Cancer in the workplace:

A report by Check4Cancer

what does it mean for HR?

The majority of people with the early stages of lung cancer have no apparent symptoms.

Skin cancer is one of the most common cancers affecting both men and women

saves lives

The hard facts

325,000people get cancer every year in the UK

160,000people die of cancer in the

UKevery year

By 202748% of the

UK populationwill getcancerduring their life time

Around 50% of people with

cancer will survive and

the odds increasesignificantly if

canceris detected early

By 2040 more than

1millionwomen will havebreast cancer

early detection

2

Telling someone they have cancer is the worst part of myjob. It never gets any easier, and I'm having to do it moreevery year. We are living in an epidemic of cancer, in thateach year around 325,000 people are diagnosed withcancer and 160,000 people die from the disease.

Thankfully that's not the end of the story - we are gettingbetter at treating cancer, which means that, for the firsttime, more people are now living with cancer than aredying from it. Survival rates have doubled in the lastdecade, and 50% of patients diagnosed with cancer nowsurvive 10 years after diagnosis. Better education, increasedawareness and improved methods of early detection aretaking effect.

The rise in numbers of people with cancer is an issue for society as a whole, forgovernment, health services - and increasingly for employers. More than 100,000 peopleof working age are diagnosed with cancer in the UK each year, and there are more than700,000 people of working age living with the disease.

Our new survey of HR directors and managers highlights their concerns around theimpact of cancer for the future - but what are the particular challenges organisations willface, and what practical steps can be taken to demonstrate good practice?

This report sets out the implications of the cancer epidemic for employers, and discusseswhat HR professionals can do to provide support, while balancing the best interests ofboth staff and the organisation.

World Health Organisation (WHO) reports indicate that the means already exist togreatly reduce cancer – one third through changes in lifestyle, and a further thirdthrough the introduction of effective early detection and education programmes, toincrease awareness of the risk factors and signs and symptoms of specific cancers. If weconsider this in relation to educational services and targeted early detectionprogrammes, the potential exists for employers to reduce cancer by up to two thirdswithin their workforce - meaning a significant impact on the lives of their people andorganisational wellbeing as a whole.

Professor Gordon WishartMedical Director of Check4Cancer UK

Introduction

Check4CancerEarly detection saves lives

3

• 63% of HR professionals actively plan to introduce cancer awareness programmes and/or earlydetection programmes in their organisation (22% were not sure; 13% said it was unlikely).

• 95% of respondents said they were in favour of universal cancer checks provided by employers, withannual checking for all staff

• HR professionals were asked what they thought would be the main impacts of cancer on theirorganisation in the near future:

- staff planning – 63% said the impact would be very high or high

- absenteeism – 59% said the impact would be very high or high

- medical insurance premiums – 58% said the impact would be very high or high

- other insurance premiums – 50% said the impact would be very high or high

- impact on client relationships and management – 50% said the impact would be very high or high

• Other expected implications were said to be: lower productivity; negative effects on staff morale; a needfor more services and long-term support, such as counselling and family support services.

Check4Cancer Annual cancer in the workplace survey - 2015

A survey of UK HR directors and managers on the impact of the cancer epidemic carried out by Check4Cancer in January2015 (with 113 responses) found that:

The survey also showed that HR professionals tend tooverestimate the role of the NHS in providing cancer checks:

• 78% correctly believed the NHS provided regularbreast cancer screening, and 65% thought – alsocorrectly – that cervical cancer was covered

• 42% said the NHS offered checking for bowelcancer generally (it is only available to 60-69 year-olds)

• 39% said prostate cancer was checked when itis not

• 29% said testicular cancer was checked when itis not

• 26% said lung cancer was checked when it is not

• 24% said skin cancer was checked when it is not

4

Bupa survey: how employee expectationsare not being metA recent survey by Bupa revealed that only 4% of employee respondents have benefited from a healthinitiative relating to cancer run by their employer.

The survey – timed to coincide with World Cancer Day on 4 February 2015 – drew on the experiences of4,000 UK employees and 1,000 UK employers of higher managerial level, as well as 12,800 staff and 862employers in Australia, New Zealand, Spain and Poland.

