How Data can Drive a More Consistent, Culturally Aware Approach to Wellbeing
Research shows that wellbeing is the top cost-mitigation strategy for APAC clients looking to better manage rising healthcare costs. When it comes to optimising value from employee benefit programs, the link between physical health and wellbeing is becoming clearer, thanks to data and analytics.
In our third Wellbeing Masterclass webinar, we explored these insights and the key market nuances multinational companies must consider to create a consistent, compelling employee experience across global locations and diverse demographics. We also looked at ways to embed wellbeing across an entire operation, taking it from an HR initiative to a globally consistent wellbeing framework.
Key Takeaways
- Data–driven wellbeing strategies – based on employee insights, predictive analytics, and continuous feedback – are essential for creating a more mature, consistent and culturally aware approach to employee wellbeing.
- Mental health, and lifestyle diseases, are growing concerns across Asian workplaces, highlighting the need for targeted wellbeing programs that address access challenges, stigma, and cultural differences.
- Organisations that embed wellbeing into their culture and evolve their strategies based on data and measurable impact can expect to achieve higher employee engagement, productivity, and revenue growth.
Factors Driving Employee Wellbeing Across Asia
India
With its diverse linguistic, religious, and ethnic origins shaping dietary habits, social norms, and cultural attitudes toward health, there are complex factors to consider when developing effective workforce wellbeing strategies in India.
“As a lower-income country with a strong IT sector concentrated in a few urban centres, India experiences significant internal migration across its workforce,” says Ariz Rizvi, head of health risk management for Health Solutions at Aon in India. “Wellbeing programs must account for the needs of migrant employees, who often face challenges with access and continuity of care.”
This is just one of the conditions contributing to healthcare access issues. “Health insurance coverage has dropped to 3.7%1, and out-of-pocket expenditures are among the highest globally,” says Rizvi. “Women are particularly disadvantaged when it comes to access, with 50% fewer women participating in workforce wellbeing programs compared with men2.”
Mental health concerns are also on the rise in India. “10.6% of adults in India have some type of mental health disorder3 and this figure is likely an underestimate,” says Rizvi. “The Asia Mental Health Index for the country stands at 644, pointing to widespread strain on employees.”
Hong Kong
According to Herman Fung, industry practice leader for financial services, Health Solutions for Aon in APAC, Hong Kong’s fast-paced and high-pressure work environment significantly impacts employee wellbeing. “The city ranks 46th out of 60 global markets for work-life balance, with employees working an average of 43 hours per week,” he says. ”This is well above the global average of 35 hours.”5
“Aon’s research also suggests that workplace dissatisfaction is high,” he adds. “63% of employees are either actively seeking new opportunities or considering a move in the next 12 months, according to Aon’s 2025 Employee Sentiment Study. The same percentage view mental health benefits and initiatives as critical in deciding whether to stay with their employer.”
This is to be expected, with research highlighting a rapid rise in mental health challenges coming from work-related stress. One report found 77% of employees have experienced job-related mental health issues, with 49% suffering from burnout, more than double the 22% reported in 20236.
The Philippines
The Philippines provides a clear example of how regulation can shape workforce wellbeing priorities. The country has a robust legislative framework supporting better employee health outcomes, including the Philippines Mental Health Law (RA 11036), which mandates integration of positive mental health practices into workplace policies.
Despite this progress, mental health stigma remains a significant challenge. “Studies indicate that 75% of employees fear their career prospects could be affected if they disclose mental health conditions,” says Cris Rosenthal, strategic advisory lead for Health Solutions at Aon in The Philippines.
“Beyond mental health, lifestyle diseases such as hypertension, cardiovascular disease, and diabetes are prevalent in the workforce. This highlights the need for targeted wellbeing interventions.”
Using Data-Informed Insights for Program Design
Aon’s expert team points to the vital role data can and should play in developing a wellbeing strategy that is both inclusive and effective in improving health outcomes.
“Data is vital to having a better understanding of the needs and interests of a diverse and multi-generational workforce,” says Rosenthal. “This can help organisations anchor wellbeing into all aspects of their employee rewards and workforce management using a strategic and inclusive framework.”
“Organisations today are faced with the challenge of understanding the needs of employees across different age groups and locations. They need a data and strategy framework to access these insights and to know whether investments they’re making are effective in improving wellbeing.”
Susan Fanning, Head of Wellbeing Solutions, Human Capital, Aon
“Effective wellbeing programs go beyond industry trends and popular benefits,” says Rizvi. “A robust wellbeing strategy doesn’t just consider the market benchmark. It actively involves employees in planning through continuous feedback mechanisms. This ensures that programs are not only relevant but also drive measurable outcomes that align with employee needs and organisational goals.”
