best-in-class - ajg.com · excellence: • healthcare cost control • human resource management...

FINDINGS AND INSIGHTS FROM THE 2017 BENEFITS STRATEGY & BENCHMARKING SURVEY

BEST-IN-CLASSBENCHMARKING ANALYSIS

FOR LARGE EMPLOYERS2017

Reaching Peak Organizational Performance

DATA DRIVES DECISIONSTM

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Table of Contents

Executive Summary ...........................................................................................................................4Overview ........................................................................................................................................................................................... 4Methodology ................................................................................................................................................................................... 5

Best-in-Class Profile Group — Healthcare Cost Control ....................................................... 6Best-in-Class Attributes — Healthcare Cost Control .........................................................................................................7

Best-in-Class Profile Group — Human Resource Management ....................................... 10Best-in-Class Attributes — Human Resource Management ......................................................................................... 11

Best of the Best — Top Performers in Both Profile Groups ................................................14Best-of-the-Best Attributes ..................................................................................................................................................... 15

About Gallagher ................................................................................................................................18

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4 BEST-IN-CLASS BENCHMARKING ANALYSIS 2017 Benefits Strategy & Benchmarking Survey

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Executive SummaryOverviewMuch like climbers aspiring to scale new heights, employers often look to the experience of their peers for guidance as they pursue destination-employer status. The right path to improved healthcare cost control and better employee attraction and retention outcomes isn’t the same for all. However, common strategies, programs and tactics emerge among those that more effectively control spending and address human resource management needs. Insights from their experiences can help other employers identify and evaluate changes — whether minor or major — that provide solid ground for increasing the value of their total compensation.

The results highlighted in this analysis show how employers with best-in-class attributes are more proactively and strategically managing healthcare costs. By working to stabilize these costs they gain the advantage of more time, energy and financial resources. And more funds can be invested in key competitive opportunities such as training and other benefits, salaries, wages and bonuses, or increased headcount to support growth.

This Best-in-Class Benchmarking Analysis interprets selected data from large employers with 1,000 or more full-time employees (FTEs) that responded to Gallagher’s 2017 Benefits Strategy & Benchmarking Survey.* Based on findings, the analysis describes key attributes of best-in-class organizations in two profile groups, defined by areas of excellence:

• Healthcare cost control

• Human resource management

Each group represents a best-in-class competency that’s critical for outperforming other large employers. The report also describes the strategies, tactics and programs that distinguish the best-of-the-best employers — those organizations that lead their peers in both healthcare cost control and human resource management.*A version of this report based on the responses of midsize employers with 100-999 FTEs is also available.

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MethodologyGallagher followed a six-step process to identify and characterize best-in-class large employers:

12

34

56

Identify Profile Groups and establish evaluation criteria• Profile Group 1:

Healthcare cost control• Profile Group 2:

Human resource management

Select Survey Questions and Score Responses for each profile group

Identify the Best of the Best• Top-performing

employers in both groups

Determine the Best-in-Class and Best-of-the-Best Attributes based on statistical significance

Analyze Datafrom Gallagher’s Benefits Strategy & Benchmarking Survey

Best-in-Class Analysis Process

1. Analyze data from Gallagher’s 2017 Benefits Strategy & Benchmarking Survey.

2. Identify profile groups and establish evaluation criteria.

• Profile group 1: Healthcare cost control

• Profile group 2: Human resource management

3. Select questions from the survey that are relevant to the two profile groups. Score all responses to the questions

for each group and then total the scores.

• A total of 315 large employers responded to the entire set of profile group questions.

4. Divide the total scores for each group into quarters — or quartiles —

according to their values, and assign each employer to a quartile. The

top quartile for each group includes the highest-scoring or best-in-

class employers for healthcare cost control (28%) and human resource

management (30%).

5. Identify the best-of-the-best employers among the best-in-class pool.

These exceptional performers scored in the top quartile of both profile

groups. Just 28 large employers (9%) qualified as the best of the best.

6. Determine the attributes that separate the best-in-class and best-of-

the-best employers from all other large survey participants, by analyzing

response data for questions on strategy, tactics and programs.

Run Quartile Analysisto identify each group’s best-in-class employers • Total score = upper

28%–30% (1st quartile)

315Large employers responded

to the entire set of profile group questions

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LARGE EMPLOYERS | Healthcare Cost Control

Best-in-Class Profile Group — Healthcare Cost ControlCriteria for large employers that are best in class at controlling healthcare costs include their success in containing healthcare premium increases over the past three years, and their perspective on the effectiveness of their healthcare cost-management strategy.

