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Employee stock ownership, or employee share ownership, is where a company's employees own shares in that company (or in the parent company of a group of companies). US employees typically acquire shares through a share option plan. In the UK, Employee Share Purchase Plans are common, wherein deductions are made from an employee's salary to tát purchase shares over time.[citation needed] In nước Australia it is common to tát have all employee plans that provide employees with $1,000 worth of shares on a tax không tính phí basis.[1][better source needed] Such plans may be selective or all-employee plans. Selective plans are typically only made available to tát senior executives. All-employee plans offer participation to tát all employees (subject to tát certain qualifying conditions such as a minimum length of service).

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Most corporations use stock ownership plans as a khuông of an employee benefit.[2] Plans in public companies generally limit the total number or the percentage of the company's stock that may be acquired by employees under a plan.[3] Compared with worker cooperatives or co-determination, employee share ownership may not confer any meaningful control or influence by employees in governing and managing the corporation.

In the United States, private companies often use employee share ownership to tát maintain the political feasibility of the founding business plan and culture after the founders have left. Generally, the most senior employees own a majority stake and represent the leading voice in the company that employs them. They may be required to tát sell back the shares upon leaving the company.

A number of countries have introduced tax advantaged share or share option plans to tát encourage employee share ownership.

Types of plan[edit]

To facilitate employee stock ownership, companies may allocate their employees with stock, which may be at no upfront cost to tát the employee, enable the employee to tát purchase stock, which may be at a discount, or grant employees stock options. Shares allocated to tát employees may have a holding period before the employee takes ownership of the shares (known as vesting). The vesting of shares and the exercise of a stock option may be subject to tát individual or business performance conditions.

Various types of employee stock ownership plans are common in most industrial and some developing countries. Executive plans are designed to tát recruit and reward senior or key employees. In the U.S. and the UK there is a widespread practice of sharing this kind of ownership broadly with employees through plans in which participation is offered to tát all employees. The tax rules for employee share ownership vary widely from country to tát country. Only a few, most notably the U.S., the UK, and Ireland have significant tax laws to tát encourage broad-based employee share ownership.[4] For example, in the U.S. there are specific rules for Employee Stock Ownership Plans (ESOPs). In the UK there are two all-employee tax advantaged plans that enable employees to tát acquire shares: the Share Incentive Plan and the Sharesave share option plan.

Varieties of employee share ownership plan (including associated cash based incentive plans) include:

Direct purchase plans[edit]

Direct purchase plans simply allow employees to tát buy shares in the company with their own money. In several countries, there are special tax-qualified plans that allow employees to tát buy stock either at a discount or with matching shares from the company. For instance, in the U.S., employee stock purchase plans enable employees to tát put aside after-tax pay over some period of time (typically 6–12 months) then use the accumulated funds to tát buy shares at up to tát a 15% discount at either the price at the time of purchase or the time when they started putting aside the money, whichever is lower. In the U.K., Share Incentive Plans allow employee purchases that can be matched directly by the company.

Stock options[edit]

Stock options give employees the right to tát buy a number of shares at a price fixed at grant for a defined number of years into the future. Options, and all the plans listed below, can be given to tát any employee under whatever rules the company creates, with limited exceptions in various countries.

Restricted stock[edit]

Restricted stock and its close relative restricted stock units give employees the right to tát acquire or receive shares, by gift or purchase, once certain restrictions, such as working a certain number of years or meeting a performance target, are met.

Phantom stock[edit]

Phantom stock pays a future cash bonus equal to tát the value of a certain number of shares.

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Stock appreciation rights[edit]

Stock appreciation rights provide the right to tát the increase in the value of a designated number of shares, usually paid in cash but occasionally settled in shares (this is called a "stock–settled" SAR).

Employee ownership[edit]

Employee ownership is a way of running a business that can work for different sized businesses in diverse sectors.[5]

Employee ownership requires employees to tát own a significant and meaningful stake in their company.[6] The size of the shareholding must be significant. This is accepted as meaning where 25 percent or more of the ownership of the company is broadly held by all or most employees (or on their behalf by a trust).[7] There are three basic forms of employee ownership:[8]

  • direct ownership of shares by all employees as individuals;
  • indirect (or trust) ownership on behalf of all employees by the trustee of an employee trust; and
  • the hybrid model which combines both direct and indirect ownership.

In addition, the employees' stake must give employees a meaningful voice in the company's affairs by it underpinning organisational structures that promote employee engagement in the company.[9]

Employee ownership can be seen as a business model in its own right, in contrast to tát employee share ownership which may only provide selected employees with shares in their company and an insignificant overall shareholding.

In the UK organisations such as the Employee Ownership Association (EOA), Scottish Enterprise, Wales Co-operative Centre and Co-operatives UK play an active role in promoting employee ownership.

An employee controlled company is a majority employee-owned company. This might arise through an employee-buyout. This can be phối up through an employee ownership trust. Employee-owned companies are totally or significantly owned (directly or indirectly) by their employees.

