain the sources of that unsettling vibe. But those insights also suggest managers need to address the sources of that unhappiness to avoid losing employees to companies that are already doing so. That was the main lesson in a recent study by staff recruitment, management, and payroll software company Remote. It polled '2,000 full-time, desk-based U.S. workers' about their perceptions of their workplaces. The overarching message participants sent was they're 'worried about the economy, unsure about their career future, and searching for employers they can trust.' As a result, many respondents said they're looking for greater financial and job security, and simultaneously want more input and guidance from employers—as well as increased flexibility in their work. Some of those expectations are directly linked to financial pressures many participants said they were under, as well as habits developed under pandemic-era remote working arrangements. Their own money concerns—and the increased fears about the economy's future that 80 percent of respondents expressed—led nearly 20 percent of participants to say they'd already taken on a second job or side hustle. An additional 57 percent say they're looking to do so, for the same reasons. Rising employee preoccupations with working a second job, along with their pandemic experiences of having worked from home, made flexibility a top priority for all but 11 percent of participants. About a third said their desire for fully remote employment was higher than it was a year ago, with 26 percent saying the same for hybrid. Around 60 percent of both groups said they'd take a pay cut to secure those arrangements, which tend to offer greater range in doing work and alsofacilitate juggling a side hustle. Interestingly, other replies in the Remote survey indicated that employers providing increased flexibility may help remedy another problem cited: worker complaints about insufficient communication and support. Polling data found just 17 percent of respondents said they were getting enough resources and support to feel stable and engaged on the job. Meanwhile, only 8 percent said their company regularly shares information on how the economy may impact their role or organization, with about a quarter describing those updates as 'vague.' Over a third of participants—or 35 percent—said they receive no feedback on that from bosses—but wish they did. Unexpectedly, however, 50 percent of people with hybrid arrangements and 46 percent of fully remote employees reported getting higher levels of that information and direction from managers. Meaning, with only 37 percent of in-office respondents feeling the same, 'organizations with distributed teams may lean more towards intentional, proactive communication,' analysis of the findings said. What can employers do to respond to the study's results? Its authors offered the following steps that companies might take to provide workers the 'honesty, stability, and real investment in their well-being' they need and reduce the risks of them seeking these qualities elsewhere instead. Talk about it. Regular, transparent updates help employees feel grounded. Rethink flexibility. Flexible policies have moved out of perk territory, and into the essential camp. Flexible working can be a lifeline for disengaged and anxious employees and for those with needs and responsibilities that don't fit into rigid structures. Invest in development. Clear career paths build security and loyalty. Support financial wellness. Educational resources can go a long way. Create space for dialogue. Especially when the conversations are hard. 'The findings serve as a reminder that people-first leadership isn't about guesswork, but listening, responding, and proactively creating environments where employees can maintain stability and productivity, even in uncertain times, instead,' noted Remote's chief people officer, Barbara Matthews. — By Bruce Crumley


Gizmodo
18 hours ago
- Gizmodo
Microsoft Probing Whether Israel Used Its Cloud to Build Palestinian Surveillance System
For the past two years, Microsoft has been dogged by accusations—both within and outside the company—that its technology is aiding the Israeli war effort. Microsoft's own employees have protested the firm's contracts with Israel, and protesters have disrupted the company's various talks and conferences. Even the company's 50th anniversary was ruined by shouts from one of its own employees, who reportedly yelled 'Shame on you' while calling the company's head of AI a 'war profiteer' who was 'using AI for genocide.' Now, the company claims it's launched an 'urgent' probe into whether its cloud business is being used by Israel to conduct a massive surveillance operation in Gaza. The company's announcement comes on the heels of a report published by The Guardian, which claims that Unit 8200, Israel's shadowy intelligence agency, had been using Microsoft's Azure cloud servers. The report claimed that, as part of a deal with Microsoft's CEO, Satya Nadella, the spy unit had been granted access to a 'customised and segregated area within Microsoft's Azure cloud platform.' The siloed cloud setup was ultimately used to build a 'sweeping and intrusive system' designed to collect and store 'recordings of millions of mobile phone calls made each day by Palestinians in Gaza and the West Bank,' the report claimed. On Friday, Microsoft told The Guardian: 'Microsoft appreciates that the Guardian's recent report raises additional and precise allegations that merit a full and urgent review.' The review of Microsoft's dealings with Israel will be overseen by attorneys at the law firm Covington & Burling, the outlet wrote. Gizmodo reached out to Microsoft for more information. In a statement previously shared with The Guardian, the company said that, if Israel is 'using Azure for the storage of data files of phone calls obtained through broad or mass surveillance of civilians in Gaza and the West Bank,' it would represent a violation of its terms of service. This is the second legal probe Microsoft has opened into its relationship with the Israeli government. The prior probe took place earlier this year, after its employees' protests. In May, Microsoft released a report in which it claimed to have found 'no evidence to date that Microsoft's Azure and AI technologies have been used to target or harm people in the conflict in Gaza.' Other big tech firms—most notably Amazon and Google—have also been accused of complicity in Israel's military efforts. In July, a U.N. group released a report that claimed that Microsoft, Alphabet, and Amazon grant Israel virtually government-wide access to their cloud and artificial intelligence technologies, enhancing data processing, decision-making, and surveillance and analysis capacities.'