CHEMED
CORPORATION
|
(Name
of Registrant as Specified in Its Charter)
|
MMI
INVESTMENTS, L.P.
MCM
CAPITAL MANAGEMENT, LLC
JOHN
S. DYSON
CLAY
B. LIFFLANDER
SCOTT
J. CROMIE
JAMES
FOY
PETER
A. MICHEL
CARROLL
R. WETZEL, JR.
|
(Name
of Persons(s) Filing Proxy Statement, if Other Than the
Registrant)
|
|
(3)
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Per
unit price or other underlying value of transaction computed pursuant to
Exchange Act Rule 0-11 (set forth the amount on which the filing fee is
calculated and state how it was
determined):
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|
1.
|
To
elect the MMI Group’s slate of five (5) director nominees to the Company’s
Board of Directors in opposition to certain of the Company’s incumbent
directors;
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2.
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To
ratify the selection by the Audit Committee of the Board of Directors of
PricewaterhouseCoopers LLP as independent accountants for the Company and
its consolidated subsidiaries for 2009;
and
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3.
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To
transact any other business that may properly come before the Annual
Meeting or any adjournment(s) of such
meeting.
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Thank you for your support. | |||
MMI INVESTMENTS, L.P. | |||
By: |
MCM
Capital Management, LLC
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||
General Partner | |||
By:
|
|||
Name:
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Jerome
J. Lande
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||
Title:
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Executive
Vice
President
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If
you have any questions, require assistance in voting your GOLD proxy
card,
or
need additional copies of the MMI Group’s proxy materials, please
call
MacKenzie
Partners at the phone numbers listed below.
105
Madison Avenue
New
York, NY 10016
proxy@mackenziepartners.com
(212)
929-5500 (Call Collect)
or
TOLL-FREE
(800) 322-2885
|
|
1.
|
To
elect the MMI Group’s director nominees, Scott J. Cromie, James Foy, Clay
B. Lifflander, Peter A. Michel and Carroll R. Wetzel, Jr. (the “MMI
Nominees”), to serve as directors until the 2010 annual meeting of
stockholders and until their respective successors shall have been elected
and qualified, in opposition to certain of the Company’s incumbent
directors whose terms expire at the Annual
Meeting;
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2.
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To
ratify the selection by the Audit Committee of the Board of Directors of
PricewaterhouseCoopers LLP as independent accountants for the Company and
its consolidated subsidiaries for 2009;
and
|
|
3.
|
To
transact any other business that may properly come before the Annual
Meeting or any adjournment(s) of such
meeting.
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|
·
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If
your Shares are registered in your own name, please sign and date the
enclosed GOLD
proxy card and return it to the MMI Group, c/o MacKenzie Partners, Inc.,
in the enclosed envelope today.
|
|
·
|
If
your Shares are held in a brokerage account or bank, you are considered
the beneficial owner of the Shares, and these proxy materials, together
with a GOLD voting
form, are being forwarded to you by your broker or bank. As a
beneficial owner, you must instruct your broker, trustee or other
representative how to vote. Your broker cannot vote your Shares
on your behalf without your
instructions.
|
|
·
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Depending
upon your broker or custodian, you may be able to vote either by toll-free
telephone or by the Internet. Please refer to the enclosed
voting form for instructions on how to vote electronically. You
may also vote by signing, dating and returning the enclosed voting
form.
|
If
you have any questions regarding your proxy,
or
need assistance in voting your Shares, please call:
105
Madison Avenue
New
York, NY 10016
proxy@mackenziepartners.com
(212)
929-5500 (Call Collect)
or
TOLL-FREE
(800) 322-2885
|
1
|
See
table on page 8.
|
2
|
“One
issue that is on many of your mind is synergy, or lack synergy between our
business segments. From an operational basis, these are minimal. Certainly
on a high level, they are overall corporate benefits in regards to tax,
financial, treasury, Sarbanes-Oxley and related public reported
requirements. However, the greatest benefit to the segments is the
strength generated from the combined cash flows of the businesses.
