 Wel, rwy'n gweithio, i gyd, i gyd yn ysgol yng Ngolwg Ffwrdd. Fy gyd, mae'r ffordd Cronwch Cymru yn ddod o'r llwyddiadau cymdeithasol o'r ddodol, yn ddodol y ffordd sy'n gweithio a'r cyfnod yn ei gwybod o'r cyfnod yn ymgyrchol i'r bysniadau a'r bysniadau. Rydyn ni'n gweithio i ddodol ar y ffordd o'r ddodol sy'n gweithio, i ddodol y gweithio i'r bysniadau i gyd yn ymgyrchol i'r bysniadau ac yn ddodol i'r bysniadau o'r gweithio mewn gwahanol i gyd yn ymgyrchol i'r bysniadau i ddodol, i gyd yn ymgyrchol, i gyd yn ymgyrchol a'r bysniadau, ond yn ymgyrchol i'r bysniadau oherwydd mae'n amlŷ, oherwydd rwy'n fyddafod a'r gweithio of experts and some great thinkers in the room to help us think about how we can have real tangible actions to make progress on ensuring healthy outcomes for employees, employers and indeed the economy. I'd like to introduce my esteem panel who be joining me today to unpack some of these conversations. Ivan Ivanov, Head of Occupational and Workplace Health at the World Health Organization, Frederica Kerr, Senior VP of Global Obesity Unit at Norvernordisk, Alexandra Agatswaska, Chief Executive Officer at PZU Life and Alex Brill, Senior Fellow of the American Enterprise Institute. Thank you all for joining me here today, looking forward to a lively discussion. Before we get started on today's discussion, I just wanted to ground the conversations we're going to have in a few facts around global health and the impact that it's having on our businesses and our economies. As I mentioned at the start, chronic conditions, both physical and mental, are having a relentless impact on our businesses. Non-communical diseases, cancer, diabetes are responsible now for a staggering 74% of global deaths. Currently, the incident and the likelihood of cancer risks is now sitting at 50%, and one in six adults globally are experiencing mental health conditions. And as we've all known the last few years haven't been kind to us, recent statistics also show that one in two individuals feel exhausted on any given day within the workplace. The global health crisis has certainly risen up the importance list for all of our stakeholders. One of the opportunities that I have at Mercer is to conduct our global talent trend study every year, and over the last five years one of the trends I've been noting has been the importance of delivering on health and wellbeing for the C-suite. CEOs are now more vocal about the importance of ensuring workplace health, and in a recent study by Mercer Marsh Benefits, nine out of ten CHROs and chief risk officers said the health of their workforce is going to have a profound impact this year on their productivity. But it's not just stakeholders at the top of the house that are concerned about workforce health. The generation that is coming into our workplace is also increasingly concerned. Recent research by Oliver Wyman looking at GenZ trends found that not only are they more likely to report feeling at stress and burnout in the workplace, but one in two of them already say that they have a mental health condition and that reporting is double any other population than we've had in our midst before. So let's turn maybe to the economic impact. At the end of last year medical insurers were already beginning to see a spike of claims for later illnesses coming through their books. Estimates of the impact on the global economy of anxiety and depression are currently sitting at a trillion year on year out. Add to that the ageing workforce, the new work models that we are all trialling at the current time and have yet to see the impact on our health and wellbeing, and the fact that there are swathes of the population globally that either don't have access to healthcare or can't afford their healthcare. This is a pandemic that we all need to be addressing. But there is of course some bright spots that I think we can look for as we start to look at actions today. Over the last couple of years we've seen an unprecedented acceleration of data, insights and technology. We're now sitting on data that can nudge us towards more healthy work habits or indeed give us feedback on how our work patterns are impacting our stress. I'm actually in a biostressed trial today. Amazing timing of course. Secondly we've also now got insights on which of those interventions that we are trialling in our organisations have a positive impact on future health. And does that look different for different work populations? And finally with the advent of telemedicine and wellbeing apps we've got an unprecedented opportunity to really scale the applications that we put in the hands of our people so that they can diagnose early and get early access to the care and health professionals that they need. Huge opportunities, incredible challenges, but I think one thing is clear. If we want to accelerate progress in this space we do need new thinking, we need new partnerships. And I was wondering maybe to kick us off today Ivan we can come to you as a global workforce and occupational health professional you are privileged to see a lot of different companies response to workplace health and I'm particularly interested in what are some of the trends that you're seeing and is there anything else that we need to turn the volume up if we're going to impact some of those statistics I kicked off the session with? Okay, thank you. Thank you Kate. Good afternoon everybody, a pleasure to be with you. Very interesting question. I've been in this business of occupational health for quite some time almost all my career and I have seen changes from the very basic safety where the companies were safety first, they wear helmets, belts, shoes, learn how to use machines, yes, to, well, currently even some companies started talking about zero injuries. But then there was several years ago there was more talk about safety and health or even to the extent some people started talking about health and safety because injuries decreased, but the health impacts have increased and the working conditions are still killing more than too many people a year, so apart from the injuries, so it is enormous concern. And then very recently when we figured out how a pandemic can change our life overnight, we have to rush and work in isolation and being lonely and being unhappy. Now with the reopening there is more discussion about adding the aspect of well-being