Planeación de la Salud de los Empleados Seminario Retiro y Salud 2016 Aon Hewitt | Health & Benefits

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Agenda Shaping a Strategic Direction • Market Dynamics • The Strategic Planning Process About México • Mexico Aon’s Health Survey 2016

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Shaping a Strategic Direction John Vlajkovic Senior Vice President | Aon

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Growing Complexity

Market Dynamics

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Factors Influencing Strategic Direction

Business Concerns

HR Challenges

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Employees Needs

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Business Concerns

40% is China’s 76% of employers

portion of world’s

report Employee

Global Economy Changes the competitive landscape

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available workers,

Engagement

nearly 5X

and 65%

that of U.S.

Recruitment of Desired Talent as a key metric critical to measuring business performance

Mobility and the Rise of the Virtual Workforce

Free cash flow

are creating an entirely different talent and human capital management dynamic

top ranked business metric

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Engagement Matters!

22% more profitable as organizations

5% increase in employee engagement linked to 3% increase in revenue growth

81% less likely to seek out new employer in next year

Sources: HelloWallet; Gallup, “State of The American Workplace Employee Engagement Insights for US Business Leaders,” 2013 2016 Consumer Health Mindset Study Aon Hewitt, the National Business Group on Health, and The Futures Company; 2016 Aon Health Care Survey Aon Hewitt | Health & Benefits

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HRs Key Challenges

Expanding Benefits Costs

Burden on the individual

Unhealthy population

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Shifting global workforce

Increasing complexity

Rise of consumerism

Emerging innovation

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Our Benefits World is Also Changing

Expanding Benefits Costs

By 2024, left unchecked, benefits will comprise

nearly half of the investment you make with your workforce

Source: Bureau of Labor Statistics: Employer Costs & Employee Compensation; Bureau of Labor Statistics: Consumer Expenditure Survey; CBO Budget and Economic Outlook: 2014 to 2024

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Our Benefits World is Also Changing

Burden on the individual

135% increase

Over 40%

in out-of-pocket medical spend from 2005 to 2016 for US employees

out-of-pocket spending on health for individuals residing in Mexico

Source: Aon Health Initiative Database OECD Review of Health Systems: Mexico 2016

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Our Benefits World is Also Changing

Increasing complexity

US has a rapidly evolving ecosystem including

Mexico’s ecosystem is impacted by

800+ ACOs

Fragmented Delivery

and counting; each unique

and disruptions in the continuity of care Source: Leavitt Partners Center for Accountable Care Intelligence OECD Review of Health Systems: Mexico 2016 Aon Hewitt | Health & Benefits

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Our Benefits World is Also Changing

Shifting global workforce

By 2020

five generations share workplace Source: Forbes, “Working Beyond Five Generations in the Workplace” February 2015

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Our Benefits World is Also Changing

Weight issues are a challenge for Mexico as well: Percentage of overweight or obese adults grew from

Unhealthy population By 2040,

62% in 2000 to 71%

50%

in 2012,

of the adult population

will be obese

1 in 3 children is now overweight or obese

Source: Robert Wood Johnson Foundation, “F as in Fat: How obesity threatens America’s Future, 2012 OECD Review of Health Systems: Mexico 2016

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Our Benefits World is Also Changing

Expanding health care economy

Burden on the individual

Unhealthy population

Shifting global workforce

Increasing complexity

Rise of consumerism

45% of consumers expect employers to point them to best cost and quality providers as they pay more out-of-pocket Source: 2016 Consumer Health Mindset Study: Aon Hewitt, the National Business Group on Health, and The Futures Company Aon Hewitt | Health & Benefits

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Our Benefits World is Also Changing

Expanding health care economy

Burden on the individual

Unhealthy population

Shifting workforce

Increasing complexity

Rise of consumerism

Emerging innovation VC investment in health tech grew by 30% to

$8 Billion Source: Silicon Valley Bank, “Trends in healthcare investments and exits” 2015 Aon Hewitt | Health & Benefits

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Employee Expectations Are Driven By Multiple Factors

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Gender

 Gender roles are converging  Women the majority of the workforce by 2020  60% of college students are women

Income

 Growing income inequality  Middle class lifestyle harder to achieve

Life Stage

   

Generational

 Millennials will comprise 70% of the U.S. workforce by 2020  Increasing diversity  Broader variation in values across generations

Delayed retirement Delayed adulthood Evolving family Increasing variety: people no longer “acting their age”

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Desired State: A Comprehensive Benefits Platform

Help Me Pick the Right Coverage

Help Me Navigate the System

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Help Me Get and Stay Healthy

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Implications

People

Must develop a Human Capital strategy that supports business objectives

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Benefits

Must develop an Timi integrated Benefit ng strategy

Perspective

Timing

Should begin considering next generation solutions

Should develop a strategy that balances immediate needs with the ability to drive long term business results

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How do we get from here to there?

