According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
This white paper was written for Meritain Health, an AETNA company. It describes the value of an employee wellness program on an employer's bottom line and provides steps to successfully implementing a wellness program.
SHRM’s 2014 Strategic Benefits Survey: Health Careshrm
SHRM’s 2014 Strategic Benefits Survey collected extensive information on the costs of health care and changes in total costs over time.
This research found that about four-fifths (79%) of respondents from organizations that provided health care coverage to their employees indicated their organization was “very concerned” about controlling health care costs. About one-half of organizations offered educational initiatives related to health and wellness (56%) and/or lower-cost generic prescription drugs (48%) to help control the costs of health care. In terms of employee contributions to the total costs of health care, one-half of respondents indicated their organization increased the employee share of the total costs of health care compared with the previous plan year.
The 2013 Healthcare Benefits Trends Benchmark Study report provides insights into the adoption of new healthcare benefits, health exchanges, wellness, and related topics. The survey polled more than 300 human resources (HR) executives, benefit specialists, and other benefit decision-makers across the country to explore the current state of employee healthcare benefits, as well as the expected healthcare benefits outlook in response to sweeping healthcare reform legislation, also known as the Affordable Care Act (ACA). This includes the shift to defined contribution health plans, the launch of insurance exchanges, and the implementation of wellness plans.
This white paper was written for Meritain Health, an AETNA company. It describes the value of an employee wellness program on an employer's bottom line and provides steps to successfully implementing a wellness program.
SHRM’s 2014 Strategic Benefits Survey: Health Careshrm
SHRM’s 2014 Strategic Benefits Survey collected extensive information on the costs of health care and changes in total costs over time.
This research found that about four-fifths (79%) of respondents from organizations that provided health care coverage to their employees indicated their organization was “very concerned” about controlling health care costs. About one-half of organizations offered educational initiatives related to health and wellness (56%) and/or lower-cost generic prescription drugs (48%) to help control the costs of health care. In terms of employee contributions to the total costs of health care, one-half of respondents indicated their organization increased the employee share of the total costs of health care compared with the previous plan year.
The 2013 Healthcare Benefits Trends Benchmark Study report provides insights into the adoption of new healthcare benefits, health exchanges, wellness, and related topics. The survey polled more than 300 human resources (HR) executives, benefit specialists, and other benefit decision-makers across the country to explore the current state of employee healthcare benefits, as well as the expected healthcare benefits outlook in response to sweeping healthcare reform legislation, also known as the Affordable Care Act (ACA). This includes the shift to defined contribution health plans, the launch of insurance exchanges, and the implementation of wellness plans.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Carr...shrm
This is part four of the five-part series conducted in collaboration with MassMutual. Three-fifths of organizations report their long-term disability program is an “extremely important” or “very important” element of their benefits offerings, from the employer’s perspective. Three-quarters of organizations report evaluating their long-term disability program on an annual basis.
Bertus Van Niekerk: Unlocking the True Potential of Integrated Occupational H...SAMTRAC International
This presentation argues that the value of occupational health and safety, and corporate wellness programmes, can be increased exponentially through an integrated information system. This is accomplished by integrating data collected from a host of standalone safety technologies with an electronic health record, corporate wellness and ERP systems.
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
Lessening the Negative Impact of Human Factors Linking Staffing Variables & P...API Healthcare
In the United States, healthcare is a $2.9 trillion industry, costs $9,255 per capita and consumes 17.4% of the GDP.1 Healthcare is big business, and the way the entire industry conducts business is changing. While hospitals have always been in the business of providing patient care, the care delivery and payment models are undergoing an enormous paradigm shift. It’s no longer about the number of services provided, but instead about the quality of care delivered.
Why manufacturing robots are getting smarter. This infographic explores the market forces creating demand for more agile robots and asks what this means for human beings...
Institutional investors have varied views on China’s financial liberalisation, but nowhere are opinions more sharply divided than between those headquartered in mainland China and those based elsewhere. This Economist Intelligence Unit report seeks to examine these differences and the effect on how people expect liberalisation to proceed.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Carr...shrm
This is part four of the five-part series conducted in collaboration with MassMutual. Three-fifths of organizations report their long-term disability program is an “extremely important” or “very important” element of their benefits offerings, from the employer’s perspective. Three-quarters of organizations report evaluating their long-term disability program on an annual basis.
