Latest news with #employeeownership
Yahoo
13 hours ago
- Business
- Yahoo
Capital Increase Reserved for Employees of TotalEnergies in 2025
PARIS, June 10, 2025--(BUSINESS WIRE)-- In accordance with its policy in favour of employee shareholding, the Board of Directors of TotalEnergies SE (Paris:TTE) (LSE:TTE) (NYSE:TTE) decided, on October 30, 2024, to carry out a capital increase reserved for eligible employees and former employees of TotalEnergies SE and its French and foreign subsidiaries in which the Company holds directly or indirectly more than 50% (in terms of capital or voting rights), that are members of the PEG-A Group savings plan, in France and abroad, under the conditions set by the twenty-second resolution at the Shareholders' Meeting of May 24, 2024. On April 29, 2025, the Chairman and CEO set (i) the subscription period from May 2 to May 15, 2025 (included) and (ii) the subscription price at 42.50 euros per share, corresponding to the average of the closing prices of the TotalEnergies share on Euronext over the twenty trading sessions preceding the date of this decision, reduced by a 20% discount and rounded off to the highest tenth of a euro. At the end of this period, 62,796 employees in 97 countries, representing 53% of the eligible employees and former employees, subscribed to this capital increase for an amount of 449.3 million euros. The 2025 results are close to those of 2024, a record year, and significantly higher than in previous years, both in terms of participation and amounts subscribed. "Employee share ownership is the best way to associate employees with the economic performance of the company, strengthen their sense of belonging and align the interests of employees and shareholders. Employees responded this year again massively to the capital increase reserved for them, and increasingly so, investing nearly 450 million euros, an amount close to last year's record of 480 million euros, and around 100 million more than the amounts of 2021, 2022, and 2023. These figures reflect an increase of 10,000 subscribers since 2024, when all employees received 100 shares to celebrate the 100th anniversary of the Company. It demonstrates that our employees have a strong and lasting confidence in their company and its strategy. This strong momentum has once again enabled TotalEnergies to confirm its position as the number one in employee shareholding in Europe in terms of capitalization held, and it was awarded with the 'Grand Prix' from the French Federation of Employee Shareholding", declared Patrick Pouyanné, Chairman and CEO of TotalEnergies. As a result, 11,149,053 new shares are being issued on June 10, 2025. They will carry immediate dividend rights and will be fully assimilated with TotalEnergies shares already listed on Euronext. Following this issuance, the employee shareholders in TotalEnergies SE's share capital, within the meaning of Article L. 225-102 of the French Commercial Code, is estimated at 8.8% of the Company's share capital as of June 10, 2025. About TotalEnergies TotalEnergies is a global integrated energy company that produces and markets energies: oil and biofuels, natural gas, biogas and low-carbon hydrogen, renewables and electricity. Our more than 100,000 employees are committed to provide as many people as possible with energy that is more reliable, more affordable and more sustainable. Active in about 120 countries, TotalEnergies places sustainability at the heart of its strategy, its projects and its operations. TotalEnergiesMedia Relations: +33 (0)1 47 44 46 99 l presse@ l @TotalEnergiesPR Investor Relations: +33 (0)1 47 44 46 46 l ir@ X @TotalEnergies LinkedIn TotalEnergies Facebook TotalEnergies Instagram TotalEnergies Cautionary Note The terms "TotalEnergies", "TotalEnergies company" or "Company" in this document are used to designate TotalEnergies SE and the consolidated entities that are directly or indirectly controlled by TotalEnergies SE. Likewise, the words "we", "us" and "our" may also be used to refer to these entities or to their employees. The entities in which TotalEnergies SE directly or indirectly owns a shareholding are separate legal entities. TotalEnergies SE has no liability for the acts or omissions of these entities. This document may contain forward-looking information and statements that are based on a number of economic data and assumptions made in a given economic, competitive and regulatory environment. They may prove to be inaccurate in the future and are subject to a number of risk factors. Neither TotalEnergies SE nor any of its subsidiaries assumes any obligation to update publicly any forward-looking information or statement, objectives or trends contained in this document whether as a result of new information, future events or otherwise. Information concerning risk factors, that may affect TotalEnergies' financial results or activities is provided in the most recent Registration Document, the French-language version of which is filed by TotalEnergies SE with the French securities regulator Autorité des Marchés Financiers (AMF), and in the Form 20-F filed with the United States Securities and Exchange Commission (SEC). View source version on Contacts TotalEnergies Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
The Independent
6 days ago
- Business
- The Independent
Meldrum Group: solving clients' construction problems, one innovation at a time
