Judge Moves Forward Claims in Lawsuit Against Schneider Electric

Claims were also moved forward against defendant Aon Hewitt Investment Consulting related to a target-date fund (TDF) switch.


A federal judge has moved forward a lawsuit brought by participants in the Schneider Electric 401(k) Plan alleging plan fiduciaries and Aon Hewitt Investment Consulting (AHIC) breached their fiduciary duties and engaged in prohibited transactions in violation of the Employee Retirement Income Security Act (ERISA).

In the lawsuit, the plaintiffs say that instead of acting in the exclusive best interest of participants, the defendants selected and retained proprietary Aon Hewitt collective investment trusts (CITs) that only benefited Aon Hewitt, including by investing more than $3 billion of participants’ retirement savings in the newly created and untested Aon Hewitt Index Retirement Solution target-date funds (TDFs). The complaint also said that instead of using the plan’s bargaining power, the defendants caused unreasonable expenses to be charged to the plan and participants for recordkeeping, investment management and managed account services.

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Considering the defendants’ motions for dismissal, Judge Nathaniel M. Gorton of the U.S. District Court for the District of Massachusetts said the defendants correctly stated that the plaintiffs cannot support their claim of imprudence by retroactively comparing the performance of the Aon Trusts to other funds. However, he noted that the plaintiffs’ duty of prudence claim does not rest solely on the performance of the Aon Trusts in hindsight. Instead, they asserted that the selection of the Aon Trusts was imprudent because, at the time they were selected, the funds had insufficient performance histories upon which they could be evaluated.

“Plaintiffs declare that a prudent fiduciary would not have selected investment options that completely lack performance histories, such as the Aon target-date funds [TDFs], especially when the Vanguard funds they replaced produced ‘consistent and strong performance’ and charged far lower fees,” Gorton wrote in his order. He also noted that the plaintiffs allege the selection of the Aon Trusts was motivated by how it would benefit AHIC. He found that the allegations sufficiently state a claim for breach of the duty of prudence.

As for the breach of duty of loyalty claim, Gorton said the plaintiffs’ theory that Schneider allowed the plan to invest in the Aon Trusts in exchange for reduced fees for its other corporate benefit plans is entirely speculative. He also agreed with AHIC that the plaintiffs failed to allege that AHIC offered more favorable rates for the services provided to Schneider’s corporate plans but instead claimed only that the total amount that Schneider paid decreased.

“Plaintiffs’ allegations as to the ‘long-standing business relationship’ between Schneider and AHIC do not rise above speculation and merely raise the ‘sheer possibility’ that Schneider acted unlawfully, which is insufficient to state a claim,” Gorton concluded.

However, with respect to AHIC, the judge found that the plaintiffs plausibly alleged that it breached its duty of loyalty by selecting its own funds for the plan’s investment lineup. He said the complaint “contains a multitude of allegations asserting that the investment of plan assets in the Aon Trusts was imprudent, resulting in financial gain to AHIC and financial loss to plan participants.” Taken together, Gorton said, the allegations raise a plausible inference that AHIC had an improper motive and failed to act “solely in the interest of” the plan’s participants. He dismissed the disloyalty claim as to Schneider but not as to AHIC.

Gorton next considered the plaintiffs’ allegation that Schneider breached its fiduciary duties of loyalty and prudence when it selected and retained higher-cost share classes of funds with excessive investment management fees instead of identical, lower-cost share classes of the same funds. He noted that the court has previously held that an allegation that plan fiduciaries failed to obtain identical lower-cost investment options is sufficient to state a cause of action at the pleading stage. He said the duty of prudence claim may proceed.

However, Gorton found dismissal of plaintiffs’ disloyalty claim to be appropriate on this count. “Even after drawing all reasonable inferences in favor of plaintiffs, the complaint is devoid of plausible allegations that Schneider intended to benefit itself or AHIC through the selection of higher-cost shares,” he said.

The plaintiffs also allege that Schneider breached its fiduciary duties by causing the plan to incur unreasonably large fees for Vanguard’s recordkeeping and managed account services.

Gorton concluded that the plaintiffs have not adequately pleaded a breach of the duty of loyalty with respect to administrative expenses. To state such a claim, they must allege that Schneider acted “based on anything other than the best interest of the plan participants” or that Schneider’s “operative motive was to further its own interests” in negotiating Vanguard’s fees. Gorton found that the complaint contains no such allegations, so he dismissed the duty of loyalty claims.

In another count, the participants alleged that Schneider acted imprudently by failing to conduct a competitive bidding process for the plan’s recordkeeping services, causing the plan to pay unreasonable fees. They also asserted that Schneider did not leverage the plan’s size to negotiate lower fees and failed to monitor Vanguard’s compensation. Even though Schneider argued that competitive bidding is not a requirement, Gorton noted that the court has previously found such allegations are sufficient to state a claim of a breach of duty of prudence. He came to a similar conclusion about Schneider’s failure to solicit competitive bids for managed account services.

