2021 Benefit Trends Survey

willistowerswatson.com

Employers reshape benefits strategy and

personalize the employee experience

© 2021 Willis Towers Watson. All rights reserved.

Thailand’s Benefit Trends Survey 2021


Housekeeping

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Questions can be submitted via Q&A chat box on your screen, and we will

hold it for the discussion later at the end of the event.



Our “Trend Presenters” today

Davin Maneerat Consultant, Health & Benefits

“Wellbeing Presenter”

Witthawat PhoemsombatLead Consultant, Health & Benefits

“Flex & Technology Presenter”

Jaroenboonyanithi, Apichayapat Consultant, Health & Benefits

“Benefits Trend Presenter”


About the survey

Executive summary

Benefits Strategy

Transforming Benefits

Benefits Portfolio

Employee Experience

Analytics, Insights and Reporting

Benefits Financing

Administration and Operations

2021 Benefit Trends Survey

4© 2021 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Contents


About the survey

THAILAND


Note: Percentages may not add up to 100% due to rounding.

Source: 2021 Benefit Trends Survey, Thailand

85Employers responded to

this surveyEmployees at responding

organisations

81%Multi-national companies

Respondent’s role

Involve global, regional

or multi-country

responsibilities31%

Industry

107 thousand

Manufacturing

Financial Services

IT & Telecommunications

General Services

Wholesale and Retail

Energy and Utilities

Health Care

Public Sector and Education

General human

resources64%

Rewards 38%

Benefits 54%

Other 9%

41%

20%

11%

9%

8%

6%

5%

0%

Employer size

17%

57%

20%

6%

Less than 100

5,000 or more

100 to 999

1,000 to 4,999

Number of employees


Executive summary

Benefits Strategy



71% of employers plan to have

customised their benefits

strategy in the next two years,

compared to 27% today

Benefits strategy

‘Stress, burnout and mental

health issues’ are the top

concerns for employers today

Workforce challenges

Organisations will take a wide

range of actions around

wellbeing, flexibility and choice,

communication and employees’

understanding of value

Employee experience

Tight labour markets, advances

in technology for benefits and

increased focus on inclusion

and diversity are driving the

benefits strategy

External influences

Most employers aspire to adopt

an enhanced digital strategy for

benefits in the next two years

Digital strategy

Cost and risk management and

greater efficiency are the key

objectives in managing benefits

Benefits management

Improved employee wellbeing

and employee experience of

benefits are the top success

measures

Defining success


7 in 10 plan to differentiate and customise it in the next two years

STRATEGY


Which of the following best describe what you have accomplished with your benefits strategy to date, and what you

expect to accomplish in the next two years?



Next two yearsToday

1 in 5 employers have no clear benefits

strategy to date

20%


Tight labour markets, advances in technology for benefits and

focus on inclusion and diversity are the top external influences

driving benefits strategy


Note: Percentages indicate “To a great extent” or “To a very great extent”.


External

influences on

organisation’s

benefits strategy

in the next two

years

* ESG denotes environmental, social, and corporate governance.

72%

71%

62%

61%56%

53%

45%

35%

#1

Tight labour markets

#2

Advances in

technology for

benefits

#3

Increased focus on

inclusion and

diversity

#4

Increased remote

working

#8

Rising incidence of claims

#7

Rising costs/insurance

premiums

#6

Increased focus on ESG*

#5Organisation restructuring


Workforce Challenge in next 2 years



Physical WellbeingWorsening health outcomes or

unhealthy lifestyles

Emotional WellbeingEmployers’ main concern for

their workforce is employees’

‘stress, burnout and mental

health issues’

Financial Wellbeing

61%50%

Reduced productivity/

effectiveness at work

49%Social WellbeingLack of social interaction

46%

Poor financial health of your workforce

Inadequate retirement savings/delayed retirement41%

34%


Defining success, Employee Experience, Digital Strategy, Benefit

Management



Defining success

Financial Wellbeing

64%

75%Enhanced Digital StrategyDigital is embedded across all

benefits, differentiates us from other

organisations and personalises the

employee experience

62%

Employee Experience

Improved employee

wellbeing(physical and emotional health,

financial security, social

connections)

