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Ready 2012 Pension Pulse Survey
Spring 2009
Ready 2012 Pension Pulse Survey
As a result of increasing press regarding both the number of pension plans that have
eliminated their retirement plan’s benefit accruals to all or a portion of their workers
and the degree to which those companies have put in place policies, programs, or plan
changes to avoid, eliminate, or mitigate risk, Aon Consulting undertook a survey of
companies with frozen defined benefit (DB) pension plans in January of 2009 to address
these questions. Some questions dealt only with plans in which no participants accrued
any benefits (“hard frozen” or simply “frozen” plans) and some dealt with plans closed
to participants that did not meet certain age and service requirements (generally new
entrants), often called “soft frozen” plans. About 70 companies with more than 100 frozen
DB plans responded to the survey, with companies representing all regions of the country,
and with frozen plans (as measured by assets) ranging in size from less than $25 million to
more than $10 billion.
OverviewKey Findings• Companies with multiple plans tend to freeze them all in a similar manner the
majority of the time. When they don’t, the less affected plans tend to be union-negotiated plans.
• Most companies are investing the assets of their frozen plans in the same manner that they did before the plan freeze. Many of the companies noted that they have investigated the level of risk that the pension plan generates, and deemed as “acceptable” the risk the current frozen benefits, cash funding strategy, and investment model generates. The majority also noted that they intend to change at least their investment structure in the future, however.
• Most companies with hard frozen plans would like to terminate them in the near future. Unacceptable financial volatility and contribution requirements were the primary reasons for this. A lack of current assets, and a lack of a plan as to how to achieve the necessary funding with an acceptable level of risk stops the majority of the sponsors from doing so today.
• While a significant minority of plans with soft freezes in effect intend to continue to operate their plans for the foreseeable future, most are considering changes due to the cost and volatility of retaining even their soft frozen plans.
• Most employers (more than 75%) contemplating a plan termination within the next five years intend to use multiple vendors, as they believe the potential cost savings and efficiencies generated by utilizing only one vendor are much less important that the expertise, specialization, and fiduciarily prudent behavior generated by using multiple vendors.
page 1© Copyright 2009 Aon Consulting
Ready 2012 Pension Pulse Survey
Our View• Companies need to make certain that they understand the risks that their retirement plans generate for the corporation and its shareholders, and have the benefit design, contribution policy, and investment policy all reflect that level of risk. For many companies, this will mean a change from the historical investment paradigm, as noted in the result that showed that most frozen plan sponsors intend to change their investment policy in the future. Aon believes that the time to review the investment policy and, if the desire is to terminate the pension plan within the next five years, to develop an investment policy that recognizes this termination strategy, is now.
• Once a plan has been frozen, it loses its HR value – the attraction and retention of the workforce and the ability to effectively manage the workforce. The plan now becomes a debt of the organization that can bring substantial risk (asset as well as compliance risk) to the organization. This risk needs to be understood and addressed. For many organizations, the plan should be de-risked over time and potentially terminated at an appropriate time. Review of the risk will typically generate very different approaches to asset allocation and plan management than had been in use prior to the review.
• Aon believes that plan sponsors should make certain that their goals and desires are understood by their consultants, and that any potential conflicts of interest are addressed before termination strategies are set. A preliminary review of the potential vendors available to assist with a termination and a clear discussion of the goals of the plan sponsor will benefit everyone involved in the process.
• Aon recommends that companies considering the freezing or termination of their DB pension plan consider appropriate communications in order to control the message and reaction of the employees. Additionally, consideration of changes to other plans as a result of a plan freeze or termination (potentially including DC plans, severance plans, and retention plans) may be appropriate as well.
