As an entrepreneur, your goal is to build a business that will grow for years to come. Review our presenters' slides with notes to show you how you can increase the value of your business, retain employees and evaluate growth options to achieve maximum success. Also learn about increasing the value of your business, leasing, franchising, and purchase & sale agreements.
To view our video coverage of the event, visit: http://www.welchllp.com/resource-centre/videos/events/
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
Ask the Experts: Growing your Business
1. Ask the Experts – An Advice
Series for Entrepreneurs
Growing Your Business
2.
3.
4. AGENDA
RBC Royal Bank:
• Introduction, Retaining your employees
Speaker: Tyler Ray
WelchGroup Consulting/ Welch LLP:
Speakers – Candace Enman, Bron Vasic,
Ryan Dostie
• Increasing the Value of your Business,
Business Valuation, Leasing vs Buying
5. AGENDA
Perley-Robertson, Hill & McDougall LLP/s.r.l.:
Speakers: Lorraine Mastersmith, Josh
Moon
• Leasing, Franchising, Purchase and Sale
Agreements
6. Employee Retention
Solutions for building
and retaining a
productive workforce
October 31st, 2013
Tyler Ray – RBC Group Advantage
TM
Information included within is current as of April 2013, is for informational
purposes only and does not constitute financial or other advice.
6
7. Current Employment Marketplace
Industry leaders understand the importance of
building and maintaining a strong team
Key factors in achieving this:
Attracting and retaining top talent
Providing more value for money spent on employee
benefits
Promoting financial wellness
Being creative with R&R
7
9. Attracting and retaining top talent
Turnover can cost
your company
50-75% of the
employee’s salary
SOURCES: Aon Hewitt, Bersin & Associates, Gallup,
Globoforce, McKinsey, Towers Watson, 2010 Right
Management Survey
9
Low
Mid
High
11. Employee Benefits - Value for Money
Industry Trends
Employees prioritize benefits in order of:
1. Wages
2. Comprehensive Insurance Benefits
3. Retirement Benefits
Employers are reviewing their offerings in these
categories to assess value for money/cost
effectiveness as well as employee engagement
11
12. Employee Benefits - Value for Money
Retirement Benefit Plans
Industry Trends
1. DB Pension Plans -> DC Plans
2. DC Plans -> Group RSP Plans
Reasons for change are reduced employer cost,
reduced employer risk and increased employee
engagement in company plan
12
13. Group Retirement Savings Plans
What is it?
A collection of individual RRSP accounts
Members make contributions from their payroll
Who regulates it?
Individual accounts adhere to the Income Tax Act
Plan is registered with the Canada Revenue Agency
CAP Guidelines define sponsor, member and administrator
responsibilities
How are assets
accumulated
Plan Options and
Investments
Personal and Spousal plan
Restrictions or
Vesting
13
Employer and/or employee contributions
Employer and/or employee contributions
Investment options selected by employees based on choices
available within the plan.
14. Group Retirement Savings Plans
Contribution Limit
18% of the employee’s previous year’s earned income (up to
$23,820 in 2013) plus or minus other adjustments.
Should consult CRA Notice of Assessment from previous year.
Tax Consequences
for Company
Employer contributions are considered part of an employee’s
salary, are considered tax deductible as an expense, and are
subject to payroll taxes (e.g. CPP, EI, etc.).
Tax Consequences
for Members
Payroll deduction contributions reduce income for tax purposes.
Tax receipt issued for member and company contributions.
Immediate tax savings through reduced withholding at source.
Withdrawals by
Members
Taxable as income unless transferred to another registered plan.
Termination and
Retirement
Assets can be transferred to an RRSP, RRIF.
Withdrawals are subject to withholding taxes.
Assets can be taken in cash as a withdrawal from the plan.
Assets can be transferred to a RRIF or used to purchase an
annuity no later than age 71.
14
15. Promoting Financial Wellness
Definition of FINANCIAL WELLNESS:
The balance between having a healthy state of well being
today while preparing financially for tomorrow.
It is not necessarily about being wealthy, but it is a state
of psychological well being in which one feels they
have control over their current finances and financial
future.
15
17. Creative Employee Benefit Best
Practices
Providing R&R programs that encompass benefits
i.e. Bonuses to Retirement Plans for achieving
milestones or goals, directing bonuses to plans
achieve tax sheltering for employee etc.