The figures also revealed that 16% of employee respondents expressed a wish for guidance orinformation from their employer about cancer, with 13% wanting guidance on giving up smoking and28% wanting their employer to provide more guidance or information on the benefits of exercise.

Employers, meanwhile, seemed to acknowledge the need to tackle these issues, with 38% of employerrespondents stating that preventing cancer among employees was a priority for their organisation.Clearly, however, there currently exists a significant gap between what is being called for by employees,and what is actually being delivered.

5

Cancer is a chronic illness: More people survive cancer than ever before - but survival isonly the beginning of the need for support andunderstanding. Around a quarter of people treated for cancerin the UK continue to need NHS care, even when officiallyclear of the disease. Long-term implications of the serioustreatments involved with beating cancer include diabetes,cardiovascular problems and osteoporosis. Most common ofall are psychological issues, anxiety about cancer returning,problems with self-esteem, and depression. Someonereturning to work after cancer treatment or still living withcancer isn't the same person, and shouldn't be expected toinstantly switch back into their working role.

Cancer is recognised as a'disability':Under the Equality Act (2010), employees with cancer inEngland, Scotland and Wales are considered to have adisability and are protected from discrimination in theworkplace - in the recruitment process, terms and conditionsoffered, and when it comes to opportunities for promotionand training. The same legislation asks employers to make'reasonable adjustments' to make lives easier for employeeswith a disability like living with, or recovering from, cancer.

For example, a manager who delivers negative, criticalappraisals of staff affected by cancer because they've missedtargets or not attended meetings as a result of somethingsuch as attending hospital appointments, would beconsidered to be discriminating unfairly. The same applies todiscrimination against employees with caring roles in supportof someone with cancer.

Work itself is afactor in cancerrisk:Work puts many of us atincreased risk – and not justwhere there are obvioushazards, such as radiationor asbestos. The NHS hasidentified that 13,000 men and women die every year fromwork-related cancer. A third of women in the UK work shiftsthat include an element of night work, and we now know thatover a prolonged period this increases breast cancer risk by upto 50% (in men, shift work carries a similar increased risk ofprostate cancer). Other factors known to increase risk of breastcancer include having no children, having them late in life(after 25) and not breast feeding.

All of these risk factors may come about as a result of awoman’s desire or need to work. Even those working nine tofive in comfortable offices are not necessarily out of danger.Stress increases risk, and studies in the US show that simplysitting for long periods increases risk of colon, endometrial,and lung cancer – so much so that it has prompted some toclaim ‘sitting is the new smoking’.

Cancer affects wholeorganisations:It's currently estimated that time off work for patients andtheir carers due to cancer costs employers £5.5 billion eachyear in terms of lost productivity (according to MacmillanCancer Support figures from 2012). That's the direct cost, butthe serious nature of the disease and its long-termimplications for individuals, their families, carers, friends andpeers, means that a cancer diagnosis affects networks ofpeople across workplaces.

In practical terms there are a host of people managementissues involved: providing support and understanding in whatis a highly sensitive and emotional situation; communicatingappropriately with staff; managing changes in roles andorganising cover; making reasonable adjustments to workenvironment and conditions; ensuring fair treatment; keepingup an ongoing conversation with the cancer sufferer, andmanaging a positive return to work. Given that the risk of acancer diagnosis increases with age, the ageing workforce inthe UK means the proportion of cancer sufferers and survivorsin workplaces generally will keep increasing.

Why does cancer matter to HR?

6

“HP embarked on its global wellness programme a few years ago, and one of the things that we’retrying to do is drive within our culture an idea of personal accountability towards one’s health, andof empowering people to be able take their health into their own hands. By having that culture,and by having campaigns such as this, there are a number of areas in which we as a company canbenefit.

