Employee Benefits Event - Schneider Downs Tax Services

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WELCOME2017 Retirement, Employee Benefitsand Healthcare Forum

Employee Benefits Underthe Trump Administration(as of Today)Jason Rothman, J.D.March 22, 2017

Key Items The fate of the Affordable Care Act DOL Fiduciary Rule FLSA – Overtime3

PPACA vs. AHCA The American Health Care Act – aka the“Repeal and Replace” There is really a 3 Pronged Approach toAddress PPACA41.AHCA2.Administrative Action3.Regular Order “Replace” Health Bills

AHCA – Key Components Eliminate the Employer and IndividualMandate Penalties̶ Retro?̶ Actually set to zero̶ 1094/1095 Reporting?5

AHCA – Key Components Consumer Drive Design Expansion6̶Increase on HSA limits̶Increase FSA limits̶OTC Reimbursements

AHCA – Key Components TAXES?̶ Initial discussions to tax employee and/orreduce/eliminate employer deduction formedical benefits̶ The Cadillac Tax LIVES Delay until 2025̶ Tax credit system7

AHCA – Key Components Retains a fair amount of PPACA patientprotections Republicans limited in how far it can do due topolitical process Wellness Expansion8

DOL Final Fiduciary Rules Needed to replace out dated rules given the shiftfrom defined benefit pension plans to 401(k) plansand IRAs 2010 Proposed Rule (withdrawn the following year) 2015 Proposed Rule Final Rule published April 8, 2016 – Officially effectiveJune 7, 2016 Applicability Date is April 10, 20179

The New RuleThe new rule provides that a person will be considered tobe rendering fiduciary investment advice with respect toa plan (described below) or IRA if:1. such person provides to a plan, plan fiduciary, planparticipant or beneficiary, IRA or IRA owner thefollowing types of advice for a fee or othercompensation, direct or indirect:a)10a recommendation as to the advisability of acquiring ,holding, disposing of, or exchanging, securities or otherinvestment property should be invested after the securitiesor other investment property are rolled over, transferred, ordistributed from the plan or IRA; or

The New Ruleb) a recommendation as to the management ofsecurities or other investment property, including ,among other things, recommendations oninvestment policies or strategies, portfoliocomposition, selection of other persons to provideinvestment advice or investment managementservices, selection of investment accountarrangements (e.g., brokerage versus advisory); orrecommendations with respect to rollovers,transfers, or distributions from a plan or IRA,including whether, in what amount, in what form,and to what destination such a rollover, transfer,or distribution should be made.11

The New Rule2. the investment advice recommendation is made eitherdirectly or indirectly (e.g., through or together with anyaffiliate) by a person who:a)represents or acknowledges that it is acting as a fiduciarywithin the meaning of ERISA or the Internal Revenue Code,b) renders the advice pursuant to a written or verbalagreement, arrangement, or understanding that the adviceis based on the particular investment needs of the advicerecipient, orc)12directs the advice to a specific advice recipient or recipientsregarding the advisability of a particular investment ormanagement decision with respect to securities or otherinvestment property of the plan or IRA.

DOL Final Fiduciary Rules BUT WAIT EBSA Proposed Rule – 60 Day Delay(6/9/2017) EBSA Temporary Enforcement Policy13

New Overtime Regulations Scheduled Effective date – December 1, 2016 Preliminary Injunction per Texas District Court Appeals Court Process14

Email – jrothman@findleydavies.comPhone – 216.875.190715

Benefit Communications:Not Enough, Too Much and Just Right

What You Can Expect to Learn Today1717

Purchasing EngagementTime Spent Researching Purchasing73% of employees12108report their companycommunicates aboutbenefit options fewerthan 3 times a year10654213% of employers40Car18Source: AflacHouse ComputerMortgage20.5TVBenefitsbelieve they are effectiveat communicating aboutthe benefits offered

Key Drivers of Employee Benefits ConfidenceReviewingelections severaltimes 31%Information waseasy tounderstand 21%Communicationshelped explainthe costs 15%Confidence In Benefit Choices19Source: MetLife 14th Annual Employee Benefit Trends Study