Long-term, we recognize they will need to be separated. You certainly get
maximum value from a pure play. However, the plumbing segment is just
beginning to emerge from the recession. Their adjusted EBITDA is well
below the historical high. In addition, the current run rate of adjusted
EBITDA from the plumbing and drain cleaning segment is more than adequate
to meet the current debt support, plus provide remaining free cash flow to
fund the hospice expansion strategy. At this point in time, from a cash
flow perspective, these business models are complementary. Long-term
separation is inevitable.” Bloomberg Transcript of the
Company’s First Quarter of Fiscal 2004 Earnings Conference Call, Page
5.
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3
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“CHE
stock has not traded at a discount related to the very disparate parts of
the entity. We said from the start that if that was the case
we’d be willing to divest or spinoff whatever made the most sense – and we
just haven’t seen that discount at least hither fore. There’s
some tax very low tax basis associated with Roto-rooter – we bought it for
$20mm – and there’s other limitations on any kind of tax-free spinoff at
this point, technical issues with regard to that. So,
long term perspective is that it looks like the two companies will remain
joined at the hip.” CEO Kevin McNamara’s comments at the
Oppenheimer Healthcare Conference, November 3,
2008.
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|
·
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“…we
are well positioned to separate the businesses if and when the time is
right.”
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·
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“We
agree that given the proper economic circumstances a separation could
create substantial shareholder
value.”
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·
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“…executing
a separation in the current market environment, including the current
state of the equity and credit markets, would be risky and could impair,
rather than create, value for Chemed's current
stockholders.”
|
|
·
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Spin-offs take time
to execute – on average more than eight months from announcement to
execution for spin-offs of comparable size since 2006.4
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·
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The
current market malaise will not last forever – we believe a board should
position itself during market weakness to take greatest advantage when
markets rebound.
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·
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Waiting
for strengthening in markets before beginning a spin-off process likely
means missing several quarters of capital markets
strength.
|
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·
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“Tim O’Toole,
Roto-Rooter’s executive vice president and treasurer, said the company had
no interest in selling Vitas, though would ‘investigate
the opportunity of it becoming a public company, independent from us.’”
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·
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“We
do not see long-term running one business with two divisions – one
plumbing and one hospice”
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·
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“One
issue that is on many of your mind is synergy, or lack synergy between our
business segments. From an operational basis, these are
minimal.”
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·
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“Long-term,
we recognize they will need to be separated. You certainly get maximum
value from a pure play.”
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·
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“Long-term
separation is inevitable.”
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·
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“CHE
stock has not traded at a discount related to the very disparate parts of
the entity.”
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·
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“So,
long term perspective is that
it looks like the two companies will remain joined at the
hip.”
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·
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“People are quick to
say ‘well what about a tax-free spinoff?’ . . . I wouldn’t expect
that to happen, it still doesn’t create much
value.”
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·
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“Roto-Rooter
probably wouldn’t exist as a separate company for very
long. Probably just result in a sale, probably soon after that
and it would just be a slightly different tax situation, but in any event
a substantial tax result would happen, you know, in relative short
order.”
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·
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“And
then just to completely close the issue, let me say with regard to that
convertible debenture issue, which I said had worked out and was very
propitious for us - good time, good rate. We’re not looking at
any likely dilution from it and in the mean time it’s a rate of 1 7/8
percent so given the fact that any kind of a sale of Roto-Rooter would
upset that and make us give the holders the option to close out that deal
we’re very reluctant to do that as
well.”
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|
·
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“We
agree that given the proper economic circumstances a separation could
create substantial shareholder
value.”