at work, so with this health safety and well-being, well-being at work, how work can make people happier and what is the role of health which by definition is a state of complete physical, mental and social well-being and not only the absence of disease or infirmity, how this can be promoted at that workplace and knowing the tremendous impact of a pandemic on businesses where they were closed or severely disrupted and the impact on employees in terms of both infections but also mental health, domestic violence, other issues, the so-called COVID-15, which is gaining 15 pounds during the lockdown. My director general when I told him I had COVID-15, Dr Tedruch, he said, oh you had it, what is COVID-15? So these are the discussions that currently happen in the business world and we also see a lot of attention to how companies can become more resilient to any kind of threats like that that can happen in the future. It's not the last pandemic, there might be others and we also experience it with climate change, we experience the heat waves, extreme weather events, other disruptions that also require building a more resilient corporate policies about how companies can be prepared and respond to these challenges. So this is what we see from safety to safety, health, well-being and resilience. This is where we are working now with the global community to develop a framework for healthy, safe and resilient workplaces for all, bearing also in mind the equity dimension and inclusion. I might come back to your framework around resilience later because I think it's very relevant to the conversation that we're going to be having but you know we have been on a journey and the definition of health and safety has been ever expanding so the importance of sharing the pilots and the insights that we have I think is absolutely critical and I know that you have been doing some interesting pilots internally looking at what can lead to different health outcomes. I wonder if you wouldn't mind adding some of your insights that might be useful for us to build on. Thank you for having me here and good afternoon. As an insurer I believe that we are talking with our business partners, B2B clients and their employees in the same way as we see our employees and we treat our employees the same way as our clients one. For example we give them some kind of well-being is maybe the best word for the Polish version of this program. Well-being webinars, trainings etc etc but also we encourage our managers and give them a lot of support because they have the most stress as we research this in our companies but also I believe that interest should be the partners for the B2B clients to make like support for their strategies, employee strategies because we understand this and we not only ensure their lives or health or pension offer the pension products etc but also we give support like giving the knowledge, awareness of healthcare maybe not healthcare but taking care of employees and I believe that the healthy employee is real capital for us for this whole society because insurers and their clients have the huge impact on the whole societies and we all know that the society wean when there is not only awareness but it comes from the awareness so if awareness will be put there societies will benefit this, families will benefit this, Indian insurance also benefit this but also the companies that employ people so I believe that we can do a lot of things and what we researched we made a lot of big research on prevention and we had to do something about prevention and that was the whole idea but it turns out people knows a lot about prevention they has enormous knowledge about that they know what to do they know what is harmful etc etc but they don't do anything about that and this is the problem because the prescription for being health is overwhelming and people don't believe in the end that they have real huge impact on their lives they expect the governments do something or public healthcare system or my private healthcare system etc everyone but not me so what we do we give them or try to give them the power that you really are responsible for yourself and for your families etc but you need to do it step by step so I think that this is really important not to only talk about this but to engage people and try to explain that this is not so scary this is not so overwhelming maybe it is in the in the beginning because when you see that you have to eat this not eating this start to move yourself no I don't know go through the grass with a barefoot etc etc it's a lot of things however it is possible but not maybe everything in the same time well you brought up quite a lot of points that I think we'll unpack in a moment I definitely will come to Alex later around who's responsible and what sits with employers individuals and companies but you mentioned there from your research that managers are one of the ones that we really need to put particular focus on and I think that's interesting because in so many of the sessions of the last two days the added complexity of the manager role has come into question so I think looking after their stress very much sits with that dialogue but your comments there around we've got to cut through the noise and tailor it to individuals so that it doesn't feel overwhelming I think is absolutely on point and Frederick it probably ties very nicely into some of the experiments that you've been doing specifically looking at workplace health I know Novonautics obviously leads on many studies looking at diabetes in particular and I'd be curious given some of the comments about lifestyle and and obviously the COVID-15 that I've been brought up why is it so important to be putting focus on health and well-being and diet in particular well first of all thanks for having me and thanks for putting this very very important topic on the agenda so what you did not mention was the fact that obesity is a very serious and chronic and progressive disease that is impacting not only the individual living with obesity but also society in general and therefore I think the topic around obesity is one that fits nicely into a meeting like this because it's also something that concerns us as an employer and if you allow me just to unfold it a bit talking about individual society and then our role as as employers those people that are