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Surveying Global EAP Trends

Surveying Global EAP Trends. September 2006. Agenda. Themes and Trends Andrew Davies, Managing Director ICAS Southern Africa Globalizing EAP Services Janice Lenehan, Worldwide Director, EAP Johnson & Johnson Discussion. About the I ndependent C ounselling & A dvisory S ervices.

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Surveying Global EAP Trends

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  1. Surveying Global EAP Trends September 2006

  2. Agenda • Themes and TrendsAndrew Davies, Managing Director ICAS Southern Africa • Globalizing EAP ServicesJanice Lenehan, Worldwide Director, EAP Johnson & Johnson • Discussion SummitQuestions@valueoptions.com

  3. About the Independent Counselling & Advisory Services • Established in 1987 in the United Kingdom • Extensive global experience in the field of behavioural risk management • Currently operating in 18 countries spanning all continents • Combining global strength with local knowledge and expertise • Multinational partnerships with world class companies • Covering 980 organisations and more than 1.5 million employees ICAS Southern Africa • Established in 1999 • 140 employees servicing 180 organisations and 350,000 employee lives • 2nd largest in the ICAS International Group • Large infrastructure with extensive local and continental knowledge and capacity • Strict adherence to global standards and ethics SummitQuestions@valueoptions.com

  4. The South Africa Context • A culturally diverse, middle-income developing country of 50 million people • A mix of 1st and 3rd world, with a large discrepancy between rich and poor • Rapid social, political and economic transformation post-1994 • Increasing global competitiveness and a 4.9% economic growth rate • Limited and inadequate community resources • A young democracy grappling with: • Rapid growth and radical change • High incidence of violence, crime and trauma • Rampant HIV/AIDS infection rate This impacts negatively on the lifestyles of individuals, resulting in high levels of stress, fear and uncertainty, heightened levels of insecurity, and dysfunction. SummitQuestions@valueoptions.com

  5. Core Components of an ICAS-SA EAP The South African context demands EAPs that are comprehensive and capable of addressing the complex range of issues and challenges confronting South African society. COMPANY EAP Behavioural Risk Management Audit Counselling Practical Assistance HIV/AIDS & Health Trauma Management SummitQuestions@valueoptions.com

  6. ICAS EAP Themes and Trends • 65,000 cases managed per year • Average EAP utilisation rate: 18.7% • Utilisation rates are highest in the insurance sector, lowest in the government sector: Industry Sector Breakdown SummitQuestions@valueoptions.com

  7. EAP Needs Analysis Ranking(n= 38,000) South African employees’ ranking of critical issues that the EAP should address SummitQuestions@valueoptions.com

  8. Demographic Trends Gender Utilisation Preponderance of female users ♂ ♀ Language Utilisation African Languages: 54% English: 38% Afrikaans: 8% English Sotho Utilisation by Age 67% of EAP service users are under 40 31-40 SummitQuestions@valueoptions.com

  9. EAP Service Utilisation The overwhelming majority of cases managed are self-referred employees seeking counselling support. SummitQuestions@valueoptions.com

  10. EAP Problem Incidence: Emotional and Practical Note: Low incidence of eldercare SummitQuestions@valueoptions.com

  11. EAP Problem Incidence: Physical Health(Top 20) SummitQuestions@valueoptions.com

  12. Trauma Cases August 2006: • 154 cases of armed robbery • 61 cases of carjacking • 32 cases of assault • 45 rapes • 49 cases of violence • 9 homicides • 3 family murders • 2 kidnappings • 54 cases of domestic violence • 82 other trauma cases Also: • 140 HIV cases • 200 bereavement cases SummitQuestions@valueoptions.com

  13. ICAS-SA Local EAP Model } BRMAudit HIV & AIDS Audit HealthRisk Assmnt. ASSESSMENT (Indv. & Organization) To measure &understand risk } StressInnoculation HealthyLiving Disease Management PROACTIVE ENGAGEMENT Toeducateand build resilience } EAP (on- and off-site) Coaching HealthScreening GENERAL INTERVENTION Toreactively managerisk (24/7/365) } Trauma Mngt. Program Resilience Training RiskCountermeasures TARGETED INTERVENTION Toproactively attenuaterisk (where indicated) SummitQuestions@valueoptions.com

  14. “Every day in Africa a gazelle wakes up. It must run faster than the fastest lion or it will be killed. Every morning a lion wakes up and knows it must outrun the slowest gazelle or it will starve to death. It doesn’t matter whether you are a lion or a gazelle … when the sun comes up you had better start running.” -Anonymous SummitQuestions@valueoptions.com

  15. Questions SummitQuestions@valueoptions.com

  16. Globalizing EAP Services SummitQuestions@valueoptions.com

  17. World’s leading healthcare products corporation • 2005 sales of $50 billion; $100 billion by 2010 • 220 operating companies in 57 countries selling products in virtually every country worldwide • Three business segments: • Consumer (17%) • Medical Devices/Diagnostics (36%) • Pharmaceutical (47%) • 120,000 employees worldwide • 55,000 in United States • 40,000 in Europe/Middle East/Africa • 15,000 in Asia Pacific • 10,000 in Latin America/Caribbean SummitQuestions@valueoptions.com

  18. Business Segments SummitQuestions@valueoptions.com

  19. Healthy People, Healthy Planet, Healthy Business Healthy People Employee Health Workplace Safety SummitQuestions@valueoptions.com

  20. Making the Business Case: Healthy People2005Improving Employee Health Outcomes 8,740 17,940 Avoided Cost: $9.2MM 17,480 8,740 6,440 5,520 4,600 2,300 3,680 Data extrapolated to J&J average population of 46,000 EE SummitQuestions@valueoptions.com