• While it is true that a significant number of companies have frozen their DB plans within the past three years, the majority of plan sponsors retained their plans without a freeze. Aon believes that defined benefit plans still provide real value to many employers and the choice of whether or not to retain or freeze the plan should be based on whether or not the plan meets sponsor and employee needs, and whether or not its risks can be acceptably addressed.
page 2© Copyright 2009 Aon Consulting
Ready 2012 Pension Pulse Survey
Detailed Survey Results The majority of the companies that responded to our survey had a least one hard frozen
plan (defined as a plan in which benefit accruals are frozen for all participants). Of the 66
companies that responded to our survey that had frozen plans, 48 of them (or 73%) had
at least one hard frozen pension plan. While a number of the companies in the survey
reported having both hard and soft frozen plans (defined as a plan in which eligibility to
participate has been limited, generally not including employees hired after a specific date),
unless the company operated a union-negotiated plan, it tended to freeze all its plans using
a similar methodology.
Not surprisingly, more than one quarter of the plan sponsors of hard frozen plans were
contemplating the termination of their plan, a much larger percentage than was reported
by soft frozen or ongoing plans. When removing union-negotiated plans from the mix, the
percentage grew to more than one-third of the hard frozen plans looking to terminate.
When companies were asked, for non-union plans, why they were looking to terminate
their hard frozen plans, or terminate or hard freeze their soft frozen plans, the reasons
provided in order were that (1) the volatility was unacceptable, (2) the plan’s cost is too
great, (3) administrative time and expenses are too great, and tied for (4th and 5th)
employees don’t appreciated the plan and the firm doesn’t want employees working side
by side with different benefits.
Survey Repospondents' Plan Status
Hard Frozen Plans Only65%Soft Frozen Plans Only
27%
Ongoing, Hard and Frozen Plan Combinations8%
0
2
4
6
8
10
12
Considerations for Freeze or Termination:
Finan
cial v
olat
ility
is to
o gr
eat
Cost
is to
o gr
eat
Adm
inist
rativ
e tim
e an
d
exp
ense
are
too
grea
tEm
ploy
ees d
on't
appr
eciat
e th
e pl
an
Avoi
ding
diss
imila
rity
of b
enefi
ts
betw
een
empl
oyee
s Oth
er
page 3© Copyright 2009 Aon Consulting
Ready 2012 Pension Pulse Survey
Amongst the union–negotiated plans, employers retained the plan in about equal numbers
because they were happy with the plan, or because they were forced to do so as a result of
their contract.
In response to recent events that have highlighted the risks associated with a defined benefit
pension plan, we asked companies what changes they have made to the plan’s design,
investments, or cash contribution strategy since they froze their plan. Two-thirds reported
that they had determined that no changes were necessary as the risk was acceptable, or
that a number of ideas had been investigated, but no changes had been made. More than a
quarter noted that they had changed their cash funding or investment strategy.
We noted that future cash contributions were increasing for many plans, and asked where
the money for these would come from. For most companies, contributions would be
generated by internal returns or from existing cash. For a minority, contributions would not
be necessary due to the fully funded status of the plan, but for a significant minority, the
company would have to generate funds by cutting from the business or borrowing funds,
or they would be forced to seek a funding waiver. Where the company expected to cut
from the business, the hiring of new employees was the most chosen area of known cuts,
although the majority had not yet determined where the cuts would come from.
Plan Sponsor Actions in Reponse to Risk Since Plan Freeze
No changes to plan design, investments, or funding determined, but investigations continue32%
Cash funding strategy changed due to risk13%
3%Benefits changed due to risk
No changes to plan design,investments, or funding required
as the risk is acceptable36%
Other4%
Investment strategy changed due to risk12%
How Will The Pension Plan Contribution Requirement Be Met?
