November 2, 2020

ESOP Companies Outperform Other Firms During COVID-19 Pandemic

Companies with Employee Stock Ownership Plans have “drastically outperformed” traditionally owned businesses at retaining jobs during the COVID-19 pandemic by a rate of 4 to 1, according to a new report released by the Rutgers Institute for the Study of Employee Ownership and Profit Sharing in partnership with the Employee Ownership Foundation.

This report, which was featured in the New York Times and Nonprofit Quarterly, confirms what many employee ownership experts, including those of us here at the Menke Group, had already suspected: that ESOP companies have been much more successful than their competitors at protecting their workers’ livelihoods. The report shows that companies that are majority ESOP-owned experienced average job losses of 4.8%, while all other firms suffered average job losses of 19.5%.

Rutgers Employee Stock Ownership Plan study

The report confirms what many employee ownership experts, including those of us here at the Menke Group, had already suspected: that ESOP companies have been much more successful than their competitors at protecting their workers’ livelihoods.

And that is only one of the metrics by which employee-owned businesses have fared better than their traditionally owned counterparts during this crisis. Here are some of the report’s other findings:

  • ESOP companies were 3.63 times more likely to retain non-managerial staff than traditionally held companies.
  • ESOP companies were 3.95 times more likely to retain managers than traditionally held companies.
  • Only 35.5% of majority ESOP companies cut hours for one or more employees, compared to 62.9% of other companies.
  • When ESOP companies had to cut hours, the cuts affected fewer employees: 16.4% of their workforce vs. 25.7% of the workforce at traditionally held companies.
  • Only 26.9% of majority ESOP companies cut their employees’ pay, compared to 57.3% of other firms.

When ESOP firms did have to implement pay cuts, the size of those cuts was often larger than at non-ESOP companies (41.3% vs. 28.6% on average). The Rutgers study attributes this to ESOP companies making deeper cuts to managerial salaries.

This illustrates precisely how ESOP firms are able to remain more resilient during times of crisis. It’s not that ESOP companies are somehow immune to hardship—they are not—but rather that putting workers first and giving every employee an ownership stake and an ownership mentality leads to creative group problem-solving in order to avoid job losses. And when there is going to be pain, there is a willingness to share that pain across all levels of the organization, instead of letting it all fall on the people at the bottom.

As we have discussed on this site previously, earlier Rutgers Institute studies have shown that ESOP companies significantly outperformed traditionally owned firms during the last two recessions. We’ve also covered an NCEO study that showed that the large majority of ESOP companies felt that their ESOP had a positive impact on their response to the COVID-19 pandemic, as well as a JUST Capital survey that proved that workers and consumers want to work for—and buy from—companies that embody the values of employee ownership.

There was ample data to suggest that ESOP companies would likely outperform their competition during the pandemic. But the COVID era is more than an economic downturn; this is a global health crisis unlike anything that has been seen since well before ESOPs even existed.

This newest Rutgers Institute report is the first conclusive data that shows that, even in the face of this uniquely challenging time, ESOP companies have risen above their competition. They have protected jobs, they have protected hours, and they have positioned themselves for a faster, stronger recovery.

The COVID-19 pandemic has prompted a surge of interest in ESOPs precisely because of their tested and proven resilience. The Menke Group has been proud to help a wide range of businesses convert to employee ownership during this time (for just one example, read about Applewood Seed Company). Will your business be next?

Contact us today for your free preliminary analysis to see if a Menke ESOP is right for you.

 

 

Menke & Associates, Inc. has helped over 3,500 companies successfully transition to employee ownership. Our holistic ESOP approach enables a positive outcome for the company, its employees and its shareholders. We believe ownership is powerful.

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Learn how ESOPs fuel growth, reduce taxes, and power succession—without giving up control.

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Why 2026 is the Time for ESOPs

Strong companies are using ESOPs to play offense. With rates stabilizing and talent still tight, employee ownership is delivering a durable edge:

    • Founder Liquidity—On Your Terms. Create a market for your shares without selling to private equity or competitors.
    • Major Tax Efficiency. Enable capital‑gains deferral for selling shareholders (Section 1042 eligibility) and reduce or even eliminate ongoing corporate income tax for S‑Corporation ESOPs—freeing cash for growth.
    • Talent Magnet. Meaningful employee ownership boosts engagement, retention, and performance—without relying solely on wage increases.
    • Resilient Margins. ESOP tax advantages help counter wage pressure, input costs, and tariffs—so more operating cash flows to strategy.
    • Control & Culture Intact. Transition ownership while keeping leadership and values in place.. Transition ownership while keeping leadership and values in place.