living with obesity are impacted by the obesity not only mentally but also physically mentally because they have often been living with the disease for many many years living with stigma living with people having mis perceptions about what it is and and what it is not and a physical impact that is also very evident it's it's often what we say is the first thing you see but the last thing you talk about and having obesity is significantly impacting your physical well-being so the individual itself are severely impacted and if I then tell you that there are 700 million people living with obesity there's going to be a staggering more than one billion in 2030 if I tell you that the second leading course of cancer is due to obesity the first one is smoking if I tell you that 80% of those cases that are getting type 2 diabetes are often rooted in obesity you hopefully get a sense that isn't a big individual problem as for us as a society the follow-on consequences are evident so just a staggering number of people that who have obesity it impacts our economies it impacts everything by 2050 it is assumed that the GDP of the OECD countries will be reduced by 3% and the WHO and UN and other leading organization are urging us as societies to take action we need a holistic way of looking at obesity and we need to address the problem otherwise it's gonna gonna have further negative consequences on individual society that leaves us with us as employer because the situation is the individual cannot solve it themselves society will not be able to either giving the big numbers therefore I do fundamentally believe that we as employers have an obligation a role of responsibility to also engage in a dialogue and action towards those that are working for us with us when they do suffer from obesity so I think we all have a role to play as individual society but also in the context of this dialogue also as employers to really recognise it and do something about it. Frederick I think you've teed up very nicely the the chronic conditions that we are now facing and also why physical health is so important for us to be looking at in the workplace and the employer's responsibility what I might do is come across to Ivan and maybe talk about mental health and then maybe we'll come to you Alex just on the public-private partnership question. I know that you recently have been doing some research into what does drive changes in different organisations with regard to mental health. I think a recent study of US workers found that 76% has mental health symptoms at any one time and 84% of them cited their workplace as a major determinant of those mental health symptoms. I know the World Health Organization has recently rolled out some new guidance on mental health training. I wonder if you can give us some of the cliff notes of that guidance and any insights that we could be applying back in the workplace. Right well the addressing mental health at the workplace is not only important but provides a lot of opportunities as you said many of those who suffer from mental conditions relate them somehow to the workplace. There are the so-called psychosocial risk factors at the workplace that rise from the content of work, the way the work is organised, the interpersonal relations and other factors that clearly cause anxiety, depression, burnout, occupational burnout is quite serious also condition that that we observe in the workforce. So it is possible to assess, discover these risk factors, prevent them, remove them because the treatment, one burnout requires at least three months clinical treatment, about one year sickness leave and it is a disaster. So it is what we recommend and we shoot evidence-based guidelines that to address organizational interventions, to prevent and remove occupational risks, control them, to train managers in mental health and understanding if something is getting wrong with the employees but also to foresee if they are assigning tasks what could happen. So it is about first level prevention and provide also first mental health support, train workers also not to be overly ambitious, empower them to say no sometimes because they suffer burnout because they overly motivated sometimes and stretch themselves and of course allow people with mental conditions to have access to work and to have to have support. So these are the guidelines and just to conclude I want to say that there is one old Latin saying mensane incorporesano which is healthy mind in healthy body. So they are linked mental health and cold back pain also problems with depression and anxiety and stress and cold back problem. So they are linked so by improving also physical health we improve also mental health, by improving mental health we improve also physical health and ultimately we would like to reach well-being not the state of Murwana but a well-being, a level of happiness at the workplace so we produce happiness not only value for the shareholders. Pretty interesting to hear your comments there about employees responsibility and employers responsibility and certainly looking at things such as workloads as drivers of burnout which has been stealing a lot of the headlines. I think all three of the speakers have talked about what is employees responsibilities, what's employers responsibilities and I wonder Alex if we can come to you you know solving some of these challenges that we've been flagging is going to be pretty tough for employers on their own. Where do you see the opportunities for public private partnership and maybe if we are an employer how can we be part of that dialogue? Sure thank you. First I'll just say that Ivan you taught me two expressions one was COVID-15 the other was overly motivated workers which is something that the American workforce is like less connected to perhaps. I think that there's that as we've talked about the depth and breadth of this challenge I think it really illustrates the importance of thinking not only about the worker employer framework but also bringing in societal and government roles because we're talking about both physical and mental challenges we're talking about challenges that exist both in the near term and in the long term so issues say around safety or absenteeism which are really near term challenges where the return or the incentives for the worker for the employer are very present and