Employee ownership in Scotland continues to flourish

Although the effects of COVID-19 are still being felt across the globe, there are good news stories coming through and in our new blog article Clare Alexander, head of Co-operative Development Scotland discusses these in more detail along with what is happening in the employee ownership sector.

AquascotI was delighted to hear how well the sector is responding to the COVID-19 crisis with staff from employee-owned Collective Architecture printing PPE parts for the NHS on 3D printers and Alness based employee-owned Aquascot donating fresh fish to vulnerable members of their community as well as sourcing materials used to make PPE for healthcare workers.

It was also a tremendous month for awards and award nominations.

EmployQA-logo-print_international_trade-SmallGray-300x300ee-owned Woollard & Henry Ltd. were awarded the prestigious business accolade of Queens Award for International Trade 2020. This was the second time they have achieved this honour and demonstrates the continued success of employee owners who embrace new opportunities, adapt and learn the new skills necessary to complement their new product and service offerings.

I was pleased to see employee-owned businesses recognised in this year’s IoD Scotland Director of the Year Awards. Congratulations to Colin Wade from Chemco International who is a finalist in the International category and to Niall MacDonald previously with Aquascot who is a finalist in 2 categories; Large Business and Regional Director for Highlands & Islands. Good luck for September!

Finally, I was thrilled to see the results of the RM2 Partnership employee ownership trust (EOT) Survey 2020 which showed not only a substantial growth in EOTs for 2019, to a total of 314 new live EOTs since the introduction of the Finance Act 2014 but also that Scotland is continuing to punch above its weight in relation to EOT companies.  Scotland has around 5% of the UK business market but over 15% of the EOT market.

EOT survey 2020

To learn more about employee ownership and whether it could be right for your business, check out our resources page, listen to our podcast or get in touch with us here.

A Message From Co-operative Development Scotland

As we feel the unprecedented effects of COVID-19, the team at Co-operative Development Scotland want to offer our support in this incredibly difficult time to our clients.

The changes we have seen to every aspect of our lives at the moment may be overwhelming, but we would like to do what we can to help you with the immediate challenges your business or co-operative may be facing by signposting to the network of support available from the government and key partners. Links and details about support available are listed below.

We are part of Scottish Enterprise who are developing a single, joined up response across Scotland’s enterprise agencies. The agencies, Business Gateway Services and local authorities are coordinating the response alongside the Scottish and UK Governments, business organisations and industry bodies. To access the most up to date guidance and support, please visit:

Scottish Government Find Business Support Website 

We would also recommend you sign up for regular updates from this website.

Support for Employee Owned Businesses

Our partners at the Employee Ownership Association are providing tailored support to employee-owned businesses in relation to the impact of COVID-19. They have created a hub detailing support and are hosting regular webinars addressing specific business needs:

EOA Hub

Support for Co-ops

Co-operatives UK are also working to provide tailored support for co-operatives. Their advice pages collate a range of practical guides and guidance for co‑ops including a dedicated HR section. They are also hosting regular webinars which can be accessed through the same pages.

Co-operatives UK Advice Pages

Support for Community Co-ops

The Third Sector Resilience Fund is a £20m emergency fund for charities, community groups, social enterprises and voluntary organisations working in Scotland. The fund will support organisations that already deliver services and products but find themselves in financial difficulties directly as a result of the coronavirus pandemic. This fund may be accessed by some community co-ops:

Third Sector Resilience Fund

Kind regards.

Co-operative Development Scotland

Covid-19 business support

 

CELEBRATING WOMEN IN EMPLOYEE OWNERSHIP

Angela Wardrope hi res

Research carried out by Women’s Enterprise Scotland shows that the contribution made by female-owned businesses to the Scottish economy continues to grow. The GVA of the sector grew from £5bn in 2012 to £8.8bn in 2015 – a 76% increase – while it is now responsible for creating 231k Scottish jobs – up from 153k in 2012.We have also seen a rise in the number of female-fronted businesses in the employee ownership sector, with several of the businesses transitioning to employee ownership being owned or run by women.

We caught up with Angela Wardrope, a project manager at CDS, to hear more.