The Basics Identify the needs and objectives Develop a communication strategy Incorporate a variety of channels Eliminate the noise through effective messaging Empower leaders Engage your employees to action20

Identify The ObjectivesDo you know the needs of your organization and workforce? Employee View Employer View21̶ Utilization trends̶ Focus groups̶ Cost analytics̶ Surveys̶ Benefit trends̶ Feedback mechanisms

Develop a Communication Strategy Create a strategy to articulate:̶ Objectives: What you want your communications to accomplish̶ Key Messages: What to say and have people do̶ Audiences: To whom̶ Channels: How̶ Timeline & Deliverables: When22




Communication ChannelsLeader talkingpoints andFAQsVideo ClipSeriesSocial r TV emeeting roadshowsHR ConnectLinePostcardremindersMobileTechnology

Key Messages Your value proposition: emphasize the value ofyour organization’s benefits Say very clearly what employees need to do, andwhen Explain how to learn more when informationbecomes available Direct employee questions27

Create a Brand Develop a consistentlook and feel Help identify thatmessages are comingfrom employer Take credit forprovidingbenefits28

Make it easyMake it easy to read Simple language Headlines, bullets for readers whoscan FAQs so employees can find theinformation they need quickly andreduce message clutter Checklist/timeline so people knowwhat they need to do, when29Make it easy to find Central location (HR office,intranet, microsite) to postupdated info Provide a mechanism for feedback Show managers, supervisors, andemployees where to find answersto questions


Be Creative Find fun ways to educate employees about theirbenefits Make communications interactive̶ Challenges̶ Share stories̶ Post questions Appeal to all the ways that engage people̶ Emotionally (“make sure you have access to the care you and yourfamily need at prices you can afford”)̶ Logically (“here’s how to choose the plan that works best basedon your individual needs”)̶ Rationally (“you’ll feel better and have an improved quality of lifeif you take care of yourself”)31

Leverage Your Leaders Don’t underestimate the power ofrelationships̶ The leading indicator of employee engagement isbased on the quality of the relationship betweenemployee and supervisor Empower your managers!̶ Help them understand the impact on theorganization̶ Share important changes, plan options, tasks,and deadlines̶ Provide key messages and talking points̶ Prepare them to answer employee questions̶ Provide advance info32 Leaders should be a key audience in yourcommunication plans

Call Employees to Action Be clear about actions and deadlines Create easy-to-read instructions if employeesneed to enroll online Provide checklists Include a challenge33

34Personalize It Connect with employees Provide examples Leverage testimonials34

Your Call To Action Inventory you current communications Know the needs of your organization Develop a plan Include a mix of communication channels Develop targeted messaging to engage your employees35

Courtney 2636

IRS Examinations of QualifiedRetirement PlansPresented by:Jason M. Lumpkin

Internal Revenue Service Audit Triggers Random selection Participant complaints Form 5500 reporting38Strictly Private and Confidential

What Can Plan Sponsors do to Avoid an IRSExamination? Utilize available correction programs when errorsare identified– Self-Correction Program (SCP)– Voluntary Correction Program Maintain a regular, effective communicationstrategy with participants Develop internal controls to maintain the plan39Strictly Private and Confidential

Examples of Effective Internal Controls Annual review of plan document to ensure it is upto date with law changes and/or discretionarychanges made during the year Annual review of plan operations- Does practicematch documentation?40Strictly Private and Confidential

Operational Review- Areas of Focus Employee contribution electionsDefinition of compensationContribution limitsEligibility and enrollment processVesting calculationMarital status and spousal consent requirements41Strictly Private and Confidential

Operational Review- Areas of Focus(continued) Required minimum distributions Monitor ownership changes for coveragepurposes Rollover process Ensure delivery of required notifications Participant loans42Strictly Private and Confidential

What to Expect if your Plan is Selected forExamination Initial data request: plan document, Form 5500,compliance testing reports, census data, organization’stax return; Forms w-2– Typically includes examination year and 2 preceding years Interview with auditor–––––Organization’s businessIdentify internal personnel tasked with plan administrationHistory of PlanRelated entitiesAdministrative process for enrollments, distributions, loans,payroll processing43Strictly Private and Confidential