Meldrum Group is a Business Reporter client Founded in 2001, Meldrum Group has more than two decades of experience in delivering high-quality construction projects. It uses this wealth of experience to provide solutions to complex problems, taking an innovative, collaborative and non-adversarial approach to clients' needs. The diverse group of construction companies under the Meldrum umbrella are equipped to deliver a hugely varied roster of building projects, from hospitals, schools, office blocks and heritage projects to complex civil engineering projects such as reservoirs, water infrastructure and highway work, with many of the necessary trades and professions required being in-house. Starting as as a civil engineering business, Meldrum Group has grown to house six delivery arms: Meldrum Structural and Civil Engineering; Meldrum Construction; Meldrum Building Services; Meldrum Fire Engineering; Meldrum Facilities; and Meldrum Plant & Transport. It also has a charitable arm, the Meldrum Foundation. Founder and CEO Dave Meldrum – himself a civil engineer – places people at the heart of Meldrum Group's success. Transitioning the business from a privately owned one to an employee-owned trust in 2024, Dave's raison d'être was to thank the people who helped build the business and to forge a strong team to take it forward. Meldrum prides itself on having the feel of a family business combined with modern thinking and innovative construction methods, giving it the ability to work with design teams to achieve a deeper understanding of the client's desires. Helping to get projects off the ground within the client's budget is a particular strength of the group – allowing the sister operating companies to deliver 'as one'. 'Meldrum embraced changes and engaged directly with the client, which is what construction management is all about. Because they didn't panic and embraced the change, the outcome of the facility and the building itself is an absolute massive success. 'Meldrum Group was always there for us; it was able to sort out any problems we may have come across with the build itself: a perfect trade contractor to work with.' says Glenn Forbes, Construction Project Director, K2 Construction Management. It is this holistic approach that means clients have comfort and peace of mind when it comes to quality, budget and programme, as this is managed in-house. The Meldrum Group prides itself on the stability it brings to any project: both technical stability and personnel stability, and the stability that comes from being a financially strong business. This gives clients peace of mind and allows greater collaboration, agility and engagement between us and the client, the designers and the client team. Building real trust and rapport with our clients allows us to work seamlessly and produce an end result that goes above and beyond expectations.
Entrepreneur
27-05-2025
- Business
- Entrepreneur
How to Prepare Your Key Employees to Take Over Your Business
When there are more small business sellers than traditional buyers, your key employees may serve as a better alternative. Opinions expressed by Entrepreneur contributors are their own. It is well known that only 20% of small businesses that go to market sell, and the Silver Tsunami, that giant wave of baby boomer business owners who want to retire, makes the problem worse. Most of these businesses won't sell, and they will be shut down. Who is hurt if the company shuts down? The business owner can't access most of their net worth. The employees are out of a job. The community loses a major asset. Does the business need to be shut down? Consider this: The company has customers, revenues, trained staff, systems, channels of distribution and an infrastructure and ecosystem that it took years to develop. It's a shame to throw all that away! The traditional outside buyers are strategic buyers, financial buyers and lifestyle buyers. If there aren't enough buyers on the outside, what about looking on the inside? Related: Why an Increasing Number of Retiring Entrepreneurs Are Selling the Business to Their Employees Advantages of employee ownership Business owner: In addition to gaining access to most of their net worth, business owners gain control of the sales process. They do not have to meet and greet several potential buyers. When dealing with outside buyers, they read and analyze letters of intent from those who are interested, choose one and then struggle with an intense due diligence process led by the potential buyer's financial advisors. The whole sales process is much simpler when selling to key employees. Key employees: Key employees experience a major upgrade in their careers. Other employees: Other employees retain their jobs, and their "second family" remains intact. Community: The money that flows through the company remains in the community. That money helps support education, fire and police departments, road maintenance, etc. Also, suppliers, service workers and trusted advisors retain a client. Additional benefits: The chemistry between buyer and seller is established. Many times, a deal goes south between the seller and a stranger due to a lack of chemistry. The culture of the company remains the same. If a stranger buys the company, the culture will change in some fashion. If these cultural changes