Prioritizing Employee Wellbeing

Prioritizing Employee Wellbeing Willis Towers Watson Webcast June 12, 2020 willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Today’s discussion Today’s employee realities Rethinking wellbeing strategies and practical interventions Equipping managers and employees moving forward Questions and answers willistowerswatson.com 1 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Key stages of action 1 3 2 Managing through Operating post-crisis Restoring stability the crisis Operating in uncertain Reaction and survival Reopening workspaces New Growth environment As the virus spread and most countries restricted As economies reopen, A period of operating with Societal immunity occurs through people movements, companies responded and companies gradually reopen uncertainty follows until treatment, a vaccine, or herd adapted to rapidly changing conditions to protect workplaces while taking immunity is achieved. immunity. Companies adopt new employees and businesses. steps to keep work safe. ways of operating to accelerate and sustain performance. Protect/Preserve Cope/Regenerate Accelerate/Sustain Culture Employee Work Pay Wellbeing Retirement Health Experience & Communication willistowerswatson.com 2 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Today’s speakers Emory Todd Regina Ihrke Carrie Khan Shane Bartling Lindsay Stortz Human Capital Wellbeing Wellbeing Financial Employee and Benefits Wellbeing Experience willistowerswatson.com 3 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Even before the pandemic, financial wellbeing, health and stress were interconnected and the issues compound Financial Financial issues No financial or Health issues only & health issues only health issues 33% 21% 21% 25% Days lost (to absence and presenteeism) 18 15 14 9 Highly engaged 33% 50% 39% 53% Anxiety or depression in past 2 years 47% 27% 23% 10% Plan to work past 70 39% 28% 28% 20% High life satisfaction 27% 57% 43% 72% Note: Employees with health issues have fair, poor or good health (but not very good). Sample: Full-time employees only. Source: 2019 Global Benefits Attitudes Survey, United States willistowerswatson.com 4 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

This is a moment of grief, loss and unprecedented change Where are your leaders, employees and managers along the change curve? Empowerment Denial What’s the impact? What are the good things to take Decision forward? How do you bring back a Shock high-performing experience and Frustration Experiment rebound? What’s been lost? Depression willistowerswatson.com 5 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Resilience has never been as critical in our lifetimes as now, with employees under considerable strain Employees are feeling …And the majority do Most are also … A stress anxious & worried… not feel they are struggling to balance compounded by coping fully. life at the moment… financial concerns. 92% Only 39% 70% 61% Reporting at least some Agree fully that they are Reporting at least some Reporting new financial anxiety, with 55% coping with the stress distraction from work, concerns due to CV-19, indicating a moderate or they‘re under with 26% reporting a with 25% indicating a high degree of anxiety moderate or high degree moderate or high degree of distraction of worry Source: Willis Towers Watson Employee Opinion Norm Database, based on 100,000 employee voices globally willistowerswatson.com 6 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Wellbeing needs have shifted from big events to daily life challenges Pre-COVID-19 challenges New reality of challenges Anger Dealing with illness or a health problem Focus on managing condition Seeking access to Managing loss of a job or and preventive care compliance Virtual care navigation care for appropriate spouse’s job Dealing with Supporting Worrying Navigating health care lack of childcare Public behavioral health about job virtual learning transportation system complex diagnosis providers security for children Feeling challenges (i.e. cancer, MSK, diabetes) Facing anxiety Losing a lonely or Managing sleep, Staying connected or depression isolated loved one to coworkers, family stress and resiliency Nutrition and weight Managing alcohol use Delayed and your company management Striving to be ability to take Domestic Debt management Staying healthy while care of my violence quarantining engaged Taking Redesigning incentives chronic Creating an Sense of safety both at vacation time work and in every activities conditions Retirement savings emergency fund Physical safety Short-term financial security Isolation Concerns over Commitment for racial Working for an inclusive organization social unrest Over productive equity and opportunity willistowerswatson.com 7 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