“In the past few years the employee-ownership community has welcomed a number of new businesses being led by women. Last year saw Shetland-based ESPL Regulatory Consulting (ESPL), headed up by founder Dr Helen Erwood, make the move. A unique business providing regulatory services to the life sciences and pharmaceutical / medical device industries, protecting the company’s well-earned reputation in its highly specialist sectors was one of the reasons behind Helen’s decision.

“It was also a good way to protect the company’s best interests and recognise the talent and dedication of the staff. The team are now looking forward to continued growth under the new ownership model, while Helen has a plan in place for when she decides to step back from the business.

The ESPL Regulatory Consulting team at their Shetland location.

The ESPL Regulatory Consulting team at their Shetland location.

“Another female-led business to adopt employee-ownership in recent years is Doune-based Harvey Maps, a professional mapmaking service for orienteering. Founded 40 years ago by Robin Harvey MBE and Susan Harvey MBE, it is one of a very small number of companies in the UK to generate its own map data, becoming a market leader in maps for outdoor pursuits.

“As Susan considered her exit strategy, she felt it was important that the business they had built up over the years wasn’t swallowed up by a competitor. She decided that employee ownership would give the company the best chance of continued independent existence and success, while retaining jobs locally. The employee buyout saw ten staff given the opportunity to become owners.

“In 2017, Glasgow-based digital and design agency P4P Creative became employee-owned after co-founder and managing director Avril Tait made the decision with her partner and fellow founder Nigel Boyd to safeguard the company’s future should anything happen to them. The thought of someone else coming in and changing things after all the team’s hard work was unthinkable and so she approached Scottish Enterprise about their options. She was referred to CDS, and after some research and meeting other businesses who had been through the employee-ownership process, she felt it was the perfect fit.

“Although the employees’ input had always been valued when it came to business decisions, Avril feels employee ownership creates an even better environment for the team to create their best work.

“Also in Glasgow, architectural practice Page \ Park is led by Karen Pickering, who was appointed as its chair of the board of directors after it became employee-owned. Having served 28 years with the company, her energy and drive to ensure the best possible projects outcomes has continued in her new leadership.

Page \ Park Architects

Page \ Park Architects

“She states that becoming employee owned boosted productivity and increased engagement among staff – team members are no longer ’wage earners’, they are ‘company owners’ and that has brought about greater energy, drive and pride – a great endorsement of the employee ownership model.

“One of Scotland’s most prominent employee owned businesses being run by a woman is Arran’s award-winning Auchrannie Resort. Established by Iain and Linda Johnston in 1988, it became employee-owned in December 2017, with 160 members of staff becoming owners. Linda has led the company as managing director and board chair since 2010.

“With two 4-star hotels, 30 5-star self-catering lodges, two leisure clubs, three restaurants, an ASPA spa and Arran Adventure outdoor company, Linda and Iain had cultivated a hugely successful business. When considering her succession options, it was important to Linda that the ethos of the company, the existing team, and the community use of Auchrannie’s facilities for the future was protected.

“Those were the drivers in deciding that employee ownership was the way forward for the company, and the new ownership structure means that her team now plays a huge part in shaping and influencing the future success of Auchrannie.

Auchrannie 1

The Auchrannie team

“Employee ownership has great potential to help drive economic growth and create greater wealth equality in society. It’s great to see these successful, female–led businesses thrive within the sector, and we look forward to seeing the number of women in the employee ownership community continue to grow.”

If you have a question or you want to talk about how employee ownership can help you, please get in touch with us here using the ‘expert support’ option.

COLLABORATE TO TENDER – JOINT WORKING TO SECURE NEW CONTRACTS

Collaborating with other businesses can bring a number of benefits such as enhanced profile, shared resources and knowledge, and the reduction of costs and risk when exploring new markets and innovations. Increasingly, businesses are also coming together to access larger contracts.

We spoke to CDS advisors Gill Joy and Gavin Tosh, who have collaborated together themselves to provide unique specialist support to CDS clients on collaborative tendering.GillandGavin

Q1. Tell us a little more about yourself?

Gill: I have over 30 years’ experience in business management and consultancy, focussing on collaborative projects and programmes. I set up Intend Business Development in 2006, which helps SMEs and social enterprises compete with larger national players on public sector tenders.

