There is no ‘one-size fits all’ model of Employee-Ownership, and this is equally true of the Governance provisions a practice puts in place as it transitions.

Whilst exploring whether and how co-ownership would work for Planit, we drew on many resources for guidance. Speaking to aligned businesses was a major source of insight, along with assistance from our Advisor Andrew Harrison of Co-ownership Solutions, and best-practice shared through the Employee Ownership Association (EOA) and its research. The EOA Conference in particular highlighted the array of differing management approaches and arrangements, underlining that ultimately, each organisation must develop its own approach.

Governance, as defined by the ‘Employee Ownership Trusts – In Search of Best Practice’, is the “interaction between the three main components of an employee-owned organisation, namely the operating board; the trust and trustee directors who represent the employees as its beneficiaries; and the employees themselves.”

So, what provisions has Planit put in place, and how did it get there?

In preparation for its transition, the practice instigated ‘Change the Plan(it)’ as a series of ‘projects’ undertaken to help ensure we set off on the best footing. These included: Transaction and Transition; Operational Structure; Vision and Strategy; Brand; Internal Communications; and Plans for Standard Practice and Standish.

Governance is influenced by, and influences all. Setting up an appropriate Operational Structure was fundamental. It will inevitably adjust over time, and we are actively looking for its participants to change periodically, but we’ve started with three interconnected Boards.

Strategy Board

Drawn from the ‘Vision and Strategy’ Change the Plan(it) group, Urban Design Director Andy Roberts, Chairman and Regenerative Practice Lead Ed Lister, Landscape Director Kevin Redhead, Virtual Planit Director Richard Line, Studio Director Anna Couch and Ben Young of Standard Practice between them encompass all disciplines and key interests across the practice. Their aim is to define Planit’s mission, purpose, values, and in turn strategy.  Their work has been informed by internal and external perceptions studies by Diane Hutchinson, our ‘Founder’s Wishes’ and consultation within our team. Their ongoing role will be to ensure the business develops in alignment with our Mission and 5-Year Strategy.

Operations and Culture Board

Efficient and healthy running of the business in the best interests of its financial health, team members and all stakeholders (including wider society and planet) is the focus of this Board. Co-chaired by Directors Georgina Baines and James King, the group includes Principal for People Alison Halsall, Financial Controller Alex Wong, Director of Finance Lindsay Humblet and Practice Manager Naomi Burl. One of the early actions has included agreement of consent protocols and thresholds of the boards, establishing the remit of each, co-ordination between then and reporting mechanisms. Strategic operational matters have been at the fore during the establishment stage, taking into consideration and weaving in cultural aspects. This board’s ongoing role is to enable the practice’s strategy to be fulfilled through its team and commissions.

Employee Ownership Board

Often referred to as the ‘Trust Board’ in Employee-Owned Businesses, in many respects this body is our conscience and governor. Its composition has been carefully curated to reflect its purpose and the interests it represents. Directors Ed Lister and Kevin Redhead act as Representatives for the 35% of the business owned by the Practice’s Directors. Principal Urban Designer Chris Hall and Project Landscape Architect Sarah Harris are both Employee Directors, representing the interests of our Team, the beneficiaries of the Employee-Owned Trust, which currently holds 65% of the shares. It is anticipated one will fulfil this role for two years and the other for three years initially, with subsequent Employee Directors changing every other year, so there is continual refreshment of perspectives and input.

Importantly, Helen Wright is the first Independent Chair of the Employee Ownership Board. Helen is Head of Development for the North and Midlands at Sanctuary Housing. Through her position with this not-for-profit housing association, she brings community expertise and represents customers, as Sanctuary has been one of our clients for some time. As such Helen encompasses several roles, bringing the perspectives of multiple stakeholders into the company’s governance and decision-making processes, and therefore more accountable to their interests.

Co-ordination

Whilst interrelated there is an overall cyclical loop between the Boards. Work to realise Vision and Strategy generated by the Strategy Board, is enabled by the high-level and strategic initiatives instigated by the Operations and Culture Board (both of which meet monthly). Depending on their nature, these will be implemented through the Practice Management, Technical Working Group, HR, or Studio Directors and Principals’ meetings.

Managing Director Pete Swift, sits across both operational-level boards, to co-ordinate and drive them, providing holistic oversight and reporting to the Employee Ownership Board. Ensuring appropriate stewardship of the company and alignment with its purpose, the Quarterly Employee Ownership Board approves, ratifies, leads and comments according to the reporting categories laid out in our Consents Protocol. In turn, this steers the direction in which we move forward, and any corrective measures needed.

A set strategy of regular sessions, and the associated flow of information enables smooth and efficient running of the practice.

Communication

As a business bound to act in its beneficiaries best-interests, and within which we all take responsibility for success, clear and transparent communication is vital. Weekly Team Newsletters are the main channel of practice-communication and provide continual updates, but key messages are shared through Quarterly Updates. This internal publication keeps the team abreast of progress made, shares future aims, challenges and propositions, and reports our financial health. Knowledge and understanding are essential to provide context to decision-making, empower the team and ensure we are aligned in our endeavours.

Rigour in reporting has been strengthened within the management structure, with appropriate recording and circulation according to purpose. Transparency enables us to demonstrate to our team that collectively we are acting responsibly and ethically in accordance with our B Corp aims and purpose as an Employee-Owned Business.