One is employee engagement, and what we have seen over the past couple of years is ouremployee engagement soar. There is also the financial side of it. The cost of treatment and care isgreater when it’s detected later, so there will have been savings either for the NHS or HP’s privatemedical scheme as a result of that earlier detection. But also if we are getting that early detectionand intervention, then there will be a reduction in our longer term absence cost and our lifeassurance cost, which can in turn increase productivity. Ultimately there is a real business benefitin addition to the undoubted personal benefit.”Mark Osborn, Total Rewards Manager (UK & Ireland), Hewlett Packard

“We are always on the lookout for innovative benefits – benefits that offer value for both theemployer and the employee. One of the most expensive benefits an employer can offer is fullprivate medical insurance.

Typically, that costs upwards of £600-£700 per employee per annum, and the thing that drives theinflation associated with that is the claims – and claims for cancer are by far the biggest. If youlook at a typical organisation, they’ll have claims in the £100,000 category per individual. Andonce you’ve had the treatment, then you may have a period of months or years on some form ofpreventative drug – some of which are not available on the NHS and so have an additionalexpense – and then it may return, which means going through the cycle of treatment again.

So, anything that can raise awareness and detect cancer early will, in the real world, save the NHSmoney, but in the corporate world it also helps with the very simple commercial reality of a lossratio on a medical insurance scheme claims account.”Richard Stewart, Head of Flexible Benefits and Platform Services, Mazars

7

Ready-made processesDon't wait for cancer cases to become a people ormanagement issue before devising a policy and set ofagreed approaches.

In such highly-charged and personal situations there will betremendous pressure on managers and HR to make sensibledecisions - it's not the time for reactive, on-the-spot thinking.An employee who's had news of a cancer diagnosis needssympathy, but most of all they need a sense of control, ofnormality. There should be a process for how the situation isdealt with over time, including the kinds of questions thatneed to be covered at different stages, particularly when itcomes to managing the return to work. The policy shouldinclude briefings for managers on how to deal with situationsfor the benefit of the individual - the focus on listening to theirneeds, of an ongoing and open conversation, of constructiveplans being made - in order to find the best outcomes forboth employee and employer.

Help with early detectionThe Department of Health has also called for the support ofemployers in the early detection of all cancers in its nationalplan entitled ‘Improving Outcomes'.

Early detection is a critical factor in surviving the disease andlimiting the long-term effects on health and ability to return towork. It saves lives and also means less surgery is needed (forbreast cancer, for example, patients in the early stages requireless treatment with a short recovery time, making a vastdifference to the impact on everyone involved.)

NHS data suggests early diagnosis of all cancers would reducethe huge cost burden for the UK by as much as £210 millionand help to improve the chances of survival for over 52,000patients. Offering cancer screening is an important way ofdemonstrating an employer's understanding andcommitment to the health and wellbeing of staff, is a meansof building employee engagement, and can address issues oflost productivity and limit risk in terms of health insuranceprovision. Health screening in general has become the mostattractive benefit for staff. A survey of wellbeing benefitsbeing offered by employers at the end of 2014 showed thelargest growth was in health screening, and the largest gapbetween what employees wanted and what was actuallybeing offered was also in health screening (31.4% vs 5.7%actually offering the benefit).

FlexibilityEmployees living with cancer need to know they have thesupport of their organisation.

This might only mean minor areas of flexibility in workinghours, to get to medical appointments, to have a room wherethey can be alone or have private conversations. But it'simportant that HR acknowledges and agrees what can beoffered realistically for every case that arises, and that meansplanning and preparation, and getting buy-in from managers.

Five key thingsHR needs to include in an ‘anti-cancer’ strategy

1 2

3

8

“We care about our employees, and it’s away of showing that we care – about theirhealth and wellbeing. And we’re not onlyshowing it, but doing so in an impactful way,that makes a difference and is actuallyrelevant to them.

They have very demanding jobs and worklong hours, often with little time to thinkabout these things or do something aboutthem, so it’s recognising that they work hardfor us, and helping them in their personallives. It’s one of their benefits, too. When youget your offer of employment, you look atsalary, you look at pension schemes – all thebenefits that are offered – and because weoffer this it makes us more attractive topeople who may want to work for us. And itencourages people to stay.”Gemma Bourne, Head of Social Sustainability and Lend LeaseFoundation (Europe)

A constant focus on wellbeingA criticism of health services can be that they only see thecancer diagnosis on a patient's notes and pay littleattention to their health in general.