Measures of best-in-class healthcare cost control

• Health plan premium increase at the most recent

renewal

• Health plan premium increase one year prior

• Health plan premium increase two years prior

• Self-assessed healthcare cost management strategy

effectiveness

An analysis of the best-in-class group found that these employers achieved at least one of the following metrics for premium cost increases in the past three years: 3.9% or less for the last three years; 0.9% or less for two of those years; or 0.9% or less for one year plus 3.9% or less for another year.

Data for each year’s health plan premium increase was analyzed separately, and employers were placed in quartiles based on their relative performance. Employers with consistently low premium increases accumulated the most points, and were most likely to be included in the best-in-class group for healthcare cost control.

Points were also assigned to employers based on their level of confidence in their strategy to effectively manage healthcare costs. Employers expressing more confidence received more points.

The highest possible total score was 20 points — including rankings for both premium increases and strategy effectiveness. Scoring at least 12 points, 87 employers (28%) qualified for the top quartile as best in class for healthcare cost control.

Large employers: Healthcare cost control

28%

31%17%

24%

Top quartile: Best in class

Quartile 2

Quartile 3

Bottom quartile

Best-in-class health premium trendEmployers achieved at least one of these premium increase metrics over the past three years:

3.9% or less (all 3 years)

0.9% or less (2 of 3 years)

0.9% or less (1 of 3 years) + 3.9% or less (1 of 3 years)

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Healthcare Cost Control | LARGE EMPLOYERS

Best-in-Class Attributes — Healthcare Cost ControlWhen survey responses from best-in-class employers for healthcare cost control were compared to the rest of their large peers, distinguishing attributes emerged. An analysis of these attributes identified four key themes related to employer — and employee — financials:

• Saving more by spending less

• Planning proactively by using data

• Emphasizing consumerism and financial protection

• Prioritizing production and productivity

Saving More by Spending LessEmployers that are best in class at controlling healthcare costs report lower annual premium increases and a more effective strategy for managing their healthcare expenses. A focus on spending less is one way they achieve this distinction. For example, more of the best in class spend under $10,000 on employer-paid benefits per eligible employee compared to other large employers (62% vs. 42%). They’re also less likely to pay all long-term disability (LTD) premiums (42% vs. 60%) and are more likely not to contribute (35% vs. 25%). Within their overall cost-management scheme, limiting or choosing not to make LTD contributions is simply one method of directly and predictably containing spend.

Other tactics and outcomes associated with the best in class for healthcare cost control reflect this pattern. Employers were less likely to report that premiums for individual health coverage are affordable for their employees (87% vs. 93%), possibly because of lower employer contributions. And to ensure appropriate plan eligibility, 68% perform audits compared to 47% of their peers. In addition, they have a greater tendency to self-administer maternity leave (83% vs. 71%). This choice often saves costs as a trade-off for risks inherent in the complex management of workforce leaves and disability.

While employers may contain costs by using these spending approaches, they risk possible consequences from shifting more financial responsibility to employees — including impacting employee health and talent recruiting and retention. For this reason, best-in-class employers for human resource management and the best of the best tend to avoid these tactics.

Pay 100% of the LTD premium 42%

60%

Provide affordable health plan premiums for individual coverage

87%

93%

Report employer-paid benefits per eligible employee under $10,000

62%

42%

Perform eligibility audits 68%

47%

Pay 0% of the LTD premium35%

25%

83%

71%Self-administer maternity leave

Best in Class Other Large Employers

Marks a best-in-class response that is lower compared to other large employers.

Employer cost controls

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LARGE EMPLOYERS | Healthcare Cost Control

Planning Proactively by Using DataThe ability to proactively plan instead of reactively respond emboldens employers that excel at cost control. They’re able to apply a more strategic and integrated approach to benefits and healthcare cost management — more often supported by a multi-year employee benefits planning strategy (46% vs. 27%). And, this strategy is more likely to be informed by more data resources such as multi-year labor cost modeling (30% vs. 17%) and workforce characteristics like length of service, gender and age (49% vs. 33%).

Taking a more integrated approach to health and disability management programs is also a hallmark of the best in class (45% vs. 30%). This tactic can help control healthcare spending, contribute to employee productivity as well as engagement, and improve financial stability for both employers and their employees. Interestingly, best-in-class employers are less likely to consider a move toward a defined contribution model that would fix the amount of the annual employer contribution (6% vs. 18%). A possible reason for this reluctance is that current approaches to benefits spending are effectively controlling costs. In fact, findings for the other profile group support this theory. Employers that are best in class for human resource management are much more likely to use a defined contribution approach.

