In this podcast episode, we delve into a deep conversation about the evolution of blended finance over the years. We explore early structures such as the world’s first social impact bond in Peterborough, among others, and discuss concessional finance’s role in uplifting individuals out of poverty through
I’ve just returned after attending the Oxford Symposium on Employee Ownership and wanted to share my experiences of the event. This is the second year that the Symposium has taken place. Organised by Graeme Nuttall OBE and Professor John Hoffmire, the aim is to bring together individuals and organisations active in employee ownership from across
Corey Rosen, Founder, National Center for Employee Ownership
Johnny’s Pizza House is a chain of 38 company-owned pizza and eleven franchise restaurants in Louisiana, Arkansas, and Mississippi. Johnny’s employees don’t just serve up slices—they get a slice of the company too. Johhny’s is 100% owned by its almost 1,000 employees though an Employee Stock Ownership Plan
This piece was written by Carole Leslie, one of the delegates to the symposium. Where she refers to EO, she is talking about employee ownership. This symposium was generously supported by three organizations and an individual. The Employee Ownership Foundation was our major sponsor and The Menke Group, Prairie Capital Advisors, and Steven Fischer gave
George Clason, in his classic book titled “The Richest Man in Babylon,” wrote this line: “A part of all I earned was mine to keep.” In the 1950s, a lawyer named Louis Kelso coined the term “Employee Stock Ownership Plan” (ESOP). The intent of ESOPs is to significantly increase employee incentives and productivity, while giving
In theory, employee ownership through an Employee Stock Ownership Plan (ESOP) is an almost perfect idea, since it benefits employees and businesses equally and simultaneously.
Shares are allocated to, rather than purchased by, the employees, which puts ownership within the grasp of many who might never own a business otherwise. Employees have a strong incentive to
John Raines and Donna Day-Lower write in Modern Work and Human Meaning that “Work is not first of all what we do to “make” a living. Work is human living – human being and human becoming.” Purposeful, rewarding work is a key source of good life, with job satisfaction being strongly linked to overall happiness.
Regardless of all operational, strategic and management factors, staff productivity can make or break a business. Recruitment and training are thus fundamental to any CEO’s efforts to ensure or improve worker output. Still, many firms struggle in these areas, and many others wonder what more can be done. Employee ownership is a complement to recruitment