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5
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“People
are quick to say ‘well what about a tax-free spinoff?’; there’s technical
reasons why that couldn’t have been done for first a five year period and
now an extended period just due to some intricacies of original Florida
corporation that we bought the vehicle at. But it still doesn’t
create, I wouldn’t expect that to happen, it still doesn’t create much
value. Roto-Rooter probably wouldn’t exist as a separate
company for very long. Probably just result in a sale, probably
soon after that and it would just be a slightly different tax situation,
but in any event a substantial tax result would happen, you know, in
relative short order. And then just to completely close the
issue, let me say with regard to that convertible debenture issue, which I
said had worked out and was very propitious for us -good time, good
rate. We’re not looking at any likely dilution from it and in
the meantime it’s a rate of 1 7/8 percent so given the fact that any kind
of a sale of Roto-Rooter would upset that and make us give the holders the
option to close out that deal we’re very reluctant to do that as
well.” CEO Kevin McNamara’s comments at the J.P. Morgan
Healthcare Conference, January 13,
2009.
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·
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“We
agree with the statement in your letter that, ‘A spin-off of one of
Chemed's businesses would be relatively
simple’”.
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·
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We
note that Mr. McNamara’s letter makes no further mention of obstacles to a
tax-free spin-off from tax issues or the convertible
debentures.
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Chemed
Employee
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Past
Chemed Employee
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Affiliate
Employee/
Director
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Chemed
$ to Employer
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Family
Relationships
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Joel F. Gemundera
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X
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||||
Patrick P. Graceb
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X
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X
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Thomas C. Huttonc
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X
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X
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X
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||
Walter L. Krebsd
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X
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||||
Sandra E. Laneye
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See
Note e)
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X
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X
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||
Andrea R. Lindellf
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X
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X
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Kevin J. McNamarag
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X
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X
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|||
Timothy S. O’Tooleh
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X
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X
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X
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||
Donald E. Saundersi
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X
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||||
George J. Walsh IIIj
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X
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||||
Frank
E. Wood
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a)
|
Mr.
Gemunder has been CEO of Omnicare Inc. (“Omnicare”) since May 2001 and
President since May 1981, when Omnicare was formed from Chemed’s and W.R.
Grace & Co.’s (“W.R. Grace”) healthcare
businesses.
|
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b)
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Patrick
P. Grace is the son of J. Peter Grace, the longtime Chairman and CEO of
W.R. Grace and the Chairman of Chemed until 1993. Patrick P. Grace was the
President of Grace Logistics (a W.R. Grace subsidiary) from 1991-1995 and
CFO of Kascho GmbH (a W.R. Grace subsidiary) from
1988-1991.
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c)
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Thomas
C. Hutton is a Vice President of Chemed and the son of Edward L. Hutton,
the former Chairman and CEO of Chemed. Thomas C. Hutton was a director of
Omnicare from 1983-2001.
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d)
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Mr.
Krebs was the CFO of former Chemed subsidiary Service America from October
1997 to July 1999. From January 1990 to April 1991 he was also the CFO of
Chemed subsidiary DuBois Chemicals.
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e)
|
Ms.
Laney was the Chief Administrative
Officer of Chemed from May 1991 to March 2003. Ms. Laney is
currently CEO of Cadre Computer Resources Co. (“Cadre”), a former Chemed
subsidiary. Ms. Laney is also on the board of Omnicare. Ms.
Laney is also named on a corporate website, though not disclosed in the
Company’s recent proxy statements, as President of Chemed subsidiary Jet
Resource Inc.
|
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f)
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Ms.
Lindell is Dean and Professor of the College of Nursing at the University
of Cincinnati. The University of Cincinnati and its College of
Nursing have received charitable contributions from the Chemed Foundation
as recently as 2007. In calendar years 2001 to 2007 the
charitable contributions totaled $66,700, as disclosed in the Chemed
Foundation’s publicly filed Forms 990. Ms. Lindell is also on
the board of Omnicare
|
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g)
|
Mr.