In 2011, Gavin and I decided to collaborate to design a new training programme for consortium bidding, working closely with the CDS team. We continue to tender jointly for various contracts where our complementary skills can add value for clients, and we have worked as CDS specialist advisors for consortium co-operatives since 2013.

Gavin: I am a practicing solicitor and started my own niche legal business in 2009 specialising in business law. Before I was a solicitor I was a contracts manager in large engineering-based companies, and was frequently involved in tendering for contracts, including collaboratively.

Q2. Why is tendering an important area for businesses, including SMEs?

Gill: £11billion worth of business is put out to tender each year in Scotland alone, with a huge number of private and third sector contracts also subject to a tendering process. Although these contracts will be for goods and services that smaller businesses are well placed to provide, so many SMEs aren’t going after them, missing out on an enormous source of business.

Q3. What are the barriers for SMEs?

Gill: Particular barriers for SMEs include their small size, lack of specialist expertise, and limited resources to identify opportunities and prepare tender responses – a time-consuming process. Larger organisations can have in-house resources dedicated to the tendering process, but this is usually out of the question for SMEs. Small companies are encouraged by buyers to form consortia in order to bid for contracts, however, collaboration can be viewed as a barrier in itself. Many SMEs don’t know where to start, from finding the right partners to getting a sound agreement and working together to create a winning bid.

Q4. How can collaboration help?

Gavin: By collaborating with other businesses, increased capacity and a wider range of available resources and skills make it possible to bid for larger contracts. Coming together under a single brand in a consortium co-operative can really consolidate the members’ joint offering and put them on an equal footing with larger companies pitching for the contract. With each member business focusing on its own strengths, the customer gets a team of true specialists in their respective fields instead of a larger organisation which may not be strong in all areas.

Gill: Collaboration also means more eyes out there to spot opportunities in the first place, and the costs and time involved in the tendering process are shared, making it less of a burden on smaller businesses. An added benefit of working closely with other businesses is the significant amount of organisational learning that each partner can derive from the experience.

Q5. What are the options?

Gavin: There are different ways to collaborate when tendering. The most common approach is to have a main contractor with a number of subcontractors, however, this is rarely a collaboration of equals. Subcontractors may have little say in important decisions and can be subject to the whims of the main contractor in terms of what work they get and when they are paid.

Tools and techniques to improve the position of subcontractors in this situation are available, however for a truly co-operative collaboration where all parties have an equal say, there is the consortium co-operative model.

In a consortium co-operative, members work together for a common goal whilst retaining their own brands, identities and control. Members can be limited companies, partnerships or individuals and the membership can be of any size from two businesses upwards. Each member business has an equal say on consortium activity, no matter its size, and both exiting and bringing in new partners is simple. As a recognised legal entity with limited liability, the model provides a durable yet flexible framework for collaboration.

Q6. What support is available?

Gavin: CDS’s principal form of support is called Consortium Expert Support – it is free of charge to eligible businesses and provides assistance to form a consortium co-operative.  This year CDS is also running a pilot service called Collaborate to Tender which will offer specific tendering support to a small number of eligible existing consortia. For more information about consortium support visit it our page on the Scottish Enterprise website: www.scottish-enterprise.com/collaboration.

Q7. Can you give us an example of successful consortium tendering?

Gill: A CDS client that has experienced success in tendering is Indigo House, a consultancy service for the housing and regeneration sectors. Formed by members AE Housing and is4 Housing & Regeneration, it provides consultancy support, thought leadership, research services and interim management to housing associations, local authorities and housing developers.

When tendering for new business, both companies had often found themselves up against larger housing consultancy firms including DTZ, Savills and Ernst and Young that can offer clients a multi-disciplinary practice. In order to compete, they began collaborating informally. Bidding as two separate companies provided an element of multi-disciplinary skills, but the brand was cumbersome, and the lack of formal arrangement could be concerning for potential clients. Forming a consortium co-operative and bringing their skills together under a single brand has enabled them to successfully pitch for more ambitious contracts.

Gavin: The aims of the Indigo House collaboration are to secure additional work from existing clients in Scotland, expand into the English market with a clear brand offering, build a strong network of associates as part of the co-op model who can be deployed flexibly depending on contract opportunities, and to share the costs involved in business services and activities such as events and marketing.

