Workplace Wellbeing 2024: Key Trends and Predictions

Speaker 1

Hello and welcome to the Zevo Health Annual Workplace Wellbeing Trends Report. My name is Sarah Keene, I’m a Senior Wellbeing Consultant with Zevo and I’m delighted to be here with you today to take a look at 2023 in review as well as share our forecasted trends for the year to come. This session is broken into two main parts.

In part one, we’re going to take a look retrospectively over the last 12 months at general trends in employee health and wellbeing, as well as work-life quality indicators and how these are changing in the current climate.

In part two, then, we’re going to take a look at how this is informing the design of workplace wellbeing solutions and some of the most effective interventions that we anticipate for the year to come. So we very much hope this is going to be of benefit to you when you’re creating your own workplace wellbeing strategy, as well as supporting with programme design.

So when it comes to creating this webinar, as well as the corresponding e-book, which goes into a little bit more detail and has a more extensive list of references, we draw from many sources of information. So first and foremost, our direct begins with our customers and that’s both through Sales and CX conversations, as well as our consultancy services.

We conduct an annual workplace wellbeing survey, which I’ll share a little bit more information about in a moment. We also have our marketing analytics, feedback from our therapists on site and the emergent trends and topics. That are apparent in their one-to-one conversations.

We take a look at our app usage trends and the teams and topics that are getting most traction and also feedback from our network of specialists in conversations that are coming up in delivery of trainings and talks. When it comes to our annual wellbeing survey, it’s relatively small in comparison to some of the larger scale surveys.

But when I reference this, as we go through the webinar, I’d just like you to keep in mind that the demographics are skewed somewhat. So our respondents this year were largely millennials, so almost two thirds were in the 26 to 41 year old category. And it was mostly females, mostly European, mostly working full time. And most were non-managers, although a third of respondents were managers.

So just keeping that in mind when I do reference our findings. But interestingly, a lot of what we did see on a micro level in our small scale survey very much reflected some of the publications from larger management consultancy firms that would have had much larger scale surveys. So the likes of Gallup, Deloitte, McKinsey, Workhuman, to name but a few.

And as mentioned, there’s a much more extensive list of these references provided in the e-book. So we’ve drawn from many sources of information in putting together this presentation today with the caveat that it is a very ambitious target to try and distill the kind of meaningful snapshot or representation of employee health and wellbeing and the corresponding interventions.

Speaker 1

But nonetheless, we do feel that there are notable trends and trajectories emerging that are quite universal and hopefully will be supportive for you to be aware of. So in the intro, I mentioned as we present this global snapshot, we’re going to look under two main pillars.

So on one hand, we’re taking a look at general health and wellbeing trends and under that umbrella, looking at absenteeism, the prevalence of stress, chronic illness, as well as interesting insights around subjective wellbeing. So that’s self-report assessments of an individual’s state of health and wellbeing.

Then under the other pillar around work life quality, we’re going to take a look at employee engagement trends. We’re taking a look at attrition and turnover, management and employer care, the prevalence of harassment and microaggressions in the workplace, and of course, the impact of AI. So, well done to your seats. Here we go.

So starting with one of the most concerning trends is the increase in the prevalence of absenteeism. So a recent CIPD report published that there are survey of over 900 organisations in the UK, which spanned over 6.5 million employees, found that the average absenteeism went from 5.8 days to 7.8 days annually.

So it might not seem much, like two days might seem inconsequential, but when you multiply it by 6.5 million, suddenly you realise the impact of that. So it’s a big leap and it’s one that has been also echoed by the OECD findings. If you go onto their website, you can do a member state search country by country and track the rates of absenteeism over the last decade.

And they’ve generally all been following a similar trend with increased rates of absenteeism, very prevalent. And this, of course, has huge impacts economically and systemically. a top priority for employers to mitigate the risk and support their employees as best as possible.

The US Bureau of Labor Statistics published based on 2022 data that over 50% of overtime last year was due to covering absenteeism. So it puts immense pressure on peers and colleagues in the workforce, and these higher rates of absenteeism. So it has a significant knock on effect.

When it comes to the reasons, the top three for short term, which is classified as less than four weeks with minor illness, musculoskeletal injury, and mental health, and comes to longer term illness over four weeks. Mental health shifts to number one, and that generally encompasses, broadly speaking, depression, anxiety, and chronic stress.

