1. Vermont Employee Ownership Center 2012 Conference Burlington, Vermont June 8, 2012 Alex Moss | Praxis Consulting Group Judy Kornfeld | ESOP Economics Peter Paquette | Tarndale Sustaining Employee-Owned Firms Over the Long-Term

2. What is “Sustainability”? Meeting present needs without compromising the ability of future generations to meet their needs World Commission on Environment & Development (Bruntland Commission), 1987 June 8, 2012VEOC Conference | ESOP Sustainability 1

3. Employee Ownership Sustainability Being employee owned (through an ESOP, coop, or other form) in perpetuity. June 8, 2012VEOC Conference | ESOP Sustainability 2

4. The Historical Record: Something Interesting is Going on Out There  Shared ownership in the US: predates the American Revolution  Coops  Mutuals: e.g. Franklin’s fire insurance society  Cooperatives: Rochdale, England, 1844  ESOP  Economist Lou Kelso & Senator Russell Long  37 years: part of 1974 ERISA  11,400 companies, 13.7 million participants, 10% of workforce (NCEO)  Wide range of industries, structures, & experience  Shared ownership, ESOPs and beyond (GSS)  45%+ of workforce  Highly valued by workers June 8, 2012VEOC Conference | ESOP Sustainability 3

5. ESOPs Are An Exception Under ERISA  An ESOP is an ERISA retirement plan… …that owns your company = shareholder  ESOPs are an exception to key pension rules and philosophy  Technical: prohibited transactions  Philosophical: diversification  Likely source of current DoL discomfort: this isn’t how “pensions” are supposed to work  Why? Lou Kelso + Russell Long June 8, 2012VEOC Conference | ESOP Sustainability 4

6. Different Models & Expectations  For some, long-term aspirations, e.g. Silver ESOP Awards and taking public position of long term employee ownership  For others, transitional aspirations: natural life-cycle of ESOP, including sale of company or termination of ESOP  Overall # of ESOPs has been relatively flat for many years; however, there continues to be lots of activity, into and out of ESOP form June 8, 2012VEOC Conference | ESOP Sustainability 5

7. Reason for Terminating ESOP (source: NCEO) % of ESOPs # of ESOPs The company was performing well financially but could not manage its repurchase obligation or expected not to be able to do so in the future 13.2%60 The company could handle its repurchase obligation, but received an attractive offer it could not turn down 51.2%233 The company was dissatisfied with the ESOP for reasons other than repurchase Problems 15.6%71 The company was in financial difficulty and needed to cut costs 13.1%60 The company never intended the plan to be permanent; it was just used to buy out an owner with the intention of terminating the ESOP at a later date 2.2%9 Other 5.3%22 Data: ESOP Formation & Termination 6 June 8, 2012VEOC Conference | ESOP Sustainability

8. More Often Than Not…  Business *failure* is not our challenge  The market is pretty good at handling this (!)  How will we handle business *success*? June 8, 2012VEOC Conference | ESOP Sustainability 7

9. Core Question  Can you run your business better under ESOP ownership?  If yes  Your company & ESOP will thrive  Public policy & opinion will support employee ownership  If no, ESOPs will be a temporary ownership vehicle  until the operating burden outweighs the value- added in your firm  until Congress changes its mind June 8, 2012VEOC Conference | ESOP Sustainability 8

10. Should Your Company Remain ESOP Owned?  Does ESOP ownership generate return in excess of costs?  What’s your “Return On Ownership” (ROO)?  Costs  Direct $ expense + staff time + hassle + regulatory risk  Benefits  Tax savings + operational performance improvement + intrinsic value of independence  What’s your alternative?  Repurchase obligation is universal, ESOPs give it a name and shape June 8, 2012VEOC Conference | ESOP Sustainability 9

11. Two Inter-Dependent Discussions  Can we manage the *ESOP*, as a benefit and ownership plan, sustainably?  Can we manage the *company* sustainably? 10 June 8, 2012VEOC Conference | ESOP Sustainability

12. Judy Kornfeld 11 June 8, 2012VEOC Conference | ESOP Sustainability

13. Peter Paquette 12 June 8, 2012VEOC Conference | ESOP Sustainability

14. Challenges to ESOP Sustainability 1.Hostile legislative / regulatory environment 2.Business model fails 3.Repurchase obligation is too great 4.No consensus view of shareholder value 5.Succession discontinuity 6.Business is not run like an ESOP 7.Plan design time bombs go off 8.Purchase offer is “too good to ignore” June 8, 2012VEOC Conference | ESOP Sustainability 13