What to Expect if your Plan is Selected forExamination (continued) On-site review- 2-4 days– Additional data requests– Possible expansion of examination years if issues areidentified Process can take anywhere from a few months tomultiple years! Resolution in the form of no action or identificationof necessary corrections44Strictly Private and Confidential

What Should You Do if an Examination Noticeis Received? Notify all service providers and legal counsel Communicate with the agent to understand whatis being requested Provide full and complete information (takeadvantage of extension if necessary) Designate a point person Prepare for a lengthy, thorough process45Strictly Private and Confidential

Case Study: Compensation Plan sponsor erroneously excluded bonuspayments from compensation when processing401(k) contributions. This discrepancy existed forthe prior 15 plan years The IRS agent identified the discrepancy,resulting in a corrective contribution to affectedparticipants in excess of 500,000, pluspenalties46Strictly Private and Confidential

Case Study: Plan Document Compliance Plan Document was not timelyamended/restated in accordance with applicableregulations Penalty imposed as a result of examination inexcess of 30,00047Strictly Private and Confidential

Jason Lumpkin– 412.697.5472– jlumpkin@schneiderdowns.com48Strictly Private and Confidential

The DOL, Fiduciaries and AuditsPresented by Jason Rothman, J.D.

Today’s Agenda Who is a Fiduciary? Fiduciary Duties Common DOL Audit Areas50

“Fiduciary” Defined ERISA Section 3(21)–Management of plan or plan assets–Investment Advice for compensation Heightened per Final Regs–Discretionary authority/responsibilities in planadministration51

Who is a Fiduciary? Functional definition Key “players”– Employer– Plan Sponsor– Plan Trustee– Committee (and members) Consider issues regarding delegation of fiduciaryduties– Plan Language– Documentation of Delegation52

Ministerial vs. Fiduciary Certain administrative activities are NOTfiduciary functions– Applying plan rules regarding eligibility– Calculation of service/benefits per plan terms– Processing claims53

The Dual Role Issue Settlor vs. Fiduciary Functions– Plan design decisions by employer– Administrative decisions by plan administrator Payment of plan related costs Delegation Privilege54

Fundamental Fiduciary Duties Exclusive Benefit Prudent Person Diversification Follow Plan Documents Avoid Prohibited Transaction55

Exclusive Benefit Fiduciaries must act –For the exclusive purpose of providing benefitsto participants and their beneficiaries; and–To defray the reasonable expenses ofadministering the plan56

Prudent Person Fiduciaries must act with – Care– Skill– Prudence– Diligence KEY – The Decision Making Process57

Diversification Must diversify plan investments so as tominimize the risk of large losses UNLESS underthe circumstances it is not prudent to do so. 401(k) Plan issues– Investment line-up– Employer stock58

Follow Plan Documents Must follow the terms of the governing plandocuments SO LONG AS they are consistent withERISA Plan Document Considerations– Firestone language– Claims procedure59

Prohibited Transactions ERISA prohibits fiduciaries from – Self-dealing with plan assets; and– Acting in any capacity on either side of a transaction ifthe fiduciary’s interests conflict with plan/participantinterests Prohibition of transactions between plan and partyin interest Exemptions60

Fiduciary Liability Personal Liability – YES! Co-Fiduciary Liability – YES! Restore Plan – Profits/Losses Plan Assets may NOT be used to pay liability Civil Penalties – YES! Prison – YES!61

Plan Investments 62ERISA 404(c)Investment Policy StatementsFee DisclosuresEmployer Stock and Stock Drop Litigation

Welcome to the DOL Audit So you got the letter What do you do now?– Pull documents requested in document request– Reach out to vendors and advisors– Have professionals on standby during site visit– Timely respond to questions/requests– Consider corrective action in response to DOL/IRSfindings letter63


Question 1 – Am I a Fiduciary? Bernie, HR manager of Browns Co. has pensionplan responsibilities – Calculates benefits per plan terms– Prepares governmental reports– Conducts plan orientation/enrollment Fiduciary?65