Use multi-year labor cost modeling for benefits planning

30%

17%

Marks a best-in-class response that is lower compared to other large employers.

Use workforce characteristics for benefits planning (length of service, gender, age, etc.)

49%

33%

Have a multi-year benefits strategy 46%

27%

Considering a move to defined contribution 6%

18%

45%

30%Integrate health and disability management programs


Key components of benefits planning

Emphasizing Consumerism and Financial ProtectionAn undercurrent in the best-in-class attributes reveals a shift toward more employee accountability for health and healthcare — including both the financial and physical aspects. More often than other large employers, the best in class provide a flexible spending account (FSA) option (92% vs. 83%) that allows employees to make pre-tax contributions for eligible medical, dental and vision-care expenses.

STRATEGY

TACTICS

INTEGRATED HEALTH AND DISABILITY MANAGEMENT

This integrated, proactive approach focuses on maintaining employee health and wellbeing. The goal is to give management the tools they need to keep employees actively at work, in spite of injuries or illnesses.

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Healthcare Cost Control | LARGE EMPLOYERS

Prioritizing Production and ProductivityAn overarching distinction of best-in-class employers for cost control is their benefits philosophy and approach. They’re more inclined to consider compensation and benefits as investments in maximizing workforce performance and achieving business outcomes (38% vs. 25%). And compared to other large employers, they tend to prioritize objectives that support production and productivity such as innovation (25% vs. 15%) and employee health and wellness (33% vs. 22%). The best in class place a greater emphasis on financial incentives as employee engagement tactics. For example, they’re more invested in clearly and transparently communicating how to earn bonuses or pay increases (25% vs. 15%).

Communicate clearly and transparently on how to earn bonuses or pay increases

25%

15%

Invest in compensation and benefits to maximize workforce performance and achieve business outcomes

38%

25%

Rank increasing innovation as a top operational priority

25%

15%

33%

22%Rank improving employee health and wellbeing as a top human resource priority


Total compensation priorities

92%

83%FSA

Salary-based employee medical plan contributions

23%

15%

Healthcare decision support 60%

46%

Wellness program participation-based medical plan contributions

30%

21%

Basic life insurance coverage of 2–2.5 times multiple of pay

47%

27%

STD insurance or salary continuation benefits

92%

80%


Tactics to promote employer and employee financial health

There’s also a stronger tendency to base employer contribution amounts on factors such as salary (23% vs. 15%) and wellness program participation (30% vs. 21%). In addition, the best in class are more apt to provide healthcare decision support that enables more informed spending and healthcare consumption (60% vs. 46%).

Reflecting an organizational emphasis on financial protection for their employees, the best in class are more likely to offer short-term disability (STD) insurance or salary continuation benefits (92% vs. 80%). Nearly half offer 2 to 2.5 times multiple of pay for basic life insurance coverage, compared to a little over one-quarter of their peers. Best-in-class employers also show a greater tendency to offer non-qualified retirement plans to highly compensated employees and key talent as a way to enhance their retirement security (24% vs. 13%).

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LARGE EMPLOYERS | Human Resource Management

Best-in-Class Profile Group — Human Resource ManagementCriteria for establishing large employers that are best in class for human resource management included turnover percentages and completion of a workforce engagement survey. Self-perceived success with employee communications and internal assessment of workforce satisfaction, motivation and commitment also counted toward their scores.

Measures of best-in-class human resource management

• Turnover percentage

• Success of employee communication efforts

• Assessment of workforce satisfaction, motivation and

commitment

• Completion of a workforce engagement survey within

the last two years

Turnover was analyzed by industry and points were assigned by quartile. To account for the importance of this outcome-based factor, this measure was weighted twice as heavily as the others.

The highest possible total score was 21 points — including rankings for turnover metrics, self-reported success of employee communication, and established processes to assess employee engagement. Scoring 12 to 21 points, 94 employers (30%) qualified for the top quartile as best in class for human resource management.