Happy new year from Co-operative Development Scotland

11/12/15 - 15112301 - SCOTTISH ENTERPRISE    GLASGOW    Claire Alexander

By Clare Alexander, head of Co-operative Development Scotland

2019 was another busy year for Co-operative Development Scotland, with our team working hard to spread the word about the benefits of co-operative business models and offer expert support and guidance to businesses across Scotland.

We’ve seen an encouraging number of businesses make their move to employee ownership in the last year. In Glasgow, staff at care provider Aspire Housing, construction firm Pacific Building, engineering consultancy Grossart Associates and architectural practice Anderson Bell Christie were all given a stake in the business. In Edinburgh, IT service provider Quorum Network Resources and contemporary art gallery the Scottish Gallery both set up Employee Ownership Trusts.

The founders of GS Brown Precision Engineering in Fife, garden centre New Hopetoun Gardens in West Lothian, IT provider Exmos in Grangemouth and Dundee based demolition contractor Safedem all saw the benefits of selling to their workforce, as did Stornoway production company MacTV and Shetland-based ESPL Regulatory Consulting and Laurence Odie Knitwear.

The ESPL Regulatory Consulting team at their Shetland location. Picture L-R: Holly Hunter, Diane Wood, Anna Watt, Helen Erwood, Tony Erwood.  Taken 29-03-2018.

The ESPL Regulatory Consulting team

The employee-owned businesses we have supported in previous years continue to report a range of successes and benefits, from growth in size and profit to having a highly engaged and committed workforce.

In May, we joined forces with the Law Society of Scotland and the Institute of Chartered Accountants of Scotland (ICAS) to host our first programme of events aimed at raising awareness of employee ownership among members of the legal, accounting and banking professions. Professional advisers play an important role in informing clients about employee ownership as a business succession model, therefore increasing the number of firms that are able to offer specialist guidance in this area is key to growing employee ownership in Scotland. We were delighted with the amount of interest in the roadshow, with nearly 300 advisers attending.

We also partnered with local authorities, and the Scottish Chambers of Commerce and Business Gateway networks to host our “Selling your business?” series of events, which saw representatives of established employee-owned businesses share their experiences of employee ownership with business owners who were at the start of their journey in beginning to explore their succession options.

HIE 2

We also branched out into podcasting – with the launch of our Employee Ownership podcast series in September of last year. Combining essential facts about the model, expert insight from EO advisers and solicitors, and the first-hand experiences of employee-owned businesses, the first eight episodes have been heavily downloaded, and proven to be a valuable and unique resource for those looking to learn more about employee ownership.

We’re very grateful to members of the employee ownership community across the country for their help with all of this activity – their support is vital in helping us promote the employee ownership model among Scotland’s business network. As the popularity of employee-ownership in Scotland continues to grow, so does our pipeline, and we look forward to welcoming more businesses to the community in the year ahead.

To learn more about EO and whether it could be right for your business, check out our resources page, listen to our podcast or get in touch with us here using the ‘expert support’ option.

Five Steps to Collaboration

Collaborating with others can be a highly effective way for a business to drive growth and innovation whilst sharing the associated costs and risks.

However, when it comes to forming or joining a consortium, what should a business consider? How does the process work and what are the specific benefits that can be delivered?

Here, CDS specialist advisor Suzanne Orchard shares a brief step-by-step guide to consortium working.

Suzann orchard

Step 1: Identify barriers to growth

For many small enterprises, lack of scale, time, finance or resources can all be barriers to accessing new markets, tendering for larger contracts or simply marketing their services.

Step 2: Look for a potential solution

Teaming up with other businesses to form a consortium is an excellent way to break down these barriers. Suitable for businesses of all sizes operating in any sector, this model can reduce the costs and risks associated with tackling new markets and investing in new products and services. It also enables businesses to share resources and knowledge. Meanwhile, member businesses are able to retain their own brands, independence and control.

Step 3: Find collaborators

Carefully identifying like-minded businesses to work with is crucial. Trust and aligned values and goals are a key factor. In most cases, member businesses operate in similar or complementary fields, and it can help if the businesses have worked together informally before.