Answer 1 – Am I a Fiduciary? Probably no– Ministerial functions– Operates within the framework of the plan– No discretion or authority DOL will critically analyze duties of plan “serviceproviders” on audit66

Question 2 – Is this a Fiduciary Act? Urban gets a call from plan participant Archie Archie is confused and asks for an interpretationof plan terms Urban review the plan, agrees SPD is confusingand interprets the plan in Archie’s favorproviding for the benefits he asked for Fiduciary Act?67

Answer 2 – Is this a Fiduciary Act? YES!!! Exercise of discretionary authority Interpreted plan terms DOL will analyze fiduciary activities to make sureproperly performed68

Question 3 –Fiduciaries and Plan Investments Monsters 401(k) Plan offers a number of investmentoptions The majority of the investment funds are retail shareclass Fiduciary breach?69

Question 3 –Fiduciaries and Plan Investments Likely Yes! Failure to investigate availability of institutionalfund See Tibble v Edison HOT ITEM FOR DOL AUDITORS AND PLAINTIFFFIRMS70

Question 4 – Delinquent EmployeeDeferrals LeBron, returned to Cavs Co. as benefitsmanager and discovered that employee deferralswere being transferred to the 401(k) plan truston a quarterly basis. Problem? Correction Program?71

Answer 4 – Delinquent Employee Deferrals Breach of Fiduciary Duties and ProhibitedTransaction! Candidate for VFCP Reimburse for lost earnings -- employer mustdeposit to the trust the lost earnings resultingfrom the delinquent contribution– Online Calculator Excise taxes FIRST THING DOL AUDITOR WILL ANALYZE!72

Question 5 – Liable for a Past Fiduciary Breach? Upon taking a fiduciary role for the BuckeyePension Plan, Zeke realizes that his predecessorEddie breached fiduciary duties relating toinvestments Can Zeke be held personally liable for Eddie’sbreach?73

Answer 5 – Liable for a Past Fiduciary Breach? NO – No liability for predecessor breach BUT Zeke has an obligation to remedy the outstandingbreach AND the failure to do would be a separate breach ERISA Opinion Letter 76-9574

Question 6 – Paying Expenses from Plan Assets Urban, benefits manager at Buckeyes, Inc., takes care ofpaying outside vendors for their services on the OSU401(k) Plan. Urban uses plan assets to pay ALL expenses associatedwith the Plan. Issue?75

Answer 6 – Paying Expenses from Plan Assets Prohibited Transaction Issue DOL Advisory Opinions 97-03A and 2001-01A Settlor vs. Administrative Big ticket item in DOL audits.76

Jason Rothman, J.D.–216.875.1907–jrothman@findleydavies.com77

10 Steps for Data LossPreventionMarch 22, 2017Chris Debo, Technology Advisorscdebo@schneiderdowns.com

Agenda Recent historyRisks facing your organization10 questions you should be askingWhat can you doQuestions79

Cyber Crime Proliferation Cyber crime now costs the global economy 445 billion a year– Source: Center for Strategic and International StudiesThe cyber crime black market is now more profitable than theglobal drug trade– Source: RAND InstituteCyber crime costs are now drastically eclipsing cybersecuritycosts– Source: OECD80

Cyber Crime is Global81

Data Records Stolen/Lost by Industry82

The Black Market Value of Data We Process Health Care Record - 50 Credit Card - 2 - 15 Social Security No. - 5 when packaged with aname Name and password to Bank Account - 1,000 Verified Email Accounts - .5083

Risks that Companies Face Financial–––––––ForensicsPublic RelationsCredit MonitoringPenalties and FinesLoss of Customers/RevenueLawsuits and Legal CostDrop in Stock Price Reputational Operational84

Verizon Data Breach Report Published Every Year Since 200850 Global Organizations82 Countries RepresentedOver 100,000 Security Incidents3,141 Confirmed Breaches (up 130% since 2014)85

Cyber Crime Statistics Employee negligence at core of mostattacks– Stolen credentials primary cause 80%of time 89% of breaches driven by financial orespionage motive 65% discovered by external parties Once compromised, 98% of breaches tookless than a week to exfiltrate data86