Different forms of employee ownership, and the principles that underlie them, have contributed to tát the emergence of an international social enterprise movement. A public service mutual, by definition, has a significant degree of employee ownership, influence or control, but most public service mutuals identify themselves as social enterprises rather kêu ca employee owned.[10]

A worker cooperative is a cooperative owned and self-managed by its workers. It is a type of employee owned company that operates according to tát the international values of co-operation and adheres to tát an additional code, beyond the core international principles, focused on democracy and participation in the workplace.[11][12] The most celebrated (and studied) case of a group of companies based wholly on co-operative principles is the Spanish Mondragon Cooperative Corporation.[13] Spanish law, however, requires that members of the Mondragon Corporation are registered as self-employed and are not employees. This further differentiates this type of co-operative ownership (in which self-employed owner-members each have one voting share, or shares are controlled by a co-operative legal entity) from employee ownership (where ownership is typically held as a block of shares on behalf of employees using an employee ownership trust, or company rules embed mechanisms for distributing shares to tát employees and ensuring they remain majority shareholders).[14]

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By country[edit]

United Kingdom[edit]

Employee Share Ownership Plans (ESOPs) became widespread for a short period in the UK under the government of Margaret Thatcher, particularly following the Transport Act 1985, which deregulated and then privatised bus services. Councils seeking to tát protect workers ensured that employees accessed shares as privatisation took place, but employee owners soon lost their shares as they were bought up and bus companies were taken over.[15] The disappearance of stock plans was dramatic.[16]

United States[edit]

In the United States, there is a widespread practice of employee stock ownership. It began with industrial companies and today is particularly common in the technology sector but also companies in other industries, such as Whole Foods Market and Starbucks.

In his 2020 presidential chiến dịch, Bernie Sanders proposed that 20% of stocks in corporations with over $100 million in annual revenue be owned by the corporation's workers.[17]

See also[edit]


  1. ^ Australian Tax Office|$1,000-reduction/
  2. ^ "Attitudes to tát employee share ownership - See it from their perspective" (PDF). ProShare. 2018. Retrieved 13 November 2019.
  3. ^ See, for example, in the UK, The Investment Association Principles of Remuneration (1 November 2019) Rule 2 xi (Dilution)
  4. ^ National Center for Employee Ownership, Employee Ownership for Multinational Companies, 2010
  5. ^ Moving to tát Employee Ownership - a brief guide for employees (PDF). URN BIS/13/939. Department for Business, Innovation and Skills. 2013. p. 2.
  6. ^ Nuttall, Graeme (2012). Sharing Success: The Nuttall Review of Employee Ownership (PDF). Department for Business, Innovation & Skills. pp. 5, trăng tròn.
  7. ^ Robinson, Andrew; Pendleton, Andrew (2019). Employee Ownership In Britain: Size and Character (PDF). White Rose Employee Ownership Centre. p. 1.
  8. ^ Nelson-Jones, John; Nuttall, Graeme (1987). Employee ownership – legal and tax aspects. Fourmat. Chapter 8. ISBN 1-85190-033-0.
  9. ^ Lampel, Joseph; Banerjee, Aneesh; Bhalia, Ajay (2017). The Ownership Effect Inquiry: What Does the Evidence Tell Us? (PDF). The Ownership Effect Inquiry. p. 11.
  10. ^
  11. ^ "Worker co-operative code international translations". Co-operatives UK. 21 May 2018. Retrieved 13 November 2019.
  12. ^ Nuttall, Graeme (4 July 2012). "Sharing Success: The Nuttall Review of Employee Ownership" (PDF). GOV.UK. Retrieved 13 November 2019.
  13. ^ Whyte, W. F. and Whyte, K. K. (1991) Making Mondragon, New York: ILR Press/Itchaca.
  14. ^ Erdal, D. (2008) Local Heroes: How Loch Fyne Oysters Embraced Employee Ownership and Business Success, London: Viking.
  15. ^ Pendleton, Andrew; McDonald, John; Robinson, Andrew; Wilson, Nicholas (1996-06-01). "Employee Participation and Corporate Governance in Employee-Owned Firms". Work, Employment and Society. 10 (2): 205–226. doi:10.1177/0950017096102001. ISSN 0950-0170. S2CID 154299458.
  16. ^ Trewhitt, Lisa (2000). "Employee buyouts and employee involvement: a case study investigation of employee attitudes". Industrial Relations Journal. 31 (5): 437–453. doi:10.1111/1468-2338.00175. ISSN 1468-2338.
  17. ^ "Corporate Accountability and Democracy".

Further reading[edit]

  • Joseph Blasi, Douglas Kruse; Bernstein, Aaron (2003), In the company of owners: The Truth about Stock Options (and why Every Employee Should Have Them), Thủ đô New York, NY: Basic Books, ISBN 9780465007004, OCLC 50479205
  • Rosen, Corey; Case, John; Staubus, Martin (2005), Equity: Why Employee Ownership is Good for Business, Boston, Mass.: Harvard Business School Press, ISBN 9781591393313, OCLC 57557579
  • Curl, John (2009) For All The People: Uncovering the Hidden History of Cooperation, Cooperative Movements, and Communalism in America, PM Press, ISBN 978-1-60486-072-6
  • Staubus, Martin (2011), "Creating a High-Performing Workplace", Employee Ownership Insights, The Beyster Institute (Summer 2011)