Audi, a German automotive manufacturer, began its Audi Checkup programme in 2006 to enable employees to identify their health risks and help prevent chronic illnesses. More than 90% of employees opt in to the voluntary examination and preventive programme. The 75-minute check-up includes blood tests, an electrocardiogram, biometry, tissue analysis, a lung test, an eye test, a hearing test and the SF-12® Health Survey. Since 2006, more than 10,000 employees have taken part.93CASE STUDY 7 Audi introduces Checkup programme, reaching 10,000 employees CASE STUDY 8 Experian reduces global attrition, saving $14 million over two years, by using predictive workforce analyticsPeople and organization analytics are an important enabler of successful employee health and well-being strategies Integrating employee health and well-being into core organizational strategies is crucial. Robust information management and people and organization analytics approaches help achieve this. Organizations often track financial and supply chain metrics, but many overlook comprehensive health and well-being data. Rapid advancements in data infrastructure, analytics and AI, however, are helping to bridge this gap. A recent McKinsey global survey of more than 1,200 respondents found that 12% are regularly using generative AI in HR and seeing meaningful cost reductions.94 “Big data” can be collected and, provided it is of good quality and appropriate privacy standards are in place, can be used for predictive analysis. It could help guide decision-making on effective interventions by providing a view of upstream drivers, real-time indicators and key enablers to improve employee health and well-being.95 As data analytics evolve, now is the time to incorporate health metrics into organizational measurements. Beyond analytics, high-quality AI-enabled systems can enhance employees’ understanding of health benefits, streamline onboarding and scheduling, and increase flexibility. They can even assist leaders in improving workplace interactions and provide real-time feedback to employees. Participation could be boosted by allowing employees to track their health status through innovative tools such as opt-in wearables. This not only promotes well- being but also fosters a culture of health within the organization. Experian, a data analytics and consumer credit reporting company, faced resignation rates 4% above the industry benchmark, creating a strain on growth and innovation. Initially, Experian looked to tackle this by focusing on recruitment and simply managing the high resignation rates, resulting in decreased attention to workplace initiatives for the existing workforce. Subsequently, Experian turned to data analytics. By using HR data and in-house analytics capabilities, the company developed a solution that equipped global HR teams with advanced insights into employee needs and motivation, enabling tailored approaches to support employee health and well- being. The platform analyses up to 200 employee attributes (including core HR and people data) to create a comprehensive assessment of the risk that employees will leave. HR teams can now make informed decisions on the most effective support for employees, reducing global attrition by 4% and saving Experian $14 million over two years.96 Lack of data is not a constraint to acting Lack of data should not be an excuse for inaction by executives. Organizations can tailor metrics to meet their unique needs much like individuals tackle improving their own health: they may start by measuring how much physical activity they do in a week, how many hours they spend on social media or how much water they consume in a day. Any journey to improvement must start with a baseline. Executives have an exciting opportunity to leverage health metrics to improve sustainable performance, enhance employee well-being and foster a thriving organizational culture. Thriving Workplaces: How Employers can Improve Productivity and Change Lives 30

Thriving Workplaces How Employers can Improve Productivity and Change Lives 2025