Large employers: Human resource management

Top quartile: Best in class

Quartile 2

Quartile 3

Bottom quartile

30%

24%24%

22%

Construction, Religious, Wholesale

3% or less

Education, Energy, Public Entity, Retail, Transportation

5% or less

Best-in-class turnover by industry

Business Services, Financial Services, Healthcare, Manufacturing, Technology

9%

Law, Pharmaceutical14%

or less

or less

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Human Resource Management | LARGE EMPLOYERS

Best-in-Class Attributes — Human Resource Management When survey responses from best-in-class employers for human resource management were compared to the rest of their large peers, distinguishing attributes emerged. An analysis of these attributes identified three key themes:

• Viewing benefits as engagement tools and organizational assets

• Focusing on benefits innovation and contribution criteria to control costs

• Emphasizing employee engagement and strategic communication

Viewing Benefits as Engagement Tools and Organizational AssetsBest-in-class employers for human resource management tend to adopt a different employee compensation and benefits philosophy than their large peers. What sets them apart is their objective of investing in total compensation to improve employee engagement — with the end goal of increased organizational success. Fewer see compensation and benefits as simply the costs of doing business (12% vs. 17%), and significantly more consider them investments in maximizing workforce performance to achieve business outcomes (39% vs. 24%). Organizational innovation is also a higher priority (29% vs. 14%). When employers channel this attribute into developing more competitive benefits, they’re better positioned to secure the right talent.

In contrast to employers that are best in class for healthcare cost control, high performers for human resource management consciously spend more on benefits. Employer-paid benefits make up a greater percentage of total compensation among the best in class. Less often, these benefits account for under 20% of their compensation package (26% vs. 45%) and more often, they account for 31% or above (37% vs. 20%). A higher level of employee satisfaction with health benefits is one of the reported results of this approach (75% vs. 63%).

Investments are simply the cost of doing business

12%

17%

Investments maximize workforce performance to achieve business outcomes

39%

24%

Increasing innovation is an operational priority

29%

14%

Cost of employer-paid benefits is 31% or more of total compensation

37%

20%

26%

45%Cost of employer-paid benefits is less than 20% of total compensation

75%

63%Employees are satisfied with their health benefits


Marks best-in-class responses that are lower compared to other large employers.

Total compensation outlook, actions and outcomes

OUTLOOK

ACTIONS

OUTCOMES

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LARGE EMPLOYERS | Human Resource Management

Offer retiree coverage 47%

30%

Prioritize controlling employee benefit costs 53%

36%

Implement a separate charge per dependent for medical coverage

20%

7%

Offer opt-out incentives for waiving medical coverage

20%

10%

Have an average cost of employer-paid benefits per eligible employee of $15,000 or more

30%

17%

10%

2%Use a private exchange

40%

17%Apply a defined contribution approach


Have an average cost of employer-paid benefits per eligible employee of $10,000 to $14,999

37%

30%

Counter higher benefit costs with more innovative tactics

Focusing on Benefits Innovation and Contribution Criteria to Control CostsMore than half of best-in-class employers for human resource management rank controlling employee benefit costs as a top operational priority, compared to just over one-third of other large employers. Contributing to their concern is a higher average cost of employer-paid benefits per eligible employee — they’re more likely to report per-employee costs of $10,000 to $14,999 (37% vs. 30%) or $15,000 and above (30% vs. 17%). Another factor that complicates cost management is a stronger tendency to offer retiree medical coverage (47% vs. 30%).

To tame these costs, employers that are best in class at managing human resources more often use private exchanges (10% vs. 2%) — a tendency they share with the best of the best. And uniquely, they’re more open to a defined contribution (DC) approach (40% vs. 17%). A fixed annual employer contribution may be more appealing than a defined benefit alternative because it can stabilize budget trends. The DC option also allows employees to direct healthcare dollars toward benefits that best match their needs. In addition to these cost-control measures, best-in-class employers design more equitable employee contributions based on use. Specifics include a separate charge per covered dependent (20% vs. 7%) and incentives for employees that waive coverage (20% vs. 10%).

SPEND STRATEGY

HEALTHCARE COVERAGE

BENEFIT DELIVERY MODELS


Human Resource Management | LARGE EMPLOYERS

Communicate in a way that fosters trust and confidence

49%

30%

Have a comprehensive employee communication strategy

35%

18%

Provide interesting and challenging work36%

20%

Offer social wellbeing initiatives22%

13%

Define clear performance goals52%

40%

54%

39%Identify development needs and create action plans

43%

33%Support employees in defining and pursuing a career path


Give timely and constructive feedback53%

40%

Approach to employee engagement and communication

Emphasizing Employee Engagement and Strategic CommunicationA strategic and comprehensive approach to employee engagement and communication is more commonplace among large employers that are best in class for human resource management. Their efforts to manage and engage employees are more likely to include identifying development needs and creating action plans (54% vs. 39%), and setting clear performance goals (52% vs. 40%). And it’s more typical for this group to support their employees’ interests in defining and pursuing a career path (43% vs. 33%), and to provide interesting and challenging work (36% vs. 20%). Also, best-in-class employers are thinking more intensively about how to build a workplace culture that allows employees to connect with social causes (22% vs. 13%). These engagement opportunities will allow employees to deepen the meaning of their work and their relationships — with other people and the organization itself.