Cuts from business12%
Well funded, so no contributions14%
Seek a funding waiver5%
Borrow funds9%
Internally generated cash60%
page 4© Copyright 2009 Aon Consulting
Ready 2012 Pension Pulse Survey
We asked companies about their current investment philosophy, and about their
potential future changes to those policies. The overwhelming majority are still invested
in a traditional investment mix (60/30/10), while the combination of hedging interest
rates, using swaps, or investing more than 40% in bonds are strategies utilized by less
than one third of the companies that participated in the study. This paradigm changed
dramatically when we looked at expected future investment strategies. Less than 5%
of sponsors thought they would continue to employ the 60/30/10 standard investment
strategy. Instead, most sponsors are looking to use swaps and other options, increase their
fixed income weightings to partially immunize, or to change to an investment strategy
that reflects the shorter investment horizon associated with their upcoming termination.
Another change to the future probable investment strategy was to increase the equity mix,
in an effort to “earn the way back to an acceptable funded status.”
Pension Plan Contributions Funded by the Following Cuts
Unknown45%
R&D5%
Future Hiring30%
Marketing12%
Training8%
Expected Future Investment Strategy Basis & Components
Use of Swaps and Derivatives35%
LDI approach
5%
Higher than 30% bonds to partially immunize
14%
Use of higher than 60% equity allocation
14%
Reflection of short term horizon to termination27%
Standard (60/30/10)
5%
Current Investment Strategy Basis & Components
Stantard (60/30/10)66%
Use of higher than 60% equity allocation1%
Reflection of short term horizon to termination1%
Higher than 30%bonds to partially immunize
21%
LDI approach7%
Use of Swaps and Derivatives4%
page 5© Copyright 2009 Aon Consulting
Ready 2012 Pension Pulse Survey
While swaps and derivatives were chosen by a number of plan sponsors as a likely future
investment vehicle to address investment needs, the use of swaps, derivatives, and option
collars were specifically not allowed in a significant minority of the plans that we surveyed,
for both current and future usage. On the other hand, the use of dynamic investment
strategies, such as increasing the percentage of the assets invested in bonds as the funding
status grows, when bond yields are high, or over time, was under study by more than half
the companies that were investigating potential investment changes.
We surveyed companies regarding their future plans. More than half admitted that
they expected no change in the plan’s status in the near future (whether soft or hard
frozen), but would like to terminate the plan in the future. The majority of these sponsors
admitted that they either had no strategy likely to get them fully funded on a termination
basis in the near term, and/or that they didn’t have the necessary assets to accomplish this
in that timeframe.
If and when the plan is terminated, most expected to use multiple vendors to
accomplish this.
Employers understand that a plan termination involves a series of complex steps, and that
there are advantages and disadvantages to using one vendor, or a number of different
vendors. For those plan sponsors that intended to use only one vendor, cost savings and
efficiency were the two primary reasons provided to use a single vendor for actuarial,
annuity selection, investment, and the other needs associated with plan termination. By
comparison, most sponsors choosing to use multiple vendors named fiduciary concerns as
the primary rationale for using multiple vendors, with knowledge/experience secondary,
and price tertiary.
Use a single vendor
21%
Use multiple vendors
79%
Termination Vendor Choices
page 6© Copyright 2009 Aon Consulting
ABOUT AONAon Corporation (www.aon.com) is the world’s #1 choice
for risk advice, insurance brokerage and human capital
management, delivering long-term value to clients through
inspired, independent thinking and inventive, personalized
business solutions that have tangible impact on the bottom
line. The Aon team of 36,000 colleagues in more than
500 offices and 120 countries goes to work every day
with a singular purpose of helping clients or helping their
colleagues help clients.
Aon Consulting is shaping the workplace of the future through
benefits, talent management and rewards strategies and
solutions. Aon Consulting was named the best employee
benefit consulting firm by the readers of Business Insurance
magazine in 2006, 2007 and 2008.
Copyright Aon 2009
Published by Global Corporate Marketing
and Communications
#2354 - 04/2009
For More Information:
Defined Contribution
Matt Smith, Senior Vice President,
Aon Consulting
[email protected] 206.467.4608
Defined Benefits
Brad Klinck, Senior Vice President,
Aon Consulting
[email protected] 732.302.2167