We see musculoskeletal injuries in their number two and acute medical conditions as well. So this ties in with the increasing reporting of employee stress. So escalating stress levels seem to be apparent over the last 12 months. And one might imagine post pandemic that it would begin to taper off. However, that does not seem to be the case.

In our small scale survey, we found that 35% of respondents reported consistently high levels of stress plus one in three, which is staggering. And the Gallup state of the workplace report was even higher than that, finding that 44% of respondents had experienced high levels of stress on the previous day.

Speaker 1

This of course plays a big part in the prevalence of burnout. Now one caveat to bear in mind when you are looking at reports on the prevalence of burnout is to note that sometimes the definition differs significantly between studies. So sometimes we see jarringly high statistics.

And when we dig deeper, we realize that burnout was synonymous with feeling overwhelmed, whereas in other research, more rigorous criteria are involved to classify it as burnout. But nonetheless, it’s pervasive. Nonetheless, it’s still a massive issue, and one that requires attention.

Certain industries do seem to be harder hit and have that higher incidence, with hospitality, manufacturing and healthcare being the top three where it’s particularly prevalent. Also certain demographics seem to be more impacted. So Gen Z and millennials more vulnerable to older demographics. And also it seems to be more prevalent among women.

The Deloitte Women at Work report found that of working mothers, 50% stated that they were still primarily responsible for domestic duties and childcare in addition to their work responsibilities. So there’s many factors that come into play that make women more vulnerable to this higher incidence of burnout. So that’s something for employers to be aware of.

And when we looked at our own survey findings, and we compared the 2022-2023 results, workload came out by far the greatest stressor in 2023, with over 53% of respondents citing workload as the number one stressor.

And this echoes again, larger scale studies such as the Microsoft Work Index Ireland report, as well as many other large scale studies that really find workload is coming to the fore as one of the main causes of stress. And communication came in at number two. Compared to last year, last year, personal stressors were actually number one in our own small scale survey. And workload was down the list.

So an interesting shift that’s arisen there. And according to PricewaterCooper recent report, they found that 55%, 57% of respondents in their survey ranked financial stressors as their number one stressors. So it does seem to vary slightly again, depending on context, and also the size of the report.

But nonetheless, there is that consistency that workload is faring as number one or certainly right up there across the board. So the third trend that has emerged, that we felt is worth highlighting, is in relation to the prevalence of chronic disease. And how over the last few years, there’s surveys indicating the increase of chronic disease at quite alarming rates.

So the American Psychological Association recently published quite jarring statistics, that since 2019, the prevalence of adults living with a long term health condition has risen by 10% in America. And that’s 58%, so almost two in every three adults in the age category of 35 to 44 were living with a chronic illness.

They saw also a comparative 14% increase in mental health diagnosis in the last few years, and 45% of adults now living with mental health diagnosis.

Speaker 1

So that’s one in every two almost, and even higher in younger age categories. They attributed this increase in chronic illness largely to the chronic stress endured since the onset of the pandemic. However, in Europe we are also seeing high rates but not to the same extent. So in the UK we see reports of approximately 36% of adults living with long-term illness. In Ireland it’s slightly less again.

The Healthy Ireland report estimated around 28% of adults when we look at the CSO publication from the census results this year. It’s even slightly lower than that again but nonetheless chronic illness is prevalent and does appear to be growing.

The causal relationship between work factors and chronic illness still remains to be established but that doesn’t negate employers’ obligation to mitigate risks and be proactive in minimizing the likelihood of work determinants influencing ill health.

So the fourth and final trend that we’re seeing when it comes to general health and well-being is in relation to how employees are rating their own well-being. So this is a more positive finding. In our own small scale survey we found that 70% of respondents rated their health and well-being as good and only 10% self-reported that they were struggling.

This echoes again the American Psychological Association findings that despite the prevalence, the high prevalence of mental health diagnosis and chronic illness, about 81% of their respondents self-reported that their health and well-being was good.

So this sort of gap between how people perceive their health to be and the reality seems quite pervasive and the Irish Life Health of the Nation report found the same this year. However when it came to changes in health and well-being over the last 12 months the findings weren’t as positive. Our survey found that 22% of respondents, so almost one in five, reported their health had deteriorated.

That said almost half that their health had improved. The Deloitte larger scale survey stated the workplace found that the majority of respondents noted that their health was either in decline or stayed the same this year and a smaller percentage of 33% noted that it had improved.

We are seeing significant differences depending on the demographic and again certain demographics jumping out as more vulnerable. Both women and managers reported lower well-being in comparison to their colleagues.

