2022

BestPracticesinHealthcareSurveyHighlightsofkey

findingsTable

ofcontentsIntroduction

Identifyingopportunitieshealthcarea?ordableEnhancingemployee

Shapingtheemployee

Take

actiontoAboutthetocontrolcostsandmake

mentalhealthandexperiencefor

healthmanagecompeting

surveyDEIinitiativesandwellbeingbenefits

priorities1TABLE

OF

CONTENTSIntroduction030509Identifying

opportunities

to

controlcosts

and

make

healthcare

affordableEnhancing

employee

mental

health

andDEI

initiativesShaping

the

employee

experience

forhealth

and

wellbeing

benefits111415Takeaction

to

manage

competing

prioritiesAbout

the

surveyTable

ofcontentsIntroduction

Identifyingopportunitieshealthcarea?ordableEnhancingemployee

Shapingtheemployee

Take

actiontoAboutthetocontrolcostsandmake

mentalhealthandexperiencefor

healthmanagecompeting

surveyDEIinitiativesandwellbeingbenefits

priorities2IntroductionU.S.

employersbalancecontrollinghealthcarecostswithboostingaffordabilityandenhancingmentalhealthprogramsEmployersare

bracingfor

ahigher-costenvironmentasrampantinflationandmarketforcesfuelaprojectedriseinhealthcarecostsof6%for

2023(Figure1).Thisisaone-percentage-pointhikeover

the5%

increaseexpectedin2022andhigherthan2022'swagegrowthof5.3%.Findingsfromour2022BestPracticesinHealthcareSurveysuggestwe

areenteringaperiodofsustainedcostincreases.Sevenin10employersanticipatemoderatetosignificantincreasesinhealthcarecostsover

thenextthreeyears.Budgetingcanbecomechallenginginthesecircumstances.Overhalfofrespondents(54%)expecttheircostswillbeover

budgetin2022.Fewer

thanafifth(15%)expecttheircoststobeatbudget.Figure1.

Rising

medical

trend14.7%13.0%11.3%10.3%9.2%8.3%9.0%8.0%8.0%8.0%8.0%6.8%6.8%6.8%6.4%6.2%6.0%6.0%6.0%5.0%6.0%5.0%

5.0%5.6%5.1%5.3%5.5%5.5%4.9%4.4%4.1%4.2%4.0%4.0%4.0%3.7%

2.6%5.0%5.0%1.5%HealthcareTrendAfterPlanChanges(TotalPlanCosts)Wagegrowth

CPI-U

^Expected;

*ProjectedHealthcareTrendBeforePlanChangesNote:Percentagesofhealthcaretrendaremediannumbers.Sample:Companieswithatleast1,000employees.Source:WTW2022BestPracticesinHealthcareSurvey;BureauofLaborStatistics,CPI-U,CES.Table

ofcontentsIntroduction

IdentifyingopportunitiesEnhancingemployee

Shapingtheemployee

Take

actiontoAboutthetocontrolcostsandmake

mentalhealthandexperiencefor

healthmanagecompeting

surveyhealthcarea?ordableDEIinitiativesandwellbeingbenefits

priorities3Competing

priorities:

Cost

management,affordability,

enhanced

benefitsBut,atthesametime,employersunderstandthattoattract,engageandretaintalentintoday’stightlabormarket,itisimportanttoofferbenefitsthatareaffordableandcompetitive.Accordingly,employers

rank

employee

affordabilityasakey

priority,especiallyasitappliestolower-wageworkers.Inthishigher-costenvironment,over

two-thirdsofemployers(67%)plantoprioritizemanagingtheirorganization’shealthcareplancostsover

thenextthreeyears(Figure2).Additionally,manyemployersarelookingtostrengthentheiremployeehealthandwellbeingprograms.Giventhetollthepandemichastakenonemployees’emotionalhealth,employersrankedenhancingmentalhealthandemotionalwellbeingprogramsastheirtoppriorityalongwithmanagingcosts.Figure2.Employers’

