SAS boss Jim Goodnight has developed an employee friendly culture at the company, which has yielded positive results. Most employees have their own offices, the campus is full of art, and snacks are free. The campus boasts excellent sports facilities, child-care, and a healthcare center. The healthcare center has reduced health care expenditures by $2.5 million a year, according to the company's calculations. Nutritionists and other wellness programs yield further savings. The company is privately owned and therefore does not offer a stock option package, which is unusual for the software industry. Goodnight claims being privately held has 'lots of advantages.' Employee retention is high, which places a burden on the company to hire the right people in the first place, and also has spurred it to be severe in its handling of mistakes. The company's 4 percent staff turnover rate, compared to 20 percent in the industry in general, saves SAS $85 million a year in training and recruitment costs. The company has always been profitable, has increased its annual revenue every year and has no debt. SAS has made acquisitions to add to its in-house expertise. SAS aims to produce 'vertical' software that answers particular problems such as fraud detection for the banking industry. Goodnight built a school next to the SAS campus at which every student has a computer. It still remains to be seen whether Goodnight's approach will succeed in a more difficult business environment.