Five Years of Shared Success: How Employee Ownership Transformed Shaw Healthcare

In May 2020, Shaw Healthcare took a bold step: the national care provider transitioned to employee ownership, placing control of the business into the hands of its workforce. Five years later, the results are clear—improved care, greater staff retention, stronger engagement, and a deep-rooted culture of shared success.

Here’s how this move has reshaped one of the UK’s largest care providers and what it means for the future of the care sector.

A Milestone Shift

The transition came at a challenging moment—amid the early stages of the COVID-19 pandemic. Yet, Shaw’s leadership saw the employee ownership model as a perfect fit for a people-focused industry like social care. The change allowed founder shareholders to exit while safeguarding the company’s independence and values.

Initially, 51% of shares were transferred to an Employee Ownership Trust (EOT). Today, 76% of Shaw’s shares are held on behalf of its 3,300+ employees, giving every team member a real stake in the business’s future.

Measurable Impact: From Turnover to Quality

The benefits of employee ownership at Shaw are tangible:

• Staff turnover has dropped from over 30% to around 16%, nearly half the industry average.

• Vacancies have been slashed from 198 to fewer than 50.

• Nurse recruitment, often a persistent challenge in the sector, has improved dramatically—from 50 vacancies in 2020 to just 2 today.

• Quality of care has also improved: 92% of Shaw’s 63 services are now rated good or compliant by regulators, up from 85.9% pre-transition.

• Agency use has dropped by 70%, reducing costs and improving care continuity.

This operational performance has allowed Shaw to reinvest in wages, facilities, and staff benefits—becoming a Real Living Wage employer in 2022 and distributing £6.5 million in tax-free bonuses to employees.

The “Stake and Say” Model

At the heart of Shaw’s approach is a simple philosophy: every employee deserves both a stake in the business and a say in how it’s run.

Ownership is held indirectly through an EOT, but representation is direct and practical:

• An EOT board includes two employee trustees and meets quarterly to ensure the business is run in the long-term interests of staff.

• Employee representatives are present in each of Shaw’s services, feeding into regional forums that bridge the workforce with leadership.

• An Employee Voice Manager supports communication, engagement, and feedback.

Importantly, profit-sharing is equal for all—from directors to frontline staff—reinforcing the idea that every role contributes to shared success.

The company has distributed over £2,300 per employee in bonuses over the five-year period, with a goal of reaching £1,000 per employee annually. Importantly, everyone receives the same bonus amount regardless of position – from executives to support workers.

Culture as a Catalyst

Shaw has doubled down on celebrating long service and recognising outstanding contributions through its annual Star Awards and service anniversaries. These aren’t just symbolic gestures—they reinforce a company-wide culture of respect, visibility, and appreciation.

The company’s digital platforms keep staff informed and connected, with open access to business performance updates, schedules, and benefits. Employees are regularly surveyed for feedback, with response rates growing from 36% to 71% in just one year, and engagement scores rising to 81%.

Looking Ahead: A Model for the Care Sector?

Shaw’s success arrives at a time of crisis for adult social care. Nearly 30% of UK care providers say they are considering exiting the market due to staffing and financial pressures. In this context, employee ownership offers a sustainable, values-driven alternative—one that fosters retention, quality, and resilience.

Shaw plans to deepen engagement even further, introducing regular “open door” sessions for staff to speak directly with senior leadership. With expansion, acquisitions, and ongoing investment, the company is preparing for its next chapter—still guided by the principles that made the past five years a success.

For other care providers looking to ensure sustainability and safeguard their legacy, Shaw’s employee ownership journey offers a compelling path forward.

This blog post is based on comments from Russell Brown, Chief Executive of Shaw Healthcare, during a webinar hosted by Care England and the Employee Ownership Association in April 2025.