McNamara is the President & CEO of Chemed. Mr. McNamara was the COO of
Omnicare from 1990-1992 and a director from 1986-2003. Mr. McNamara is
also a director of Cadre.
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h)
|
Mr.
O’Toole is an Executive Vice President of Chemed and the CEO of its
subsidiary Vitas. Mr. O’Toole was a director of Omnicare from 1989-1997.
Mr. O’Toole has two current or former brother-in-laws (Thad Jacarz and
Robert Meyrose) who were employed by
Vitas.
|
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i)
|
Mr.
Saunders held various executive
roles at Chemed subsidiary Dubois Chemicals between
1970-1991.
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j)
|
Mr.
Walsh is a partner with the law firm of Thompson Hine LLP. For
several years and through the first quarter of 2007, Thompson Hine
received fees for legal services provided to Chemed. The legal
fees for fiscal years 2004 through 2007 totaled
$113,699.
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|
·
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In
2001, current director Sandra E. Laney, who was at the time Executive Vice
President and Chief Administrative Officer of Chemed, purchased Cadre from
Chemed for a $399,000 note. In 2002 Cadre borrowed another
$150,000 from the Company. Chemed CEO Kevin McNamara is also a
director of Cadre. Ms. Laney also serves in a paid capacity as
president of the Chemed Foundation6, a not-for-profit
which received significant past funding from Chemed.7 Ms. Laney is
also a Director of the University of Cincinnati College of Nursing, fellow
director Andrea R. Lindell’s
employer.
|
|
·
|
Chairman
George J. Walsh III’s law firm, Thompson Hine LLP, in addition to legal
fees received from Chemed as recently as 2007, also has represented Chemed
former affiliate Omnicare, whose board also includes Chemed board members
Andrea R. Lindell, Sandra E. Laney (whose husband, D. Michael Laney, is an
Omnicare employee) and Joel Gemunder, also Omnicare’s CEO.8
|
|
·
|
The
five highest paid officers of Chemed have received cash compensation &
benefits in the five years ending 2007 of over $21
million.
|
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·
|
The
five highest paid officers of Chemed have received total compensation in
this period of over $36 million (not including 637,000 options with an
in-the-money value of $8.1 million as of March 20, 2008).9
|
|
o
|
This
combined value (over $44 million) represents over 25% of Chemed’s total
reported net income over this
period.
|
|
·
|
These
five executives also stand to receive significant total compensation on a
change in control of Chemed: a total of nearly $18 million, not including
gains on vested options and stock received from the
Company.
|
Relevant
Operating Experience
|
James
Foy (57)
|
·
President & CEO since 1993 of Riverside Healthcare System, a
$250 million healthcare network, including three hospital sites, multiple
clinics, a skilled nursing facility and a nursing school
·
Chairman, Greater New York Hospital Association
·
Faculty, Mercy College Healthcare Management
Program
|
Scott
J. Cromie (52)
|
· Former
Group President of the ServiceMaster Company (NYSE:SVM-acquired), a
provider of outsourced services for residential and commercial
buildings
· Former
President & COO of American Home Shield, a subsidiary of ServiceMaster
providing home inspections & home warranties
|
|
Peter
A. Michel (66)
|
· Former
President of Brinks Home Security, provider of high-tech home protection
services which Mr. Michel grew to serve 700,000 homesites.
· CEO,
President & Director of iSECUREtrac Corporation (OTCBB:ISEC), provider
of electronic monitoring products for the corrections
industry
|
Strategic
Alternatives Review & Execution Expertise
|
Clay
B. Lifflander (46)
|
·
President of MMI Investments, President of MCM, and President of
Millbrook Capital Management, Inc. a diversified private investment
firm
· Former
Co-Chairman and CEO of Key Components LLC, a diversified manufacturing
company and SEC registrant
· Former
Managing Director, M&A Group (coverage including healthcare), Smith
Barney
· Former
Director, Dendrite International, Inc. (NASDAQ:DRTE – acquired), software
& service provider for the pharmaceutical industry
·
Director, Unisys Corporation (NYSE:UIS)
|
Carroll
R. Wetzel, Jr. (65)
|
· Former
Managing Director and Co-Head of the Mergers and Acquisitions group of
Chemical Bank/Chase Manhattan
· Former
Managing Director of Smith Barney in the Mergers and Acquisitions
group
·
Director of Exide Technologies (NASDAQ:XIDE)
·
Director of Brinks Home Security Holdings, Inc.