All health and wellbeing activities are important for bothavoiding cancer in the first place and or helping withrecovery - so awareness campaigns and initiatives toencourage exercise, better eating habits and help peoplewith stopping smoking are all useful.

Patience for returnersPeople who survive cancer often return to their everydaylives with a wholly different perspective.

Employers need to be prepared for changes in attitude. Ahigh-achiever who was happy to give up their evening andweekends to projects might not see the rewards in the sameway. Managers can be impatient for their good people to beback at work, meeting a need, but they need to understandthe sometimes cataclysmic effects on people's lives andoutlook. A change in role, duties, or way of working maysometimes be the only way to keep talented staff on boardfor the future. Not always however. The other danger issidelining someone, moving them to an organisational'outpost' and taking away that all-important feeling ofnormality. Managers need to be able to listen and pick up onwhat matters and what will work for individuals.

4

5

9

Cancer screening as part of a health andwellbeing focus

Many companies and organisations already have excellent general health provisionin place, offering valuable health benefits to their employees. But given theincreasing incidence of cancer, is the current health and wellbeing infrastructuresufficient to safeguard employees from this one very specific threat to their health,and could these benefits be made more useful, and more attractive?

Cancer-specific Checks vs. Well-Man/Well-Woman ClinicsScreening services are not new, and Well-Man and Well-Womanclinics are frequently offered as key health benefits. However,Richard Stewart, Head of Flexible Benefits and Platform Servicesat Mazars, is not convinced that they still represent the best valueor, the most effective approach:

“We didn’t have a lot of faith in the traditional screening marketbecause the feedback we got from people was that they’d spent half aday at a clinic and then got a report that told them things they couldfind out from their GP, or what they knew already – that they couldbenefit from losing a bit of weight, getting more exercise, reducingtheir cholesterol and so on.”

His views echo those of Dr McKenna: “If you look at traditionalcorporate health screening over the last 10-15 years, they typicallyprovide a much more generic approach covering general health,and very few offer specific cancer screening procedures.”

By contrast, many of the corporate cancer programmes offeredby organisations such as Check4Cancer are not yet available inthe NHS, and none come as part of a standard health screen.

Dr Pixie McKenna – Clinical Advisor of General Medical Services at Check4Cancer, and residentGP on the Channel 4 series Embarrassing Bodies – believes the need for change in response tothe cancer epidemic is urgent. She comments:

“My background includes many years working with businesses, as an in-house GP or runningcorporate health checks – I calculate I have probably done 2,000 WellPerson screens – but in terms ofwhat these offer, nothing much has changed in the past 15 years, apart from the price. Consideringthe rise in incidence of cancer over that period, it’s time to reassess.”

10

“The challenge for a company is that if these cost£300-£400 per year per employee for Well-Man andWell-Woman checks, they typically find they can’tafford to do it for the whole population, and if theemployee population are offered those as an opt-in, elective arrangement then it becomes moreexpensive still. And it doesn’t deliver the kind ofoutputs that cancer screening programmes do.”Richard Stewart, Head of Flexible Benefits and PlatformServices, Mazars

“Sometimes there is a cost element with thesechecks, so our employees appreciated that this wasbeing made available to them free, funded by thecompany. Also it’s a question of time, so to be ableto have the consultations in our offices on ourconstruction sites, where they could just pop in,made a world of difference – just the accessibilityand availability of it.”Gemma Bourne, Head of Social Sustainability and LendLease Foundation (Europe)

“We were very lucky, in that we were able tospend money on a specific, very ambitiouscampaign. Other companies may not be insuch a fortunate position. Nevertheless, evenif they aren’t able to repeat exactly what wedid, they could look at the impact andbenefits and adapt the service to the needsof their business.