Bottom line: ESOPs create a rare win‑win‑win—for owners, the business, and employees.

What You’ll Learn

ESOP 101—Modern Playbook
How ESOPs work in 2026, who qualifies, deal structures, and timelines.

Tax Strategies that Change the Math
Capital‑gains deferral, corporate tax reduction/elimination for S‑Corp ESOPs, deductible contributions, and cash‑flow modeling.

Talent & Culture
Retention without across‑the‑board raises; ownership communications that actually move the needle.

Protecting Margins
How ESOP incentives can offset cost inflation and support reinvestment.

Valuation & Financing in Today’s Market
Bank/seller notes, mezzanine options, rate considerations, and why “bankable ESOPs” are closing now.

Governance & Control
Board, trustee, and management roles—what really changes (and what doesn’t).

Who Should Attend

    • Business Owners planning an exit, partial sale, or recapitalization

    • CFOs evaluating capital structure and tax strategy

    • Advisors & Succession Planners guiding owner‑led companies

    • HR & ESOP Committee Members building engagement around ownership

Agenda (90 Minutes)

    1. Welcome, Speakers & Why ESOPs in 2026 (5 min)
      Quick orientation; who Menke is and why ESOPs are winning right now.
    2. ESOP Basics & Business Owner Benefits (10 min)
      What an ESOP is; liquidity, diversification, succession, productivity.
    3. Myth‑Busting: What ESOPs Do—and Don’t—Require (5 min)
      No, you don’t have to sell 30%+, borrow big, or give up control.
    4. Deal Structures & Transaction Paths (10 min)
      Cash‑contribution (pay‑as‑you‑go), leveraged (bank/seller notes), and stock contribution; when each fits.
    5. Typical Scenarios & Outcomes (10 min)
      Gradual sales, minority/majority sales, 100% buyouts, and recap strategies.
    6. Who’s a Strong Fit (and Common Constraints) (5 min)
      Profitability, team/transition readiness, industry notes.
    7. Tax Strategy Deep Dive (10 min)
      S‑Corp ESOP distribution savings; C‑Corp §1042 capital‑gains deferral; entity‑path options.
    8. Valuation & Pricing vs. Third‑Party Sales (8 min)
      FMV standards, control vs. minority value, practical comparisons.
    9. Financing the ESOP (8 min)
      Bank market overview, seller paper, balance‑sheet effects, cash‑flow modeling.
    10. Plan Operations & Employee Communications (8 min)
      Eligibility, vesting, distributions, disclosures, and how transparency drives results.
    11. Culture, Engagement & Measured Performance Uplift (6 min)
      What changes on day 2; tying ownership to productivity.
    12. Roadmap & Next Steps (3 min)
      Feasibility, design/adopt, contributions, and timing the sale.
    13. Live Q&A (2 min)

Hear From Past Attendees

“I came in skeptical. I left with a concrete roadmap and the math to brief our board.”

“This clarified our exit plan and showed how we can reward employees at the same time."

Your Presenter: Phil DeDominicis

Phil DeDominicis is an ESOP strategist and M&A advisor who has guided 300+ companies through ESOP formations, financing, and transactions over 20+ years at Menke & Associates. He specializes in selling ESOP‑owned businesses to financial or strategic buyers and in helping ESOP companies acquire other businesses.

Before Menke, Phil spent 14 years in investment banking M&A at Morgan Stanley and Salomon Smith Barney, advising middle‑market companies on change‑of‑control transactions. He holds a B.S. in Chemical Engineering from the University of Delaware (1985) and an MBA in Finance & Accounting from UCLA Anderson (1989). Phil currently serves on six for‑profit and not‑for‑profit boards.

What Phil will cover:

    • Where ESOPs win in 2026 (tax, talent, and control)
    • Owner liquidity paths: minority, majority, and 100% sales
    • Financing options and what lenders look for
    • Valuation reality vs. third‑party sales
    • How to prep a board, trustee, and employees for a successful close

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No cost. Suitable for companies with $5M–$500M+ in revenue across construction, manufacturing, services, distribution, tech, and more.

FAQ (Quick Hits)

    • Do I lose control? No—most ESOPs preserve day‑to‑day control with your leadership team and board.

    • Is this only for certain industries? ESOPs work across sectors when cash flow is stable and leadership continuity matters.

    • Can we do a partial sale? Yes—stage liquidity over time while capturing tax benefits.

READY FOR AN ESOP NOW?

Interested in finding out how an ESOP could work for your company?

For a free preliminary analysis, just fill out our ESOP Feasibility Questionnaire.

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