(NYSE:CFL)
· Former
Director of Laidlaw International, Inc. (NYSE:LI – acquired).
· Former
Chairman of Safety Components (NYSE:SAFY –
acquired).
|
|
v
|
On
March 14, 2007, certain members of the MMI Group attended a Group Meeting
at the Citigroup Small and Mid-Cap Conference with Chemed’s CEO Kevin
McNamara and CFO David Williams. The meeting included
discussion of fundamentals of the industry and the Company’s business
interests.
|
|
v
|
On
March 20, 2008, a member of the MMI Group attended a Presentation and
Breakout Session of the Lehman Brothers Healthcare Conference with
Chemed’s Executive Vice President Tim O’Toole and Messrs. McNamara and
Williams. The session included further discussion of the
Company’s fundamental business
interests.
|
|
v
|
On
March 26, 2008, certain members of the MMI Group participated on a
conference call with Mr. Williams. The purpose of the call was
to discuss the composition of the Board, the Company’s acquisition
strategy and execution, the practicability and other considerations of a
tax-free spin-off, strategies concerning organic growth, earnings
guidance, labor management, the Company’s relationship with Omnicare,
Inc., government investigations, government reimbursement conditions, as
well as the Company’s fundamental business interests and the industry
fundamentals.
|
|
v
|
On
April 25, 2008, certain members of the MMI Group participated on a
conference call with Mr. Williams. The purpose of the call was
to discuss strategies regarding labor management and earnings
guidance. There was also further discussion of the Company’s
fundamental business interests and the industry
fundamentals.
|
|
v
|
On
May 1, 2008, certain members of the MMI Group participated on a conference
call with Messrs. McNamara and Williams. The purpose of the
call was to discuss the Company’s operational management structure,
corporate overhead and expense allocations and strategy regarding labor
management.
|
|
v
|
On
May 22, 2008, certain members of the MMI Group met with Mr.
Williams. The purpose of the meeting was to discuss the
Company’s fundamental business interests, the practicability and other
considerations of a tax-free spin-off and acquisition
strategy.
|
|
v
|
On
June 23, 2008, certain members of the MMI Group attended an Oppenheimer
golf outing with Messrs. McNamara and Williams. During the
outing they discussed the Company’s conglomerate structure and its holding
company lineage, as well as the Company’s fundamental business interests
and the industry fundamentals.
|
|
v
|
On
November 3, 2008, certain members of the MMI Group attended a Presentation
and Breakout Session of the Oppenheimer Healthcare Conference where Mr.
McNamara gave a presentation to attendees regarding the Company, and
dismissed the prospects of a tax-free spin-off of the Roto-Rooter
business.
|
|
v
|
On
November 18, 2008, certain members of the MMI Group participated on a
conference call with Mr. Williams. The purpose of the call was
to discuss government reimbursement conditions and the Company’s business
interests.
|
|
v
|
On
January 21, 2009, certain members of the MMI Group participated on a
conference call with Mr. Williams. The purpose of the call was
to further discuss the practicability and other considerations of a
tax-free spin-off, specifically issues regarding Florida state law, the
Company’s convertible notes and the implication on taxes. In
addition, the call included discussion of government reimbursement
conditions and the Company’s operational management
structure.
|
|
v
|
On
February 12, 2009, MMI Investments delivered a public letter to the
Board. The letter outlined the varied benefits of a tax-free
spin-off of one of the Company’s
businesses.
