Case study: Philip Morris International adapts to changing workforce health needs
The global Philip Morris International workforce is as diverse as its operations.
We knew we had to take a closer look at our medical claims to gain insights into the most common health concerns among employees.
Our analysis revealed that non-communicable diseases (NCDs) such as musculoskeletal (MSK), cancer, cardiovascular, and respiratory conditions were prevalent.
These findings highlighted the importance of preventive care programmes such as health screenings to bring awareness and for early detection.
Our benefits strategy is centered on our people, but it also has to be sustainable. By investing in preventive care, we can potentially influence the premium risks and create a win-win situation for both our employees and the company.
The value of predictive analytics
One of our biggest hurdles has been accessing comprehensive claims data due to confidentiality restrictions.
We are therefore working closely with our broker and insurers to standardise data collection across our different markets. However, some insurers have been slow to adapt their systems to provide actionable insights or predictive analytics.
We’ve noticed insurers are still focused on past data rather than using AI to predict future diseases. And this is where screenings can really make a difference — by identifying risks early rather than reacting after the fact.
We are also challenging insurers to adapt their policies to better suit an ageing workforce. Current insurance models often limit coverage for employees over 65 years old or impose exclusions based on pre-existing conditions, but we need insurers to evolve and adapt to this new reality.
Establishing a culture of care
Introducing any new health initiative requires careful planning and strategic communication. Establishing a culture of care was the first step before rolling out any programme.
My initial proposal had multiple layers requiring different levels of investment, but we decided to start small and focus on foundational initiatives such as screenings and evolve from there.
We are also trying to align our health strategy with the rest of the business. Our talent acquisition team has integrated our strategy and benefits offering into recruitment conversations.
We are seeing candidates increasingly asking about the health benefits we offer, rather than just a conversation about compensation. Our health offering has now become a key differentiator in attracting top talent.