So, for example, Check4Cancer offer anemployee-paid benefit, so companies couldlook at alternative options to the companyitself paying for it. And it doesn’t necessarilyhave to involve large scale screenings. For us,the screening was a key part, but educationand awareness were also vitally important.We were also supported us on that journeyby putting on face-to-face awarenesssessions, presentations, webinars and so onto ensure it wasn’t just a one-off screeningexercise. This was really about making surethat awareness of cancer was raised acrossthe workforce.”Mark Osborn, Total Rewards Manager (UK & Ireland),Hewlett Packard

The limitations of general checksAt a London seminar on ‘Cancer in the Workplace’ inOctober 2014, Dr McKenna addressed the value oftraditional Well-Man/Well-Woman clinics in the face of thethreat of cancer. As an example, she informed the womenin the room that:

• Women have a 50%-60% risk of encountering the HPVvirus by the age of 25

• HPV virus is known to cause 99+% of cervical cancers.

• HPV is currently not screened for by most Well Womanclinics.

For men, the situation is very similar. PSA testing is offeredto screen for prostate cancer as part of their medical, butthis now rather old-fashioned test is not infallible, and canresult in a high number of false positives and unnecessarysecondary tests, which may in turn impact upon theirinsurance premiums (not to mention causing additionalstress). Dr McKenna pointed out that GPs – generalpractitioners, not specialists – are not always the peoplebest placed to screen for cancer.

This, she said, is not simply a question of expertise. Withregard to skin cancer, for example, she noted that GPs haveas little as seven minutes for an appointment, so do nothave the opportunity to do a full skin check for suspectmoles – in contrast with the full body check offered by askin-cancer-specific programmes.

11

In September 2011, HP launched their global breastawareness and screening campaign – The Power of Pink –involving over 100,000 employees across the US and Europe.Cambridge-based Check4Cancer was chosen to work with HPin the UK, Sweden and Denmark. So successful was it that HPfollowed up with equivalent campaigns targeting prostatecancer, skin cancer and lung cancer.

HP set out with four key objectives: to raise awareness ofcancer throughout the entire workforce; to ensure that peopleunderstood their own risk, via personal online assessment; toprovide education, running a number of sessions across HPsites using specialists, and to identify cancers through acorporate screening programme. This was paid for by thecompany itself, and was offered not only to employees, butalso spouses and partners of employees.

148 women were referred from BreastCheck as a result thePower of Pink campaign, of which two cancers werediagnosed following further investigation. HP followed this upwith a prostate campaign, entitled “Be a Hero”, launched byNick Wilson, UK CEO of HP.

3,087 men aged 40+ chose to have ProstateCheck, and 484considered at high risk were referred for further investigation.More significantly, 12 cases of prostate cancer were identifiedthat would have gone undetected without the “Be a Hero”campaign.

Next, HP took the decision to invest in a campaign for skincancer for the HP community in the UK. The campaign, called“Detect & Protect”, was launched in May – the time whenpeople are most likely to notice changes in their skin as theyprepare for summer – and SkinCheck was delivered almostentirely onsite. 3,020 HP employees chose to have SkinCheck,with 100% of all available appointments being taken up. Eightcases of skin cancer were identified, including two melanomasthat would have gone undetected.

The “Love Your Lungs” lung cancer campaign followed. 2,503employees chose to have LungCheck. 124 employees of thesehad abnormal lung health and were referred for furtherinvestigation.

In total, around 10,000 employees were screened – about 27% ofthe eligible population. Within that, the prostate and breastcancer campaigns reached over 40% of the eligible workforce.From these early detection programmes, over 1,000 cases werereferred for further investigation. These ultimately resulted in atleast 65 cancers being detected early amongst employees ortheir partners. It was noted that within these were a handful ofcases that had been missed by NHS screening.

Feedback showed that 93% of those taking part rated theexperience as excellent, and there were numerous anecdotalcases of employees expressing gratitude for what the companyhad done for them. The campaigns attracted awards for thecompany, including the Employee and Healthcare award in 2013,and a ‘Business In The Community’ award in 2014. Ultimaterecognition came from employees, however, with one woman –whose breast cancer was detected early – stating: “I really believeworking for HP saved my life”.

