Increasing Benefits Limits Does Not Encourage New Plans

April 21, 2014 (PLANSPONSOR.com) – Data does not suggest a strong connection between increases in contribution limits and the creation of new retirement plans, according to a U.S. Government Accountability Office (GAO) study.

The report, “Private Pensions: Pension Tax Incentives Update,” says despite increases in the statutory contribution limits, new retirement plan growth remained fairly steady between 2009 and 2011. The observed decrease in the number of small defined contribution (DC) plans offset all aggregate plan growth, resulting in the total number of plans falling below levels from 2000, though the number of participants did increase over the same period. Findings also show that factors other than contribution limits, including the recession, may have influenced the amount of new plan formation over the 2009 to 2011 time frame.

The study finds since 2000, the dollar amount of these limits has increased over time, but from 2009 through 2011, the number of new pension plans formed each year in the private sector remained relatively flat, and was below the levels reported previously for 2003 through 2007.

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More specifically, from 2009 through 2011, private-sector employers sponsored about 81,000 new pension plans, including 75,000 DC plans and 6,000 defined benefit (DB) plans. DC plans with fewer than 100 participants accounted for about 90% of all new plan growth over this period. In addition, the net change in the number of pension plans over this period was negative, with the number of terminated plans more than offsetting new plan formation by nearly 34,000 plans.

Over the three-year span from 2009 through 2011, private-sector employers terminated about 106,000 DC and 9,000 DB plans. Overall, there were about 52,000 fewer employer-sponsored pension plans in the private sector in 2011 than there were in 2000. The study indicates while tax incentives from increased contribution limits may have spurred new plan formation, other events such as company consolidations and bankruptcies stemming from the recent recession may have discouraged it.

The study also finds high earning and male DC participants accounted for a larger share of those reaching or exceeding contribution limits. An estimated 76% of participants who contributed at or above any of the 2010 contribution limits were in the top 10th percentile of earners, while 47% were in the top 5th percentile. By contrast, the study finds an estimated 2% of participants who contribute at or above any of the 2010 contribution limits had median earning or below.

In addition, an estimated 78% of those contributing at or above the 2010 catch-up contribution limit were men and 22% were women. In 2007, an estimated 74% were men and 26% were women.

Findings from a 2011 version of the GAO study showed 92% of all new plans formed between 2003 and 2007 were DC plans, with 89% being small DC plans. The more-recent study finds that 93% of all new plans formed between 2009 and 2011 were DC plans, with 79% being small DC plans. The recent data also shows about 26% of these new small DC plans were sponsored by four kinds of professional businesses—doctors’ offices, dentists’ offices, lawyers’ offices and non-categorized professional services.

“To encourage private-sector employers to sponsor pension plans and U.S. workers to save for retirement, federal law authorizes a variety of tax incentives for employer-sponsored pension plans and other retirement savings vehicles. These tax incentives are structured to strike a balance between encouraging employers to start and maintain voluntary, tax-qualified pension plans and ensuring that lower-income employees receive an equitable share of the tax-subsidized benefits,” says Charles A. Jeszeck, director of Education, Workforce and Income Security Issues for the GAO.

Jeszeck explains that under current federal law, certain employer contributions to qualified pension plans, contributions made at the election of the employee through salary reduction, and income earned on pension assets are not taxed until distributed. “Yet these tax deferrals come at a cost. The Joint Committee on Taxation has estimated that in fiscal year 2014, the tax expenditures for such deferrals will result in the U.S. Treasury forgoing around $100 billion in income taxes,” he says.

There are some in Congress that have proposed modifying retirement-related tax deferrals to increase revenue for the federal government. Many in the retirement industry have voiced concerns that such legislation proposed to Congress, which would also freeze contributions limits for up to 10 years, would heavily discourage employers from creating retirement plans and employees from participating in such plans (see “Industry Groups Raising Alarms About Tax Reform”).

The GAO report can be downloaded here.

Executive Rewards Less Influenced by Economy

April 21, 2014 (PLANSPONSOR.com) – The economy’s influence on the adjustments being made to executive reward programs is decreasing this year.

The results of Mercer’s Executive Rewards 2013 Year-End Survey indicate the impact of proxy advisory firms is slightly increasing as more organizations try to align programs with advisers’ guidelines. According to the survey results, changes to annual and long-term incentive programs, use of special retention grants, and grant values have increased in 2014 as a result of proxy advisers’ guidelines.

With regard to plan design, the survey results show a continued shift away from stock options relative to the increased use of performance awards in delivering long-term incentives to executives. Few organizations are making changes to current stock option plans (4% of survey respondents are increasing use, while 4% are decreasing use).

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More significantly, 10% of organizations are planning to increase the use of performance shares in 2014, and 5% are increasing use of restricted shares.

“The influence of shareholder regulatory groups and public scrutiny is causing many companies to coalesce around similar types of compensation programs, yet similarity in plans may not address unique business priorities, talent requirements or the complex environment,” says Gregg Passin, senior partner with Mercer. “Finding that delicate balance between managing executive talent as both a risk and a business driver will be a competitive advantage.”

Corporate boards of directors are expanding the range of executive talent management issues on which they focus. The survey finds specific areas of increasing focus by boards are succession planning (69% in 2014 vs. 53% in 2013), executive candidate evaluation (69% in 2014 vs. 58% in 2013), leadership development (40% in 2014 vs. 28% in 2013) and work force metrics (33% in 2014 vs. 24% in 2013).

As result of this broadening of focus, some companies are rebranding their compensation committees as either human resource committees, or compensation and leadership development committees.

“This larger, more diverse portfolio of responsibilities means that boards recognize the critical challenges facing global organizations today,” says David Cross, partner with Mercer, based in New York. “These challenges include the shortage of leaders with expertise to run complex organizations, the intense competition for executive talent around the world, the surge in the cost of attraction and retention, and the outdated or frail succession plans that can leave organizations vulnerable.”

According to the survey results, this broader focus comes as the executive compensation landscape becomes more complex. Increased globalization, industry consolidation, changing technology and an aging work force are all increasing risks, making decisions around business issues more difficult and heightening the importance of the board’s oversight function. It is also placing greater emphasis on board composition given the value that can be added by board members with strategically critical skills and experience.

“It is clear that companies are going through a transition right now,” says Cross. “Strategic actions like aligning programs with global practices, integrating executive programs with broader work force management issues, assessing all elements of compensation, and applying metrics to identify objective insights about organizational threats and opportunities can help companies be better prepared for the future.”

The survey was conducted in November 2013, and includes responses from more than 215 employers across 20 industry sectors throughout the United States and Canada. A copy of the survey report can be requested here.

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