are too intense, many key employees may leave. Related: How to Transition to Employee Ownership Training your key employees Key employees know the company inside and out. They know the customers, the product and the systems, and the other employees like and respect them. However, there are functions that a good CEO performs, and the key employees are usually not involved, so they would need training. What are these functions? Strategic planning: This includes training in innovative growth strategies, planning in response to the competition and navigating changes in the market and the industry. Cash flow: It is imperative that the owner understands and implements cash flow management and forecasting. HR management: The owner should have a sense for evaluating the talent that is needed to perform specific tasks in the business. They also need to know when an employee is adversely affecting the company and what to do about it. Mindset training: The key employees will need to adjust their mindset from that of an employee to that of an owner. When they talk with the company's trusted advisors, they will need to have their owner hats on. Types of employee ownership Employee Stock Ownership Plan (ESOP): This is far and away the most popular form of employee ownership. Employee Ownership Trusts (EOTs): EOTs are intended to support employee ownership of companies and are becoming more common. Worker Cooperative: A business owned and controlled by its workers. All three of these types of employee ownership can work well with larger companies. They are complicated and very costly. They cost tens of thousands of dollars to set up and thousands to administer on a monthly basis. There are companies that specialize in setting up and administering the different types of employee ownership. Most require an EBITDA of $1 million or more before they even consider a company as a client. But what about the smaller companies that would like to consider employees in their succession plan? Selling the company to the key employees would not be a government-sponsored program. The deal would only include the business owner and the key employee(s). The owner would choose the key employees and their positions within the company going forward. Related: Selling Your Business to Your Employees Selecting key employees and moving forward The business owner should be very selective and careful in choosing their employees to own the company. They should have a good credit rating and be properly motivated to learn what is needed to be a business owner. You, as the business owner, should approach each key employee selected as a potential owner and, in passing, mention the possibility. After you have talked to each key employee individually, analyze their reactions in preparation to meet with them collectively. If they are interested, then you follow up with the process. The first thing you need to know is what your business is worth right now. You need to have a market valuation done. This will tell you how your company compares to similar companies in the same industry. Then, develop a plan to make the company effective, efficient and ready for scaling. Choose one key employee to be president while you remain the CEO, and train the president in all the functions listed above. The other key employees will be assigned management positions. When the company has grown and the cash flow is sufficient to support increased debt, create a plan to sell the company to the key employees.
Yahoo
23-05-2025
- Business
- Yahoo
Elis: Disclosure of trading in own shares occured from May 19 to May 22, 2025
Disclosure of trading in own shares occurred from May 19 to May 22, 2025 Saint-Cloud, May 23, 2025 In accordance with the regulations on share buybacks, in particular Regulation (EU) 2016/1052, Elis hereby declares the purchases of its own shares made from May 19, 2025 to May 22, 2025 under the buyback program authorized by the 19th resolution of the General Shareholders' Meeting of May 23, 2024 and announced on March 6, 2025: Aggregated presentation: Issuer name Issuer code(LEI) Transaction date ISIN Code Daily total Volume (in number of shares) Daily weighted average price of shares acquired (in euros) Platform (MIC Code) ELIS SA 969500UX71LCE8MAY492 05/19/2025 FR0012435121 5,067 22.8043 XPAR ELIS SA 969500UX71LCE8MAY492 05/19/2025 FR0012435121 280 22.6400 DXE ELIS SA 969500UX71LCE8MAY492 05/20/2025 FR0012435121 16,125 23.0237 XPAR ELIS SA 969500UX71LCE8MAY492 05/20/2025 FR0012435121 7,791 22.9412 DXE ELIS SA 969500UX71LCE8MAY492 05/21/2025 FR0012435121 14,618 23.1189 XPAR ELIS SA 969500UX71LCE8MAY492 05/21/2025 FR0012435121 15,643 23.0807 DXE ELIS SA 969500UX71LCE8MAY492 05/22/2025 FR0012435121 4,481 23.0417 XPAR ELIS SA 969500UX71LCE8MAY492 05/22/2025 FR0012435121 2,301 23.0130 DXE Total 66,306 23.0309 The purpose of the own shares purchase operations is (i) to cover maturing performance share plans and to allocate free shares to employees as part of the contribution to the Elis for All 2025 international employee shareholding plan, and (ii) to be cancelled in accordance with the 30th resolution of the Combined General Meeting of May 23, 2024. Contacts Nicolas BuronDirector of Investor Relations, Financing & TreasuryPhone: + 33 (0)1 75 49 98 30 - Charline LefaucheuxInvestor Relations Phone: + 33 (0)1 75 49 98 15 - Attachment Elis - Disclosure of trading in own shares occured from May 19 to May 22, 2025Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