As for employee communications, best-in-class employers are much stronger in taking a comprehensive approach (35% vs. 18%). This finding aligns with their desire to foster trust and confidence through communications (49% vs. 30%). In addition, the best in class are considerably more likely than their peers to give timely and constructive feedback (53% vs. 40%).

STRATEGY

ENGAGEMENT TACTICS

Best in class Other large employers

35% 18%


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LARGE EMPLOYERS | Best of the Best

Best of the Best — Top Performers in Both Profile GroupsThe best-of-the-best employers achieved the highest combined scores and ranked in the top quartile for both healthcare cost control and human resource management. At 9%, just 28 qualified among all large employers surveyed.

BEST IN CLASS for human resource

management

BEST IN CLASS for healthcare cost

control

BEST OF THE BESTtop quartile in

both profile groups


Best of the Best | LARGE EMPLOYERS

Take a strategic and integrated approach to healthcare cost control and benefits management

Best-of-the-Best AttributesIt’s not surprising that many differentiating characteristics of the best in class in each profile group also distinguish the best of the best. The strategies of best-of-the-best employers take a long-term, integrated view of total compensation that’s centered on a commitment to employee wellbeing, choice and accountability. These key aspects of the employee experience drive productivity and engagement. The best of the best also harness the power of employee communication to enhance success. Three key themes emerged from analysis of the best-of-the-best attributes:

• Adopting long-term planning and enhanced strategic integration

• Acting on a commitment to inform and engage employees

• Promoting employee wellbeing and accountability

Adopting Long-term Planning and Enhanced Strategic IntegrationBest-of-the best employers are more likely to value compensation and benefits as primary drivers for achieving organizational objectives and business growth. Compared to other large employers, they’re more inclined to consider these essential elements as investments in maximizing workforce performance to achieve business outcomes (50% vs. 26%) — instead of simply the costs of doing business (4% vs. 17%).

With a broader perspective on the potential of total compensation, the best of the best have a much stronger tendency than their peers to execute multi-year benefit strategies (54% vs. 30%). They’re also more likely to take a sophisticated approach to enhancing benefit outcomes such as integrating health and disability management programs (54% vs. 32%). In addition, they more often carve out their pharmacy benefit from their health plan in an effort to better manage costs (42% vs. 20%). Together, these practices support a more proactive, aligned and comprehensive approach to total compensation.

Integrate health and disability management programs

54%

32%

Best of the Best Other Large Employers

Consider total compensation as an investment in maximizing workforce performance to achieve business outcomes

50%

26%

See total compensation investments as simply the cost of doing business

4%

17%

Have a multi-year benefits strategy54%

30%

Carve out pharmacy benefits42%

20%

Marks a best-of-the-best response that is lower compared to other large employers.

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LARGE EMPLOYERS | Best of the Best

Acting on a Commitment to Inform and Engage EmployeesContinuing their pattern of integration and foresight, best-of-the-best employers more often have a strategy for improving employee engagement that focuses on increasing motivation, satisfaction and commitment (79% vs. 56%). Much like employers that are best in class for human resource management, their strategy includes applying certain engagement tactics more consistently and frequently. For example, they strongly support their employees’ career interests by giving timely and constructive feedback (71% vs. 41%), as well as identifying their development needs and creating action plans (68% vs. 41%). Best-of-the-best employers also lead their peers in wellness program investments to improve employee productivity (18% vs. 7%).

Best-of-the-best employers are 2.5 times more likely than other large employers to use a comprehensive employee communication strategy (50% vs. 20%). They have a greater tendency to commit to an integrated approach that focuses holistically on safety, wellness, benefits enrollment and other key programs instead of relying on separate strategies for only some. By itself, this key finding shows that the best of the best place a high priority on making sure their employees are well informed about their organization and its benefits, policies and programs. For example, communications are more routinely applied as a tool to foster trust and confidence (61% vs. 33%) and used to clearly and transparently convey how to earn bonuses and raises (39% vs. 15%).