keypriorities

over

nextthree

yearsWhat

areyour

organization’stop

health

and

wellbeingpriorities

overthe

next

three

years?(Select

at

most

the

topfive

options)Mental

health

and

emotional

wellbeingEnhance

mental

health

and

emotionalwellbeingprogramsand

solutionsEmployersalsorecognizetheurgencyofmeetingtheneedsofadiverseworkforce,addressingthemanysocialfactorsthatinfluencehealthandtreatingallworkersinanequitableandinclusivemanner.Withthisinmind,overhalfofsurveyrespondents(52%)indicatetheyplantoprioritizeaddingorenhancingdiversity,equityandinclusion(DEI)inhealthandwellbeingbenefits.67%Company

costsManagecompany’s

healthcareplan

costs67%Diversity,

equity

and

inclusion

(DEI)Add/Enhance

benefits

thatreflectservices

importanttounique

populations

andprovide

fairopportunityto

attainthe

highestlevelof

health

andwellbeingthat

meetemployees’needsManagingthesecompetingprioritiesrequiresplanningaheadtoidentifyhigh-impact52%opportunities

tomitigatecosts,improve

affordability,andstrengthenhealthandwellbeingprograms.Employee

a?ordabilityAchievehealthprogram

costs

thatare

a?ordable

foremployees,

especiallylower-wage

employees42%Table

ofcontentsIntroduction

IdentifyingopportunitiesEnhancingemployee

Shapingtheemployee

Take

actiontoAboutthetocontrolcostsandmake

mentalhealthandexperiencefor

healthmanagecompeting

surveyhealthcarea?ordableDEIinitiativesandwellbeingbenefits

priorities4Identifyingopportunitiesto

controlcostsandmakehealthcareaffordableTo

addresscostmanagementchallenges,morethanhalfofemployers(52%)willimplementprogramsorswitchtovendorsthatwillreducetotalcosts.Butonlyoneinfour(24%)willshiftcoststoemployeesthroughhigherpremiumcontributions.Spousalsurchargesarebecomingmorecommon.In2022,aboutthreein10employers(31%)imposedasurchargeonemployeeswithspouseswhohave

accesstotheirownemployer-sponsoredhealthinsurance,upfrom26%in2021.By2024,

thisfigurecouldreach40%.Withlimitedbudgets,manyemployershaveincreasedtheirbudgetstoreflectanticipatedincreasedmedicalcosts.Ofthefour-fifthsoforganizationsthathave

athree-yearbudgetplan,morethanfourin10(41%)have

adjustedtheirplans,whilealmosthalf(47%)

arediscussingchanges.?

Managing

medical

plans

costs.

Employersarepursuingarangeofmeasurestoimprovetheirmanagementofmedicalplancosts.–

Concierge

navigation.

Two

in10employers(21%)offerplanconciergenavigationevenifitrequiredchangingfromafull-servicehealthplantoathird-partyadministrator.Thisapproachappearstobegaininginpopularity,asanother25%

areplanningorconsideringofferingconciergenavigationby

2024.–

Travel

benefits.

Overhalfofemployers(55%)providedomestictravelbenefitsfor

medicalservices,whileanother11%areplanningorconsideringdoingsointhenexttwoyears.–

Fraud,

waste

and

abuse.

Aquarterofrespondents(27%)addedorenhancedprogramstocombatfraud,wasteandabuse.Another22%arelookingtodosoby

2024.–

Out-of-pocket

costs.

Nearlyaquarterofemployers(23%)implementedhigherout-of-pocketcostsfor

useoflessefficientservicesorsiteofservice,suchasuseofnon-preferredlabs,useofhigh-costfacilitiesfor

imagingorfailuretousemandatedcentersofexcellence.Another19%areplanningorconsideringdoingsointhenexttwoyears.Employersarealsotakingavarietyofotheractionstoreininhealthcarecosts:?