Bertus Van Niekerk: Unlocking the True Potential of Integrated Occupational H...SAMTRAC International
This presentation argues that the value of occupational health and safety, and corporate wellness programmes, can be increased exponentially through an integrated information system. This is accomplished by integrating data collected from a host of standalone safety technologies with an electronic health record, corporate wellness and ERP systems.
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
Lessening the Negative Impact of Human Factors Linking Staffing Variables & P...API Healthcare
In the United States, healthcare is a $2.9 trillion industry, costs $9,255 per capita and consumes 17.4% of the GDP.1 Healthcare is big business, and the way the entire industry conducts business is changing. While hospitals have always been in the business of providing patient care, the care delivery and payment models are undergoing an enormous paradigm shift. It’s no longer about the number of services provided, but instead about the quality of care delivered.
Why manufacturing robots are getting smarter. This infographic explores the market forces creating demand for more agile robots and asks what this means for human beings...
Institutional investors have varied views on China’s financial liberalisation, but nowhere are opinions more sharply divided than between those headquartered in mainland China and those based elsewhere. This Economist Intelligence Unit report seeks to examine these differences and the effect on how people expect liberalisation to proceed.
This UKTI report, written by The Economist Intelligence Unit, looks at how to foster an entrepreneurial mindset both through education systems and business experience, and what makes entrepreneurs thrive. Read more>>http://bit.ly/16vlYCB
In a survey of 360 executives conducted for the report, those who believe that national data privacy regulation is a benefit outnumber those who say it is a burden by 3 to 2 (cited by 33% and 20% respectively).
The results, however, do depend on local context. In Singapore almost one-half (48%) of executives say regulation is a benefit while the equivalent number in Hong Kong is less than half of that (22%).
These are among the key findings of Finding their way: Corporates, governments and data privacy in Asia, which examines the views of business on data privacy regulation in the region. The report was sponsored by SafeNet.
Overall, only one-third (33%) of Asian executives agree that data privacy regulations limit corporate opportunities, but again the numbers vary according to jurisdiction.
For instance, almost twice as many executives in Singapore (42%) believe current policies are a barrier to growth as in India (22%). It is likely that perceived levels of enforcement within countries play a role as companies in a weak environment may take advantage of this at the expense of consumers. In fact, three-quarters (75%) of Indian executives say consumers in their country don’t seem to care about data privacy, which encourages aggressive companies to take risks.
Just 59% of Asian executives believe government regulators in their country have a high level of knowledge about data privacy regulations. In India only 38% of executives cite a high level of awareness among regulators.
How can airlines improve the customer experience, revive brand loyalty and undo the effects of years of cost-cutting?
Read more and watch videos>> http://bit.ly/FoAT
Manufacturing and the data conundrum: Too much? Too little? Or just right?, commissioned by Wipro, examines how manufacturers are using integrated data collection and analysis to improve production throughput, reduce costs and improve quality. The research is based on a survey of 50 C-suite executives from manufacturers in North America and Western Europe.
The survey shows that just 42% of respondents have what they consider to be a well-defined data-management strategy. However, 62% are not sure they have been able to keep up with the large volumes of data they collect, as it comes from too many sources and in a variety of formats and speeds.
The report also finds that while over 90% of manufacturers collect data from monitoring production processes, less than half have in place predictive data analytics, and less than 40% use data analysis to find solutions to production problems.
Big decision making is changing. Many business leaders now have an enriched set of information to draw upon before making a choice about the direction in which to take their company. This report considers the agenda for big decisions over the next 12 months and examines the role that big data and enhanced data analysis are set to play in guiding the decision-making process.
A survey released by The Economist Intelligence Unit (EIU) shows that 90% of business leaders believe they can help prepare cities for the effects of climate change, with 51% saying that investing in climate change resilience gives them a competitive edge.
The dovetailing of potentially devastating climate change impacts and urbanization by mid-century is of great concern to municipal leaders. The portion of the world living in cities is slated to rise to two-thirds of the global population (or 6.4 billion), up from 54% today, according to the United Nations. In tandem, the frequency and severity of floods, storms and drought as a result of climate change are expected to rise significantly in the coming decades, particularly in coastal areas, where many large cities are located. Forging preparative responses for these changes has thus taken on a new sense of urgency for government officials, non-governmental organizations and business leaders.