|
|
v
|
On
March 16, 2009, the Company delivered a public letter to MMI Investments
stating, among other things, that it did not currently intend to pursue a
separation of the Company’s Roto-Rooter and Vitas
businesses.
|
|
v
|
On
March 19, 2009, MMI Investments delivered a letter to the Company
nominating Scott J. Cromie, James Foy, Clay B. Lifflander, Peter A. Michel
and Carroll R. Wetzel, Jr. for election as directors on the
Board.
|
Shares
of Common Stock
Purchased / (Sold)
|
Price
Per
Share($)
|
Date
of
Purchase / Sale
|
3,000
|
54.56
|
11/30/07
|
(3,000)
|
53.56
|
12/18/07
|
20,000
|
43.83
|
03/14/08
|
(17,000)
|
41.63
|
03/28/08
|
51,900
|
42.07
|
04/09/08
|
3,500
|
42.29
|
04/10/08
|
50,000
|
42.53
|
04/11/08
|
60,000
|
40.63
|
04/14/08
|
40,000
|
39.74
|
04/15/08
|
8,000
|
40.26
|
04/17/08
|
10,000
|
40.00
|
04/21/08
|
60,000
|
33.47
|
04/29/08
|
80,000
|
34.75
|
05/02/08
|
70,000
|
34.00
|
05/05/08
|
50,000
|
33.62
|
05/06/08
|
30,000
|
33.75
|
05/07/08
|
50,000
|
32.92
|
05/09/08
|
30,000
|
34.07
|
05/13/08
|
30,000
|
34.89
|
05/16/08
|
50,933
|
34.06
|
05/19/08
|
110,000
|
34.96
|
05/20/08
|
40,000
|
35.45
|
05/21/08
|
89,600
|
35.91
|
05/22/08
|
50,000
|
35.91
|
05/23/08
|
19,000
|
36.10
|
05/27/08
|
40,000
|
35.77
|
05/28/08
|
(25,000)
|
40.57
|
12/12/08
|
(20,000)
|
39.55
|
12/15/08
|
(35,000)
|
40.06
|
12/16/08
|
(20,000)
|
40.51
|
12/17/08
|
(15,000)
|
40.79
|
12/18/08
|
(20,000)
|
41.02
|
12/19/08
|
(5,000)
|
39.03
|
12/22/08
|
(30,000)
|
38.72
|
12/23/08
|
(15,000)
|
38.23
|
12/24/08
|
(15,000)
|
38.33
|
12/26/08
|
(15,000)
|
37.62
|
12/29/08
|
(15,000)
|
37.70
|
12/30/08
|
3,817
|
41.54
|
02/04/09
|
Name
or Address
Of
Beneficial Owner
|
Amount
and Nature of Beneficial Ownership
|
Percent
of
Class
|
Name
|
Amount
and Nature of Beneficial Ownership
|
Percent
of
Class
|
●
|
SIGNING the enclosed GOLD proxy card, | |
●
|
DATING the enclosed GOLD proxy card, and | |
|
●
|
MAILING
the enclosed GOLD
proxy card TODAY in the envelope provided (no postage is required if
mailed in the United States).
|
105
Madison Avenue
New
York, NY 10016
proxy@mackenziepartners.com
(212)
929-5500 (Call Collect)
or
TOLL-FREE
(800) 322-2885
|
FOR
ALL NOMINEES
|
WITHHOLD
AUTHORITY TO VOTE FOR ALL NOMINEES
|
FOR
ALL NOMINEES EXCEPT
|
|
Nominees: Scott
J. Cromie
James
Foy
Clay
B. Lifflander
Peter
A. Michel
Carroll
R. Wetzel, Jr.
|
[ ]
|
[ ]
|
[ ]
____________
____________
____________
|
o FOR
|
o AGAINST
|
o ABSTAIN
|