72% Optimise cost and risk

management

58% Greater efficiency in

use of internal resources

Benefit

Management

Focus on integrating

wellbeing into the

benefits package

58% Increase flexibility and

choice

49%Enhance tools and technology to

support employees when choosing

and using benefits


Dimensions of a modern benefits programme


Analytics,

Insights &

Reporting

Data-driven

decisions

Financing:

Cost and risk

efficiencies

Employee

Experience:

Employee

engagement

Portfolio:

Benefits redefined

Admin &

Operations:

Operational

efficiencies

Alignment of benefits portfolio

with company culture and purpose,

objectives, market norms, employee

needs and values

Cost optimisation

(spend money where it’s

most valued) and

efficient risk retention

and transfer

Engage employees in their

benefits by facilitating use and

supporting ability to make

informed decisions to maximise

value and appreciation

Operating model and

technology to streamline

decisions, optimise

internal and external

resources

Data-driven insights for

informed decision

making


Transforming Benefit


Executive summary

Transforming Benefits – next two years


Focus

Priorities

Actions

72% 73% 62% 61% 82%

Emotional wellbeingA digital approach to

benefitsHealth care costs

Review operational

policies and

procedures

Benchmark benefits

programmes

Physical wellbeing

Employees’

understanding of

cost and value

Retirement plan

costs

Integrate benefits

information systems

Understand

employees’ wants

and needs

Support for mental

healthSingle digital hub

Care navigation

support/toolsVendor assessment

Connect health and

wealth

Flexibility and

choice

Educational

campaigns

Manage costs of 3rd

parties

Update

documentation

Forecast costs and

risks

Health care benefitsPromotional

campaigns

Condition specific

care

Data security and

fraudListening strategies


Benefits

Portfolio

Employee

Experience

Benefits

Financing

Administration

& Operations

Analytics,

Insights &

Reporting


Benefit Portfolio, Employee Experience and Administration

operations are the effective areas for benefits improvement


PortfolioWhat benefit types you offer and do they meet

employee needs

FinancingHow you fund the benefit programmes and

get value for money

Employee ExperienceHow you engage with employees, how they

use their benefits

Administration and operationsThe technology and vendors you use

Analytics, insights & reportingThe data you collect and how it is used to

inform decisions

Key priorityIn 2024

Percentage “To a great

extent” or “To a very

great extent”.


Source: 2019 & 2021 Benefit Trends Survey, Thailand

72%

61%

73%

62%

82%

13

Key priorityIn last 2 years

73%

68%

64%

72%

75%


Almost 3 in 5 offer market competitive benefits

2 in 5 employers offer flexibility and choice in benefits and address the individual

needs of their workforce




To what extent does your organisation’s benefit portfolio do any of the following?

58% 41% 39%

Offer market competitive

benefits

Offer significant flexibility

and choice in benefits

Address the individual

needs of our workforce

Benefit Portfolio


How the benefits package will change in the next two years

FUTURE TRENDS


Note: “Not sure” excluded. Percentages may not add up to 100% due to rounding.


Core

BenefitBroader

benefits

Wellbeing

support

Improve Health

Care Benefit

56%Flexibility

and choice

58%Support for

mental health

62%

55%

in 2019

51%

in 2019

59%

in 2019


A third of employers believe their benefits enhance employee

appreciation of the employment deal




To what extent does your organisation’s benefits package do any of the following?

Enhance

communicationUse communication customised to the

organisation, use latest communication

techniques (apps, social media)

Enhance

appreciationEnhance employee appreciation of the

employment deal

Enhance support

Support employee understanding and

decision making through online tools,

modelers and external vendors

44% 33% 27%

Employee Experience


Most employers are taking steps to use technology to address

health and wellbeing


Note: “Don’t offer” excluded. Percentages may not add up to 100% due to rounding.


Has your organisation taken actions to add/enhance any of the following recently? Is your organisation planning or

considering to add/enhance any of the following in the next two years?

