In October 2024, Aon forecast a 10.0 percent global increase in medical-plan unit costs for 2025, compared with its 10.1 percent forecast for 2024. The release and report describe projections for employer medical plans. For benefits teams revisiting that period, the figures should remain labelled as forecasts rather than measured 2025 outcomes or individual renewal quotations. Read the regional comparisons carefully The report put the Middle East and Africa

MAXIS Global Benefits Network (MAXIS GBN) has announced an exciting new initiative in partnership with Maven Clinic, the world’s largest virtual clinic for women’s and family health. On 1 October 2024, MAXIS GBN launched a comprehensive educational toolkit designed to help multinational companies provide essential support to employees experiencing menopause symptoms. The new service, available to MAXIS GBN’s multinational clients, aims to create a menopause-friendly work environment by providing

Zurich Global Employee Benefits Solutions (ZGEBS) has taken a bold step forward in its digital transformation journey, unveiling a suite of enhanced digital tools designed to streamline the way businesses manage global employee benefits. With new interactive dashboards, a dynamic online collaboration platform, and automated data transfer solutions, ZGEBS is setting a new standard for efficiency, transparency, and customer satisfaction. Innovation at the Core of Employee Benefits At the

In September 2024, Swiss voters rejected the occupational-pension reform in the referendum held on 22 September. The Federal Social Insurance Office records the package as a rejected reform. For employer benefits teams, the immediate significance is that its proposed changes should not be described as benefits rules enacted by that vote. Close the proposal with its outcome The package sought to strengthen second-pillar financing, broadly maintain pension levels and

In July 2024, Luxembourg government guidance explained how compensation should be handled when two statutory public holidays fall on the same day. Coincidence does not simply erase one entitlement. The appropriate treatment depends on the employee’s normal work schedule and whether work is actually performed. For employers, this is a practical leave and payroll administration issue with consequences for employees working different patterns. Begin with the individual schedule The

In June 2024, the US Social Security Administration documented Guernsey’s phased secondary pensions programme, citing local law and guidance. Employers with at least twenty six employees entered the first phase in July 2024, with smaller employers following under the published timetable. The programme supplements the State Pension and includes automatic enrolment for eligible workers, with opt out and re enrolment provisions. For multinational employers, the milestone illustrates how a

In June 2024, Norway’s Ministry of Children and Families announced that the parental-benefit period at the 80 percent coverage level would increase from 295 to 306 benefit days from 1 July 2024. The stated objective was to bring the total payment broadly into line with the 100 percent option. The change concerned the relationship between replacement level and duration within the statutory system. Compare the whole benefit period A

In May 2024, South Africa’s Presidency confirmed the signing of the National Health Insurance Bill into law. The signing remarks explicitly described implementation as phased, with systems and governance arrangements still to be established. For employer health programmes, this historical milestone should be read as an enacted reform with an implementation process. It did not establish overnight operational coverage or automatically answer what every employer should do with its

In April 2024, the British government confirmed commencement of a new entitlement to unpaid carer’s leave in Great Britain. Acas guidance describes up to one usual working week in twelve months, available from the first day of employment to provide or arrange care for a dependant with a long term care need. The benefit created protected time away from work. Employers should distinguish that statutory baseline from any additional

In a strategic move to enhance its Business Development (BD) efforts across key global regions, MAXIS Global Benefits Network (MAXIS GBN) proudly announces the appointments of Aaron Brown and Larry Howley as the new Regional Directors for the Europe, Middle East, and Africa (EMEA) and Americas regions, respectively. This announcement was made from London on 6 February 2024, marking a significant step in ensuring MAXIS GBN’s commitment to delivering

In a strategic move that reshapes the landscape of employee benefits and pension administration, Aptia has officially announced its launch. Formed by investment from Bain Capital Insurance, Aptia emerges as a formidable entity, boasting an impressive clientele of 1,100 global clients, thereby extending its services to support over 7 million individuals. A New Era in Benefits Administration? The firm is the result of a strategic acquisition of Mercer’s U.S.

In December 2023, Captive International published results from a survey conducted with ECIROA on independent non-executive directors in captive governance. The report described perceived benefits of independent judgement and highlighted questions about committee participation. It offers useful prompts for a board review, although the accessible report does not establish a representative sample of the entire captive market. Appointing an independent director is only the beginning of defining how that

In a landmark move, IBM has redefined its retirement strategy, signaling a potential trend for corporate America. Our analysis reveals IBM’s pivot from traditional pension accruals to a novel approach, blending cash balance benefits with a pay increase and pay credit system. This shift, executed amid a climate of peak pension fund health, showcases IBM’s innovative use of surplus assets for future benefits. The new scheme phases out the