So one of the most jarring findings from our survey was that 31% of managers reported that their health had deteriorated this year and again this echoes what’s found in the research by larger scale surveys. Gartner H.O.R. report for example found that 75% of managers are overbumped by the volume and the intensity of their extra responsibilities in the last year.

So sometimes referred to as squeezed middle, really managers especially middle managers are highlighted in flags as individuals requiring extra support and especially when they play such a pivotal role in facilitating the well-being of their teams and their direct reports.

Speaker 1

So that’s health and well-being for our mentor. Now when we take a look at work-life quality, in our own survey we looked at some five key indicators and that included energy at work, level of motivation, level of focus, happiness as well as stress.

Now on the left here we’ve compared our 2022 or 2023 findings and you’ll see that those reporting low scores, so low levels of energy, low levels of motivation and low levels of stress were a lot higher than the previous year. So more people lacking energy, lacking motivation and feeling high stress in 2023.

When we looked at the other end of the scale where we were looking at high scores, again we’ll see that those who are ranking across all of these five domains were a lot higher in 2022. So more people reported doing well with their energy, motivation, focus and happiness in 2022.

So concerning trends that work-life quality does appear to be disapproving and approximately 10% more people feeling that they’ve lower scores on energy, motivation and higher stress levels. So this again echoes what we found in the review of the publications of these larger scale surveys.

So when we looked at employee engagement trends, the Gallup report found that they’re at an all-time high of 23% of employees engaged at work. Now again when we look at the criteria of what qualifies as engaged, we’re looking at things like sense of feeling connected to one’s work, one’s colleagues, one’s organization and one’s manager.

So there are slight discrepancies in how engagement is classified between organizations but Gallup were quite positive about this 23% prevalence of engaged workers. Gartner published even higher figures finding that 32% of employees were engaged.

However, irrespective of which report you lean towards, or even the general narrative that’s out there, it’s clear that the vast majority are not engaged at work. So approximately 70 to 75% of employees not energised and feeling that sense of investment in the work that they do.

And this of course feeds into the prevalence of last year’s buzzword, which was quite quitting, which still remains to be a prevalent issue. And we see this according to Gallup with 51% of employees actively seeking a job elsewhere. Deloitte published even higher stats varying between 60% and 75% depending on the position in the company.

So 60% of employees and 75% of C-suite executives looking elsewhere for alternative job opportunities. And the reasons for which include better wellbeing support, better pay and better career progression opportunities elsewhere. Now, sounds like a total contradiction, but we’re also seeing a trend that employee turnover is slowing down.

So the great resignation finally appears to be tapering off based again on US Bureau of Labour statistics and data. They found that in May this year, finally, the figures were returning to those similar to 2019. And this can be largely attributed to growing economic uncertainty and layoffs, making people a little bit more cautious to take that career leap.

We are seeing that there still remains high turnover in healthcare, manufacturing and construction.

Speaker 1

And this is largely due to certain sectors not being able to offer pay increases on par with the increase in inflation and the cost of living crisis that’s so prevalent. And so some individuals are literally forced to begin exploring new opportunities because of that. So Brand Thornton found that job security benefits pay and advancements are the reasons people are staying in their jobs.

So again, echoing what we saw there on the previous slide. The Microsoft Work Index based in Ireland found that lack of confidence in leadership, lack of career progression and lack of work-life balance were also the reasons people were leaving. So that echoes the findings on the previous slide with regard to attrition and quite quitting.

While turnover is slowing, we’re seeing some more good news in that there’s increases in perceived care from both the employer and managers alike. So again, this is a snapshot from our own survey, but we saw a 10% increase in the rating of employer care between 22 and 23 and even higher between manager care in 22 and 23.

So the vast majority feeling cared for by their manager and about one in every two people feeling highly cared for by their employer. So that does of course flag that there’s plenty of opportunity for improvement, but nonetheless is a very positive trajectory and one that many organizations are continuing to build on.

Gardner does flag that the employer-employee relationship has high levels of mistrust with over 50% of employees saying they didn’t trust their organization. And the Ernst & Young Work Reimagined report found that trust, empowerment and care reduced the likelihood of quitting by 40%. So that is a huge area for employers to really target in and focus on.

And of course, communication, transparency, all of these pieces play a key part in that. On another positive note, we are seeing a reduction in the rates of harassment and microaggressions. So they are in decline and this can be largely attributed to the wonderful DE&I efforts we’ve seen rolled out in recent months. However, they still are commonplace.

