Prepared by Aon Consulting l Health & Benefits Rhode Island Business Group on Health Annual Wellbeing Summit June 16, 2017

Emotional Fitness at Work: The Impact of Stress on Business Results and

What Employers Can Do About It

Aon l Consulting l Health & Benefits Proprietary & Confidential l May 2017 2

EMOTIONAL WELLBEING CRIT ICAL TO TOTAL WELLBEING

Wellbeing means having the appropriate resources, opportunities and commitment needed to achieve optimal function, health and performance for the individual and the organization

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Happiness

Resilience

Growth Security

Fuel

Energy

Friends Family

Identity

Sleep Movement

Freedom

Network

Foundation

Work Colleagues

Purpose Driven

Wellbeing

Financial

Physical Emotional

Social

Attitudes and reactions to everyday

living

Energy to complete daily

living tasks

Confidently manage everyday and future

finances

Connections to others

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Higher wellbeing levels improve business results – beyond the cost of healthcare

Employees who have strong overall wellbeing are: • 2x as likely to be engaged in

their jobs compared to employees with moderate wellbeing

• 6x as likely to be engaged compared to those who are at risk

THE BUSINESS CASE FOR INVESTING IN TOTAL WELLBEING

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Sources: Gallup, “State of The American Workplace Employee Engagement Insights for US Business Leaders,” 2013; 2017 Consumer Health Mindset Study: Aon Hewitt, the National Business Group on Health, and Kantar Futures

22% more profitable

as organizations

75% of consumers say

wellbeing programs are a

good investment

81% less likely to seek out new employer

in next year

10% higher customer

ratings

41% less work missed because of poor

health

½ Point higher

performance rating by supervisors

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Our Point of View EMPLOYERS’ 2017 OBJECTIVES AND CHALLENGES

Desired Objectives

Challenges

72%

Meet Cost & Budget Targets

47%

72%

Offer Competitive Benefits

45%

67%

Improve Employee Health & Wellbeing

47%

Source: Aon 2017 Health Survey

26%

Deliver Outstanding Employee Experience

14%

19%

Demonstrate Impact of Programs on Engagement

33%

Aon l Consulting l Health & Benefits Proprietary & Confidential l May 2017 5

EMOTIONAL FITNESS PREVALENCE AND COMPLEXITY

Notes – all statistics based on US Adult population Sources: 1 International Journal of Methods in Psychiatric Research; 2 Center for Behavioral health Statistics and Quality; 3 National Institute on Mental Health; 4Mental health First Aid

3.3M adults between 18–64 have a Bipolar

Disorder episode in a given year1

60% of those with a mental

disorder get no treatment4

Annually 21% of adults are treated for diagnosable

anxiety disorders1

Each year 1 in 4 adults experiences

a mental illness3

7% of adults had a major depression episode in 20142

50% of managers have no training in managing workers with an emotional

health issue4

By 2030, the World Health Organization

states Depression will be the most costly disease burden in the

world

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Low Uptake of Resources

Provider Shortages

Symptoms Cloud Judgment

COMMON BARRIERS TO CARE

Mental Health Is in the Shadows

Viewed as a weakness in today’s culture

Unable to openly discuss struggles or support a struggling employee due to privacy concerns

Stigma amplifies the fear of losing jobs or friends

Poor attitudes towards interventions and the possibility for success

Concerns that provider would dislike them and/or provider would only prescribe pills

Increasing shortages of psychiatrists; licensed counselors; school psychologists; social workers; and marriage and family therapists

Long appointment scheduling wait periods

Providers are under-valued and also under-funded

Often overwhelmed and/or confused by program and service choices

Fear that treatment will make symptoms worse

Limited knowledge of resource availability and service offerings (e.g., EAP)

Sources: National Alliance on Mental Illness; US Department of Health and Human Services National Projections of Supply and Demand for Behavioral Health Practitioners 2013-2025; Moritz, S. The More It is Needed, The Less it is Wanted – Depression and Anxiety 2013, workforce.com