Gorton dismissed prohibited transaction claims with respect to Schneider. And he said that the complaint indicates that AHIC was not acting as a fiduciary when negotiating compensation for the services it provided to the plan, which were ultimately approved by Schneider as the plan’s fiduciary. The claims about engaging in prohibited transactions were dismissed for both the plan sponsor fiduciaries and AHIC.

Advisers Have Expanded Their Role During the Pandemic

Participants’ financial wellness and emergency preparedness have become more important in advisers’ service models, and some practices are even guiding clients on vaccines and reopening their businesses.


As retirement plan consulting is such a personal business that has traditionally relied on face-to-face meetings with plan sponsors, retirement plan committees and participants, the COVID-19 social distancing measures and subsequent switch to virtual meetings have forced retirement plan advisers to be more resourceful in how they serve clients and prove their worth. It has also changed the way they prospect for business to rely more on networking, digital ads and social media, advisers says.

“Obviously, the biggest change for us was moving from personal to virtual relationships,” says Anthony Pascazio, chief executive officer of Reedmark Advisors.

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To compensate for this, like many other advisers, Pascazio now contacts his plan sponsor clients more often. “Before the pandemic, we would speak to a client two times a month,” he says. “Now, it is one to two times a week, and Zoom has made that possible.”

Chris Soto, a financial adviser with Wells Fargo Advisors, says his practice pivoted much the same way: “We now have more touch points with clients than previously and have made it a point to provide even better service to our clients, and, in a lot of ways, we improved our relationships with clients.”

Many advisers have also pivoted to “address consumers’ heightened awareness about their health care needs and their mortality,” says David Wright, executive director of practice development at M&O Marketing. “This has brought discussing long-term care planning, life insurance, estate planning and beneficiaries into their conversations with participants.”

UBS has also made it a point to expand its discussions with clients beyond just retirement planning, says Chad Goerner, senior institutional consultant at the firm. Like his peers, Goerner says he made it a priority to have a hands-on role in providing service to clients.

Virtual meetings change the feel of a relationship with a client, so we changed our service model to make up for this,” he says. “We decided to deliver quarterly curated content on industry best practices and trends, on helpful education for participants and on legislation. The other thing we did was to increase our contacts with plan sponsors beyond just retirement planning issues to discuss critical issues of the day: vaccine trends, where they are being delivered and which ones are available when. We also focused on research related to the pandemic, such as data from other countries that were reopening. Our clients found this immensely helpful because many companies were flying blind on when they could return to business as usual.”

Of course, participants’ financial wellness and well-being became top of mind for plan sponsors as the pandemic broke out, says Jay Laschinger, executive vice president and national practice leader at Alliant Retirement Consulting.

“Employers immediately focused on what they can do to help participants, so we guided them and their participants to know what programs are available to them from their recordkeepers and other service providers,” Laschinger says. “With layoffs, pay cuts and furloughs occurring, it also became painfully obvious that many Americans lacked emergency savings, so we have been helping our clients on this. Many have been asking us about the viability of offering an emergency savings account alongside their retirement plan.”

Laschinger says Alliant’s advisers have worked to make themselves available to personally discuss financial goals with participants.

New Ways of Prospecting

Retirement plan advisers have also had to find new ways of seeking out and winning potential clients.

Reedmark, which serves the midsize market, suddenly found it impossible to meet with the retirement plan committees of potential clients, Pascazio recalls.

“You are not going to get 11 to 13 members of a committee to participate in a Zoom call, so, instead, we turned to rely on our centers of influence for referrals and ramped up our communication with them,” he says. “This includes ERISA [Employee Retirement Income Security Act] attorneys, auditors and bankers. We underscored the services we provide and reviewed their clients’ retirement plans to see if there were areas we could substantially improve. We educated them on how, by improving their clients’ plans, this would be a value-added service they could bring to them. We have had success with that.”

Advisers have also turned to digital advertising on social media outlets such as LinkedIn and through on-demand webinars, podcasts or radio shows. Some have even held meetings with attendees in their cars, via drive-ins, Wright says.

Wells Fargo discovered that industries catering to home improvement are now suddenly finding it hard to recruit talent, and they are more interested in improving their retirement plans as a recruitment and retention tool; the firm has been able to win some of those clients through its referral network, Soto says. In fact, he says, “we are in the best shape we have ever been.”

UBS has also had success seeking out industries that have thrived during the pandemic, Goerner says.

“We actually have won several RFPs [requests for proposals] during the pandemic without meeting the plan sponsor or their committee face to face,” he says. “Not only have we sought out those sectors that have thrived, but we have made it a point to focus on how we can help their employees improve their financial wellness, and that has really resonated. Prospects and new clients are tired of the same quarterly investment review. That is not our service model. Ours is more holistic. We take a look at their demographics and set goals at the beginning of the year, be it increasing participation or the deferral rate, and we then track our progress throughout the year. That takes a lot of pressure off of the employer and helps build a better relationship, and all of these factors have resonated.”

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