AS CANADA’S WORKFORCE ages towards retirement, many are starting to think about what that means for soon-to-be-retiring business owners and their succession plans for the small business sector.
Seventy-six per cent of Canadian owners of SMEs are planning to exit their business in the next 10 years, according to a study from the CFIB. Who are they going to hand off the reigns to?
One argument is that they should let their employees have it. In last week’s Financial Post, Columbia Business School prof Brett House argued that Canada should follow the lead of the U.S. and UK and look toward employee ownership trusts to help existing owners hand off their business assets to employee stewards.
“Compared with other enterprises, British and American employee-owned firms tend to be more resilient to shocks, more durable instruments of regional development, better sources of pay and more effective generators or employee wealth,” he writes. “This success is widely recognized.”
If you’ve been to the grocery store, there’s even a good chance you’ve seen one of the most famous examples of this in action: Bob’s Red Mill, maker of a whole host of grains, flours and oats. In 2010, as titular Bob and long-time owner Bob Moore was preparing for retirement, he gifted the company to an employee stock ownership plan, owned by the employees.
Moves like this also get nods of approval from political economists studying how best to manage a generational handover from boomers, who still hold most of the economic assets, to generations below them who on average control far fewer assets.
“A record number of baby boomer business owners are now reaching retirement age and will eventually sell their company,” writes Jack Moriarty. “Their most obvious options are to sell to a competitor or financial buyer that may eliminate local jobs and investment. However, many owners who might prefer to preserve their legacy by selling to their employees cannot afford to do so.”
Oh, and if you were wondering, Bob continued working well into his 90s, and the company’s growth tripled in 10 years after becoming employee-owned. Kieran Delamont
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