And microaggressions, just in case you may not be familiar, these are statements and behaviors that show some degree of prejudice and sometimes they can be very subtle and in other ways they can be more blatant and clear. Harassment includes more inappropriate communications and unwanted approaches tend to be the most common forms, although again, can be broadly classified.

So when we looked at certain demographics, again, microaggressions and harassment tend to be higher among certain groups. Those that are in what’s called intersectionality, so a crossover of minorities such as maybe women, certain ethnicity, certain sexual orientation all seem to have higher rates of harassment and microaggressions when you have that intersectionality.

We are seeing slight difference in perceived harassment and microaggressions between Gen Z and millennials. So again, that’s one in every two Gen Z feeling that they’ve been reporting that they experienced harassment in the last year in work and 39 percent of millennials, slightly lower.

Speaker 1

And when it came to microaggressions, slightly less, 41 percent of Gen Z’s and 34 percent of millennials. So still we’re looking at about four in every 10 individuals experiencing some degree of harassment and microaggressions at work, which in essence does fall under the umbrella of bullying.

Again, when it comes to women at work, the Deloitte report found a decrease, which is highly positive in both and a reduction from 59 percent in 2022 down to 44 percent in 2023. So again, still echoing that four in every 10 individuals experiencing bullying. So the fifth big thing impacting employee health and well-being this year, of course, is the emergence of A.I. and the integration of A.I.

at work. So some interesting stats. What we found in the Microsoft Work Index, the 49 percent of respondents feared that A.I. would replace their jobs, but much higher, 70 percent were optimistic and look forward to delegating as much work as possible to lessen their workload. So, again, this ties in with workload being the main stressor that A.I. could potentially be a support in this regard.

Gartner found similar stats, about 68 percent of executives, similar to the Work Index when it came to that A.I. optimism, that they agree the benefits will be the risks from their perspectives. Ernst & Young reported that 33 percent of the respondents in their survey were expecting anticipating benefits to productivity and 44 percent, even higher. And suspending benefits to flexibility at work.

So a largely positive outcome when it came to the integration of A.I. And yet what we’ve seen is that gen A.I. training really remains low. So low levels of adoption and uptake were still very much in the early stages. The Ernst & Young report found that only 22 percent of HR professionals were discussing the integration of A.I. at this point. So an interesting finding.

But lastly, when it came to work life quality, the final positive finding was that well-being supports very much appear to be improving. We saw in our own survey that over 50 percent of respondents said that their well-being supports were integrated into workflow and into operations. So, again, a really positive finding there. 44 percent said their employers offered some sort of well-being program.

Again, similarly, extra support and extra benefits. One in every five had some form of well-being committee or additional support. And it was only a very small minority of 14 percent that said their employers were providing nothing. So a very positive trend there. Employers becoming much more proactive in this space.

And when it comes to the impact, we’re finding that two out of every three employees rated the support as moderately helpful or greater. Only 21 percent rated the support as low or ineffective. When it came to the topics of greatest interest, we found it a very interesting trend emerged with personal development and professional development being areas of greatest interest.

Speaker 1

Now, when we look at workloads being one of the biggest stressors, then it starts to become kind of clear why this personal development and professional capacity plays such a part in enhancing well-being or why there’s such an appetite for it. We saw financial well-being again, one of the more interesting, one of the key interest areas and communication and team building.

This very much reflects the findings of the Great Place to Work report in 2023, which ranked most important focus areas as people management, work life balance and financial support. So again, very similar findings across the board. So what does this mean for well-being solution design as we head into 2024?

Well, we’ve distilled this down into six key focus areas that we believe employers should have on their radar as they’re designing interventions to support their employees in the year ahead. Number one is looking at mediating the impacts of AI. Number two is up-leveling with role-specific interventions. Three is taking on board the evolution of measurement and reporting when it comes to well-being.

Four is looking at diversifying solutions for SMEs. Five is how to proactively build stronger community and generate that sense of connection in the workplace. And the last one is looking at cascade interventions and I’ll explain what they are in a moment and how impactful they are. So when it comes to mediating the impacts of AI, there are many different approaches to take.

One being kind of top of the pile is how to facilitate and foster adaptability at all tiers of the organization. And that’s from employees through to middle management, the whole way up to board level if it applies in certain organizations. So how we can embrace and maybe address our relationship to change is actually a key focus as we head into 2024.