Enhancing employee benefit packages through other
non-traditional means
i.e. Using reward points earned through company credit
cards for employee R&R, provide value add partner
rewards at minimal or no cost to company
17
19. Owners’ Value Challenge
• Owners need to build a company
that someone will want to buy
• Owners wear
multiple hats
and often
become fire
fighters
20. Value ≠ Revenue
The Profit Trap
Business Owners are too busy chasing
Revenue and Profit as a measure of value
instead of building an operational asset that
can be sold
Financial
Measures
Revenue, EBITDA
Value = Pst
Business Owners building an operating asset that
can dependably sustain future revenue and
profit, even without the business owner in charge
22. Are you maximizing the value of your
business – likely your largest asset?
Do you know what
your business is
worth?
Is this value
sustainable &
transferable for
your business?
Do you know what
“key drivers”
affect the
business value
long term?
25. Red Flags – Negate all Value
Top 5 Red Flags
1. Do it all Business Owner
2. Strategic direction
3. Talent management
4. Financial management
5. Quantifiable advantage
• Do you know how to address them?
• Do you understand what to do first that will
give you your “biggest bang for your buck”?
26. Increasing the Value of your Business
Summary
1.Definition of Value
2.Business Drivers
3.Action
28. Introduction to Valuation
Process
- Determining how much a business is worth
- Several different business valuation methods
- Many factors need to be taken into account
29. Valuation – the Formula
The total value of a company is equal to
• The present value of
• All its future profits
• Discounted for risk
Can be based on “historical” actuals or
“projections” of the future
30. Valuation
Essential that you have an accurate
understanding of the company’s current and
future value
Asking basic, yet important, questions about the
business
31. Valuation
How much of the company’s top line is recurring revenue?
Are there contracts with customers / clients?
Does the business have:
•
•
•
•
Unrecorded assets and/or liabilities
IP or patents not on the books
Property or undervalued assets
Customer relationships
Can the business survive without the existing owner?
Are there significant capital investments required in the near
future?
32. Visualizing Market Valuation
Free Cash Flow
Forecasted
future cash flows
Discounted for
present value
Discounted for
Increasing risk
Final Year used for
“terminal” valuation
Time
33. Valuation – the Calculations
Using the NPV (Net Present Value) of future
FCF (Free Cash Flows)
• Assumes a discount “risk factor” depends on
business (from 25% - 40%)
• Brings cash flows into current $’s
• Generate a “Terminal” value
• Brings into current dollars (40% - 50% discount)
34. Valuation - Summary
Have a current road map for your business
Have an up to date business/strategic plan
Do not stop investing for growth
Ensure the business is transferable
Ensure your personal structure allows you to
minimize potential tax liabilities on a sale
35. For More Information
Candace Enman
President, WelchGroup Consulting
cenman@w-group.com
(613) 236-9191 x195
www.w-group.com
Bron Vasic
Chairmen, WelchGroup Consulting
bvasic@w-group.com
www.w-group.com
37. Overview
Cash flow
How does this impact my financial statements
Tax consequences
Other considerations
The solution
38. Cash Flow
Lease
Buy
Payments lower
Payments higher
Easier to obtain
You require decent credit
Terms can be flexible
Less flexible
Less maintenance costs
Capital maintenance costs
Cost more in long run
Cost less in long run
39. How does this impact my financial statements
Operating lease
Direct charge to the income statement
Included in the notes to the financial statements under commitments
Capital lease
Asset and liability set-up on balance sheet
Amortization and interest on the capital lease on the income statement
Separate note disclosure detailing various aspects of the capital lease and amount
shown in property and equipment
Purchase
Asset and liability (assuming not using cash) set-up on balance sheet
Amortization on the income statement
Disclosure in property and equipment note and related debt
40. Tax consequences
A lease is a lease
Fully deductible with one exception
Leasehold improvements over the term of the lease plus one renewal term
CRA guidelines for deduction of purchased assets
Commercial buildings 6%
Computers 55%
Vehicles 30% (some restrictions apply)
Equipment/Furniture & Fixtures 20%
41. Other considerations
How long do I need this asset
You do not own the asset if you lease
Leasing helps address the problem of obsolescence
Penalties to terminate lease or exceed usage
Growth/reduction of your business
45. The Offer to Lease
• Protection in the Offer – Address as many business issues as
possible in the Offer and include a condition allowing your
lawyer’s review before it is binding
47. Operating Costs & Taxes
• What is included in the “extras”?
• Is the management fee fair and reasonable?
• Know all your costs up front
48. Covenants and Insurance
• Are personal guarantees required and if yes,
can they be limited?