Implementing

a

defined

contribution

strategy.Fourin10employers(41%)

indicatetheyareusingadefinedcontributionstrategywithafixeddollaramountprovidedtoallemployeesthatdiffersbyplantier(Figure3).By2024,

over

half(52%)couldbeusingsuchanapproach.Figure3.

Employers

use

a

defined

contributionstrategy

to

control

costs41%3%8%Action

taken/Tacticusedin

2022Planningfor2023Consideringfor

2024Table

ofcontentsIntroduction

Identifying

opportunities

Enhancingemployee

Shapingtheemployee

Take

actiontoto

control

costs

and

make

mentalhealthand

experiencefor

health

managecompeting

surveyhealthcare

a?ordable

DEIinitiatives

andwellbeingbenefits

prioritiesAboutthe555%–

Increasing

healthcare

plan

budget.

Two

in10employers(20%)addeddollarstotheirhealthcareplanwithoutreallocatingfundsfromotherbenefitsorpay.

Another30%expecttodosoby2024.–

Offering

a

low-deductible

plan.of

employees

provide

domestictravel

benefits

for

medical

services.Approximatelythreeoutof10employers(32%)offeredaplanwithlowmembercostsharing(e.g.,nomorethana$500deductiblefor

asinglepreferredproviderorganizationplan)in2022;another7%areplanningorconsideringdoingsointhenexttwoyears.?

Addressing

employee

affordability.

To

makehealthcarebenefitsmoreaffordable,employersaretakingthefollowingsteps:–

Structuring

employee

contributions

fortargeted

groups

or

by

job

class.

Morethanaquarterofemployers(28%)structuredpayrollcontributionstoreducecostsfortargetedgroups,suchaslow-wageemployees,orby

jobclass.Another13%areplanningorconsideringdoingsointhenexttwoyears.–

Providing

voluntary

benefits.

Overathirdofrespondents(35%)addedorenhancedvoluntarybenefits(e.g.,criticalillness,groupaccident,petinsurance,IDtheftcoverage)andvendorsolutions.Another27%areplanningorconsideringdoingsoby2024.–

Evaluating

employee

contributions

byincome.

Whileonly13%ofemployerscurrentlyexamineemployeehealthpayrollcontributionsasapercentageoftotalcompensation(orincome)asabasisfor

plan/benefitdesigndecisions,thisfigureisexpectedtoclimbto32%inthenexttwoyears.Employers

are

increasingly

structuring

employeecontributionsbasedonpay

orjobclassto

reduceemployee

costs(Figure

4).Whileroughly

threein10(31%)

take

thisapproach

today,

thisfigurecouldjumpto46%intwo

years.35%

ofemployersaddedorenhancedvoluntarybenefitsandvendorsolutionsincaseofacatastrophicevent.Figure4.Contribution

bandingStructure

employee

contributions

based

on

employeepay

levels

or

job

grades46%36%31%24%25%23%20172019202120222023*2024^Note:*Planning,^Considering.Sample:

Companieswithatleast1,000

employees.Source:WTW

2017,

2019,

2021

and

2022BestPracticesinHealthcare

Survey.Table

ofcontentsIntroduction

Identifying

opportunities

Enhancingemployee

Shapingtheemployee

Take

actiontoAbouttheto

control

costs

and

make

mentalhealthandhealthcare

a?ordable

DEIinitiativesexperiencefor

healthmanagecompeting

surveyandwellbeingbenefits

priorities6Rethinking

network

and

providerstrategiesTargeting

clinical

areas

to

improvemember

health

and

reduce

costsEmployersareusingvariousnetworkandproviderstrategiestorethinkhowandwherehealthcareisdeliveredinordertoimproveaccesstocost-efficientcare.Companiesarefocusingonkey