Another piece around that is kind of the practical and functional elements around upskilling and supporting employees in dealing with the disruption and also the shift in terms of hard one skills suddenly being made redundant or certainly not as central to their role and their identity. So all of that requires navigation and support. The human and machine interaction is another piece.

So some really interesting research from Sherry Turkle who’s been researching this for over three decades around that change in human-machine interaction and relationship depending on the shifting changing interface which of course is going to be very prevalent in the months and years ahead. And subsequent knock-on effect that has on human to human relationships will also require support.

So broadly, how to deal with disruption, how to best equip your employees to meet the change with as much empowerment and optimism as possible. When you’re managing change of one variable it can be tough enough, nevermind when there are so many unknowns on the horizon. So we believe that this will be a key focal area for employers going into the year ahead.

The second big one will be really tackling work determinants of wellbeing. So for many years we’ve seen wellbeing programs very much focused on health behaviors and that is certainly set to continue.

Speaker 1

But we very much foresee as we go into 2024 that the role specific challenges will be tackled with more granular interventions that really take head on the risks and the issues that present depending on the context and the role.

So the ISO 45003 again can serve as a signpost for what some of those challenges and risks may be when it comes to psychosocial elements but also there’s many other tiers that require addressing specific to particular tasks.

We also see under the umbrella of this greater support for leadership and management when it comes to facilitating their own professional self-care as well as looking after the health and wellbeing of their direct reports. You see enhanced communication being a key part as well as putting in place 360 feedback.

So employee grievance mechanisms that are efficient and effective to really facilitate that employee voice and implementing the positive change when it’s required. So employees really feel heard and that there is an efficient acting on the feedback. But also the feedback, there’s setting a tone of a culture of feedback in all directions.

So are individuals perhaps at executive level, board level open and willing to receive feedback from all stakeholders. So it’s a reciprocal loop to fortify that sense of belonging and mutual respect within the organisation. We also see that addressing environmental impacts and wellbeing will also start to steadily increase.

So around the sustainability conversation, it’s often focused on human behaviours and the effect it has on the natural world and our environment. But the flip is also true where we take a look at the impact of our environment on things like mental health and cognitive function. These are key parts that will also get more attention in the year ahead.

And lastly, as we look at work determinants, also looking at how to facilitate that work-life balance, both through psychoeducation and wellbeing programming, as well as addressing the practical and functional elements of a role. So this sort of multi-tiered approach will likely be getting much greater attention.

The next big area that we see getting more attention as we head into 2024 is employee wellbeing, measurement and reporting. So while ESG reporting has become far more prevalent, it’s still not compulsory for organisations of certain sizes and yet nonetheless it’s increasingly being expected by companies to be more transparent and open about their employee well-being metrics.

So this will become more and more a central focus to be anticipated in the year ahead. You have organisations like the GRI who give great advice and open source access to guidelines to inform organisations and companies how to approach this.

The OECD is actively also working on guidelines which will be published again later next year and as I mentioned while it is a voluntary measure it is increasingly expected. So organisations putting in place a more robust system for assessing and being publicly open about their interventions to support their employees.

Speaker 1

The next big trend we see in 2024 is the diversifying of SME solutions.

So what was once considered maybe reserved for much larger scale organisations such as extensive well-being, programming, we’ve seen that much more accessible to SMEs of all sizes in recent years and in 2024 we just see that set to continue with a much more holistic and integrative approach and supporting all tiers of the organisation from employees who are using the various facilities and supports provided to that middle management layer to the executive and board level support.

So seeing the rollout of multi-level interventions also seeing an increase in employee-led solutions so the rise of employee resource groups so particularly for SMEs that maybe don’t have an extensive budget to spend on well-being how to empower employees to be proactive and generate solutions for some of the challenges that they’re confronted by to enhance their work-life experience.

We foresee an ongoing demand for support that will facilitate building community as we had into 2024. Over the last 18 months we saw an increased appetite for relational interventions so supports that would be building on DE&I endeavors to foster that sense of belonging in the workplace.

One of our most popular trainings last year was fall chat which was a welcome training or talk for individuals who had just arrived in Ireland and to support them in integrating into their work and their local communities.

We foresee this type of intervention getting a far greater traction in the year ahead building on that elements around communication, how to foster healthy relationships, how to identify cognitive bias, how to cycle education to facilitate greater connection with individuals who maybe have different values or where there’s language barriers and all of these other blocks and barriers to connection that are so prevalent.