The employee must remain at the center of the wellbeing strategy Company Community values involvement Wellbeing Corporate Healthy social work responsibility environment Inclusion, Effective diversity, & teams (equity) willistowerswatson.com 8 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Pre-pandemic, employers were expected to play an active role and improve their offerings Employee expectations Employee reality Would recommend their company as a place to “Employers should actively work based on its health and wellbeing initiatives encourage their employees Meets to live healthy lifestyles” 40% needs 59% 27% 14% Employees think Detractors Passives Promoters the initiatives and (0 to 6) (7 or 8) (9 or 10) resources offered (Strongly agree or Agree) by their employer to Net promoter 72% support their health score: and wellbeing -45 meets their needs % promoters - % detractors Sample: Full-time employees only. The net promoter score (NPS) embeds the idea that adequate or passive responses are not enough to build brand or engagement and focuses more on the difference between approval and disapproval. A good NPS is 20 or more, while zero is a “satisfactory” benchmark. Source: 2019 Global Benefits Attitudes Survey, United States willistowerswatson.com 9 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Wellbeing offerings will need to quickly adapt to the new normal February Wellbeing Objectives Evolved Wellbeing Objectives ▪ Focus on health, safety and wellbeing mindset ▪ Employer of choice ▪ Compassionate leadership and management ▪ Solving for the big events ▪ Connecting solutions to community-based needs ▪ Targeted solutions ▪ Supporting life's daily challenges ▪ Decisions driven by program utilization and outcomes ▪ Employee experience and culture ▪ ROI ▪ Healthy company mindset Trending Lessons learned ▪ Caregiving Low EAP utilization ▪ Flexible work Flexible work arrangements do work ▪ Digital and virtual care Surge in virtual care ▪ Race, inclusion and diversity Misalignment of manager expectations ▪ Navigation Missed opportunity of financial planning ▪ Mental health Vulnerable population is exposed ▪ Intersection of financial and emotional wellbeing Optimizing existing resources ▪ Equipping managers Rapid response to crisis ▪ Employee listening willistowerswatson.com 10 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Critical steps for rethinking wellbeing Lean in to wellbeing Know your population Solve for employee through established through multi- challenges both big and culture, purpose, and dimensional data small integrating across leadership commitment gathering all aspects of wellbeing willistowerswatson.com 11 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Defining culture The mindset and behaviors that shape Experiences and reflect life in an organization, made tangible through programs, policies, and Enablers practices, and experienced through personal connection and contribution. Behaviors Mindset willistowerswatson.com 12 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

How do we lean into the culture of wellbeing emphasized through COVID-19? Experiences Mindset Behaviors Enablers WHAT supports what we do WHYwe do what we do HOWwe do what we do • What is our business strategy and • How do behaviors inspire others? • In what ways do our tangible assets competitive advantage? • How do our leaders behave? align with/reinforce our culture? • What do we aspire to and value? • How do our managers behave? • How can culture create greater • Where do we have impact? • How do we all behave? sustainability for our people? Culture/strategy Leadership/manager/team Programs, policies and alignment effectiveness practices Communication/Interdependence (factors cross categories) willistowerswatson.com 13 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

A multi-dimensional data gathering approach is critical to a refreshed wellbeing strategy Employee Social Determinants Listening of Health Interventions and Prioritization Program Utilization Workforce and Analytics Health Care Trends willistowerswatson.com 14 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Success levers that move wellbeing forward Culture, purpose and Multidimensional Solve for employee’s leadership commitment data gathering challenges big and small Take bold steps to Redeploy Connect wellbeing Solve for the address anxiety, investments to offerings to employee journey stress and mental support near-term Inclusion and through multiple health challenges challenges and Diversity modalities and address the commitments connectedness to vulnerable population employer and community willistowerswatson.com 15 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Managers are critical to maintaining connection and driving performance, but employers know there is a skills gap Some have started to …And some are However, overall there ...And broadly, provide emotional providing support in is a lack of action so employers are not wellbeing training managing remotely. far… listening enough to what their people need. 39% 50% 24% 31% Offer or plan to offer Offer or plan to offer Have actually increased A relatively small training to managers on training on managing development number have put in recognizing signs of and engaging a remote opportunities for their place a survey to anxiety workforce managers in response to understand how their the crisis people are feeling Source: Willis Towers Watson 2020 NA Talent Implications Survey (May 2020) willistowerswatson.com 16 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Both anxiety and financial concerns can be addressed through improving employee understanding and perception of what they have Employee communication should: ▪ Be authentic and transparent ▪ Demonstrate support and compassion ▪ Make connections across wellbeing resources ▪ Organize where employees go for what ▪ Clarify relevant benefits willistowerswatson.com 17 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Building your wellbeing communication strategy With uncertainty about what the future looks like, how can we reach and engage employees now, when way of life, collective and individual priorities and circumstances are continually shifting? Wellbeing communication needs to… Understand Be easy diverse Focus on Be highly to engage, audience areas of individualized access situations concern and agile and consume and needs willistowerswatson.com 18 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Questions Upcoming events: June 26: A Special Conversation on Race Early July: Safeguarding Capital and Creating Value Amidst Business Disruption Past events: May 15: Restoring Stability: Emerging Principles and Priorities May 29: Leveraging Opportunities for a Sustainable Reset Register for future events and access past recordings on willistowerswatson.com willistowerswatson.com 19 © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Prioritizing Employee Wellbeing Willis Towers Watson Webcast June 12, 2020 willistowerswatson.com © 2020 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.