obvious. We're also talking about some health issues that have consequences over much longer periods of time so you talked about rising cancer rates and things that have consequences across a long time horizon like obesity which affects us in the moment but also elevates our risk for other diseases diseases that may occur when we're no longer employed or we're no longer at the current employer and so in broad respect the incentives of the worker and the employer are broadly aligned I mean the worker wants to be healthy and the employer wants a healthy worker wants someone who's not absent from work want someone who can concentrate who can focus who can be mobile who's not suffering from anxiety or depression the worker generally wants that for himself or herself as well and we're having this failure right we're obviously having a failure in the obesity world and so the question really is we're discussing what role can the employers play in engaging in this and I think that there are opportunities but I think that there's really a continuum where there is going to be some role for what do you refer to as public private partnership or some role of government to be involved in recognizing particularly to the extent that the government is picking up the health care costs for those workers when they're no longer workers but actually retirees and obviously in some countries they're picking up those health care costs throughout the workers lives. The issue is and I think this also comes back to something that Ivan was just alluding to is the the issues around evidence-based interventions right and so we can all think about the types of interventions that we think would be helpful you know we should all take the stairs not the elevator we should all you know have the diet that that's recommended to us and yet we don't and so one of the challenges for the employers I think is identifying not the interventions but those interventions with the highest return right the highest probability of success at the lowest cost and I think that there's a role here both for government and non-governmental organizations to be developing guidelines and suggestions and to collect data on which of those evidence that which of those interventions all of which makes sense to us healthy diet exercise those sorts of things but which where we fail how can we change those and I think that ultimately the opportunity is is doesn't rest in any single in any single place it's not the responsibility it won't we won't be successful if we put the responsibility entirely on the individual we know that as we look at the health of our workforce today I don't think we'll be successful if we expect it to be only between the worker and his or her current employer ultimately we're going to need multiple nudges multiple types of of frameworks and that's where the the the government interventions come in in the United States I would just say where most workers have employer provided health insurance that suggests to me that there might be more opportunities for for us based employers to be more engaged in this opportunity those help employer provided benefits are tax subsidized so the government you know we feel like it's not a government provided health benefit because the government subsidized health benefit and so issues around those benefit designs and those tax policy designs might offer opportunities to for employers to be further incentivized to pursue those evidence-based strategies Alex I might stay with you and continue the conversation around evidence-based strategies because investments for these interventions and the pilots which gives us the insights of course mean that we need to continue the focus on health and well being a recent study that's just conducted by CEOs and CFOs said as we face a deepening economic downturn this will be one area that will be looked to be cut and I think given your position sort of at the nexus of business and the future of the economy I wonder what advice you might have for how we can make sure that that business case for building organizational resilience is there yeah so first I would just say that that the that the result you suggested doesn't surprise me that in in in a moment where firms have to find ways to reduce their spending they're looking at what what they might consider or what some in in organization have I considered discretionary spending right and so we know that it's very difficult for example to reduce wages right we can't just reduce your wage we have what economists call wages are sticky they go up but they don't go down not in nominal terms very easily the other inputs in operating a business are also generally given right we can't just decide what the cost will be of our inputs so I think to the extent that these that these costs are viewed as discretionary costs that they are more pliable and therefore more at risk for going away when budgets get constrained we see this in retirement security where you know pension matches are more likely to be dialed down when when they when there's a recession or when businesses are under more financial practice I think the the the change that needs to occur is for you know employers to take the longer view on these expenses to recognize that a if you turn on and turn off these investments over a worker's life you're not going to get the return that you would expect then if you had a durable policy that was encouraging the types of good behaviors that were that we're hoping for I know in a moment we are going to go to some questions from the audience so I thought I'd give you a five minute warning but before we do I did want to bring up the good work framework because I think a lot of what you have been sharing today really does illustrate why health and well-being is a silent pandemic that we've all got to attend to if we want to deliver on good work and a decent working condition for everyone in our workforces and Frederick I might come to you because I know that you are a fella good work alliance member part of the good work framework we can see on the board here is encouraging leading organizations to sit to set public commitments in a number of the areas that you can see in that as you just see number three is delivering on health and well-being and and Frederick I know that Norfolk notice is now committed to a 10 percent annual improvement in