Step 4: Choose the right structure

The consortium co-operative model is an effective collaborative business structure. In simple terms it is an organisation run in a shared and equal way by and for the benefit of its members. Members are independent businesses and the consortium can be for any purpose which supports them, for example marketing, tendering, innovating or exporting. Co-operative Development Scotland has a track record in helping businesses form consortium co-operatives and can help you explore the options.

Step 5: Benefit from your collaboration

Collaborating can be a real game-changer for businesses. The Glasgow Canal Co-op is a consortium of over 16 local organisations, established with the aim of unlocking the potential of the canal to create a vibrant neighbourhood for people to live, work and visit. The group sought support from Co-operative Development Scotland to formalise its collaboration, and now aims to encourage greater collaboration in the area and utilise local skills and assets collectively to connect with new audiences and visitors.

The co-operative organises the annual Glasgow Canal Festival, a summer programme of arts, heritage, environmental and watersports activities to celebrate the historic canal and its local communities. The Festival is a great way for the local organisations to promote themselves, reach new customers and make new connections.

GlasgowCanalFest19_88-banner-scaled

 

Other potential benefits of collaboration include accessing new markets, and being able to share the risks and costs associated with innovation, such as developing new products or services. Many businesses involved in consortium working also report increased confidence, better business connections, improved knowledge-sharing and an enhanced profile.

The benefits are significant and definitely worth exploring when considering the future of your business.

For more information about how collaboration could help you, please get in touch with us here using the ‘expert support’ option.

STORNOWAY MEDIA PRODUCTION COMPANY MACTV BECOMES EMPLOYEE-OWNED

Stornoway-based production company MacTV recently joined the growing number of employee-owned businesses in Scotland, with 18 employees given a stake in the business.

Established in 2001, award-winning MacTV is the largest independent TV company in the Highlands and Islands. Specialising in factual documentary, arts and music programmes in both Gaelic and English, the company is one of the biggest producers of programming for BBC ALBA. Its main production base is in the Hebrides, with staff also in the central belt, and in recent years the company has also been involved in a variety of international co-productions, working with companies in Canada, Ireland, Iceland and Wales.

When managing director Bill Morrison began to look ahead to his retirement, there were a number of considerations, including a preference to try and ensure that the business remained based in Stornoway, and that the company’s positive community ethos and culture remained at its core. Bill identified employee ownership as a potential ideal solution, and he subsequently got in touch with Highlands and Islands Enterprise to explore the option in more detail. From there, he was introduced to Co-operative Development Scotland.  We caught up with Bill to find out more.

MacTV Group 1

“In the 18 years since it was established, the hugely talented and hardworking team at MacTV has helped build a highly regarded production company which is recognised at both a national and international level for producing important and compelling programming with Scotland’s unique spirit at its heart. With a workforce truly rooted in the community, the passion, skills and local knowledge of our staff is vital to the quality of our output.

“A traditional trade sale may have seen us bought by a competitor, potentially risking job security and compromising our offering. Employee ownership ensures that the company is owned by and run for the benefit of those most close to it, while providing ongoing economic benefit to the area by anchoring the work and jobs in the local community. Our new employee owners now have an increased stake in their own future, with a say in the business, empowering them to shape its direction and drive growth.”

An Employee Ownership Trust has been formed which will hold 90% of the shares on behalf of the employees. The process was managed by 4-consulting, with legal services provided by Blackadders and accountancy support from Mann Judd Gordon.

If you have a question or you want to talk about how employee ownership can help you, please get in touch with us here using the ‘expert support’ option.

GLASGOW CARE FIRM ASPIRE STRENGTHENS COMPANY ETHOS WITH EMPLOYEE OWNERSHIP

Glasgow-based care provider Aspire recently joined the growing number of employee-owned businesses in Scotland, with 186 social care employees across the organisation being given a stake in the business.

Aspire provides a range of services including Self-Directed Support, Intensive/Complex Home Care, Homelessness Emergency Accommodation and Resettlement, Alcohol-Related Brain Injuries Housing Support, Care at Home, Criminal Justice and Young Care Leavers Services. Since 2011 Aspire has annually won a raft of Scottish Care National Awards.

