By Social Capital Partners
On a personal level, when you “take ownership” over something, it means that you take responsibility for your actions, ensure tasks are completed and goals are met.
You feel accountable for that effort’s success.
While company governance is not often what employees think about in their day-to-day work lives, “taking ownership” of the company you work for can result in some of those same good feelings.
For what it’s like to be on the inside of an employee-owned company, we spoke to a few of the 750 employees who recently became 100-per cent owners of Taproot Community Support Services—a social services provider across B.C., Alberta and Ontario.
“We’ve worked hard, so it’s really nice to be rewarded for that, especially as frontline workers,” said Talica Bautarua, a residential worker at Taproot. “It feels like we’re in it together more now.”
The rewards that Talica is speaking about include company morale and spirit, for sure. They also include financial rewards paid to each employee as dividends each year. Last year, each employee would have received about $1000 to $1500 on top of their salaries—and as the company succeeds over time, the employees will share financially in Taproot’s success.
For Andrew Achoba, a program director and one of the three new trustees of the Employee Ownership Trust (EOT), this speaks volumes about the organization’s values.
“As someone who works closely with caregivers and families in northern Alberta, I see daily how strength is built when people work together. The employee ownership trust reflects that same principle of ownership shared, accountability shared and success shared.”
Their colleague Tracy Atkin, director of specialized services and a member of the Taproot board has thought deeply about how this transition to an EOT is a deep reaffirmation of “who we are and what we stand for.”
She recalls that the decision to transition to an EOT was not made lightly and took at least a year of thought and considering options.
“Looking back, our Board and shareholders faced critical choices along the way. Choices that made us think about our values: choices for other ownership structures, like selling out to a larger corporation or concentrating on share sales; these options would not have expanded our ownership group and honestly, risked losing sight of why we do this work. Once we decided on the EOT, distribution [or how the ownership would be shared among employees] needed to be sorted out; distribution could have looked very different with many structures prioritizing positions, titles or tenure. Time and again, the Board chose to prioritize Taproot employees. We also achieved a 100% transition to the EOT, meaning 100% of our shareholders believed in this. We’re all in,” she explains.
But Tracy also gets the example that Taproot is setting for other Canadian companies and the broader economy.
“This is significant because we live in a world where capitalism places profit above people,” she says. “That profit often filters up to the top—and we chose a different path. We embraced a model that prioritizes people first and I am so proud of the committee that took that to the extreme and decided to provide equal ownership for everyone regardless of position. But this isn’t just a financial decision; it’s not just a structural shift; it’s a moral one. It’s reimagining what success in business can be. No other business in Canada has done this. Success doesn’t have to mean getting up to the top 1%—hearing our employees’ excitement in the kickoff meeting, that is success.”
And as Taproot moves forward, the people who work there hope that their story inspires other companies to explore an EOT.
“What’s especially powerful for me is how this journey aligns with Indigenous governance values,” says Tracy. “I am proud to have been part of the Board that voted on this transaction. Indigenous leadership teaches us to lead from within, to walk with our people, never above them. It is rooted in relationship, reciprocity and responsibility to each other. These principles were present throughout this entire process, and I am incredibly proud of the people that made this happen.
This transition is bigger than us—I think it is a call to other organizations to redefine success in business, I think it is a move against capitalist structures and I think investing in people uplifts our communities and creates a legacy of shared impact that we all get to be a part of.”
To learn more about employee ownership and Employee Ownership Trusts, please visit www.employee-ownership.ca
Share with a friend
Related reading
Advice to the public service: Five ways to confront monsters and chaos
Canada's political and bureaucratic leaders are quickly trying to re-wire the federal government to confront a belligerent Unites States, but systems can’t deliver what they were not designed for. This is a time like no other in our history, writes Matthew Mendelsohn, and those making decisions have not been trained for this—because we haven’t experienced anything like this before. Drawing on his own time in Ottawa, he walks us through five priority “machinery of government” changes our public service needs to make to meet the threat of an increasingly authoritarian, imperialist America.
Four key steps can help secure Canadian sovereignty
Gas station giant Parkland is already shedding Canadian employees in the wake of TX-based Sunoco’s recent takeover of the Canadian fuel chain, which owns 15% of our gas stations and a key refinery in Burnaby, B.C. These layoffs were a predictable outcome of Ottawa's decision not to flex its new regulatory muscle through the Canada Investment Act to quash foreign investment deals that pose an economic security threat. As SCP chair Jon Shell writes, the government has not defined a clear strategy to build and maintain Canadian ownership of our assets. Combined with the federal budget’s focus on attracting private capital, there’s a real danger that Ottawa will enable a sell-off of Canadian firms to foreign investors.
What the new World Inequality Report tells us, and why it matters for Canada
The 2026 World Inequality Report is out and the results paint a picture of a world in which a tiny minority commands unprecedented financial power, while billions remain excluded from even basic economic stability. As SCP Director of Policy Dan Skilleter writes, Canada is far from immune to these global trends: although our own GDP keeps rising, wealth gains have been concentrated at the very top, while many households struggle to afford food and housing. The top 1% in Canada hold about 29.3% of total wealth, making our country's wealth inequality even more pronounced than our own Canadian Parliamentary Budget Officer reports. The good news is, momentum is building in Canada for better wealth data, shedding light on our "Billionaire Blindspot."