  21. Health and Productivity Link • Depression (WHO) • 200 million days lost ($30-$40 billion) • Leading cause of disability globally • 4th leading health burden affecting humanity: 450 million people afflicted with mental health disorder • 1MM suicides annually; 20MM attempts • Heart disease and stroke • 50% of deaths (12 million annually) can be avoided • Reduce major risk factors: high blood pressure, high cholesterol, obesity, smoking • Smoking related illness and premature death • $92 billion in lost productivity • Obesity • Medical cost and lost productivity: $99 billion annually SummitQuestions@valueoptions.com

  22. Main Causes of DeathWorldwide, All Ages, 2005 SummitQuestions@valueoptions.com

  23. The Threat Is GrowingProjected Global Deaths Over Next 10 Years (%) SummitQuestions@valueoptions.com

  24. Workforce Challenges • Mental health/stress-related disorders – two of the leading causes of illness, disability, impaired productivity • Speed of change • Job demands/technology • Work/family balance • Globalization • Complex social, economic, and political environments SummitQuestions@valueoptions.com

  25. Multinationals With Global EAP • Alcoa • American Express • Anheuser Busch • Chevron • Dow Chemical • DuPont • Exxon • FedEx • Ford • General Electric • General Motors • J.P. Morgan Stanley • Kimberly Clarke • Novartis • Proctor and Gamble SummitQuestions@valueoptions.com

  26. Local Considerations for Service Delivery • Lack of regulation • Appointment scheduling • Costly • Limited expertise in workplace psychology • Inability to coach and support supervisors/managers • Lack of familiarity with J&J policies, guidelines, protocols, and resources • No follow up with company regarding potential safety issues or modified return to work • Community mental health providers do not consider the corporation their “client” SummitQuestions@valueoptions.com

  27. Global Health Objectives • Develop worldwide programs and services addressing employee well-being, including: • Absence management • Employee assistance • Wellness and health promotion • Occupational health • Provide injury and illness preventive strategies for employees worldwide • Support delivery of global health services • Identify health standards with local consideration • Establish performance metrics for the global health community SummitQuestions@valueoptions.com

  28. Employee Assistance Contributions • Employee engagement and loyalty • Recruitment and retention of best talent • 95% of Fortune 100’s provide employee assistance • Prevention and early intervention relieve employee and organizational suffering • Return on investment pre- and post-EAP ($4K per person; $6MM in U.S. annually): • Absence – decreased in 96% of EAP users • Productivity – increased in 90% of EAP users • Mental health status – improved in 78% of EAP users SummitQuestions@valueoptions.com

  29. Employee Assistance • 24/7 confidential problem assessment, counseling, and referral • Identification of qualified professionals and local resources • Face to face, telephonic; on-site, off-site • Education and awareness training • Resilience, work/family balance, conflict and time management • Management consultation and coaching • Support for organizational change, complex employee concerns • Critical incident stress management debriefing • Natural or man-made disasters, terrorism, downsizing, traumatic death • Organizational behavior risk analysis • Stress audit to identify vulnerable employees/work units • Trend identification and reporting • Primary concerns of workforce SummitQuestions@valueoptions.com

  30. The Process of Globalization • Address challenges of decentralization • Conduct Gap Analysis • Demonstrate value and gain consensus of regional HR councils • Utilize existing J&J contacts (Operations, HR, Safety) • Focus on business case; J&J focus on employee health • Identify vendors • Partner with Strategic Sourcing on RFPs • Thorough investigation – call center visits; reference checks • Establish relationships with existing vendors • Create mechanism for global reporting SummitQuestions@valueoptions.com

  31. Lessons Learned • Build relationships with operating company management based on trust; recognize what being from “Corporate” means. • Identify the most predominant workforce issues. • Become familiar with socioeconomic, geopolitical, and cultural context. • Understand health prevalence trends and availability of resources. • Customize based on local culture. • Ensure dedicated partners exist at each vendor. SummitQuestions@valueoptions.com

  32. Lessons Learned (cont.) • Educate and update continuously–vendors and internal partners. • Recognize that the real work begins after the contracts are signed. • Create a network of company stakeholders to ensure sustainability. • Promote the value of management consultations. • Identify meaningful outcome measurements. • Laud successes and inspire healthy competition. • Create a personal definition of success. • Prepare to be surprised. SummitQuestions@valueoptions.com

  33. Then and Now • December 2004 • 10% of co’s OUS with services • No oversight of services • No international network of J&J EAPs • EAPs working in isolation • Absence of global report • July 2006 • 30% of co’s OUS with services • Corporate support of services • Quarterly international telephone conference • First international summit May 2005 • Global report template SummitQuestions@valueoptions.com

  34. Next Steps • Continue to “Think Globally, Act Locally” • Provide global standards/guidelines/policies • Local administrative programs/procedures • Build from existing programs • Broader scope–reactive to proactive • Provide guidance as to the “what” and not always the “how” • Health & Safety woven in business statements SummitQuestions@valueoptions.com

  35. “The health of the organization is inseparable from the health of the employees.” - Russ Deyo, VP & General Counsel to the Chairman SummitQuestions@valueoptions.com

  36. Discussion SummitQuestions@valueoptions.com

  37. Resources • Janice Lenehanjlenehan@corus.jnj.com(732) 524-3139 • Andrew Daviesadavies@icas.co.za +27 (0)11 380 6808 • World Health Organizationwww.who.int SummitQuestions@valueoptions.com

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