Percent of Breaches by Motive87

Breach Discovery Method88

Time to Compromise vs. Exfiltration89

Anatomy of an Attack1. Recon2. Weaponize& Deliver3. Exploit4. Install5. Command & Control6. Action90

Phishing: What to Look ForTO: Don’t recognizeothers on listSubject: Vague, unusualor not in replyContent: Irrelevant orunexpected In reply tosomething neversentAttachments: Unexpected orpossiblydangerous filetypeFROM: Don’t recognizesender SuspiciousdomainDate: Sent at unusualor unexpectedtimeHyperlinks Long,unrecognizableor misspelled URL does notmatch whenhovering91

3 Ways that Phishing Succeeds1. Download of malicious software via an attachment– Allows the attacker to install malware that trackskeystrokes and obtains screenshots– Malicious software can also “sniff” the network andprovide additional information that the attacker canuse to attack beyond the infected workstation2. Following a link to a “spoofed” site and enteringcredentials– Online banking credentials– Webmail (typically the same as network) credentials3. Following a link to a malicious web site that exploitsbrowser vulnerabilities92

Ten Questions to ask to assess yourorganization’s data loss preventionstrategies

DoL ERISA Advisory Council The DOL's ERISA Advisory Council recently issued areport, Cybersecurity Considerations for Benefit Plans,which summarizes its examination of andrecommendations regarding cybersecurityconsiderations as they relate to employee benefitplans. NIST Cyber Security Framework The Council identified four major areas for effectivepractices and policies:––––Data ManagementTechnology ManagementPeople Issues/TrainingService Provider Management94

Question 1 (Data/People/Technology) Have we assessed the maturity of our cybersecurity profile?95

So, How do I start? There are a number of frameworks that have beendeveloped to assist organizations through thiseffort–––––NIST Cyber Security FrameworkFFIEC Cyber Security Maturity ModelC2M2InfoSecGCSCC Review the frameworks and determine which onefits your organization best96

Question 2 (Data) Do we have a current inventory of our sensitivedata and who has access to it?97

Where is our data Which Servers and workstationsWhich DatabasesWhich ApplicationsOther Electronic MediaHow do we transmit our data98

Question 3 (Data/Technology) Have we built a layered defense to protect ourcustomers’ sensitive information?99

Build a Layered Approach to Defense100

Question 4 (People/Technology) When was the last time we had an independentparty try to hack into our systems?101

Annual Security ReviewsExternal Vulnerability ScansExternal Penetration TestingFirewall Configuration File ReviewInternal Vulnerability ScansAre you using analytics to monitoruser behavior? Are you investing in newtechnologies 102

Question 5 (People/Technology) What procedures have we implemented to protectour sensitive information that is stored andaccessed using mobile devices?103

Question 6 (People) How often do we provide security awarenesstraining to our personnel?104

Question 7 (People) Do we have the appropriate insurance coverage toaddress our cyber security concerns?105

Cyber Insurance - Do I Need a Policy? Need to evaluate the information that you collect,process and store to determine the marketability ofthis data, if it was to fall into the hands of thieves. Need to evaluate your social profile. Are you atarget of social activist? Need to understand the breach activities that havetranspired in your industry.106

What is Not Covered by Cyber Insurance? Reputational harmLoss of future revenueCost to improve internal technology safe guardsLost value of intellectual propertyThe policy will typically have sublimit related tofines and penalties107

Question 8 (People) Do we have a formal incident response plan thathas been tested in the event our systems arebreached?108

Question 9 (People) How Is Our Executive Leadership Kept InformedAbout the Current Level and Business Impact ofCyber Risks to Our Company?109

Question 10 (Provider) Have we inventoried all of the third party vendorsthat have access to our data and have weevaluated their controls?110

What Actions Should I be Taking? Accept that security is an enterprise-wide risk, notjust an IT issue. Create an awareness from themailroom to the boardroom.– Stakeholders include, but are not limited to, theBoardroom, HR, Audit, IT and Legal Establish awareness that controls and processeshave been specifically designed to prevent attacks.– New hire orientation– Ongoing awareness and communication– Visible to the organization111