clinicalconditionstoimprovehealthoutcomesandbringdowncosts(Figure6).Aswasthecasein2021,employersreportedfocusingonmental/behavioralhealthastheleadingclinicalconditiontoprioritizefollowedbymetabolicsyndrome/diabetes.Maternity/fertilityhasmovedupinimportancefromnumbersixin2021tonumberthree,asemployersstrivetomeettheneedsofdiverseemployees,includingindividualshavingchildrenlaterinlifeandLGBT+employees.Lookingaheadto2024,

cancer/Amongthemostcommonofthesestrategiesistheuseofcentersofexcellencewithinhealthplans.Abouthalfofemployers(47%)

offercentersofexcellence,whileanother22%areplanningorconsideringdoingsointhenexttwoyears.Slightlymorethanhalf(51%)alsoofferonsite/worksitehealthpromotionactivities,withanother16%lookingtodosoby

2024.oncologyrankshighestasaclinicalareaoffocus.Employers

also

ranked

obesityandweight

managementas

a

key

clinical

condition.Effective

weight

managementinitiatives

can

helpimprovehealth

outcomesandemployee

productivity

and

reduce

healthcare

costs.Additionally,employersareofferingnavigationservices,includingexpertmedicalopinionandconciergeserviceswithintegratedcaremanagementprograms(Figure5).Figure6.

Clinical

areas

employers

are

targeting

toimprove

member

healthFigure5.

Navigation

servicesMental/Behavioralhealth51%17%15%19%13%O?er

an

expert

medicalopinionprogramMetabolicsyndrome/Diabetes35%3%

9%45%10%Maternity/InfertilityO?er

accessto

conciergeserviceswithintegratedcaremanagement

programs37%17%Obesityand

weight

management29%5%17%35%10%19%MusculoskeletalIn

placein2021

or

2022Planningfor2023Consideringfor

202430%18%21%Cancer/Oncology29%11%23%Othercommonstrategiesincludeusingdirect-to-consumerRxdeliveryordiscountprogramsfor

selectdrugsandofferinganarrownetworkofhigher-qualityand/or

lower-costproviders.Transgender

support(includingnavigationsupport)28%13%14%Action

taken/TacticPlanningforConsideringfor

2024usedin

20222023Transgendersupportcontinuestobeanareaofincreasingfocus.Thisincludesprovidingnavigationservicestohelpimproveaccessandcoordinationofcareinacost-effectivemanner.Table

ofcontentsIntroduction

Identifying

opportunities

Enhancingemployee

Shapingtheemployee

Take

actiontoto

control

costs

and

make

mentalhealthand

experiencefor

health

managecompeting

surveyhealthcare

a?ordable

DEIinitiatives

andwellbeingbenefits

prioritiesAboutthe7Managing

pharmacy

plan

costsRegardingbiosimilardrugstrategy,26%ofemployerscurrentlyoffermemberslowercostsharingfor

theuseofbiosimilarscomparedwithnamebrandbiologicmedications,andanother20%areplanningorconsideringtakingthisactioninthenexttwoyears.Roughlyathirdofemployers(34%)arewaitingtodecideonplandesignstrategyfor

biosimilarpromotionuntiladditionalfinancialdetailsaresharedbyvendors.To

managepharmacycostsover

thenexttwoyears,employerswillfocusonspecialtydrugsanddeployarangeofactionsinothertargetareas.Halfofemployers(50%)alreadyevaluateandaddressspecialtydrugcostsandutilizationpaidthroughthemedicalbenefit,androughlyanotherquarter(26%)areplanningorconsideringdoingsoby

2024

(Figure7).Otherkey

actionstocontrolpharmacyplancostsincludeofferingprogramstomaximizespecialtycopayassistanceandissuingaformalRFPforpharmacybenefitmanagement(PBM).Overthenexttwoyears,employersarealsolookingtoofferprogramsthatmaximizecopayassistancefor

specialtydrugsandtoimplementcoveragechangestoinfluencesiteofcareforspecialtypharmacy,suchasmovingfromanoutpatienthospitalsettingtolower-costsettings.Figure7.