Case study:Hewlett Packard’s fourmajor cancer campaigns

“To manage the health risk of employees in sucha structured, consistent and targeted way is amodel that, I think, will be followed by otheremployers in the future. It will lend itself toacademic research into greater risk stratificationand more targeted intervention. HP is to becongratulated for taking such an interest in notjust their employees, but also their families,supporting as it does, ‘Improving Lives’, thegovernment's National Strategy on Cancer.” Professor Gordon Wishart, Medical Director, Check4Cancer

12

Between May and August 2014, Lend Lease – a world-leadinginternational property and infrastructure group – offered askin cancer screening programme for 1,200 employees in itsEMEA arm in partnership with Check4Cancer.

Due to the nature of the business, which involves very largescale building projects, a large proportion of Lend Leaseemployees work outside on construction sites. This, in turn,means prolonged exposure to sunlight, but an in-housesurvey had revealed that 52% of employees did not useprotection against the effects of the sun.

The challenge on this occasion was to help raise awareness ofthis issue and to offer skin cancer check programme.According to figures from Cancer Research UK, there weremore than 100,000 cases of skin cancer diagnosed in the UK in2012, with 2,148 deaths from malignant melanoma skincancer and 638 deaths from non-melanoma skin cancer. 86%of malignant melanoma skin cancer cases each year in the UKare linked to major lifestyle and other risk factors. Figures fromthe Health & Safety Executive indicate that in the near futureexposure to solar radiation will become one the main causesof occupational cancer.

Employees were offered a SkinCheck, with sign-up on a first-come, first-served basis, and those booked for appointmentscompleted a risk assessment survey based on lifestyle, familyhistory and skin type. Initially, the company offered 200screening slots, but demand was so high that the companyimmediately doubled this figure – and in 2015 intend todouble it again, offering 800 slots.

Checks were offered free, funded by the company, and timedto take place in spring and early summer – prior to summerholidays.

30-minute consultations with a skin specialist nurse followed,comprising a review of the risk assessment, examination of theskin, and further advice on self-examination. The checks tookplace on Lend Lease premises all over the UK, and in its Milan

office in Italy, conducted in designated meeting rooms andPortakabin offices on the construction sites themselves.

Any suspicious mole or lesion was photographed andreported on by SkinHealth UK clinical lead, Mr Per Hall, ofAddenbrooke’s Hospital, Cambridge, and his team. Resultsletters were sent out within 3-5 days, and any client with amole or lesion that required further investigation wasinformed of their referral options. 10% of those tested werereferred for further checks.

Gemma Bourne, Head of Social Sustainability and Lend LeaseFoundation (Europe) described feedback from employees as“absolutely fantastic”. Accessibility of the checks at the place ofwork – which meant no travel was required and downtimewas minimised – proved a major positive factor, and wasinstrumental in generating such high levels of uptake.

It is now a regular benefit offered to employees at Lend Lease.

“One of my colleagues had a tiny mole on thesole of his foot which he had to have removed.He never would have caught that – he didn’teven know it was there. That consultationeffectively saved his life.” Gemma Bourne, Head of Social Sustainability and Lend LeaseFoundation (Europe)

Case study: Lend Lease – tacklinga specific threat

13

Mazars – the global audit, accounting and consulting group –expanded its 2014/15 flex-plan by teaming up withCheck4Cancer to provide cancer specific screening for its 1,400UK employees and subsequently have offered the product as abenefit to their own clients.

For Mazars, there was a graphic demonstration of the value ofcancer screenings in the very first stages of their involvement.Richard Stewart, Head of Flexible Benefits and Platform Servicesat Mazars says:

“We met with the company several times, then agreed to trial itinternally, so had several people go and have tests done and get theresults back. One of those did pick up something, which was quite aneye-opener.”

From there, Mazars made cancer checks available to their ownemployees under a new benefit scheme. Beneficial though thisservice clearly is to the employee, Richard is keen to point outthat it did not simply fall into the category of CSR – it was aboutsaving lives and saving money.

“From our perspective, there’s no point in doing this unless, from avalue proposition point of view, it works. There are three elements tothe value proposition for the health screening: first the employersubsidises it, second it is tax exempt, and third there’s a corporatediscount that makes it super-valuable to an employee interested inlooking after their health.”