employees reporting stress symptoms and a five percent annual improvement in employees reporting on work related pain this year hot off the press I know that you've just set them so thank you so much for for making those commitments and we look forward to seeing how you deliver on them but I know a lot of the commitments and the public statements you make particularly around your welfare strategies come from the pilots and the studies that you do and I wonder if you can share some insights from current pilots that you have ongoing at the moment and the impact they're having on health and well-being yeah I'll be happy to so so yes we are we are proud for signing up to this initiative the company I represent is a 100 year old company approaching 60 000 employees and and we are a pharmaceutical based innovation company so so health is very dear to our heart many initiatives have been done over the years in terms of physical exercise healthy food and other things that were mentioned here the latest one we have undertaken is to help those some of those of our employees that are suffering from obesity so we have invited 100 of our colleagues and their families into a program where we support them with different initiatives that that be access to to a medical doctor let that be access to motivational system as well as treatment options that are available in in society and it is with the intent of of taking these people seriously as I spoke to before but also the intent of hopefully proving is yet to be seen but hopefully proving that running this exercise do not only improve the health of those individuals that are in there but also have a productivity gain for us as a company so we're trying to merge the individual need with the company need and this is one of the initiatives we have undertaken and what we're doing with it is is try to promote that in public private partnerships so we have what is called a Danish lighthouse project where we together with the authorities and other big companies in Denmark are trying to promote this way of doing a public private partnership enhancing the health of our employees fantastic really interesting that I've recently just read a study health on demand study that talked about what employees really wanted and number one was actually access to medical advice and any time of day and then secondly well-being apps and tips and suggestions really interesting and great to also hear about the public private partnership and I will go to some questions from the floor if you want to put up your hand if you've got a question for any of our panellists and also who you might be directing them to we would love to hear right we've got three straight away well thank you excellent insights I'm Anjuli Bagra from Mayo Clinic USA my question is to to you regarding the happy place that you were talking about and how to support the workforce with an environment that is fulfilling when it comes to work and not super stressful um my clinical works I'm a doctor is around resilience and stress management I actually see patients and offer stress management consults and I would say the number one reason why men in the United States are stressed is work related stress having said that if the solutions are put into um you know the victims like the person it just seems very counterintuitive because I teach resilience and it is very hard to talk about resilience with someone who's burnt out because of systemic issues what I also see in my leadership roles is there is buy-in from the top the leadership is very interested in prioritizing this however there's a frozen middle you know when it comes to implementing this ton of data Mayo Clinic does a lot of well-being research and we know where the problems are and I worry that a lot of our efforts are into creating more data creating more evidence and we are in a state of what I would say analysis paralysis like there's so much that we know that we don't have enough energy left to implement but I love what you said about managers because that's where the frozen middle is so I'm wondering if there is anything that at a broad level you found helpful because to your point we've launched apps within our organization we advise other organizations but there are a lot of issues with you know putting it on the people who are experiencing the burnout and the depression so anything that you could share I would love your thoughts right well there is a lot of talk now about corporate culture how corporate become cultures of nurturing health and well-being instead of a harm in it and a corporate culture is not only statements of the CEO or the board but its policies that are applied consistently and that are applied also to the human resource management sometimes I call it inhumane resource management that that really make a difference you we cannot treat people with cognitive behavioral therapy antidepressant hospitals and clinical care and to return them to the same work environment that made them sick this is absolutely ineffective and a waste and I think when we are looking at stress and burnout the load of those additional interventions if they're not demonstrating improving health and well-being I think always has to be into question it's another question and I think we probably have room for one more over there afterwards well thank you all for the the wonderful comments there's something poetic about putting that health and well-being panel right before the cocktail you know as I've been thinking about the last two days and especially the data and the jobs report talking about essentially the rise of the gig economy and fundamentally changing the type of jobs that employers will be needing to access in the future I'm curious your perspectives on what that means for this topic because I would imagine that as we move into more kind of contract off balance sheet labor that has hired essentially turnover it might change the calculus of employers think about from an investment perspective on what's really put into prevention what to put into some of the longer term issues that we know ultimately drive kind of cost affordability and equity outcomes who would like to talk about Alex yes others may have comments too but I think it's a it's an important dynamic to think about and I think it pulls and pushes in different directions certainly at return it reduces um some