14-05-2025
- Business
- Forbes
Rethinking Internships: 3 Keys To Building A Best-In-Class Program
Anne St. Peter, Founder of Global Prairie, an employee-owned B Corp, crafting purposeful marketing solutions to cultivate a healthier world. Internships, apprenticeships and practicums have existed for centuries. While they've changed in duration, structure and compensation, the core objective of these training programs remains unchanged: to provide individuals with hands-on job experience and professional skill development. Instead of viewing interns as just the bottom of the hierarchy, I think more business owners should create internship programs that fully integrate and involve these junior employees. This not only improves the interns' experience but also helps full-time employees gain vital delegation and mentoring skills. Companies that embrace the value of investing in junior talent benefit from fresh perspectives while bolstering business performance. Here are three ways to build a best-in-class internship program. Internship programs should be an extension of a company's brand, values and mission. This can be as simple as renaming the internship program to align with the titles used for full-time employees. At our 100% employee-owned marketing firm made up of associates, managers and directors, we call our interns 'junior associates,' which emphasizes our horizontal organizational structure. Moreover, referring to interns as 'junior associates' showcases the growth trajectory they could have if hired on full time, and it acknowledges their role in the broader company structure and strategy. This intentional language promotes feelings of ownership and belonging in junior talent. Similarly, JPMorgan Chase refers to its interns as 'analysts,' a purposeful designation that mirrors the firm's professional rigor and long-standing investment in developing future leaders in the finance industry. Getting junior talent involved in the company culture is essential. Include your junior employees in culture initiatives, including volunteer events, guest speaker sessions, wellness challenges, affinity groups and engagement surveys. Additionally, consider offering coaching on LinkedIn profile building and advice on requesting letters of recommendation. These are ways to value the contributions of junior talent while building their confidence in the workplace and beyond. Internships are not just a learning opportunity for young talent; they're also an avenue to instill your company's purpose, values and culture. Whether or not an intern continues with the company post-program, the lessons and values they absorb can significantly influence their career trajectory. At organizations with strong purpose-driven goals, such as B Corporations or employee-owned companies, this exposure to impact-driven business is critical. Interns gain firsthand insight into how businesses can be profitable while also contributing positively to the world. They also get to see that the more profitable a company is, the greater impact it can have on its employees, its community and the planet. A Deloitte study found that 89% of millennials and 86% of Gen Zers believe that having a sense of purpose is very or somewhat important to their overall job satisfaction and well-being. By integrating junior talent into your organization's culture, you not only cultivate a new generation of purpose-driven professionals but also increase the likelihood that these interns will pursue long-term careers with environmentally and socially responsible organizations. Through a well-crafted internship program, junior employees can also learn what questions to ask during job interviews, what benefits they should look for and how they should be treated in the workplace. Taking that one step further, they can also gain a deeper understanding of responsible business practices and witness corporate social responsibility in action. Junior associates bring fresh perspectives, new ideas and a familiarity with the latest technologies that can help organizations stay ahead of the curve. By allowing junior associates to contribute to meaningful projects, listening to their ideas and valuing their candor, you can tap into unconventional solutions and modern insights that you may otherwise overlook. Integrating junior associates into the broader work environment also offers a significant opportunity for full-time employees to develop delegation and leadership skills. This not only boosts collaboration but also develops a culture of shared responsibility, which is critical for businesses looking to foster innovation and long-term prosperity. Internships are more than a talent pipeline—they deliver immense value. Investing in junior talent positively impacts business outcomes. According to the National Association of Colleges and Employers, interns who become full-time employees are retained at higher rates: 75.5% of them stay with the organization after their first year of employment, compared to 51.5% of non-intern employees. By integrating interns into the company culture early on, businesses can foster loyalty, drive innovation and ultimately create a more engaged workforce. Forbes Agency Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?
