How employee ownership can create a culture of pride and innovation

PCL Construction’s employee-ownership model is key to its high approval ratings from staff—and its business success.

When employees own a piece of their company, it can foster a deep sense of pride, commitment, and investment in the long-term success of the business. Research has shown that employee-owned companies see lower turnover rates and a better workplace culture.

PCL Construction, one of North America’s largest general contractors with a head office in Denver, demonstrates the success of this approach. With more than 5,000 salaried employees globally, the company is 100% employee-owned.

“Our employee-ownership model is a significant differentiator,” says Deron Brown, president and chief operating officer of U.S. operations at PCL Construction. “It creates a sense of responsibility that resonates with individuals who are looking for more than just a job. They want to be part of something bigger—something that values their contributions and gives them a stake in the company’s success.”

The company’s culture of ownership is evident in how PCL employees approach their work. For instance, when PCL took on one of the largest retail complexes in the U.S. as its general contractor, dozens of employees quickly mobilized from 14 regions, demonstrating their trust in the company’s vision and their commitment to ensuring the project’s success.

“This project not only showcased our ability to unite around a common goal but also reinforced the strength of our relationships and people-first culture,” says Brown. “We’ve created an environment where employees feel valued and empowered to grow, helping PCL thrive in a competitive industry.”

Further illustrating the impact of PCL’s ownership model is employees’ commitment to sustainable design and community involvement through the company’s various environmental initiatives. PCL’s civil infrastructure leads efforts in water resilience, including projects such as the country's first direct-to-potable water reuse facility in El Paso and efforts to mitigate forever chemicals contamination nationwide. And during construction of the Southeastern Live Well Center in San Diego—a net-zero energy and LEED Gold–certified health and wellness facility—the company invested $8 million in local businesses and workforce training.

Brown also credits staff buy-in for fostering a culture of flexibility, in which employees are encouraged to prioritize what’s important in their lives and actively pursue career development all while feeling supported in their physical and mental safety. This is reinforced by internal programs such as PCL’s College of Construction, which offers training, mentorship, and leadership opportunities, encouraging individuals to learn, grow, and contribute to the company’s success.

“We’ve strengthened our outreach by connecting with educational institutions, trade schools, and community organizations to encourage diverse talent to consider construction as a rewarding career,” says Brown. “This, combined with our employee-ownership model, has supported our expansion into new markets.”

Studies show employees want to be at a workplace that makes an impact, which may be why 96% of employees say they feel proud to tell others that they work at PCL in a recent survey. “The fact that we received such high recognition demonstrates that we are truly doing the right thing,” says Brown. “It’s also a reminder that we need to continue evolving and finding new ways to support and engage our people to ensure we remain a top place to work.”