Aspire was established in 2002 by Peter Millar, who has over 47 years’ experience in social work and community care including planning, commissioning, senior management, and developing and delivering services within Local Authorities and the NHS in Scotland.  We caught up with Peter to hear more about his decision to sell the company to its staff.

Portrait of Aspire Chief Executive Peter Millar.

“Employee ownership is wholly consistent with Aspire’s ethos and values.  We are all about empowering people to achieve a better life and a more self-directed and optimistic future. Whilst that approach fundamentally underpins our work with the individuals we have the privilege of working alongside and supporting in the community, it is also highly applicable to our relationship with our employees. 

Employee Ownership enables us to elevate the status of our employees, enhance their opportunities to be more involved in contributing to the growth and development of Aspire, and allows all of those employees to equitably share the benefits from Aspire’s future successes.

“Employee Ownership therefore provides Aspire with a stronger, more inclusive, collaborative and equitable model. In addition to giving all employees a real stake in the organisation, it also secures Aspire’s position as a high quality provider of social care services in Scotland and an organisation that consistently makes a positive difference to individuals’ lives and to their local communities.

“I’m delighted that Aspire Housing and Personal Development Services is in the hands of our committed and highly talented team who have been overwhelmingly positive about this important development for our organisation and are now even more enthusiastic about it. We have a superb senior management team and excellent employee trustees and staff and we are all really excited about the future.”

Staff at Aspire

Some of the Aspire team

Aspire now has a Trust board which includes two elected employee trustees, Euan Jessiman and Cameron Gilchrist.

Cameron added: “On behalf of the whole team, I’d like to give a huge thanks to Peter for giving us the amazing opportunity to share the ownership of Aspire – which has such a positive impact on so many lives – and there’s something very meaningful, for both the whole team and the people we support, in becoming employee owned.”

If you have a question or you want to talk about how employee ownership can help you, please get in touch with us here using the ‘expert support’ option.

SECURING THE FUTURE OF FAMILY BUSINESSES

For family businesses, planning for succession is one of the biggest challenges they will face and an effective succession solution is critical to their long-term success. While research indicates that approximately 73% of family businesses want to keep the business in the family, this isn’t always possible. Only 12% of family-owned businesses in Scotland are passed down to the second generation and just 7% remain in the family for three generations or more. Despite these figures, less than half of Scotland’s family-owned businesses have a succession plan in place.

Glen Dott, an employee ownership adviser at Co-operative Development Scotland, discusses some of the issues family businesses need to consider when looking at their succession options, and why employee ownership can sometimes be the most effective solution.

Glen Dott

“Sometimes family business owners can bury their heads when it comes to the daunting task of planning for their exit. Yet, it is a vital decision which ultimately determines the company’s future. Rather than viewing it as a necessary evil, business owners should start to recognise succession planning as a potential opportunity for their company to evolve and grow.

“Employee ownership is one solution which offers these opportunities and can be an excellent fit for family businesses for a number of reasons. First of all, it enables the vendor to exit on their terms, giving them a fair price and allowing them substantial control over the process.

“Secondly, it roots the business in its community, keeping skills in the area and retaining jobs locally for workforces that are often long-serving and loyal. Thirdly, by handing control over to those who know it best, the values and ethos on which the company was founded, frequently at the heart of family-run businesses, can be preserved for generations to come.

“Finally, evidence demonstrates that employee-owned companies benefit from a more engaged workforce, which can boost productivity, encourage innovation, and ultimately drive growth and profitability. It can be encouraging and comforting for founders to feel that the businesses they have spent years of their lives building with their families will continue to go from strength-to-strength into the future, and that the employees will reap the rewards of this. 

The past couple of years have seen family-owned businesses including Auchrannie leisure resort in Arran, Harvey Maps in Doune, North Berwick-based Jerba Campervans and Beauly institution The Priory Hotel all move to employee ownership after recognising the suitability of the model as a succession solution and its potential for driving future business success. We expect take-up of the model will continue to accelerate in future years, as more and more businesses throughout Scotland’s business community become aware of the benefits.

The Priory Hotel staff

The Priory Hotel team

Succession planning should not be overlooked and family business owners looking for a smooth exit which secures the best possible future for their business should seek professional advice on their options at an early stage.”

To learn more about EO and whether it could be right for your business, check out our resources page, listen to our podcast or get in touch with us here using the ‘expert support’ option.