15. 1. Hostile Legislative / Regulatory Environment  ESOPs are creatures of the federal tax code and ERISA  Potential efforts to curtail ESOPs  Tax reform  DoL aggressive enforcement  Advocacy efforts 14 June 8, 2012VEOC Conference | ESOP Sustainability

16. 2a. Business model fails  ESOPs can not overcome a flawed business model, e.g., Polaroid  ESOPs cannot overcome a poor implementation, e.g., United Airlines  ESOPs cannot overcome management fraud, e.g., Enron June 8, 2012VEOC Conference | ESOP Sustainability 15

17. 2b. Business model fails  Sustainability of the ESOP, as previously defined, must be a strategic imperative  If not, sustainability is a matter of luck rather than design / purpose June 8, 2012VEOC Conference | ESOP Sustainability 16

18. 3. Repurchase obligation is to great  The problem is not repurchase obligation per se, but repurchase obligation in excess of normal benefits levels  Valuation issue: current valuation standards for ESOPs incompatible with “ESOP in perpetuity”  Current standard: willing buyer/willing seller from IRS Revenue Ruling 59-60 Written in 1959, before ERISA law of 1974  This standard does not consider repurchase obligation in excess of normal benefits levels as a claim against cash for valuation purposes  Management issue: may mean a fluctuating share price  Communication, communication, communication 17 June 8, 2012VEOC Conference | ESOP Sustainability

19. 4a. No consensus definition of shareholder value  Different views / lack of definitional alignment of shareholder value among the following:  Trustee(s) of the ESOP Trust  Non-trust shareholders  Board of Directors of the company Maybe influenced by state of incorporation  Senior leadership  Middle/front line management  Non management employees  ESOP committee  Employees not in trust (seasonal, part time, foreign)  Terminated employees 18 June 8, 2012VEOC Conference | ESOP Sustainability

20. 4b. No consensus definition of shareholder value  What is shareholder value in an ESOP company?  Proposition 1: Shareholder value in an employee owned (ESOP) company is solely share price, and all the organization’s energy should be directed towards maximizing the share price.  Proposition 2: Shareholder value in an employee owned (ESOP) company is something other than solely share price, and all the organization’s energy should be directed towards maximizing that value proposition. 19 June 8, 2012VEOC Conference | ESOP Sustainability

21. 4c. No consensus definition of shareholder value  Proposition 1  Standard “wall street” definition  Shareholder value = share price  Proposition 2  Terms shareholder value and share price are not identical – must be careful when using these terms  Each ESOP must spend time defining what is its shareholder value proposition Must be buy in from the different stakeholders Must be buy in from the Board of Directors  Each ESOP must communicate its definition of shareholder value to the employees 20 June 8, 2012VEOC Conference | ESOP Sustainability

22. 4d. No consensus definition of shareholder value  The employment dividend  Those cultural norms, work place rules, benefits, etc. that your company implements only because it is an ESOP. (Some examples.)  The employment dividend generally depresses the current share price  But may support longevity of the company, and a create a higher share price in the long run June 8, 2012VEOC Conference | ESOP Sustainability 21

23. 4e. No consensus definition of shareholder value  Is proposition 2. legal?  Does it conform to the fiduciary duties of the Trustee(s)? June 8, 2012VEOC Conference | ESOP Sustainability 22

24. 5a. Succession discontinuity  3 levels  Board of Directors  Senior Leadership  Employee selection / turnover June 8, 2012VEOC Conference | ESOP Sustainability 23

25. 5b. Succession discontinuity  Board of Directors  Challenge: implementing “best practice” of outside dominated Board while getting real Board buy-in to the ESOP ownership form (refer to the “Shareholder Value” discussion)  Selection Define what your company wants –Number of insiders versus outsiders –Specific technical or industry knowledge –Is ESOP knowledge a pre-requisite? –How to filter for “ESOP-aligned values”?  Recruitment How to find: not a large pool of ESOP-ready directors 24 June 8, 2012VEOC Conference | ESOP Sustainability

26. 5c. Succession discontinuity  Senior leadership  Generally, many private company ESOPs are started by an owner/CEO who believes in employee ownership, or who does an ESOP to keep the company independent and comes to believe in ESOPs more broadly through that experience.  In most cases, the owner has a ready successor in either a family member or a long term, trusted and proven employee, who is the designated successor CEO.  The problem generally comes with the third CEO. (Recruit or develop.) 25 June 8, 2012VEOC Conference | ESOP Sustainability