Employers

act

to

control

the

costs

ofspecialty

drugsEvaluate

and

addressspecialtydrug

costs

andutilizationthatarepaidthroughthemedicalbenefit50%14%12%Do

not

applythird-partycoupons/copayassistancetowarddeductibleor

out-of-pocket

maximum35%3

%5%O?er

programsto

maximizespecialtycopayassistance/optimization33%11%

10%Implement

coverage

changesto

influencesiteof

care

forspecialtypharmacy

(e.g.,

moving

fromoutpatienthospitalsettingto

lower-costsettings)25%6%

15%In

placeinPlanningforConsideringfor

20242021

or

20222023Table

ofcontentsIntroduction

Identifying

opportunities

Enhancingemployee

Shapingtheemployee

Take

actiontoto

control

costs

and

make

mentalhealthand

experiencefor

health

managecompeting

surveyhealthcare

a?ordable

DEIinitiatives

andwellbeingbenefits

prioritiesAboutthe8Enhancingemployee

mentalhealthandDEI

initiativesInadditiontofocusingonissuesrelatedtohealthplanandfinancialmanagement,respondentsaretakingactiontoenhanceemployeeprogramsintheareasofmentalhealthandDEI.?

Employee

assistance

program

(EAP)

supportand

other

resources.

Approximatelysevenin10employers(69%)providededicatedonsiteorvirtualEAPresources,and12%areplanningorconsideringdoingsointhenexttwoyears.Moreover,

oneinfouremployers(24%)

planstoincreaseitsEAPbenefitsby

2024.Boosting

mental

healthNearly

all

respondents

(88%)

indicate

they

havetakenactionto

address

workforcemental

healthand

emotional

wellbeingneeds

over

the

past

year.Three

in

10report

they

have

taken

extensive

action.?

Treatment

management.

Almostfourin10(38%)employersintegratebehavioralhealthpatientmanagementwithmedicalcasemanagement,and20%areplanningorconsideringtakingactioninthisareaby

2024.?

Mental

health

days.

Thenumberofemployersofferingdesignatedmentalhealthdayscouldtripleinthenexttwoyearsfrom9%

currentlyto30%.Goingforward,respondentsexpecttofocusonthefollowingareas:?

Digital

support.

Employersarelookingtoincreaseaccesstovirtualanddigitalmentalhealthsolutions.Theirkey

strategytoaddressmentalhealthchallengesistelebehavioralhealth.Thevastmajorityofemployers(83%)offercoverageviatelebehavioralhealthservices,andanother9%areplanningorconsideringofferingtheseservicesby

2024.Morethantwo-thirds(68%)arealreadyprovidingtheiremployeesaccesstodigitalbehavioralsupport—for

example,usingapps—whileanother16%arelookingtodosointhenexttwoyears.Table

ofcontentsIntroduction

Identifyingopportunitieshealthcarea?ordableEnhancing

employee

Shapingtheemployee

Take

actiontoAboutthetocontrolcostsandmake

mental

health

andexperiencefor

healthmanagecompeting

surveyDEI

initiativesandwellbeingbenefits

priorities9Strengthening

DEI

initiativesThenumberofemployersindicatingthatDEIisahighpriorityintheirhealthandwellbeingstrategyissettoalmostdoublefrom25%

inthepastthreeyearsto48%

inthenextthreeyears(Figure8).Figure8.

