TFL Vsebine / Revija SIR*IUS

Employee ownership 2.0, selected aspects of ownership

V zadnjih letih so zamisli o (so)lastništvu zaposlenih v podjetju ponovno čedalje pomembnejše. Prispevek se osredotoča na model (so)lastništva zaposlenih, znan kot ESOP (Employee Share Ownership Plan), ki se je razvil v Združenih državah Amerike v sedemdesetih letih prejšnjega stoletja. Gre za model, ki sistematično in trajno rešuje vprašanje lastniškega nasledstva ter prinaša številne pozitivne eksternalije tako v smislu motivacije in pripadnosti zaposlenih kot tudi izboljšanih obetov za dolgoročno uspešno poslovanje podjetja. V slovenskem prostoru je model že mogoče implementirati, o čemer priča tudi podjetje INEA, katerega 100-odstotni lastniki so prek namenske zadruge zaposleni. Tema je še posebej primerna v času, ko se številni podjetniki, ki so začeli svojo pot ob prehodu Slovenije v tržno gospodarstvo, počasi umikajo iz aktivne vloge. ESOP predstavlja eno izmed posebej ustreznih alternativ za odplačen prenos lastništva na naslednjo generacijo.

In the recent years, the concept of employee ownership of companies has been regaining momentum. The article focuses on the employee ownership model known as the ESOP (Employee Share Ownership Plan), which was developed in the United States in the 70s. This model systematically and permanently addresses the issue of ownership succession and brings numerous positive externalities, both in terms of employee motivation and loyalty, as well as improved prospects for the company's sustainable long-term operation. In Slovenia, this model can already be implemented, as evidenced by the company INEA, whose $100 %$ owners are the employees through a dedicated cooperative. The topic is particularly relevant in a period when many entrepreneurs who started their journey during Slovenia's transition to a market economy are gradually withdrawing from their active roles. ESOP represents one of the particularly relevant alternatives for the paid transfer of ownership to the next generation.