Have taken actions and

plan more in next two

years

Have taken actions

recently, but no more

planned

No actions taken recently,

but plan to add/enhance

in next two years

No actions

taken or

planned

Wellbeing apps

Online/virtual mental/behavioural health

Online/virtual medical services

34%

46%

38%

8%

8%

6%

23%

17%

31%

35%

29%

25%

Employee Experience


Half of employers are planning or considering adopting a digital

hub that houses all benefits

TECHNOLOGY



Does your organisation use any of the following forms of digital tools and technology, or does it plan to do so in the

next two years?

Information systemsIntegrated benefits information and HR information

systems – single sign on

Digital hubSingle digital hub that houses all benefits

Mobile appMobile app access to benefits platforms

Navigator toolsNavigator tools to help employees understand their

benefits choices(cost, outcomes)

Shopping experienceDigital platforms where employees can choose to

purchase benefits, perks and other products

ChatbotsChatbots to support employees

(when selecting and using their benefits)

35%

20%

18%

14%

10%

10%

42%

50%

46%

38%

23%

37%

Current focus(Action taken)

Emerging focus(Planning or considering)


Key Priority in Analytic & Reporting


Note: A maximum of three options could be selected.


Which of the following are top priorities for your

organisation’s benefits analytics, insights and reporting?

Analytics & Reporting

61%Benchmark benefits

programmes against

competitors

58% Understand employees’

wants and needs

36% Understand costs and

risks of programmes

70%Understand cost drivers

62%Third party data Require third party vendors to

provide quality claims or usage

data

50%Forecast costs and risksForecast future costs and risks

(predictive analytics based on

employee population, scenario

analysis)

A third of employers are looking at

using predictive analytics forecast

future costs and risks

Analyse claims or usage data to

understand cost drivers


Rising costs of health care benefits is the top concern for employers



Financial Wellbeing

48%

Health Care Benefit

(Life, Disability, Group Accident

Benefits)

Medical Benefit is a key

concern 34%Control third party costsManage costs of 3rd parties(advisors, vendors, investment

managers)

62% Manage fees/premiums paid to

insurers/vendors now

Benefit Financing

Retirement Benefit

37% Use care navigation support/tools

to direct employees to lower-cost

alternatives in 2024

of participants still concern

in risk benefit cost.

Risk Benefit

28 %


1 Review effectiveness of operational policies

and procedures

2 Integrate benefits information systems with

HR information systems

3 Streamline internal operations(internal efficiency)

4 Focus on automation and upgrading

technology

5 Enhance data management and security(e.g., data protection, fraud controls, cyber security)

6 Review/assess vendors and advisors

7 Outsource benefits administration and

operations

Reviewing effectiveness of operational policies and procedures is

the top priority for benefits administration and operations


Which of the following are top priorities for your organisation’s benefits administration and operations? (% of Top three)

55%

50%

49%

44%

31%

19%

17%

Note: A maximum of three options could be selected.


Administration & Operations


How employer take actions and define the future benefit from

Benefit Trends Survey


Flexible benefit

Platform


Technology /

System

Wellbeing benefit

Solutions

• Physical wellbeing

• Mental wellbeing

• Social Wellbeing

• Financial wellbeing

• Flexibility & Choice

• Support individual needs

• Varity of benefit design

and entitlement


What employers need to do for the future change ?

willistowerswatson.com24

The conversation is changing


Ways of working is changing so companies

need to take necessary actions to ensure

productivity and employee engagement.

COVID-19global disruption

Engagementof a multigenerational

workforce Rapid digitisationand automation

Advent of the gig worker

and different

talent group

Around half of employers reported a

negative impact on the employee

experience and employee engagement

due to the pandemic and 72% think COVID-

19 will have negative impact on employee

productivity.