DEI

is

a

growing

priority

for

employersModeratepriority32%48%Howimportantapriorityhasdiversity,equityandinclusion(DEI)beentoyourorganization'shealthandwellbeingstrategyoverthepastthreeyears,andhowimportantwillitbeoverthenextthreeyears?24%25%HighpriorityPastthreeyearsNextthreeyearsNote:Percentagesmaynotsumupto100%duetorounding.Morethanhalfofemployers(54%)have

alreadydevelopedDEIgoalsandobjectives,andEmployers’key

focusinthenexttwoyearswillbedevelopingstrategiesandtakingactionstoaddressthemostprevalentsocialdeterminantsofhealthfactors.Morethanfourin10employers(44%)

areplanningorconsideringtakingactioninthisarea,upfrom12%in2022.another30%arelookingtodosointhenexttwoyears.Otherfocusareasincludedevelopingspecificbenefitstrategiesfor

uniqueemployeepopulationsandconductingaDEIbenefitreview.Approximatelythreein10employershave

takenactionintheseareas,andanother39%areplanningorconsideringdoingsoby

2024.Table

ofcontentsIntroduction

Identifyingopportunitieshealthcarea?ordableEnhancing

employee

Shapingtheemployee

Take

actiontoAboutthetocontrolcostsandmake

mental

health

andexperiencefor

healthmanagecompeting

surveyDEI

initiativesandwellbeingbenefits

priorities10Shapingthe

employee

experiencefor

health

andwellbeing

benefitsTheemployeeexperienceisthecriticalcomponentthatengagesemployeesintheseenhancedprogramsandpromotesdesiredbehaviorsInaddition,employersaretakingspecificactionstoimprovetheemployeeexperiencewithhealthandwellbeingbenefits(Figure9).essentialfor

employeewellbeingandproductivity.Theoverwhelmingmajorityofemployers(83%)reporttheyarealreadytakingstepstosupporttheemployeeexperiencebyadvancingdiversity.Thisinvolvesconsideringtheimpactofchangesinprogramofferingsonvariousemployeegroups.Figure9.

Employer

actions

to

support

the

employee

experienceAttraction

and

retentionOurhealthandwellbeingprogramsareacriticalpartofouremployeevaluepropositionandattractionandretentionstrategy.Digital

supportListening

strategyWe

offeradigitalhubthatservesasthego-tospotfor

healthcarebenefitWe

haveanongoinglisteningstrategyinplacetogatherinsightsontheemployeeexperiencewithhealthandwellbeingbenefits.educationandinformation.4%13%9%10%12%21%77%90%94%70%80%89%47%68%80%20222023*2024^20222023*2024^20222023*2024^Note:*Planningfor

2023.^Consideringfor

2024.Source:WTW2022BestPracticesinHealthcareSurvey.Table

ofcontentsIntroduction

Identifyingopportunitieshealthcarea?ordableEnhancingemployee

Shaping

the

employee

Take

actiontoAboutthetocontrolcostsandmake

mentalhealthandexperience

for

healthmanagecompeting

surveyDEIinitiativesand

wellbeing

benefits

priorities11Employeractionstoimprovetheemployeeexperienceincludethefollowing:Enhancing

the

employee

experienceAsemployerslooktoenhancetheemployeeexperiencefor

healthandwellbeingbenefits,theirthreekey

prioritiesare:?

Attraction

and

retention.

ArecentWTWemployeesurveyrevealedthathealthbenefitsareakey

factorindecidingtomove

toanewjob?

Increasing

awareness

of

the

benefit

programsoffered:

69%?

Driving

behavior

change

toencourageutilization,costsavingandhealthoutcomes:45%?

Developing

a

strategy

to

improve

the

employeeexperience:

43%orstaywithanemployer.

Thisfindingisallthe1moresignificantgiventoday’schallenginglabormarket.Employersunderstandthis,asmorethanthree-quarters(77%)have

madehealthandwellbeingprogramsakey

partoftheirattractionandretentionstrategy.Another17%expecttodosoover

thenexttwoyears.Employersaredeployingthefollowingtacticstodriveawareness,utilizationandengagementtoagreatorverygreatextent:?

Digital

support.