Give timely and constructive feedback 71%

41%

Have a strategy to improve employee engagement

79%

56%

Rank improving employee productivity as a top reason for wellness program investment

18%

7%

Identify development needs and create action plans

68%

41%


50%

20%

Communicate clearly and transparently on how to earn bonuses or pay increases

39%

15%

Communicate in a way that fosters trust and confidence

61%

33%

Approach to employee engagement and communication

STRATEGY

ENGAGEMENT TACTICS


Best of the Best | LARGE EMPLOYERS

Promoting Employee Wellbeing and AccountabilityBest-of-the-best employers are more likely to identify promoting and improving employee health and wellbeing as a top organizational priority (95% vs. 71%). Pathways for supporting better employee outcomes include healthcare decision support (72% vs. 48%) and access to an onsite wellness coordinator or health professional (46% vs. 27%). Through tactics and solutions that offer flexibility and choice such as private exchanges (13% vs. 3%), they also enable plan participants to take greater ownership of their health and healthcare. The best of the best more often want proof that their wellness programs are delivering value and tend to look at the use of healthcare to evaluate effectiveness (29% vs. 14%).

Promotion of employee health and wellbeing

Offer healthcare decision support 72%

48%


Provide an onsite wellness coordinator or health professional

46%

27%

Use a private exchange13%

3%

Rank improving employee health and wellbeing as a top organizational priority

95%

71%

Factor the use of healthcare benefits in evaluating wellness program effectiveness

29%

14%

Rank improving employee health and wellbeing as a top organizational priority

95% 71% vs.

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About Gallagher If you could name one thing that drives your organization’s success, what would it be? Chances are, it’s your employees.

Attracting and retaining the right talent is both a top priority and a top challenge when managing rising costs in a highly competitive and complex business climate. To secure your place as a destination employer, you need the right data to make sustainable benefit decisions that deliver on the needs of a diverse workforce.

All aspects of effective, best-in-class HR programs — benefits, wellbeing, communication and culture — work together to manage risks related to human capital. From surveying and analyzing competitor trends to evaluating the demographics of your own workforce, Gallagher helps you gather insights and apply best practices not only to manage risk, but also to increase opportunities to excel in the marketplace.

When you take this holistic approach to developing total compensation programs, you’ll create a culture of organizational health that promotes your employees’ total wellbeing. And you’ll be rewarded with a productively engaged team that’s more loyal and motivated to drive your organization’s success.

Arthur J. Gallagher & Co. (NYSE: AJG), an international insurance brokerage and risk management services firm, is headquartered in Rolling Meadows, Illinois, has operations in 34 countries and offers client-service capabilities in more than 150 countries around the world through a network of correspondent brokers and consultants.


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TERMS OF USEThe intent of this Survey is to provide you with general information regarding current practice within the employee benefits environment. The data does not constitute recommendations or other advice regarding employee benefit programs, and the user is in no way obligated to accept or implement any information for use within their organization(s). The decision to utilize any information provided rests solely with the user, and application of the data contained does not guarantee compliance with applicable laws or regulations regarding employee benefits. Information provided by the Survey, even if generally applicable, cannot possibly take into account all of the various factors that may affect a specific individual or situation. Additionally, practices described within the Survey should not be construed as, nor are they intended to provide, legal advice.

The Web Site and the Content do not constitute accounting, consulting, investment, insurance, legal, tax or any other type of professional advice, and should be used only in conjunction with the services of a Gallagher consultant and any other appropriate professional advisors who have full knowledge of the user’s situation.

Gallagher does not represent or warrant that the Content will be correct, accurate, timely or otherwise reliable. Gallagher may make changes to the Content at any time. Gallagher assumes no responsibility of any kind, oral or written, express or implied, including but not limited to fitness for a particular purpose, accuracy, omissions and completeness of information. Gallagher shall in no event whatsoever be liable to licensee or any other party for any indirect, special, consequential, incidental, or similar damages, including damages for lost data or economic loss, even if Gallagher has been notified of the possibility of such loss. For the purposes of this section the term “Gallagher” shall be construed so as to include Gallagher Surveys as a marketing division and/or Gallagher Benefit Services, Inc. and its affiliates.

© 2017 Gallagher Benefit Services, Inc.

All rights reserved. No part of this book, including the text, data, graphics, interior design and cover design may be reproduced or transmitted in any form, without explicit consent from Arthur J. Gallagher & Co.

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best-in-class - ajg.com · excellence: • healthcare cost control • human resource management...

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