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Growing Complexity

The Strategic Planning Process

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Strategic Planning Process Understand key drivers Data Collection and Analysis

Monitor and modify approach as necessary

Define broad direction, and overall program expectations Mission And Guiding Principles

Ongoing Management

Benefit Strategy

Develop multi-year plan Develop Strategic Roadmap

Key desired outcomes Goals and Objectives

Review possible tactics Define measures of success

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Metrics

Spectrum of Initiatives

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Long Term Strategic Direction; Framework Vision Broad Direction For ABC Company Guiding Principles

Affordability?

Workforce Strategy?

Business Impact?

Leading to…Goals and Objectives—Our Measures of Success  Cost or trend target?

 Competitive value?

 Shareholder value?

 Competitive position?

 Choice making architecture?

 Acquisition strategy?

 Return on Investment?

 Decision support?

 Investment?

 Behavior change

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Long Term Strategic Direction: Additional Key Questions ABC Role/Role of Benefits • What role should ABC play in the delivery of benefits? • What role should healthcare benefits play in ABC’s Total Rewards strategy? • Is healthcare a differentiator for ABC? Should it be? • Does ABC want to offer benefits that are “bleeding edge”, leading edge, or that closely follow the market? • How important is competitive positioning? • What is ABC’s tolerance for change? For employee disruption and/or “noise”?

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Responsibility

Business Needs

• What is ABC’s benefit responsibility to employees? To families? • What does “healthcare consumerism” mean at ABC? • What does “choice” mean at ABC? How much is enough? Too much? • What ability does/should ABC have to influence the health behaviors of employees, or their families? • How explicitly should we incorporate employee priorities around how ABC dollars are spent across various elements of Total Rewards?

• What business drivers will influence ABC’s decisions with respect to benefits? Cost? Talent attraction and retention? Employee Engagement? • What are the toughest business and talent issues ABC will face? In what ways should health and healthcare initiatives help address those issues? • How important is health and well being to the business? • What trade-offs is ABC willing to make to balance competing priorities (e.g., cost management vs competitive position?

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Long Term Strategic Direction: Key First Step

Define Future Role and Strategic Pathway

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Aggressive Program Management 2

Facilitate and Fund

Personal Responsibility/ Flexibility

3

4

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Long Term Strategic Direction: Key First Step

Define Future Role and Strategic Pathway

Aggressive Program Management

Facilitate and Fund

2

Personal Responsibility/ Flexibility

3

4

Assess current environment Retain core elements Refocus energy on key levers Transform delivery model

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Long Term Strategic Direction: Key First Step

Define Future Role and Strategic Pathway

Aggressive Program Management

Facilitate and Fund

2

3

4

Assess current environment

Provide expanded choice

Retain core elements

Provide decision support

Refocus energy on key levers Transform delivery model

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Personal Responsibility/ Flexibility

Incorporate defined subsidy Transfer administrative burden

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Long Term Strategic Direction

Define Future Role and Strategic Pathway

Aggressive Program Management

Facilitate and Fund

2

3

4

Assess current environment

Provide expanded choice

Provide benefit trade-offs

Retain core elements

Provide decision support

Enable workforce

Refocus energy on key levers Transform delivery model

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Personal Responsibility/ Flexibility

Incorporate defined subsidy

Address retirement income gap Address benefits need spectrum

Transfer administrative burden

Personalized Benefits

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Building Blocks For Our Desired Future State

Focus On Overall Well-being

Create Tailored Choice Architecture

Provide Effective and Efficient Administrative Infrastructure

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Support Employees As They Navigate The System

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México

Encuesta de Salud Aon 2016 Dra. Mónica Cecilia Ham Alvarado

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Growing Complexity

Antecedentes

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Antecedentes Durante los últimos 5 años Aon ha realizado una encuesta de salud anual, donde la participación de nuestros clientes se ha incrementado por la relevancia que el tema ha tomado a nivel mercado.

60%

50%

46% 40%

Los resultados sin duda muestran la participación activa de las organizaciones en actividades de bienestar.

30%

Dichas iniciativas han evolucionado en las empresas hasta lograr fomentar y difundir temas de prevención, incluyendo en los últimos dos años bienestar.

10%

120% 100%

% de participación con relación a la cartera de Aon

30%

20%

2011

35%

32%

2013

2012

0%

Empresas con iniciativas de salud implementadas 86%

80% 60% 40%

51% 33%

20% 0% Aon Hewitt | Health & Benefits

Fuente: Encuestas de Salud Aon 2011-2015.

