Pride in Employee Ownership
On average, the team scored 4.0 out of 5 when asked whether they feel more proud to work for an employee-owned business. That is a strong result, but the comments added something important: for many people, pride in EO is tied to something broader — pride in the people, the culture and the values behind it.
"It shows that the company values and invests in its people."
Several responses described EO as something that makes I-COM feel more honest, forward-thinking and collaborative. Others said the model matters because it reflects a business where employee voice is taken seriously and where people can see how their contribution connects to the bigger picture.
That wider sense of pride shows up in another standout result too: every respondent said they would recommend working for an employee-owned business to someone else. For us, that says a lot. Even where people express pride in different ways, the overall experience of EO remains a very positive one.
Communication and Transparency
One of the clearest strengths in this survey was communication. Everyone knows where to find finance dashboards relating to business performance and EO, and everyone said they feel kept up to date about employee ownership at I-COM. That question scored an average of 4.86 out of 5.
Leadership communication on EO and its impact was also strong, averaging 4.64 out of 5. The numbers only tell part of the story, though. The written feedback shows that what people value most is the consistency and openness behind that communication.
“The activity and engagement with EO is very open and consistent.”
“The core EO team do very well to keep the messaging about EO alive, in a way that seems passionate and genuine.”
This sense of clarity carries through into the wider support around EO. Everyone who responded said they have enough resources to understand their role as an employee-owner, and 86% agreed that the company communicates the benefits of employee ownership clearly.
The monthly drop-in sessions also scored highly, averaging 4.29 out of 5, suggesting people understand both the purpose of those conversations and where to take questions or ideas.
It feels like the feedback is genuinely listened to and taken on board and helps to guide decisions.
Shared Accountability and Collaboration
Another strong theme to come through was shared responsibility. 86% of respondents agreed that EO positively affects workplace culture, and the same proportion said it strengthens collaboration and shared accountability with colleagues. 86% also said leadership values employee input in decisions related to ownership.
What stood out in the comments was the feeling that EO helps make participation more real. It creates space for discussion, opens up decisions, and reinforces the idea that success is something to shape together rather than something that happens at a distance.
We feel like valued partners; we are one team supporting each other.
There was also some healthy nuance in the responses. A few people said they would probably feel collaborative and committed regardless of the ownership model, but that EO gives that culture more structure and more meaning. That feels like an important sign of progress: employee ownership is not replacing culture at I-COM, it is strengthening what is already good about it.
Motivation and Ambition
When asked whether employee ownership makes people want to improve the business, respondents gave an average score of 4.21 out of 5, with 93% agreeing or strongly agreeing.
Again, the comments gave useful context. For some, EO is a direct motivator. For others, it is better understood as something that makes existing motivation feel more tangible, more connected to the future, and more clearly shared.
“Although I would want to improve the business anyway, even without EO.”
“Yes! Especially when we start seeing the rewards from it, this is very motivating.”
That feels consistent with the wider picture from the survey. Employee ownership does not create ambition on its own, but it does seem to sharpen it. It links day-to-day effort with a broader sense of accountability, progress and shared reward.
Looking Ahead to Financial Freedom Day
One of the strongest threads running through the survey was anticipation about Financial Freedom Day. Confidence in the long-term financial benefits of EO averaged 4.07 out of 5, and 64% said the financial benefits already feel meaningful to them. Many of the remaining comments pointed in the same direction: the biggest impact is expected to come as the model becomes even more tangible in practice.
“Every month is a step closer!”
“I feel more confident now that Financial Freedom Day seems like it’s around the corner.”
People spoke about Financial Freedom Day as a milestone that could bring more visible reward, more freedom to reinvest in the business, and a stronger sense of collective ownership. At the same time, the feedback also highlighted a helpful next step: giving people a clearer picture of what EO will look like after that point, especially in practical terms around financial benefits, governance and decision-making.
That theme shows up elsewhere in the results too. Understanding of the financial side of EO scored strongly at 4.29 out of 5, while understanding of the governance side scored 3.86 out of 5 — the lowest of the rated areas, but still broadly positive. That suggests the foundation is there, with room to make the governance side of EO feel more immediate and easier to connect to day-to-day working life.
I appreciate having a genuine stake in the business and knowing that my contribution directly supports its long-term success
Taken together, the results show a business with strong foundations. Communication is landing well. People feel heard. Collaboration remains a key part of the culture. And there is real momentum around the next stage of the EO journey.
That trust also shows up in two especially strong findings: every respondent said they feel well represented by I-COM’s employee representatives, and every respondent said they would recommend working for an employee-owned business.
Thank you to everyone who took part in the survey. Your feedback helps us understand what is working, where we can go further, and how we continue shaping I-COM as an employee-owned business together.
| Q3 2025 | Q4 2026 | Increase % | |
|---|---|---|---|
| Excited about the EO opportunity | 83% | 86% | +3% |
| Proud to work for an EO business | 66% | 64% | -2% |
| Feel kept up to date about EO | 100% | 100% | 0% |
| EO positively affects workplace culture | 66% | 86% | +20% |
| Feel a sense of shared responsibility | 75% | 86% | +11% |
| Confident in long-term financial benefits | 83% | 79% | -4% |
| Understand the financial side of EO | 100% | 86% | -14% |
| Leadership communicates effectively about EO | 100% | 100% | 0% |
| Understand the governance side of EO | 83% | 79% | -4% |
| EO makes me want to improve the business | 83% | 93% | +10% |