Sources: 2021 Employee Experience Survey - Shaping EX strategies for impact;

Asia Pacific Stability Survey - Pay, Benefits, Wellbeing


Trends 72% 73% 62% 61% 82%

Priorities

Emotional wellbeingA digital approach to

benefitsHealth care costs

Review operational

policies and procedures

Benchmark benefits

programmes

Physical wellbeingEmployees’ understanding

of cost and valueRetirement plan costs

Integrate benefits

information systems

Understand employees’

wants and needs


Recap –

25


Benefits

Portfolio

Employee

Experience

Benefits

Financing

Administration

& Operations

Analytics,

Insights &

Reporting

• Flexible

Spending

Account

WTW

Suggested

Solutions

for the

Trends

• Benefits

Portal • Plan

Design

• Choices &

Options

• Benefits

Portal • Plan

Design

• Choices &

Options

Flexible Benefits Program Covers all the priorities



How to begin?

26

Review Your benefits

inventory

RevaluateThe Value of

Benefits (VOB)

IntroduceA solution that

is relevant to

employee

needs

willistowerswatson.com27

The roadmap towards your

Flexible Benefits journey


Online access

to benefits

information and

employee support

Enrollment functionality

and personalized

benefit options

Flexibility and

choice with more

benefit options

Embark

Enroll

Empower

Your Flexible Benefits journey

starts with understanding the

Status Quo

Embark: Health and Benefits — Service Centric

Embark Your Journey Now



Benefits

Accesscase study

Results, a New Plan Design

• Covering 4 aspects of employee

well beings

• Offering benefits cost

containment approaches

• Choices & Options for Employee

to choose benefit they need

• A Benefit Portal to manage

employee Benefits

Company profile

▪ A conglomerate MNC, headquarter in Tokyo, Japan With

hundreds of employees in Thailand

▪ Company wanted to provide benefit plan that is relevant to

employees while covering 4 aspects of employee's wellbeing

i.e., mental and physical wellbeing

▪ Company want the new benefit plan to have cost–

containment approaches

▪ Company wanted to introduce a digital solutions to

employees for them to have a smooth experience when it

comes to accessing to benefits

Conglomerates

28


Supporting 4 dimensions of Employee Wellbeing

through Flexible Spending Account (FSA)

© 2021 Willis Towers Watson. All rights reserved. 29

Physical

Financial

Emotional

Social

• Personal Training Class

• Martial Art Training

• Yoga Class

• Financial Course

• Child Education support

• Mindfulness Training Class

• Counselling

• Mind Retreat Program

• Colleagues Dinner

• Family Dinner


Wellbeing insights & solutions


Wellbeing insights (APAC)

© 2021 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

An increase of

40% from 2015

Stress, Mental health, Physical health

a common workforce issues

Employee Engagement

& Experience key focus to

employer Wellbeing activities

71% employers are using

LISTENING STRATEGIES to

identify the needs and wants of

their population

75% employers want to differentiate

their Wellbeing programs by year 2024

Compared to 16% today

76% stress, 62% mental health, 57% physical health

91% wants increased engagement, 86% wants

to enhance technological & physical

environment

Rising cost,

lack of data &

insufficient

financial support

Top 3 challenges that

reduces program

effectiveness

51% employers use both

financial and

non-financial metrics to measure

the impact of their

Wellbeing programs

VOI

approachThru surveys, focus group discussions

Senior leadership are genuinely interestedin employee

Health & Wellbeing

employers557

Source: 2021 Wellbeing Diagnostic Survey, Asia Pacific

China

Hongkong

India

Indonesia

New Zealand

Australia

Singapore

Philippines

Taiwan

Malaysia

31

By year 2024,

Compared to 65% today

of employers will have a

Wellbeing strategy in place96%

81%

Emotional

Top priority

over next three

years

&PhysicalWellbeing


Four key dimensions of wellbeing



Physical WellbeingTo “thrive” physically means

understanding and managing one’s

health, taking appropriate preventive

measure, improving health status

where needed, managing chronic

conditions, navigating through and

recovering from an acute illness or

unexpected injury and successfully

returning to functionality at home and

at work.

Emotional WellbeingBeing emotionally “balanced” means

being self aware, maintaining good

mental health, being resilient by

managing stress, coping with positive

and negative emotional triggers,

dealing with life crises and

maintaining stability through illness

or injury.