EMPLOYEE OWNERSHIP IN THE CARE SECTOR

There are around 110 employee-owned companies operating, with approximately 7,500 employee-owners generating a combined turnover of around £950 million. In recent years, the model has proved particularly popular with businesses operating in the care sector. Clare Alexander, head of Co-operative Development Scotland, shares their stories and explores why they are drawn to employee ownership.
11/12/15 - 15112301 - SCOTTISH ENTERPRISE    GLASGOW    Claire Alexander

Employee ownership has consistently shown to improve staff engagement and wellbeing, which in the care sector, leads to better patient experience and outcomes. As owners, employees also have a say in how the business is run, and clients and their families are reassured that the business will remain rooted in the area and be run for the benefit of local people.

These benefits are clearly demonstrated by Highland Home Carers, Stewartry Care, Paramount Care, Caledonia Social Care, and Aspire Housing and Personal Development Services.

Highland Home Carers (HHC) was founded in 1994 and became employee-owned in 2004.  Since then, the business has grown to become one of the largest independent providers of home care and support services in Scotland with over 500 staff.

The company aims to deliver the highest possible standards of care, enabling people in the Highlands to remain in their homes and in their local communities for as long as possible.  Moving into employee-ownership has ensured that HHC’s unique ethos was secure and provided a platform for growth.

Stewartry Care

Dumfries and Galloway-based Stewartry Care also became an employee owned company in 2004. Turnover increased by 16% in the first year and profitability by 39% and the company has continued to grow. Employees benefit from being informed on performance and having a say, with the opportunity to stand for election as a Director or Trustee of the company. The firm was awarded Care at Home Provider of the Year in the Scottish Care Awards 2018, with clients benefiting from a highly motivated care team.

Paramount Care, set up in 2000 by nurse Ruth Smyth who had a vision of a personalised care service that placed people at its heart, became employee-owned in 2017. It operates throughout Fife, Tayside, Perthshire and Clackmannanshire, delivering a range of services within people’s homes and within residential care homes for the public and private sectors.

Paramount was founded with the aim of providing a personal and approachable care service, where clients or employees wouldn’t have to call bases in locations like London or Birmingham whenever they had a query. Its aim was to provide a high quality of care with close and trusting relationships between carers and clients. Ruth felt that these qualities, which set Paramount apart from other care firms, could be compromised if it was bought over by one of them.

By selling it to an Employee Ownership Trust, Paramount Care continues to operate as an independent company rooted in the local area, run by people who care about it.

Caledonia Social Care, management and staff. L-R - Ross Wilson, Practice Team Leader; Carol Park, Administrator; Stuart Robertson, Regional Manager; Margaret Paterson, Managing Director; Derek Oliver, Regional Manager; Vicky Hoolihan, Corporate Services Administrator; Kenny Nicholson, HR Leader Taken 27-06-17

Caledonia Social Care

Caledonia Social Care (CSC) delivers care at home services throughout central Scotland and launched as an employee-owned enterprise on EO Day 2017 (30 June).

The launch of CSC represented a real boost to Scotland’s care sector, with an empowered workforce of 150 employee owners committed to providing an exceptional level of care to 480 clients. The firm benefits from high levels of colleague engagement, fair employment practices and lower staff turnover which helps lead to better outcomes for staff and service users.

The most recent care provider in Scotland to become employee-owned is Aspire Housing and Personal Development Services, which made the move in June 2019 with 186 social care employees becoming owners.

Staff at Aspire

Staff at Aspire

Aspire is passionate about empowering the individuals it supports to achieve a better life and a more self-directed and optimistic future, and employee ownership was an effective way to demonstrate this commitment to its employees as well. It enhances their opportunities to be more involved in contributing to the growth and development of the business, and allows them to equitably share the benefits from Aspire’s future successes.

In a sector where attracting and retaining the best people can have such a significant impact on performance, it’s easy to see why a business model which motivates, empowers and rewards them stands out. We look forward to more care providers recognising the benefits of the model and supporting them to become employee-owned in the future.

To learn more about EO and whether it could be right for your business, check out our resources page, listen to our podcast or get in touch with us here using the ‘expert support’ option.