66 Neurodivergent respondents self-identified as having a neurodevelopmental condition, such as ASD, ADHD, dyspraxia, Tourette syndrome or any other neurodevelopmental condition (diagnosed or not diagnosed). This was gathered via the question “Have you been diagnosed with a neurodevelopmental condition such as ASD, ADHD, dyslexia, dyspraxia, Tourette syndrome or any other neurodevelopmental condition?” Response options included “yes”, “no”, “I think I have a neurodevelopmental condition but have not been diagnosed”, and “don’t know/not applicable”. 67 Heron. R. (2024). How neurodiversity in the workplace can drive business success. World Economic Forum. https://www. weforum.org/stories/2024/10/neurodiversity-neuroinclusion-workplace-business/. 68 McKinsey & Company. (2024). “Understanding what neurodivergent employees need to succeed”. https://www. mckinsey.com/capabilities/people-and-organizational-performance/our-insights/understanding-what-neurodivergent- employees-need-to-succeed. 69 Bruick. Z. et al. (2023). Impacts of climate change on Black populations in the United States. https://www.mckinsey. com/bem/our-insights/impacts-of-climate-change-on-black-populations-in-the-united-states ; Arora, L, et al. (2022). Heat waves, the war in Ukraine, and stigma: Gen Z’s perspectives on mental health. Mckinsey Health Institute. https://www. mckinsey.com/mhi/our-insights/heat-waves-the-war-in-ukraine-and-stigma-gen-zs-perspectives-on-mental-health. 70 The sample size for age group 61 and older is 1,068. 71 Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey Health Institute. 72 Self-efficacy was measured using three items of the Schwarzer Generalized Self-Efficacy Scale (see: Schwarzer, R., Jerusalem, M. (1995). The General Self-Efficacy Scale (GSE). Free University of Berlin). The items included were “I am confident that I could deal efficiently with unexpected events”, “Thanks to my resourcefulness, I know how to handle unforeseen situations” and “I can remain calm when facing difficulties because I can rely on my coping abilities”. 73 McKinsey Health Institute. (2024), The ‘evergreen economy’: Harnessing the power of healthy longevity. https://www. mckinsey.com/mhi/our-insights/the-evergreen-economy-harnessing-the-power-of-healthy-longevity. 74 “Drivers” means predictive correlations as tested in an extensive regression model. It does not mean causal, as the results were collected with one survey instrument at the same time. Employee experience factors based on the job demands and resources model were regressed on outcomes such as burn-out symptoms and holistic health in a similar way to a previous publication: Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey Health Institute. 75 Brassey, J.et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey Health Institute. 76 Financial status was measured by the question: “What best describes your financial situation?”. Possible answers were “I face serious hardship”, “I can get by with current resources”, “I live comfortably but cannot afford to indulge”, “I can live comfortably and indulge in activities I like” and “Prefer not to answer”. 77 Financial stability was measured with the combined scoring of five negatively framed items (e.g. “I don’t have money left over at the end of the month”). Responses were reported on a five-point scale: strongly disagree, disagree, neither agree nor disagree, agree and strongly agree. Low financial stability is represented by a consistent combined agree/strongly agree score. Financial stability was represented by respondents with a consistent combined strongly disagree and disagree score. 78 Remuneration was measured with the combined scoring of three items: “The pay I receive at my job is enough to cover my basic needs (e.g. housing, food, utilities, transport)”, “My company pays me enough to feel financially secure” and “My pay is sufficient to support myself and/or my family”. Responses were reported on a five-point scale: strongly disagree, disagree, neither agree nor disagree, agree and strongly agree. The result was taken as an average across the three answers. Respondents with a consistent ‘strongly disagree’ and ‘disagree’ score were reported as low remuneration (or as described in the text: ‘reported less positively on remuneration’). Respondents with a consistent ‘agree’ and ‘strongly agree’ score were reported as high remuneration (or as described in the text: ‘reported positively on remuneration’). 79 Financial status was measured with the question “What best describes your financial situation?”. Possible answers were “I face serious hardship”, “I can get by with current resources”, “I live comfortably but cannot afford to indulge”, “I can live comfortably and indulge in activities I like” and “Prefer not to answer”. Poor financial status are those respondents that chose: “I face serious hardship” compared to respondents that report good financial status and chose: “I can live comfortably and indulge in activities I like” 80 Brassey, J. et al. (2023). Reframing employee health: Moving beyond burn-out to holistic health. McKinsey & Company. 81 Job insecurity was measured by respondents’ responses to the question, “I feel like there is a good chance I could lose my job”. Responses were reported on a five-point scale: strongly disagree, disagree, neither agree nor disagree, agree and strongly agree. Those who responded one or two reported low financial security. Those who responded four or five reported high job insecurity. 82 Asfaw, A. G., Chang, C. C. (2019). The association between job insecurity and engagement of employees at work. Journal of workplace behavioral health, vol. 34, no. 2, pp. 96-110. https://doi.org/10.1080/15555240.2019.1600409. 83 Measured with the question “Which of the following best describes your current role at your employer?”. Possible answers were front-line worker, individual contributor, frontline manager, middle management or upper management. Thriving Workplaces: How Employers can Improve Productivity and Change Lives 41

Thriving Workplaces How Employers can Improve Productivity and Change Lives 2025