The option of becoming an EOT was introduced by the government in 2014 — with the aim of helping more businesses to adopt the John Lewis model: where staff are motivated to go the extra mile because they share in profits and have a say in how the business is run.

Other EOTs now include large engineering companies such as Arup and Mott Macdonald, global management consultancies (Kearney, PA Consulting) and healthcare businesses.

CMP was set up more than 25 years’ ago by Katherine Graham, a pioneer in conflict resolution: introducing workplace mediation and developing what have become nationally recognised standards for mediation and investigations. In turn, Katherine and CMP have transformed attitudes and approaches to dealing with workplace conflict and improving cultures.

Becoming an EOT is a good match for what CMP is about. Having a clear air culture where everyone has a voice. Where there’s openness and transparency in the day-to-day ways a company is run; where differences in ideas, opinions and personalities are something to be acknowledged and harnessed (as an expression of personality and engagement and healthy challenge), not squashed or ignored.

In practice, the EOT status means more stability, security and motivation for the CMP team — a real basis for ‘good work’. They are more directly involved with strategic planning and decision-making; their effort and pride in the work they do can translate into more financial rewards, including tax-free bonuses and a share of the returns if the business is eventually sold.

Research by WPI Economics in 2023 suggested EOTs report 12% higher productivity compared with non-EOTs; a doubling in dividends and bonuses; and their being five times less likely to make staff redundant.

For the CMP board, being an EOT makes us more attractive as an employer, staff are more likely to want to be part of what we’re doing and stay for the long-term. There’s more staff satisfaction, loyalty and a shared sense of purpose, making the business as a whole more resilient.