27. 5d. Succession discontinuity  Senior leadership continued  Recruiting from outside—some problems Limited pool of talent to become a senior leader/manager (CEO, CFO, etc.) Limited pool of philosophically oriented leaders outside of other ESOP companies –In addition, most senior managers at ESOP companies like their company and are reluctant to move S Corps have almost no ability to give a recruited senior leader capital gains treated gain sharing, i.e., 15% tax rate –Rangel bill: Paragraph 3701 26 June 8, 2012VEOC Conference | ESOP Sustainability

28. 5e. Succession discontinuity  Senior leadership continued  Developing next generation of senior leadership from within In a bigger ESOP company, this should be a central focus of the BoD and current senior leadership Issue: ESOP company maybe too small to have successors on staff –Now what?  Are the required leadership competencies in a sustainable ESOP different from other capital / cultural structures? 27 June 8, 2012VEOC Conference | ESOP Sustainability

29. 5f. Succession discontinuity  Employee selection  New employees Selection / recruitment criteria consistent with ESOP in perpetuity  Current employees Retention criteria consistent with ESOP in perpetuity –Why should the company retain philosophical cynics or those that do not believe in shared equity? Training, development, & career advancement: build & reinforce needed ownership behaviors & competencies 28 June 8, 2012VEOC Conference | ESOP Sustainability

30. 6a. Business is not run like an ESOP  Is a mixed capital structure sustainable?  ESOP and public company Which definition of shareholder value prevails  ESOP and private company Minority ESOP Majority ESOP 29 June 8, 2012VEOC Conference | ESOP Sustainability

31. 6b. Business is not run like an ESOP  Lack of conviction that ESOP should be sustainable (some examples)  A financial ESOP where sustainability of the ESOP is unimportant; looking for the next exit strategy  Or, there is no perceived value in shared equity / ownership; selling shareholder continues to run the business as before the ESOP transaction  Or, a union buyout where the union does not want ownership, just want to own it long enough to turn it around and sell, and then go back to being employees  Failure of conviction that ESOP should be sustainable  Senior leadership and/or the BoD losses its belief in ESOPs Business model is failing Repurchase obligation overwhelming Definition of shareholder value defaults to share price Successor leadership has no empathy with ESOPs ESOP model is overwhelmed with cynics  Failure to appropriately manage the inherent conflicts of interest 30 June 8, 2012VEOC Conference | ESOP Sustainability

32. 7. Plan design time bombs go off  The bank run waiting to happen  Plan design assumes a constantly increasing share price 31 June 8, 2012VEOC Conference | ESOP Sustainability

33. 8a. Offer that is “too good to ignore”  Evaluating the offer:  Share price is merely the beginning  The add backs The employment dividend The S Corp tax shield The repurchase obligation in excess of normal benefits levels The potential salary/wage premium –Above market salary / wage structure –Disintermediation 32 June 8, 2012VEOC Conference | ESOP Sustainability

34. 8b. Offer that is “to good to pass ignore”  Do I have to sell?  Board of Directors – state law for BoD members  Trustees DOL statement of 1989  What can we do to slow down the need to sell process  Adopting a “not for sale unless” statement 33 June 8, 2012VEOC Conference | ESOP Sustainability

35. Back to the beginning: Are ESOPs sustainable?  Yes, subject to…  Not entirely clear as to all the pieces but includes  Unshakable belief in employee ownership through ESOPs  Sustainability of the ESOP as a strategic imperative  Proper governance (balancing inherent conflicts of interest)  Appropriate level of repurchase obligation (and a plan to fund it)  ESOP philosophy is passed from generation to generation  The ability to say no to the offer that appears “too good” 34 June 8, 2012VEOC Conference | ESOP Sustainability

36. Emerging Trend: What if ERISA Isn’t Enough?  ESOP Trustee’s duty is to protect participants retirement interests, i.e. long-term share value  What if that is not your sole objective?  Approaches  Board policy re independence  B-Corporation status  Coop models  Other models 35 June 8, 2012VEOC Conference | ESOP Sustainability

37. Questions June 8, 2012VEOC Conference | ESOP Sustainability 36

38. Individual Owners ESOP Governance ESOP Trustees select Leadership Team Board of Directors appoint and oversee elect hire and oversee Shareholders Employees CEO / President hire and oversee June 8, 2012 ESOP Communications Committee: Promote Ownership VEOC Conference | ESOP Sustainability ESOP Participants when meet eligibility requirements are represented by ESOP Fiduciary Committee 37

39. Contact Information Alex Moss Praxis Consulting Group, Inc. 215.753.0304 alex@praxiscg.com Judy Kornfeld ESOP Economics, Inc. 215.606.3591 judy@esopeconomics.com Peter Paquette Tarndale, LLC 603.643.8460 peter.paquette@tarndale.com June 8, 2012VEOC Conference | ESOP Sustainability 38