What Actions Should I be Taking? Integrate cyber risk strategy into the organization’sstrategic plan Have a team dedicated to managing cyber threatsand your incident response plan Identify your organization’s most critical dataassets– Where do these assets reside?– Who has access to these assets? Educate employees about the risks of phishingattacks and assess their diligence112

What Actions Should I be Taking? Implement a layered defense Assess your cyber security maturity Identify vendors used for business functionsinvolving critical data assets– Make sure you understand their security policies andprocedures Decide whether cyber insurance should be a partof your risk mitigation strategy Identify and remediation network vulnerabilities113

Chris DeboSenior ManagerTechnology Advisory Servicescdebo@scheiderdowns.com614-586-7108114

Strategic Employer Well-BeingDeveloping Strategic Incentives to be Compliant and EngagingMarch 22, 2017

116Stand up if your organization Offers a wellness program Provides incentives for participating For example, completing an online health assessmentquestionnaire or physical health screening – or participating inevents throughout the year like a steps challengeProvides incentives for achieving health outcomes For example, meeting certain criteria for blood pressure,cholesterol, glucose, or BMI level – or achieving an overall healthscoreStay standing if these incentives motivate you to Participate Make healthier choices in your day-to-day lifeHow are you motivated to make better choices for yourpersonal well-being?

117Learning Objectives Discuss best practices for designing incentives that driveand sustain desired behaviors Share benchmarks on the type and amount of incentivesprovided by employers Cover the legal requirements for compliant incentivesunder the ACA, GINA, and ADA Share examples of effective incentive designs andevolutions to continue to drive better health and outcomes

118Incentives Design OverviewComponentConsiderationsBest practicesEligibility Full-time, part-timeBenefits enrolled vs. nonenrolledSpouses ParticipationProgram completion (challenges,activities, preventive care)Biometric outcomesOver time, participants do andachieve more to earn incentives:participate, improve outcomes,achieve low-risk outcomesBudget ValueEstimated participationTax implications Estimate incentive cost andcompare to presumed impact –but don’t limit to ROIPaymentmethod Premium discount (% or cash),plan design modification, cash,gift card, sweepstakesLump sum or throughout year Manage administrative complexityBlend of extrinsic and intrinsicmotivatorsIncentiverequirements Allow all employees to participateand earn some kind of incentive,regardless of benefits eligibility orenrollmentExtend to spouses as programmatures


120Best Practices for IncentivesTypeExamplesBehavior impactFinancial Reduced premiumsHSA contributionCash rewardGift card CompetitionsRecognition (formalor informal)Personal satisfactionfrom engaging in orcompleting a programSupportive culture Nonfinancial Best forCreates attention Encourages initialparticipationExtrinsic motivation(do it for thedollars)Drives longer-term,sustained behaviorchangeImpacts results(health outcomes)Intrinsic motivation(do it for me) Drivingparticipation inhealth evaluations(screenings, HRA’s)Getting participantsto make lastinghealth changes ary incentives alone don’t change behavior.Increasing intrinsic motivation is critical to healthy behavior change.

121Research on Effective Incentives Incentives should provide immediate andfrequent positive feedback or reward People are more attracted to immediate benefitsthan delayed benefits, and More deterred by immediate than delayed costs Loss aversion Research suggests people react more strongly to thepossibility of losing a benefit, money, or theirreputation than to the possibility of gainingsomething Organizations should carefully balance loss aversiontechniques with keeping wellness positive Mental accounting 100 discount on premiums may go unnoticed,whereas a 100 check in the mail may register as anunexpected windfall“The effectiveness ofincentive programsdepends critically onhow the incentives aretimed, distributed, andframed, and severalfactors might makeinsurance-premiumadjustments (the mostcommonimplementationmechanism) lesseffective dollar fordollar than otherapproaches.”Source: Redesigning Employee Health Incentives — Lessons from BehavioralEconomics, Kevin G. Volpp, M.D., Ph.D., David A. Asch, M.D., M.B.A., Robert Galvin,M.D., M.B.A., and George Loewenstein, Ph.D., N Engl J Med 2011; 365:388-390

