CEO Blog: EO on the rise – Reflections from the Oxford Symposium on EO 2025

It was wonderful to be back in Oxford for the 2025 Oxford Symposium on Employee Ownership, says our Chief Executive, James de le Vingne, this time representing the growing UK EO sector and joining so many UK businesses and allies in attendance. 

Image: (L-R) Olivia Hansen, Special Consultant, The Danish Business Authority; Pascale Nieuwland-Jansen, Director, SNPI (Netherlands Participation Institute); Kristie Mark, COO, The ESOP Association; James de le Vingne, Chief Executive, the eoa; Karen Maguire, Chair, Employee Ownership Ireland, and Jens Lowitzsch, Director, Kelso Institute Europe

The Oxford Symposium on Employee Ownership has always been a meeting place for leaders, policymakers, academics, and practitioners to share strategies, but this year the sense of momentum was unmistakable.

Attendance was up 50% from last year, with representation from over twenty countries.

Now in its fourth year, the Symposium is already delivering tangible results. 

The legislative successes we’re now seeing in Slovenia and Denmark – both in the final stages of introducing EO laws with tax incentives – can be traced back to the first Symposium.

This is remarkable progress and a fantastic demonstration of the power of collective action. 

It’s inspiring to see how ideas shared in Oxford have translated into concrete policy changes in just a few years.

Representing the UK

The UK’s presence was strong throughout the programme, with many of our member voices shaping key conversations.  

I chaired a keynote session with Jonny Aisher from the John Lewis Partnership, exploring how one of the UK’s best-known EOBs sustains purpose, accountability, and resilience. A theme that will continue at this year’s eoa Annual Conference.

I also contributed to sessions on the role of global EO associations, exploring how networks like the eoa can share expertise, influence policy, and coordinate activity internationally.  

Graeme Nuttall OBE, the eoa’s International Ambassador, brought his unrivalled expertise to sessions with regulators and global policy makers.  

And our Policy and Insights Manager, Sam Blakeborough, spoke on a panel of international government leaders, showcasing the UK’s role as both a practitioner and policy leader in EO.

The programme was rich with insight. While in London, former Business Secretary Sir Vince Cable shared his perspective on how EO can play a greater role in industrial strategy, while Baroness Sharon Bowles brought deep experience from her work in the House of Lords to discussions on governance and policy reform. 

It was also encouraging to see UK Government officials attending, a positive signal that there is growing interest at home as well as abroad.

So, Where Next?

The momentum is spreading. There’s great opportunity and progress in Ireland, France, and Germany, each building on lessons from the US and UK.  

Ukraine was represented at the Symposium and received a huge round of applause – an emotional recognition of the resilience and ambition shown in pursuing EO even in the most challenging circumstances. 

And while the opportunities in the Global South are significant, the Symposium reinforced that different challenges there will require new pathways, tailored policy frameworks, local capacity building, and approaches rooted in the realities of each market.

One of the most exciting announcements was the intent to launch an International Federation of Employee Ownership, a new platform to unite and coordinate efforts globally, share resources, and strengthen the movement’s voice on the world stage.  

It’s a timely step, ensuring that as countries learn from each other’s experiences, we can accelerate adoption and continually evolve our models.  

My Key Takeaways from Oxford

1. Evolving our model to extend wealth creation

There’s a real opportunity to explore how the UK model could integrate Individual Capital Accounts alongside collective ownership, giving employee owners further opportunity to share directly in the wealth they help to create, building financial resilience and deepening engagement.

2. Embedding public good at the heart of employee ownership

The most successful models around the world are those grounded in long-term value and a commitment to the public good. 

In a time of economic and social challenge, EO as a tool has never been more needed, to keep jobs rooted locally, to boost productivity, and to create fairer outcomes for workers and communities.

3. Sharing and learning as a global movement

The UK has much to share from our own successes, but also much to learn from the innovation of others. 

For the eoa, this means evolving how we work with our members, strengthening our policy voice, promoting the benefits of EO, and expanding our collective reach and impact.

A Global Community

Oxford was a reminder that this is a truly global community, and it’s growing fast.  

The UK has an important place at the table, both to showcase our achievements and to continue learning from the innovation and commitment of others.  

Together, we can make employee ownership the norm, not the exception.

James de le Vingne, 
Chief Executive of the eoa