74% of those who seek care for emotional health issues encounter one or more obstacles in getting treatment

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In 2017, 54% of consumers reported high stress levels – up 5% since 2016 37% reported an increase in stress in the past year – up 4% Consumers experiencing low stress are more likely than those experiencing high stress to view themselves as healthy

MANY ASPECTS OF L IFE ARE STRESSING EMPLOYEES OUT

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Top

5

Stressors

50% FINANCIAL SITUATION

41% WORK CHANGES

40% WORK SCHEDULE

36% WORK RELATIONSHIPS

33% CONTROL OVER HOW I DO MY WORK

Source: 2017 Consumer Health Mindset Study: Aon Hewitt, the National Business Group on Health, and Kantar Futures

Aon l Consulting l Health & Benefits Proprietary & Confidential l May 2017 8

STRESS: A COMMON ROOT OF EMOTIONAL DISTRESS

Sources: 2017 Consumer Health Mindset Study: Aon Hewitt, the National Business Group on Health, and Kantar Futures; The American Institute of Stress

80% of U.S. workers feel stressed on the job

68% of consumers valued

“managing my stress” as the most important

factor in emotional health

Job Pressure is the #1 cause of

stress

65% of the workforce

valued taking reasonable amounts

of time off as important to life

48% of U.S. workers report lying awake at night

due to stress

Relational stressors can be a

significant cause of anxiety and depression

Employers spend $300 billion annually in stress-related health care and absence costs

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THE IMPACT OF EMOTIONAL DISTRESS ON WORK PRODUCTIVITY

What untreated—or poorly treated—emotional distress or mental illness can look like in terms of work performance and productivity

Symptoms of Distress = Impact on Work Productivity

Sleep problems = Lower quality work, safety-related mishaps, lateness to work

Lack of concentration = Procrastination, more accidents on the job

Slowed thoughts = Indecision or trouble making decisions

Aches and pains = Trips to the doctor, increased health care costs

Forgetfulness = Poor quality work

Self-medication = Missed deadlines, absenteeism

Irritability or tearfulness = Poor relationships with co-workers, boss, or clients

Low motivation or morale = Presenteeism

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EMOTIONAL FITNESS AT WORK

Emotional Fitness at Work

Belonging Positive work relationships Feeling valued and respected Company loyalty and

acceptance

Flourishing Sense of fulfillment Helping Others /

Community Growth and Development

Essentials • Funds to afford food,

clothing, shelter, and emergencies

Healthy sleep, movement, and social interaction

Safety, job security and satisfaction

Purpose Feeling good about

oneself and team Adequate rewards

and recognition Confidence

coupled with meaningful goals and objectives

Adapted from Maslow’s Hierarchy of Needs

Emotional fitness at work is achieved when organizations cultivate workers’ essential needs, impart a sense of belonging, instill purpose and provide an ecosystem of opportunities to help employees flourish

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IMPACT OF EMOTIONALLY F IT WORKPLACE

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69% Availability of

adequate stress management

resources 36%

74% recommend

employer as good place to work

57%

7%

Employee turnover

38%

71% Availability of

adequate mental health resources

45%

83% Employees

motivated to do their best 70%

66% Organization

promotes healthy lifestyles 40%

Emotionally Fit Workplace

National Average

Sources: American Psychological Assn. and U.S. Department of Labor, 2014

71% Alignment of

employee and organizational

values 51%

68% Organizational practices take diversity into consideration

46%

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RESOURCES FOR EMOTIONAL WELLBEING

Resilience training – Strengths-based approach

– Empathy, Relationships and Trust – Effective communication

– Active Listening Employee resources

– Infiltrate all EFW services and support – Reposition and reframe the EAP, including

targeted and culturally relevant outreach – Maximize Work Life services

Proactive anti-stigma campaigns Stress management skill-building

– Mindfulness-based stress reduction – Meditation – Yoga