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CASE STUDY: LOADHOG

机译:案例研究:LOADHOG

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When Yorkshireman Hugh Facey set up his Gripple engineering business 16 years ago, he was keen to offer his small workforce the option of buying shares in the company.rnThat workforce now owns some 37% of shares, he says. And since then, workers at Loadhog - a returnable packaging business spun off from Gripple in 2004 - have acquired no less than 49% of the shares in this sister company.rnSince he is 65, Facey is currently transferring the voting shares, which he has retained, into a trust ahead of his full retirement from the company. "The trust will have no power other than to veto the appointment of the chair or chief executive," he explains. "Once the trust has been set up, it will not be able to sell the business unless 90% of the non-voting shareholders are in favour of it."
机译:约克郡人休·菲斯(Hugh Facey)于16年前成立自己的Gripple工程业务时,就渴望为他的小型员工提供购买公司股票的选择权。他说,该员工现在拥有约37%的股份。从那以后,Loadhog的工人(一家于2004年从Gripple拆分出来的可回收包装业务)收购了该姊妹公司不少于49%的股份。rn自65岁以来,Facey目前正在转让其有表决权的股份在他从公司完全退休之前保留了一份信托。他解释说:“信托除了否决任命主席或首席执行官外,没有其他权力。” “一旦建立了信托,除非有90%的无投票权的股东赞成,否则它将无法出售公司。”

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    《Packaging News》 |2010年第6期|P.27|共1页
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