Another positive factor for Mazars was that consultations tookplace in the workplace wherever possible, offering minimuminconvenience and maximum flexibility for the employee, whichin turn reduced disruption of workflow and minimised potentialdowntime. It also offered those employees something distinctand new as a benefit, which was clearly of value to them.

“The structure of the screening service was very attractive to us. It’sdelivered at a much lower price than a traditional screen, and notduplicating what they could get at their GP’s surgery for free. But it isalso broken down into different areas so you could opt to have ascreen for prostate cancer one year, then move on to another one thenext.”

The success of cancer screening as a benefit among Mazars’ ownemployees naturally led to the company offering them to theirown client market – a clear stamp of approval for the service.

“Our clients are always interested in ways to help their employees’proposition and the relationships they have with them, and if thosecompanies have suffered or are suffering from large cancer-relatedclaims, then this offers them an alternative which helps them, butalso has the potential to save the employee from a later stagediagnosis. This is why we like the product.”

“All the pricing and tax boxes get ticked,but at the end of the day it’s also a reallyimportant thing. We’ve already seen it inour trials; if something gets an earlyindication that something is not right,that is life-changing for that person, soit’s not difficult to become passionateabout this. This is a real way of helpingfight cancer.” Richard Stewart, Head of Flexible Benefits andPlatform Services, Mazars

Case study:Mazars – cancer screening as a benefit

14

“Overall feedback has been absolutely fantastic. Many peoplehave said that they would never have gone to a session like thisbefore. One of the guys in Italy said he had been meaning to goand get checked for a long time. His wife had been getting on tohim to have some checks, and it was just about time – he wasstruggling to make time to go out to the GP. Then the emailpopped into his inbox offering an appointment. So he had thechecks, got the all-clear, and so had all that anxiety removed.”Gemma Bourne, Head of CSR and Lend LeaseFoundation (EMEA)

“It was a pleasure working with you and your team; a team whocare about what they do and work so hard to make everythingwork as well as it does. I look forward to working with you again.”Nigel Freestone, Campaign Site Ambassador, Hewlett-Packard

“I feel so very lucky that my cancer was diagnosed very early on,and I dread to think what could have happened if I had not hadthe BreastHealth UK screening at work which resulted in mehaving the biopsy, it could so easily have gone undiagnosed for alot longer.”Marisa, Employee, Hewlett-Packard

Abbott LaboratoriesAllianzBank of New York MellonBarrattBalreedBritish Arab CommercialBankBBCBDOBuck ConsultantsCambridge University PressCharles StanleyColtCSCDeloitteDiamond BankDirect WineeasyjetExecuJet AviationF&C Asset Management

Family MosaicGeoPostGICHewlett-PackardHogan LovellHome GroupHymans RobertsonHyperionInmarsatJefferiesJD WetherspoonLend LeaseLondon OvergroundMercer/MarshMaxus CommunicationsMazarsMcGraw HillMedia EdgeMills & ReeveMersey Rail

Moore StephensNational ExpressNYSEPenguin Random HouseSKYSmith & NephewTalkTalkThe Train LineThomson ReutersTrafford CouncilSainsburyUniCreditVision ExpressQuintilesWealthatWorkWelwyn Hatfield BoroughCouncilZurich

Who we work withCheck4Cancer works with a growing number of employers, including:

Over 1,000 Check4Cancer clients have taken the timeto provide their feedback, with 93% rating theirexperience as ‘excellent’ or ‘very good’.

15

Check4Cancer is a trading name of: Check4Cancer Ltd.Registered address as above. Company Number 08866941

If you have any questions please call the Check4Cancer team on 0800 085 6663 between 09:00 and 16:30

Calls are treated in the strictest confidence.

You can also contact us by email: Info@Check4Cancer.com or reach us by fax on 01223 281316.

If you are an employer enquiring about Check4Cancer servicesplease contact Troels Jordansen (Troels@Check4Cancer.com)

Check4Cancer1 The MillCopley Hill Business ParkCambridge RoadCambridgeCB22 3GN

Contact us

info@Check4Cancer.com

www.Check4Cancer.com