• Have you obtained insurance coverage for all
your risks as a tenant?
49. Flexibility & Subleases
• Is there an ability to negotiate increase or
decreases in space requirements?
• Pitfalls and Benefits of Subleases
51. Purchase and Sale Agreements
•
•
•
•
Standard terms
Subcontractors
Web-based contracts
Privacy issues
52. Lorraine Mastersmith
1400-340 rue Albert Street
Ottawa, ON, KIR 0A5
T: 613.566.2810
F: 613.238.8775
email: lmastersmith@perlaw.ca
Joshua Moon
1400-340 rue Albert Street
Ottawa, ON, KIR 0A5
T: 613.566.2801
F: 613.238.8775
email: jmoon@perlaw.ca
HOW TO USE THIS SLIDE: Ensure that you details, Company Name, Company Logo (if available), date and presenters names
HOW TO USE THIS SLIDE: This is a mandatory slide that positions the current environment and should be used in all presentations. Use this to reinforce Business Needs as outlined in Slide 4
MANDATORY
HOW TO USE THIS SLIDE: Use either slide 10 or 11
SPEAKER NOTES:
Attracting and retaining top talent is a major factor today and employee turnover is on the rise
Recent studies indicate that an increase in resignations lead to a 60% increase in turnover costs. They also indicated that 84% of workers are looking to leave their current jobs.
One of the recent studies indicated that there are 4 categories of employees that are most likely to quit their jobs; IT & Marketing, Workers aged 41-45, Directors & Supervisors and Employees that are paid average or below average wages
HOW TO USE THIS SLIDE:
SPEAKER NOTES:
Turnover of employees can cost your company an average of 50 – 75% of the employee’s salary
Some example of the impact of employees leaving your company could have:
If you lose 10 Employees in the Low Income category of average salary of $30,000, at 75% replacement cost, it can cost your company $225,000 (10 x Low Income ($22,500) = $225,000)
If you lose 5 Employees in $70,000 salary range: 5 x Mid Income ($52,500) = $262,500
If you only lose 2 Employees in the $150,000 salary range: 2 x High Income ($112,500) = $225,000
HOW TO USE THIS SLIDE: This information can be used as additional speaker notes
SPEAKER NOTES:
In a recent MetLife Study of Employee Benefit Trends, it indicates that employee benefits continue to be an important factor to retain and attract employees
60% of Employees indicated that the benefits offered by their employer are an important reason why I remain with my employer
49% of employees indicated that the benefits offered by a company were an important reason of why the came to work for their current company
HOW TO USE THIS SLIDE: Details regarding Group RRSP and detailed speaker notes provided. Alternatively you can use slide 28
SPEAKER NOTES: Details on how Group RSP work
What is it?
Collection of individual RSP accounts
Allows employees to saving for retirement
Who regulates it?
Individual accounts adhere to the Income Tax Act
Plan is registered with the Canada Revenue Agency
CAP Guidelines define sponsor, member and administrator responsibilities
How are assets accumulated?
A convenient and disciplined way to invest through payroll contributions
Don’t have to scramble for funds in February
Employer and employee contributions
Plan Options and Investments
Personal and Spousal plans
Investments selected by employees based on choices within the plan
Restrictions or Vesting:
RBC plan allow “Notification of Withdrawal”, Vesting NOT allowed on GRSP
employees not able to make withdrawals without company consent
CANNOT legally restrict as funds are part of Salary
Best efforts by RBC to get company approval
HOW TO USE THIS SLIDE: Details regarding Group RRSP and detailed speaker notes provided. Alternatively you can use slide 28
SPEAKER NOTES: Details on how Group RSP work
Contribution Limits:
18% of the employee’s previous year’s earned income OR
Maximum annual RRSP contribution limit ($22,970 in 2012), whichever is less.
“Earned income”: employment income, rental income, royalties, spousal support
Tax Consequences for Company:
Employer contributions are considered part of an employee’s salary, and are considered tax deductible as an expense and are subject to payroll taxes
Tax Consequences for Member:
Payroll deduction contributions reduce income for tax purposes.
Immediate tax savings
Tax receipt issued for member and company contributions
Withdrawals by Members:
Taxable as income unless transferred to another registered plan.
Withdrawals are subject to withholding taxes
Termination and Retirement:
Assets can be transferred to an RRSP, RRIF.
Assets can be taken in cash as a withdrawal from the plan.
Assets can be transferred to another RRSP, RIF or used to purchase an annuity.