For business, the executive survey, supported by the Rockefeller Foundation, finds that the biggest perceived market and operational risk from climate change is the disruption of energy supplies, which could severely impact on a company’s ability to operate.
In July 2014, experts from public, private and research sectors met at the Rockefeller Foundation's "Planetary Health" summit to explore ways to better value ecosystems today to ensure their healthy existence tomorrow.
The global economy is a complex web of business relationships that no company can navigate alone. Whether it is through outsourcing, partnership or simple supplier-customer interactions, all businesses are reliant on the relationships they have with their peers.
It stands to reason, then, that perfecting collaboration with one’s trading partners is a key success factor in business. But how can companies maximise the value of their trading partner relationships, and how can they mitigate the risks?
With conditions in the developed markets of Europe and North America likely to remain weak in the near term, business is increasingly looking to Asia for growth. Growth will not be uniform across sectors or even within them. Which subsectors will see the most dynamic growth? And what will drive it? Exports? Domestic sales? Technology? Innovation? Rising consumer incomes? What should companies be thinking about as they plan their Asia strategies for the next five to ten years?
The Economist Intelligence Unit (EIU), sponsored by InvestKL, developed the “industry dynamism” barometer to measure the resilience and growth potential of six industry sectors across Asia.
The UK ranks second overall in The Economist Intelligence Unit’s Mental Health Integration Index and first in two individual categories.
English policy towards those with mental illness has seen a steady improvement, bolstered by a generally supportive political environment. Current policy is strong, and aims to create a “parity of esteem” between mental and physical health services (ie, giving equal value to mental and physical health).
SHRM’s 2014 Strategic Benefits Survey collected comprehensive information on wellness initiatives, including use, return on investment and cost savings, as well as the use of incentives and rewards.
This research found that about three-quarters (76%) of respondents indicated their organization offered some type of a wellness program, resource or service to employees. Among these respondents, about one-half reported that employee participation increased last year compared with the year before; the same was true in 2013 and 2012 (56% and 54%, respectively), indicating a pattern of increased use of wellness initiatives over time. More than two-thirds of respondents from organizations that offered wellness initiatives indicated these initiatives were “somewhat effective” or “very effective” in reducing the costs of health care in 2014 (72%), 2013 (71%) and 2012 (68%).
How to Improve Healthcare Reporting Management System.pptxFlutter Agency
Here in this article, you will see the tips about the healthcare reporting management system. Read these top 8 tips to improve the Healthcare Reporting Management System.
By using data to make informed decisions and meet business objectives, employers are able to build a culture of intent. Why is this critical? Data analytics identify key patterns, trends and opportunities for improvement, enabling HR leaders to gain insights into which initiatives are working, which are not, and to adjust accordingly
A very unique health and wellness movement which has developed a Corporate Wellness Program that can make a huge impact to your bottom line AND make your employees more productive through better health
What effects are wellness programs having on the workforce and healthcare in general? With 76% of employers offering some form of wellness program, resource, or service to employees last year, how much has this changed over the years, and what has worked?
The latest infographic from the Healthcare Trends Institute demonstrates the effects of wellness programs, the most popular incentive-based health improvement programs, the importance of proper design in wellness, and future improvements that employers can expect in coming years.
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
In today’s low-yield and regulated environment, many Asia-Pacific investors are more actively monitoring their portfolios with a willingness to increase turnover and shift asset allocations for higher returns.
Asia-Pacific institutional investors are struggling to balance long-term liabilities with the need to secure yield in a world where it is increasingly scarce. They are also in the world’s fastest-growing region that has no shortage of volatility. How are they achieving returns while managing risks?
How are institutional investors in North America adapting to increasingly complex risks? Are these risks driving investors to make portfolio changes based on short-term goals or are they making tactical moves to stay focused on long-term objectives?
Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
How are EMEA investors responding to changing macroeconomic and regulatory environments, stakeholder objectives and pressures, and market conditions? Based on a survey of 200 institutional investors in the region, this report takes a detailed look.
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