2012

58% 2013

65%

2015

2014

2011 31

36% 2014

2015

Antecedentes Participación por giros comerciales Manufactura

29%

27%

30% 25%

20%

15%

Comunicación y tecnologías

30%

20%

12% 17%

Gobierno, energía y construcción

19%

10%

6%

15%

5%

9%

0%

Comercio, alimentos y bebidas

Financiero, farmaceutico y hospitales

2011

6% 10%

Automotriz y Transporte

2015

El giro con mayor impulso a las actividades de bienestar es el de comercio, alimentos y bebidas y en el que se tienen mas iniciativas implementadas es el de manufactura. Aon Hewitt | Health & Benefits

Fuente: Encuestas de Salud Aon 2011-2015.

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Growing Complexity

Resultados de la Encuesta

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Resultados de la Encuesta de Salud Evolución de la estructura organizacional 120% 100%

95%

80% 60% 40%

86%

98%

80%

Miden la participación Plan de retención/ Inducción a nuevos empleados

20% 0%

2011

77% 66%

59%

57% 42% Líderes involucrados

44%

Cuentan con iniciativas en salud

Miden efectividad

2015

Los tres puntos importantes que han desarrollado las empresas para tener constancia y éxito en los programas son:  El involucramiento de líderes  Medición de la participación  La efectividad del programa Aon Hewitt | Health & Benefits

Fuente: Encuestas de Salud Aon 2011-2015.

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Resultados de la Encuesta de Salud Padecimientos que tienen relación con los riesgos psicosociales 45% 40%

Musculoesqueléticos

35%

35%

30%

Gastroenterológicos

25% 20%

20%

Accidentes

Cardiológicos

15% 10%

11%

10%

5% 0%

De acuerdo a las respuestas obtenidas, las especialidades con mayor frecuencia en las empresas se relacionan con factores detonantes de tipo psicosocial, ocasionando complicaciones como: cáncer, infartos al miocardio, accidentes laborales, patologías en columna o rodillas.

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Fuente: Encuestas de Salud Aon 2011-2015.

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Resultados de la Encuesta de Salud Tendencias en programas implementados 120%

100%

96% 92%

80% 60%

79% Análisis de siniestralidad

40%

74%

Check Up Nutrición

Activación física

26%

20% 0%

Manejo de Estrés

Los programas preventivos en las empresas han madurado y enfocado sus esfuerzos en actividades que mejoran las condiciones de salud de los empleados. Vemos que la tendencia en programas enfocados al manejo de estrés tienen un incremento importante del año pasado a este del 2% al 26%. Aon Hewitt | Health & Benefits

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Resultados de la Encuesta de Salud Evolución de las acciones de bienestar en las corporaciones 96%

70% 60%

55%

50% 40%

Políticas de horarios flexibles y oficina en casa

Manejo de estrés

Oferta de incentivos

30%

26%

20%

20% 10% 0%

0% 2011

Las iniciativas implementadas en el corresponsabilidad empleado-empresa.

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Fuente: Encuestas de Salud Aon 2011-2015.

5%

1% 2015 aspecto

psicosocial,

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permiten

la

Resultados de la Encuesta de Salud Empresas que realizan diagnóstico psicosocial 80% 70%

67%

Observamos en los resultados de la encuesta, que el 33% de las empresas realizan un diagnóstico de factores psicosociales; teniendo como resultado la implementación de acciones corporativas para mejorar el balance vida-trabajo.

No

60% 50% 80%

40% 30%

33%

Si

20% 10%

Acciones para el balance Vida - trabajo

70% 60% 50% 40%

0% 30%

62% Horarios Flexibles

52% Home Oficce

20%

Transportación al sitio de trabajo

10% 0% Aon Hewitt | Health & Benefits

Fuente: Encuestas de Salud Aon 2011-2015.

34%

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Resultados de la Encuesta de Salud Salud ocupacional

120%

100%

92%

90%

80%

60%

Cumplen las Normas de Salud en el trabajo

40%

82%

Investigación de Incapacidades Realizan Programas de Prevención

77% Investigación de Accidentes Laborales

73%

69%

Realizan Auditorias

20%

Actualizaciones en normatividad del personal de salud

0%

Conforme a los datos obtenidos en la encuesta, el 33% de las empresas refieren contar con áreas de Salud Ocupacional. De acuerdo a la NOM 030-STPS (Secretaria del Trabajo ), observamos que las empresas cumplen con los programas de seguridad e higiene que obliga la normatividad; hablando de temas de prevención, los cuales son sugeridos, por lo que las organizaciones enfocan esfuerzos a temas de origen laboral y no de vigilancia epidemiológica. Aon Hewitt | Health & Benefits

Fuente: Encuestas de Salud Aon 2011-2015.

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Conclusiones La salud ocupacional y su gestión es un tema que atañe directamente a las empresas. A pesar de los avances en materia de prevención de accidentes y enfermedades de trabajo, todavía es necesario desarrollar conciencia, sobre la importancia de la salud y bienestar dentro de las empresas .

Hoy la salud es una responsabilidad social colectiva, para el control de las enfermedades relacionadas con el trabajo y el estilo de vida.

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