of the incentives for the employers to be making these investments if the workers aren't even their own workers right I mean it's the mechanics of doing that become challenging and the incentives for doing that become challenging um I would also say on the on the other hand to the extent that we have a more flexible and dynamic labor market where workers can more easily opt into the work that they want to have that may be good for them that may be good for their mental health that may be good for their well-being to the extent that we have a more flexible labor market where where people can provide labor you know when they choose to the quantity in the quantities that are that are optimal for them that may be a way for the individual to be enhancing their own well-being yes I think that in this kind of world of new working we should try to educate people that will be workers or ourselves even to have new skills to manage ourselves and I don't believe that we have work-life balance still we don't and I believe that a lot of us will say that however we don't know how to manage it and we mainly not maybe not everyone but mainly people watch they or look at their lives like vertically what is more important what is greatest priority and I said I say that we should look horizontally on our lives on our day-to-day life and see different priorities but not everything in the same time so I believe that education in this kind of skills is really crucial here and I think so right that through these last couple of years everybody has re-evaluated their priorities and looking at their lives through a new lens yeah I just want to comment Frederick let's also make sure as companies that we we don't make a self-fulfilling prophecy going downwards still so we cut it off and then people leave earlier I actually would like to take the channels what is it that would make them stay longer with us as employers and that could be to keep the the healthy initiatives that we are pledging people to do we are coming into the last few minutes of the course so maybe we can have your question and then we can actually feed it into our final responses if that's okay please CEO of the World Obesity Federation in London and we're the main partner to WHO on Obesity and a fantastic panel thank you so much I was looking to sort of the the incorporation of obesity into the WEF strategy and thinking you know we with with support from NOVO had have launched over the past three years a methodology for assessing impact of obesity and business as usual in action on obesity as a percentage of GDP and it's currently around 2% globally and we'll we'll be going up to beyond 3% in the next step sort of 12 or so years how do we how do we build that that case into the the employer work the good work strategy so that it becomes understood as an investment not a cost and so that we can address the the fact that in fact more than half of all people in the world will have overweight or obesity by 2035 thanks well my final question was to say if there's only one thing we can do for those of us in the room what would it be Frederick I think this is home ground for you so why don't we kick off with your response to that and you can fold in the response to the question question into it I think what we need is to make evidence-based decisions so the more data we get on the impact of obesity and then the initiatives we try to to to help people with obesity live a better life let that be including also impact on productivity and other measures then it becomes a self-fulfilling positive spiral thank you Frederick Alexander thank you I believe that employers should for for sure make the obesity not the stereotype that it is now but on the other hand it's not only saying about that that this is problem on it is but also give the instruction what to do not only talk about testimonials Ivan one piece of advice for you for those in the room well I would say is this to connect personal health and well-being with corporate health and well-being make corporations healthier and equal well-being and health and well-being of a corporation also with its financial success that's that's the capital health is capital I love that Alex I think well these issues are broader than just the question of obesity I will touch on the question of obesity also um uh and say that the I think that it's important to elevate the relationship between obesity and a host of other well-known diseases and concerns right which which folks in the in that space know well folks outside of that space I think don't appreciate fully and so we think of it as a cosmetic issue when we really we're talking about higher risks of cancer and diabetes and other and other concerns right making those connections more well appreciated understood is a way to to bring in both the government as a concern because they're the payer at the end of the day as well as connecting it to to other factors that are important for employers like absenteeism and things like that well thank you for all of the panel today for discussing what it is a very diverse range of topics from stress and burnout through to chronic diseases mental health um and how do we respond from everything from new digital abs evidence-based pilots and insights and also how we can make sure that it is inclusive the health and well-being strategies that we have and they do include those that might be moving into the contingent population or new work models that we're now investigating it's been a fantastic conversation I think we will continue it into the next session I do have a couple of announcements though before you do run out the door if you want to stay connected to this conversation and want to add your voice to the dialogue there are two pathways for engagement here at the world economic forum one is the new vision for workplace health which was created specifically to share learnings around one of the strategies that can strengthen health and well-being at work and as you saw up on the backdrop earlier the good work alliance which has a focus for devising comprehensive people strategies that can positively deliver on that inclusive equitable and healthy future for all of us please do reach out and join in thank you all for your engagement on your topic panellists thank you for sharing your wisdom and I hope you all enjoy the rest of the sessions