Across the UK, more nursery providers are becoming an Employee Ownership Trust (EOT) – a different way of owning a business that puts its people at the heart of its future.
Rather than being owned by one individual or external shareholders, the business is held in trust for the benefit of its employees.
At first glance, that may sound like a business decision, but it’s actually much more important. It creates environments where colleagues feel valued, heard and invested in the future of the organisation.
When that happens, the children benefit too.
At Tops Day Nurseries, becoming an Employee Ownership Trust wasn’t simply about changing ownership.
It was about protecting the values that have shaped the organisation for more than 35 years, while giving colleagues a greater voice in its future.
From the very beginning, founder Cheryl Hadland was passionate about ensuring the legacy of Tops would continue for generations to come.
Becoming an Employee Ownership Trust safeguards the organisation long term, helping to ensure it cannot be sold in a way that undermines its values or disrupts the continuity of care that children and families rely on.
In early years, relationships are everything. Children build confidence through familiar faces, trusted routines and adults who know them well.
Families value continuity, and educators know that strong attachments help children feel secure enough to explore, learn and grow.
That’s why investing in our teams matters so much. When people feel recognised, supported and able to influence the organisation they work for, they are more likely to stay.
They bring experience, consistency and a sense of purpose that no recruitment campaign can replace. An Employee Ownership Trust helps create that sense of belonging.
It sends a simple message: every colleague matters, every voice counts, and every person contributes to the success of the nursery.
At Tops, this commitment goes beyond words. Colleagues become Partners in the business upon passing their probation period; the teams are represented through an Employee Ownership Trust Board and a Colleague Council, which enables everyone to share ideas, raise concerns and help shape the future of the organisation.
It creates a culture where listening isn’t just encouraged – it’s built into the way the whole business operates.
That matters because the people closest to children often have the best ideas of how to improve their experiences. When educators feel confident in speaking up, innovation follows.
Small changes suggested by the teams can make a big difference to children’s daily lives, whether that’s improving routines, enriching learning environments or finding better ways to support families.
Employee ownership also encourages organisations to think for the long term. Rather than focusing on short-term returns, decisions can be centred on what will make the biggest difference over the years ahead: investing in training, wellbeing, career development and high-quality learning environments.
These investments don’t only benefit the people working for the business. They benefit every child who walks through the nursery door.
Children experience calmer environments when teams work well together. They build stronger relationships when familiar educators remain in place.
Parents gain confidence when they see stable teams who know their child, understand their development and genuinely care about their family.
While becoming an Employee Ownership Trust doesn’t automatically improve outcomes, it creates the conditions where great practice can thrive.
It recognises a simple truth that all those in early years already understand: people are the greatest resource any nursery has.
In many ways, the principles behind employee ownership mirror the principles we use every day with children.
We believe in listening. We believe everyone should have a voice and that people achieve more when they feel they belong.
Perhaps that is why employee ownership feels like such a natural fit for early years.
Charli Henley-Carter is head of culture at Tops Day Nurseries.