The way we calculate the CoreValue Rating, is we assess the company in 18 Value Driver Categories, what we like to call the ‘gears’ in the business engine.
Let me take a moment to review them with you.
Growth, “does your company have a history of sustained growth at or above the industry’s rate”
How large is your potential market?
do you have a dominant market share or plans to attain a dominant share.
Is your revenue recurring or do you have to recreate your customers every month?
Do you have documented capital, legal, or market barriers to entry?
Is your product or service differentiated?
How strong is your brand relative to your competition?
Can you show a net and gross margin above your industry norm?
Do you have a diversified customer base or are all your eggs in one basket?
Can an outsider quickly and efficiently learn about your company
Do you have financial systems and processes in place such as financial statements, operating reports, audits and tax
Do you have a sales and marketing process…not just an ace sales or marketing person
Can your operations consistently deliver on your promises to the marketplace?
Do you have a process for measuring customer satisfaction?
Do you have high functioning senior management team in place or is the company overly dependent on the business owner?
Can you find, hire, and retain the best of the best when you need to?
Is your legal house in order?
And last, do you have a process to capture innovation at all levels in your organization?
Good Morning Everyone.,
My name is Ryan Dostie and I am an accounting and auditing partner at Welch. I am have been working for Welch for almost 20 years. Considering I have only 10 minutes to present this information, let’s get right to it.
I am presenting the question that every business owner faces at one time or another. Should I lease or buy?
I am going to cover a few aspects:
Cash flow considerations, How does my decision affect the presentation of the financial statements, we will look at the tax aspect, touch on a few other considerations and the most important part and why we are here the answer to the question!
Cash flow is King/Queen for businesses. Typically lease payments are less expensive versus financing a purchase. If you are purchasing a building the initial costs will be much higher than a lease due to the required down payment.
Leases are usually easier to obtain. Buying you will need decent credit and possibly personal guarantees to get a loan to finance the purchase.
Leases can be customized to the customer such as length of time, start and end dates.
When leasing premises you pay for general repairs and maintenance but the landlord is responsible for capital upgrades to the building.
Leasing equipment for instance typically costs more in the long run when you lease it then purchasing it.
We are going to look at two types of leases, operating and capital.
You have a capital lease when:
1. Transfer of ownership - does the lease explicitly state ownership at the end of the lease ... OR is there a bargain purchase option?2. Lease term - is the term equal to 75% or more of asset's remaining useful service life?3. Minimum lease payment - is the discounted value of net minimum lease payments at least 90% of FMV?
If all answers are no you have an operating lease. So what does that mean to the financial statements
Operating lease – it’s a direct charge to the income stmt, and noted in the commitment section
Capital lease – Asset and Liability set-up on the balance sheet, amortization and interest on capital lease on the income statement and a separate note disclosing future lease payment obligations by year, amount of interest and interest rate and current and long term portion. Also the capital lease asset is shown with the note with the other property and equipment on a separate line.
Purchase – asset and liability set-up on balance sheet and amortization on the income statement. Disclosure in the P/E note. (cost, accum amort and remaining value)
LEASE:
For tax purposes a lease is a lease. There is no such thing as a capital lease in the income tax act. Thus you can deduct for tax the amount of lease payments paid during the year in either case.
Once special restriction regarding leasing is when you lease a passenger vehicle. CRA restricts the amount you can deduct for lease payments to $800 plus tax. .
Leasehold improvements are over the lease term plus one renewal.
PURCHASE:
If you purchase an asset, the tax rules outline how much you can depreciate the asset. Generally speaking:
Commercial Buildings are 6%, Computers 55%, Vehicles 30%, equipment and furniture and fixtures 20%, half the amount in the first year, doesn’t matter when you buy it., declining balance
Again CRA imposes a restriction of $30,000 plus tax on passenger vehicles.
How long do I need this asset or want it. If it’s short term then leasing probably will make more sense but if you plan to keep it for the long term then purchasing will be cheaper in the end especially when it comes to vehicles.
Keep in mind you don’t own a lease asset thus you can’t modify it, sell it etc.
If you are in a business that you require up to date equipment then leasing makes sense as you can replace the equipment more often and just give back the equipment when the lease is up.
Leases can include penalties for excessive wear and tear and vehicles especially there are limitations on the amount of kms you can drive over the lease term.
Leasing your operating premises could make sense as well if you plan to continue to grow and need more space. Also could be handy if you need to downsize as well.
The solution… It depends on many variables and each case needs to be looked separately.