While Rizvi acknowledges that collecting data from multiple sources - both automated and manual - has become easier, he says that interpreting it meaningfully remains a challenge. “A structured framework for predictive data analysis and program intervention allows organisations to proactively address emerging health risks,” he adds. “By leveraging insights into employee behaviour and preferences, companies can tailor interventions that improve accessibility and engagement, whether through digital, hybrid, or in-person models.”
A data-informed approach also supports alignment with cultural and strategic priorities, such as DEI-focused wellbeing initiatives. Programs must be designed with clear KPIs and impact measurement mechanisms to track effectiveness, engagement, and health outcomes.
“Employee health and wellbeing in organisations cannot be approached as merely an employee engagement activity – it needs to be an evidence-based, proactive health intervention exercise.”
Ariz Rizvi, Head of Health Risk Management, Health Solutions, India, Aon
Leveraging Data: Start Small and Keep Adapting
Fung acknowledges that tasks like data collection and analysis can seem daunting. While a comprehensive approach – looking at data ranging from financial health to working environment – should be the goal, he suggests starting small. “In Hong Kong, we’ll often begin by looking at claims associated with mental health, and chronic conditions. Then we start with a tight focus on a few outcome-specific metrics and aim to improve these.”
He shares the example of one Hong Kong-based client who had recorded a rise in hypertension and diabetes in mid-career employees. “They started a new series of workshops on nutrition and also introduced health screening and personalised health and lifestyle programs,” says Fung. “These were key pillars of a preventative program to try and reduce the claims volume and costs for these conditions.”
“It’s a marathon not a race. The companies where we see success have a north star to improve health and productivity that keeps the momentum going.”
Herman Fung, Industry Practice Leader for Financial Services, Health Solutions for Aon in APAC
Moving Wellbeing up the Corporate Agenda for a Consistent Approach
Even a relatively small dataset can have a significant impact when it captures the interest of senior executives and informs their decision-making. Senior leadership support is vital if a wellbeing program is to go beyond a one-size-fits-all approach and evolve to become a high-functioning wellbeing ecosystem. “For many companies we’ll start simple and focus on the initiatives and outcomes to show they’re having an impact on metrics that the C-suite desires to measure,” says Andy Rallis, executive leader of human capital analytics, APAC for Aon.
Rallis highlights the small but meaningful data analytics framework established by Aon for a large logistics client. “It was designed to look at the impact of two of their current policies: overtime, and mental wellbeing days.”
Overtime: We explored the relationship between the number of consecutive days of overtime and employee compensation claims. The study found that truck drivers working more than a certain number of consecutive days of overtime were 12 times more likely to make a claim. As a result, the company changed their overtime policy and claims declined.
Mental wellbeing days: Looking at close rates for sales team members, data showed that those taking between two and four mental health days had the highest close rates, while controlling for different factors. Those with less than two or higher than five had lower close rates.
“The impact on cost of claims and sales close rates was something senior leaders paid attention to,” says Rallis. “It shows that if you start collecting data today, you’ll often have more to work with than you realise.”
Moving Up the Wellbeing Maturity Curve
Evolving an organisation’s approach to wellbeing requires a structured framework. Aon’s maturity wellbeing index is a valuable benchmarking tool that helps organisations assess their current state. By leveraging this tool, organisations can effectively enhance their wellbeing strategies and foster a healthier, more engaged workforce. Gathering employee insights is crucial in this process, as it ensures that the interventions are tailored to their specific needs and challenges. It takes time and investment, but the return is significant. Data-driven organisations that continuously evolve their HR strategies based on employee needs and insights see tangible benefits - experiencing 10% higher revenue growth compared to those that do not inform their wellbeing approach with data insights7.
“Now more than ever organisations need to seriously consider embedding wellbeing as a culture of care rather than as a standalone program.”
Cris Rosenthal, Strategic Advisory Lead, Health Solutions, Philippines for Aon
Watch the on-demand webinar below or contact us to learn more about delivering data-informed and targeted workplace wellbeing programs.
1 India Economic Survey 2023-2024
2 Aon India HRM Observation 2024
3 IRDDAI Database
4 2023 Asia Mental Health Index Report by Aon and TELUS Health
5 Hong Kong ranks 46th globally for work-life balance | Hong Kong Business
6 AXA 2024 Mind Health Report
7 Thriving workplaces: How employers can improve productivity and change lives | McKinsey