Financial WellbeingAchieving the state of being

financially “secure” means having

the financial ability to manage

financial commitments, meet financial

goals, protect against risks, save for

contingencies or future needs like

college or retirement and cope with

financial shocks.

Social WellbeingSocial wellbeing is about being

“connected” by understanding how to

interact well with others by accepting

diversity, being inclusive, knowing

how to support and collaborate with

others, being able to successfully

resolve conflicts and adapt to change.

Being connected applies across one’s

family and friends, one’s workplace

and the larger community.


Strategic consulting approach


Strategy Design Client Workshop Delivery

Insights and Strategy DesignClient Alignment and

Engagement

Solutions and

Vendor Selection

Program and

Vendor Management

Talent

Experience

Complete analyses to support

development of an integrated

wellbeing strategy roadmap

Design architecture to support

wellbeing strategy: programs,

technology solutions

Conduct a 2hours workshop

with client to review findings

and discuss actionable

next steps

Present qualified WTW

solutions that meet

program specifications

Implement and

management of

wellbeing program and

vendors, including

measurement

Implement changes to

align programs and

behavior

Key Work Steps

▪ Identify goals and

objectives

▪ Evaluate current state by

completing an

employer/employee

diagnostic review

▪ Provide market trends

supported by

benchmarking and

research

▪ Provide overview of

potential programs and

technology solutions

▪ Recommend program

components

▪ Provide detailed program

specifications

▪ Compile list of tactical and

programmatic changes

including timing of each

▪ Present proposed

framework, governance,

program design, branding,

measurement of success,

implementation plan and

timeline.To be determined based on key takeaways and

recommendations of phases 1, 2 & 3

Key Deliverables

▪ Diagnostic results to

develop insights and

focus strategy

development

▪ Employee wellbeing

roadmap including guiding

principles and work plan

▪ Construct wellbeing

architecture (e.g.,

calendar)

▪ Provide program

specifications

▪ Comprehensive report

with actionable

recommendationsTo be determined based on key takeaways and

recommendations of phases 1, 2 & 3

1 2 43


Wellbeing

Inventory

We help our clients to achieve program consistencies and cost efficiencies by

consolidating and analyzing existing inventory of their programs across multiple markets with a

set of actionable programs recommendations as deliverables.

Our advisory services & solutions


Employer Wellbeing diagnostic aims to help our clients identify specific Wellbeing related gaps,

discover roadblocks to an effective Wellbeing plans and allows benchmarking against peers.

Employee Wellbeing diagnostic aims to help our clients understand the Wellbeing needs of

their population across 4 pillars of Physical, Financial, Emotional and Social.

Wellbeing

Diagnostic

We help our clients shortlist, curate vendors, compare services and solutions to achieve best

in value, best in class health and wellbeing programs that aligns with organization’s objectives.

We provide program management and vendor oversight to achieve success in our client’s

implementation.

Vendor

Assessments

Wellbeing

Calendar

We leverage on data points to help our clients align their Wellbeing programs to cater to their

population risk and lifestyle needs. We provide a tailored 12 months program calendar with

ready suggestions that our client can conveniently implement.

Value Added

Services

Our robust insights provides ongoing market trends that allows our clients to constantly

benchmark themselves with their peers to remain competitive. We develop intellectual capital

and materials to add value to our clients. E.g., monthly health & Wellbeing digest, COVID

related resources etc.

willistowerswatson.com 35© 2021 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

▪ No strategy in place

▪ No dedicated budget & resource

▪ Basic programs offered such as

health screening, health insurance

related benefits

▪ Ad hoc health webinars with

topics that are general in topic and

not specific to employee needs

▪ Mainly depend on free programs

offered by insurers/brokers

▪ Have a strategy in place with annual dedicated

budget

▪ Presence of leadership advocacy with a committee

to oversee initiatives

▪ Key metrics tracked includes employee engagement,

net promoter score, participation/utilization, employee

turnover rate

▪ Leverage on technology (portal/mobile apps) to

introduce Wellbeing

▪ Conducive environment considered e.g., in house

gym, massage / recreational room, healthy pantry etc.