So we’ve received far more attention in this domain especially as we continue to navigate the erosion of social connection that is prevalent due to remote and hybrid work models. So that remote and hybrid best practice piece again another key area that will get ongoing attention over the months ahead. So the last trend that we believe will get growing attention in 2024 is the cascade intervention.

So if that’s a term that maybe isn’t familiar to you I’ll explain what it means. So cascade interventions will simultaneously address different layers within an organization. So what that means is maybe a core topic or team is addressed on an individual level while simultaneously also being addressed on a managerial level.

So a core topic or team can be approached from several angles and it can also encompass education, experience and then personalized facilitation. So these cascade approaches are multi-dimensional in many directions. They also tend to address drivers of stress intention as well as enhancing enablers of well-being.

So what that means is looking at tackling psychosocial risks and mitigating these issues while also putting programs in place and supports in place that enhance well-being.

Speaker 1

So it’s other. So we foresee this kind of broadening of the perspective around employee health and well-being solutions really come into the fore in the year ahead. And then how these are rolled out, we see, again, the next step and next evolution. So things like flipped learning to make the employee programming more impactful and engaging for employees. Asynchronous delivery to make it more flexible.

We also see a shift in how programs are rolled out, shifting away from instruction and the didactic approach more towards facilitation and eliciting solutions from employees. Now, again, doesn’t have to be absolute. There’s always a place for the psychoeducation piece, for example.

But how to supplement that with the integration and really addressing the barriers and blocks that employees face when it comes to integrating the behavior change. So now, since cascade interventions are multi tiered behavior change interventions that will address many different levels within the organization.

And in our experience, they are the most impactful for long term change and facilitating culture shifts.

So based on everything I’ve shared today, the annual team that we’ve elected within Zevo Health for the design of our solutions for the year to come is sustainable while being at work with that human sustainability piece center stage, because it tends to be a little bit on the fringe in this sustainability conversation. So we’re bringing it from the fringe right into the central focus point.

And under the umbrella of that, we’re looking at purpose and adaptability in Q1, building community and connection in Q2, behavioral and environmental sustainability in Q3 and lastly, general health at work in Q4. So sustainable workplace while being recognizing that intersect between our individual needs, our community and our environmental stewardship.

So our 2024 topics aim to support organizations to develop a healthier relationship within ourselves, with each other, with the natural world and with our broader communities. So we all can truly thrive long term. Our solutions in Zevo are very broad and they’re gradient.

So we have our talks and education piece supplemented by workshops, which give employees that opportunity to actually experience what they’ve learned. Deeper dives in our asynchronous delivery courses, day clinics, which facilitate that personalized approach to behavior change. Our programs then encompass all of these elements. We have onsite well-being days to launch programs and initiatives.

We have assessments and various forms of consultancy to help guide organizations with that measurement and reporting piece. There’s technology if you really want to scale your intervention and make it accessible. And then, of course, for more intensive situations, we have onsite managed services as another rung to the solutions we provide.

When it comes to well-being program design, and this may be what attracted some of you to watch this today, it’s really important for you to factor in a multimodal approach.

Speaker 1

So like I mentioned in the cascade intervention being most effective, really addressing whatever challenge you’re aspiring to focus on from many different angles, really being strategic in the sequencing of your intervention, adopting a holistic approach that’s employee centric.

So really hearing from your employees what they really want and what’s most supportive for them and troubleshooting with them around some of the challenges and barriers they’re confronted by. Also, we very much would advocate for offering a variety of teams to meet the diverse needs of your workforce.

In the past, health behavior programming has been very popular in the workplace and continues to be. And Zeebo Health had a general health program, we still do, and under the remit of that, we had programs that are more targeted for mental health musculoskeletal health and metabolic health.

Building on that in 2024, our focus is on implementing programs that really address work determinants of well-being. So we have a well at work general program and then under the umbrella of that, we have managerial support, building connection and fostering adaptability and well-being.

We’re just sharing this for some inspiration and insight if you are mapping your well-being program further ahead and also for awareness so that you know what Zeebo Health has in the pipeline for the coming 12 months. If some of our services may be a match to your needs, we would love to hear from you.

If you have any questions, any feedback based on this webinar, please reach out at info at zeebohealth.com and you can get a full list of our. upcoming solutions for 2024 in our updated well-being solution brochure and remember also that there is that ebook that you can download with the more extensive list of references.

If that is of interest to you, it’s due for publication in coming weeks, thank you so much for your time and attention today and we very much hope it has been helpful.