Employersrecognizetheimportanceofprovidingeasy-to-accesshealthcarebenefitinformationandsupportingemployees’ongoinghealthandwellbeingeducation.Sevenin10employersalreadyprovideadigitalhubthatservesasaone-stopsourceofhealthcareinformationandeducation,while19%

expecttooffersuchahubby

2024.?

Listening

strategy.

Whilefewerthanhalfofemployerscurrentlyhave

anongoinglisteningstrategyinplacetogatherinsightsontheemployeeexperiencefor

healthandwellbeingprograms,thiswillbeakey

focusareainthefuture.Approximatelyathirdofemployers(33%)areplanningorconsideringdevelopingsuchalisteningstrategyover

thenexttwoyears.?

Targeted

communication

around“momentsthatmatter,”

suchasbenefitsenrollmentorkey

lifeevents(e.g.,birthofachild):71%?

Frequent

communication

aroundwellbeing,includingwellbeingtips:69%?

Virtual

solutions

toreachremoteemployeesandenableaccesstodifferentresourcesandinitiatives:53%Arangeofmetricscanhelpemployersassesstheeffectivenessoftheiremployeeexperience.Aboutsixin10(61%)measuremembersatisfactionwithhealthandwellbeingprograms,themostcommonlyusedmetric.Fifty-sevenpercentgaugecommunicationengagement,for

example,byanalyzingclick-throughandopenrates.Slightlylessthanhalf(49%)measure12022GlobalBenefitsAttitudeSurveybehaviorchangeassociatedwithhealthandwellbeingprograms.Table

ofcontentsIntroduction

Identifyingopportunitieshealthcarea?ordableEnhancingemployee

Shaping

the

employee

Take

actiontoAboutthetocontrolcostsandmake

mentalhealthandexperience

for

healthmanagecompeting

surveyDEIinitiativesand

wellbeing

benefits

priorities12Comingoutofthepandemic,employeesarelookingfor

thesecuritythatretirementbenefitsandathrivingcareercanprovideaswellastheflexibilityofnewwaysofworking.For

theirpart,employersareprioritizingemployeebehaviorsthatpromotehealthandwellbeingcriticaltobuildingaresilient,productiveworkforce(seesidebar).Looking

aheadEmployers

and

employees

havediffering

views

on

benefit

prioritiesClimate

change

is

emerging

as

a

futurehealth

and

wellbeing

priorityWhichofthefollowingareyourorganization’stopbenefitprioritiesfor

supportingyourworkforce?Rankedintopthree.Roughlytwo-thirdsofemployers(64%)indicatethatclimatechangewillbeamoderatetohighpriorityintheirhealthandwellbeingstrategyover

thenextthreeyears.Incontrast,onlyhalfofemployersrankedclimatechangeasamoderatetohighpriorityover

thepastthreeyears.Aneffectiveemployeeexperiencecanhelpbridgethisgapby

addressingbothemployeeandemployerpriorities.Employeesabletomanagetheiremotionalandphysicalhealthwillbewellpositionedtotakeadvantageofkey

employerbenefits—for

example,savingfor

retirement,advancingintheircareerandcontributingtoincreasedproductivitywhileworkinginflexibleworkarrangements.EmployerEmployeeGap(Employer–Employee)Actionsemployershave

takentodatetoaddressclimatechangeintheirhealthandwellbeingstrategyincludeofferingemergencyhardshipfunds,offeringorenhancingmentalhealthresourcestodealwithclimate-relatedevents,andsponsoringanemployeeresourcegroupfocusedonclimatesustainability.Manageemotionalhealth421869%27%Managehealth51%33%Gettingmostfrombenefits45%32%13InclusionanddiversityThe

role

of

leave

programs42%12%30–21Integratingclimatechangeconsiderationsinanorganization’shealthandwellbeingofferingscanserveasacompetitiveadvantageasmoreemployeesexpectclimatestrategytobepartoftheemployeevalueproposition.Leaveprogramscanhelpadvanceemotionalw