▪ Basic programs offered such as health screening,

health insurance related benefits, Employee

assistance program

▪ Monthly/quarterly health webinars across various

topics that considers employee preferences

▪ More executional than strategic

▪ Have an annual dedicated budget

▪ Initiatives mainly managed by HR

▪ Feedbacks/participation & utilization rate as

key program measurements

▪ Basic programs offered such as health

screening, health insurance related benefits,

Employee assistance program

▪ Monthly/quarterly health webinars across

various topics that are general in topic and

not specific to employee needs

▪ Free programs offered by insurers/brokers

Classified into 3 broad categories


Client readiness

Questionnaire


EXPLORER

ACHIEVER

LEADER

Please find a PDF copy of the questionnaire here

https://wtwonlineap.sharepoint.com/:b:/r/sites/hcb-wellbeingmodel-go-to-marketrolloutplan-prj-apac/Shared%20Documents/General/Checklist%20for%20Client%20on%20wellbeing-2019-questionnaire-v0.2.pdf?csf=1&web=1&e=f0rohG




Our vendor services & solutions

© 2021 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Digital wellness apps

✓ Short term digital challenges

e.g., steps/sleep

✓ Ongoing healthy

nudges/behavioural change

✓ Integrated HR communications platform

Chronic disease management

✓ Cholesterol/Hypertension/

Diabetes/Obesity interventions

Telemedicine

✓ Virtual clinic services with medication

✓ Health screening & vaccinations

(onsite/home-based)

Health awareness & educations

✓ Health talks/webinars

Employee Assistance Program

✓ 24/7 counselling hotline

✓ Work-life support services

✓ Talks/webinars

Mindfulness

✓ Clock your happiness campaign/challenges

✓ Annual app subscription services

Mental/emotional Wellbeing

✓ Variety of talks/webinars/workshops

✓ Managerial workshops e.g. Basic counselling

skills, emotional intelligence etc.

✓ Employee resource portal

Mental/emotional Wellbeing✓ Wellbeing counselling (with Psychiatrist or

psychologist

Employee Assistance Program

✓ 24/7 counselling hotline

✓ Work-life support services

✓ Talks/webinars

Willis Towers Watson in-house

offerings

✓ Retirement tools

✓ Wellbeing communications portal

Digital wellness apps

✓ Short term digital challenges

e.g., steps/sleep

✓ Ongoing healthy

nudges/behavioural change

✓ Integrated HR communications

platform

✓ Mindfulness challenges

Physical

Financial

Emotional

Social

37


Thailand Go-to-market


Items Pillars Description

Cost

Per Unit

Explorer Achiever Leader

FrequencyTotal

costFrequency

Total

costFrequency

Total

cost

Annual Health Check-up PhysicalStandard package (DA)

(Min. 100)69,900 1 69,900 1 69,900 1 69,900

Lunch n Learn

webinars/workshops

physical,

Emotional,

Financial,

Social

Appropriated Topic 12,500 1 12,500 1 25,000 2 50,000

Interest group workshops SocialAppropriated Topic e.g., cooking,

painting12,500 1 12,500 1 25,000 2 50,000

Employee Wellbeing Diagnostic

Tools

physical,

Emotional,

Financial,

Social

Employee Survey (Max. 250) 170,000 X X 1 170,000 1 170,000

Personal financial

planning/counselling workshopsFinancial Wellteq (Questionnaire / webinar) - 1 - 1 -

EAP / Mental Wellbeing EmotionalApproximately 200 employees /

(WPO/DA)200,000 X X X X 1 200,000

Wellbeing Calendar

Physical,

Emotional,

Financial,

Social

Workshop, Wellbeing Tools

(WTW plan the wellbeing

calendar)

160,000 X X X X 1 160,000

Total cost (by Vender) 94,900 264,900 649,900

Man Hours cost 15,000 25,000 35,000

Total cost 109,900 289,900 684,900

*Estimate cost is in THB


Q&A


Thank you