In December 2023, an email from Captive International promoted a medical stop-loss captive white paper. An accessible MSL Captives paper by Phillip Giles and Steven McFarland explains such structures, but the retrieved document is undated and could not be confirmed as the exact edition announced. It provides technical background for examining retained risk, collateral and exit obligations, rather than evidence of a new release or guaranteed employer savings. Establish

In May 2023, the Dutch Senate approved the Future Pensions Act, which entered into force in July 2023 and began a transition toward contribution-based occupational pension arrangements. Those legal milestones should be distinguished from subsequent implementation decisions. DNB’s later guidance identifies 1 January 2028 as the transition deadline. For multinational employers, the practical task is to establish who is responsible for each decision affecting the local pension programme. Separate

In April 2023, the Council of the European Union adopted new rules on pay transparency and equal pay enforcement. Its announcement described pay information rights, reporting requirements and compensation that can include bonuses and payments in kind. The 2024 newsletter relay therefore concerned a directive already adopted. For benefits teams, the practical issue is whether the organisation can explain its remuneration elements consistently when comparing employees who perform the

In May 2022, McKinsey published an analysis of employers’ health benefit priorities based on a September 2021 survey of 1,640 employers. The findings described intentions to expand benefits while managing medical costs. They do not establish that adding a specialist provider produces better care or lower expenditure. For benefits buyers, the useful next step is to define the problem a proposed vendor would be responsible for solving. Start with

In October 2021, the National Bureau of Economic Research discussed research on buyer inertia and health insurance costs in its monthly Digest. The study examined how reluctance to change plans can affect competition and premiums. Its counterfactual findings concern a particular research setting, rather than a promised saving for an employer programme. The practical question for benefits teams is whether their renewal process makes a considered choice possible. A

In July 2021, strategy+business published Andrew Curcio and Alastair Woods’s argument for rethinking total reward around employee preferences. Their practitioner framework calls for understanding needs, adapting offerings, explaining choices and reviewing the result. The proposal remains useful as a design question, although it does not guarantee that another employer will reproduce the reported business outcomes. A benefits programme needs to explain what each choice is intended to achieve. Begin

In February this year, we launched our discussion paper “2045: the future of work – the changing face of employee benefits” looking at how employee benefits (EB) may change over the next 25 years, based on the trends we were seeing in the industry and the world of work. Just a few months on, the changes that we suggested might take decades are already happening because of the COVID-19 pandemic. The rate of change happening in the global EB industry, such as the delivery of digital benefits solutions and virtual healthcare provision, has accelerated beyond anything that could have been predicted at the start of the year.

Taking a holistic view in managing their global employee benefit programs is the chosen way forward for an increasing number of multinationals that want a better overview and cost control of these programs. Many companies find that outsourcing the day-to-day handling and reporting of the insured benefits to local experts coordinated by a central team with one of the global consulting / brokerage firms is the preferred approach.

You’ll no doubt be all too aware of just how important employee benefits (EB) are to any business when attracting and retaining talent. Along with salary and pension, insured benefits like life, health and disability insurance can be the difference between keeping an employee engaged and losing them to a competitor. It can also be the deciding factor for a candidate when choosing a company to work for.

Companies offer all sorts of benefits and extras to attract the most favored workers, from health care and stock options to free food. But all those perks come at a price: your freedom. There’s a reason labor historians call these perks “welfare capitalism,” a term that originated to describe company towns and their subsidized housing, free classes and recreational activities. Like government welfare, offering any benefits that people come to rely on is also a convenient vehicle to mold their behavior.

The Indian employee benefits landscape has undergone rapid and dramatic transformation over the past two decades, hastened by economic growth, amendments to and increases in statutory benefits, new benefits paradigms introduced by Multinational Corporations (MNCs), and legislative and judiciary action. Employee Benefits stakeholders, in order to keep up with the times, must continue to evolve their benefits offerings to ensure compliance as well as competitiveness.

It is important for German companies to position themselves as attractive employer brands, especially when competing for young talent in the job market. In today’s tight job market, factors that once promised reliable success in attracting new employees – remuneration, the number of leave days, pensions, company cars – are no longer the only things younger generations are looking for. Instead, non-monetary issues such as work-life balance, working atmosphere, and identification are of prime concern. These are the issues that companies should be projecting in their branding and benefits strategies.

With large international companies managing and financing their group-wide risks centrally, there is a pressing need for a central risk management tool. Captive concepts, which have been around for many years, answer this need and have become very popular in risk management.

In today’s landscape, employee benefits need to become the hot topic of conversation. There are many factors driving this since the demographics surrounding today’s workforce are constantly changing. With evolving employee demands and expectations, and new ways of working (think gig economy), employers need to play the employee benefits card to entice potential and current talent to stay put.