The American Dream is in peril.

The Issue

When ESOPs were conceived in the late 1950s, it was in direct reaction to a troubling trend: for most Americans, hard work alone was no longer a reliable path to prosperity. Today, the American Dream is even more imperiled than it was then.

But the ESOP remains ripe with the potential to create a mutually beneficial ecosystem, in which workers build wealth, corporations grow, and both society and the economy benefit, too.


Nearly 50 years after the legislation governing ESOPs was passed, we've seen both its strengths and limitations play out over decades. We believe that insight can lead us to create ESOP reforms that restore the promise of the American Dream for all.

Let’s explore the factors holding ESOPs back today and how we can address them.

The Problem

Why have ESOPs declined? That's complicated.

United Airlines. Enron. Tribune Publishing. The most catastrophic ESOP mismanagement looms large in the public imagination. Media coverage has hardened a narrative that ESOPs are fundamentally flawed financing tools, beset by abusive sellers who strong-arm their workforce into financial concessions or even bankrupt their employees' retirement accounts.

But ESOPs are not inherently flawed.

The problems that have plagued them are, in fact, the result of a confluence of related, reinforcing factors that are much less easily grasped than the media's depiction of corporate greed exploiting workers. When these factors are addressed, we believe ESOPs will be poised to flourish.
Perhaps the single biggest problem affecting the viability of ESOPs is a lack of clear and specific guidelines. What defines a 'fair price' in a deal? What constitutes 'abuse'?

Because ESOPs fall under ERISA, the Department of Labor oversees and enforces their regulation, which, effectively, burdens a labor-focused agency with the task of evaluating complex financial transactions.

Compounding this ambiguity is the absence of a statute of limitations, which empowers the DOL to unwind completed deals after the fact—and makes many investors reluctant to assume the risk of liability.
Under current regulations, financing an ESOP usually requires a combination of funds from traditional banks, junior financing investors, and, often, creative strategies to pick up the slack. However, there are restrictions on the makeup of that financing. For example, funding sources that are not subject to state taxation receive preferential treatment.

Overall, incentives like that are offset by the fact that junior financing investors take on 100 percent of the downside risk, but are only entitled to a fraction of the proportional gain. The asymmetrical nature of risk and reward for junior financing strands ESOPs with limited sources to secure junior funding.
As a result of ambiguous guidelines and scarce financing options, structuring an ESOP is an incredibly complex undertaking — one that takes roughly five times longer than a typical M&A transaction.

Every ESOP is overseen by a trustee who acts on behalf of the employee-owners, and it is their duty to navigate this ample complexity. For many trustees, this means creating heavy compliance processes that minimize potential litigation, but do not necessarily support their goals of protecting the investment. As a result, the industry has seen a mass exodus of ESOP trustees.
Under ERISA, ESOPs are required to pay out employees upon retirement. But, for ESOPs with an older workforce and no unallocated liquidity, this can have disastrous consequences, when many employees retire concurrently and place acute strain on the trust.

Investors could play an important role in delivering the required liquidity, but, for all the reasons discussed above, the investment industry remains wary of investing in ESOPs.
ESOPs for the future
The Solution

Proposed Fixes

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To incentivize private equity firms to reconsider ESOPs as an investment strategy, the DOL must curtail its tendency to interfere with transactions after they have closed. Until the risk of unwinding is resolved for investors, they will remain wary of the ESOP model.
To streamline the transaction process and help ensure straightforward alignment on valuation among all stakeholders in an ESOP transaction, legislation must be refined to provide further clarity on valuation methodologies and guidelines regarding fair pricing in an ESOP context.
In order to incentivize junior financing investors to help create new ESOPs and provide growth capital to existing ESOPs, junior financing in ESOP transactions should receive upside potential that is proportional to the ‘first loss’ it is assuming.
To strengthen and make ESOPs more durable for the long-haul, we need to reimagine the redemption mechanics of ESOPs. Giving companies more flexibility around the timing and size of redemption distributions will benefit all stakeholders in an ESOP by balancing the right of departing workers to redeem their shares while also allowing the ESOP to continue to invest to grow its value, for both current and departing employee-shareholders.

The Proposal

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Benefits

In the workplace and beyond, ESOPs work for everyone.

Benefits Overview

With the right legislative support and prudent plan administration, ESOPs have the potential to extend meaningful benefits to both workers and companies.

The impact of those benefits extends far beyond individuals and companies, strengthening our economy and giving more members of our society a path toward prosperity.

For Workers

Employee ownership connects wage-earning workers with the opportunity to build wealth. For those trapped in a paycheck-to-paycheck financial cycle, it can be a life-changing path to financial stability. On a day-to-day level in the workplace, the effect is no less profound. When employees become owners, they feel included and respected, often reporting significant increases in job satisfaction. As employee-owners, they feel empowered to take ownership, so to speak, of inefficiences and recommend strategies for improvement.

For Companies

Companies stand to benefit from ESOPs on two levels. The first and immediate effect is the reduced tax liability. The second, more profound effect is what frequently happens when employees become owners. Because they see the direct impact of their own contribution, employee-owners invest deeply in their jobs: they improve processes, reduce waste, stay longer, and, overall, work harder and smarter. Every employer knows the difference an engaged and motivated workforce can make to the bottom line.

For The Economy

When hourly workers receive an infusion of cash, they are armed with new spending power to contribute to the economy. A broad base of wealthier employee-owners has the potential to significantly grow consumer spending in the U.S. and accelerate the flywheel of economic consumption and growth.

For Society

A society that is, on the whole, less financially precarious is necessarily one that is more equitable. While companies and workers alike benefit from employee ownership, it is the individual employees who experience the more dramatic qualitative shift. Because minorities and women are disproportionately represented among hourly wage-earners, employee ownership can play a role in working to close the racial and gender wealth gaps.
Case Study
Feb. 1, 2023

C.H.I. Overhead Doors

Illinois-based C.H.I. Overhead Doors experienced new levels of success after making all 800 of its employees owners of the company.
See More Case Studies