Davos 2015 to Today- Why Employee Ownership’s Moment Has Arrived  

By Margaret Casely-Hayford

Eleven years ago, I was privileged to speak in Davos about the potential of Employee Ownership Trusts (EOTs) and the structure of the John Lewis Partnership, at a time when EOTs were seen merely as an emerging, almost experimental, idea. The conversation was an investigation of the novelty and difference of ownership models that could help rebuild trust, resilience and long-term value in our economies.

Back then, the question was: could this ever really scale? Today, the answer is clear….

From “Alternative” to “Established”

Since EOT legislation was introduced in the UK in 2014, adoption has grown.

The number of EOT-owned companies has increased from a few dozen to well over 2,000, making thousands of people co-owners.

EO businesses consistently show:

• Higher employee engagement
• Strong productivity
• Greater resilience through downturns

And the model is now supported by:

• Clear tax frameworks
• A mature professional advisory ecosystem

What was once niche is now a recognised, regulated succession route – but it’s not enough.

Global proof it works!

Over the past decade, the UK’s Employee Ownership Trust model has begun to travel, with countries such as Canada, the Netherlands and Australia actively exploring and adapting the trust-based approach to address the same succession, continuity and workforce engagement challenges facing their SME sectors. This is no longer a uniquely British story.

What’s notable is that this is happening through mainstream legal and financial systems, no longer as a fringe experiment. The EOT structure – with its emphasis on long-term stewardship, stable governance and shared value, is increasingly being recognised as a practical, scalable ownership solution for modern economies facing generational business transfer on a large scale.

Why this matters now

As the Boomer generation of founders look to retire, the context in which business owners are planning their exits has changed:

• Trust in large institutions is getting weaker
• Economic uncertainty, geopolitical tension and shifting trade patterns are increasing the value of continuity
• The “Silver Tsunami” of retiring founders means millions of SMEs are facing succession in the next decade
• At the same time, wealth inequality is widening, and employees increasingly want more than just a salary – they want a stake, a voice and long-term security

And I’ve personally observed, people are often more inclined to shift trust from governments, business and the media towards:

• Themselves
• Their colleagues and
• Their peers

In that environment, models that create shared ownership, transparency and genuine participation begin to feel not ideological, but practical.

If long-term stability matters, if the retention of skills and culture matters, and if building resilient local economies matters, then ownership structures that embed continuity and mutuality become highly attractive.

Employee ownership compared to traditional exit routes

I’m not criticising private equity or trade sales. Both continue to play an important role. But when business owners compare options objectively, Employee Ownership now stands out as a fully credible, achievable, alternative:

Private Equity

• All external capital
• Time-bound investment horizon
• Concentrated financial upside

Employee Ownership

• Internal succession
• Long-term stewardship
• Shared wealth creation
• Cultural and operational continuity

For many founders, EO uniquely combines:

• A fair, market-based exit
• Preservation of legacy
• Protection of people
• Long-term independence

From Davos’ question 11 years ago to today’s answer

What was discussed in Davos in 2015 as a forward-looking idea has, in just eleven years, become an established and scalable reality. The UK has shown it can work at scale. Countries such as Canada and Australia are now adopting the same trust-based approach.

Valloop has also built the platform, legal, financial and governance frameworks to support it.

Employee ownership is no longer just an experiment it’s reality.

The question for business owners and senior leaders now is not whether the model works, but whether you are ready to treat it as what it has become: a credible mainstream business ownership and exit option.