122Fostering Intrinsic Motivation“Don't make a big deal of the incentives. Make a big deal out of thebenefits.” Communicate relentlessly Posters and flyers Emails Text messages Verbal messages Social media Images and testimonials Praise and recognition Make it emotional

123Engagement Takes More Than IncentivesBeyond incentives, develop a culture that supports well-being Leadership support Wellness champions Engagement and active wellness steering committee Incentives at a group or leadership level and integrationinto their performance goals Fun ongoing well-being activities, challenges, andsweepstakes Support for long-term behavior change (such as coaching)


125BenchmarksMajority of employers offer wellness incentives (NBGH) 201620152014201072%79%74%63%60% pay spouse incentives56% of large employers offer employees financial incentives – up 4% from2013Employers spent on average 651/employee on incentives in 2016, up from 260in 2009 – but down from 693 in 2015 (NBGH) 81% of employees earned some of the incentive in 2016, up from 73% in 2015 47% of employees earned their full incentive amount in 2014 A quarter earned a partial amountEmployers are taking another look at incentive design 90% of those offering incentives are reevaluating their incentive strategy overnext 3 years due to frustration over low engagement (Towers Watson, 2015) Interest in health-contingent (outcomes-based) incentives down from 44% in2015 to 24% in 2016 (NBGH) Focus has shifted from BMI to tobacco use Tobacco incentive up from 122 (2015) to 199 (2016)

126Incentive Design Impact on Participation Rates Financial incentives are most effective at driving one-timebehavior, such as completing a biometric screening or health riskquestionnaireFor engaging people in programs – such as physical activityprograms, stress management, or weight management – financialincentives have varying degrees of successFinancial incentives have the lowest impact on driving sustainedbehavior change, such as stress or weight managementSource: Health and Well-being PWC Touchstone, 2015

127Higher Incentives Higher ParticipationSource: Interactive Health, 2011 – 2013

128Types of Incentives OfferedSource: Health and Well-being PWC Touchstone, 2015

129Tobacco IncentivesSource: 19th Annual National Business Group on Health/Towers

̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions

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834 Other long-term employee benefits are all employee benefits other than short-term employee benefits, post-employment benefits and termination benefits. Termination benefits are employee benefits provided in exchange for the termination of an employee's employment as a result of either: (a) an entity's decision to terminate an employee's employment before the normal retirement

Schneider Electric Benefits Program for U.S. Employees Your 2022 Benefits Guide. At Schneider Electric, we offer a variety of benefits, resources and . Employee Spouse vision coverage 6.62 LTD Buy-up 2.18 Supplemental Life Insurance 4.60 Health Care FSA 7.44 Total Benefit Bucks 20.84

a Schneider Electric employee eligible under the Schneider Electric Benefits Program for U.S. Employees, you may each want to enroll in single coverage (or one enrolls in single coverage and the other in employee plus children coverage if you have children who need medical coverage) to avoid the 75 per month working spouse/domestic partner fee.

a Schneider Electric employee eligible under the Schneider Electric Benefits Program for U.S. Employees, you may each want to enroll in single coverage (or one enrolls in single coverage and the other in employee plus children coverage if you have children who need medical coverage) to avoid the 75 per month working spouse/domestic partner fee.

At Schneider Electric, we offer a variety of benefits, resources and well-being programs as our way of caring for each employee. Our goal is for our benefits to provide what employees value, while keeping benefits affordable for you and the Company in the long term. The right benefits can empower you to be your best in all aspects of your life —

(Xantrex XW4024 230 50) Contact Information www.schneider-electric.com North America 1 650 351 8237 1 866 519 1470 1 925 245 1022 re.techsupport@schneider-electric.com France 0 825 012 999 fr-re-techsupport@fr.schneider-electric.com Deutschland 49 (0) 180 575 3 575 49 (0) 2102 404 7101 pv-service@de.schneider-electric.comFile Size: 1MBPage Count: 68

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