Aon Orientation If The Image Is Primarily Light, Use The Black Aon Logo. Never Use The Red Logo Over A Photo. Subtitle, Arial, 20pt., .75 Line Spacing, .5 Before Paragraph The Affordable Care Act An Opportunity for Response February 25, 2014 Agenda Aon/Aon Hewitt Overview ACA Overview and Heath Care Reform What’s changing and when? What is an Exchange? Aon Hewitt Corporate Exchange overview Q&A 1 AON OVERVIEW 2 About Aon Aon Vision: Aon is universally recognized as the premier global professional services firm focused on risk advice and human capital management Aon plc Aon Risk Solutions Aon Service Corp. Finance Marketing Human Resources Technology Retail Brokerage Captive Management Affinity Programs Select Personal Lines Premium Finance Claims advocacy & Claims Administration Risk Assessment & Advisory Aon Benfield Aon Hewitt Treaty Reinsurance Facultative Reinsurance Investment Banking Analytics Client Services 3 Health & Benefits Consulting Retirement and Actuarial Consulting Investment Consulting M&A Solutions Talent and Rewards Benefits Administration HR Business Process Outsourcing Global Benefits Aon plc The leading global provider of risk management services, insurance and re-insurance brokerage, and human resource solutions Aon plc FY12 Revenue $11.5 billion Aon Revenue Aon Risk Solutions Aon Benfield Aon Hewitt Greg Case President & CEO 65,000 colleagues HR Solutions 34% Aon Risk Solutions Aon Benfield 120 countries 500 global offices Aon Hewitt Risk Solutions 66% (Reinsurance) Empowering results for clients on two of the most important issues in today’s global economy; risk and people 4 Aon Overview | History in the Making 5 Aon Overview | Serving Many of the World’s Best Organizations of top Fortune 500 firms of top P&C insurance firms of top Technology firms of top Healthcare firms of top Consumer firms …are Aon Clients of top Financial firms of top Energy firms of top Telecom firms 6 AON HEWITT OVERVIEW 7 The Expansive Reach of Aon Hewitt 30,000 330 colleagues around the world offices in 90 countries More than Serve 20,000 80% clients globally of the Fortune 500 8 An Established, Industry-Leading Focus on HR Solutions Most named Top Consultants on Human Resource Executive and Risk and Insurance magazine’s annual list of Top Employee Benefit Consultants for the past five years Honored with an Outsourcing Excellence Award by the Outsourcing Center in 2012 and 2013 Named one of 20 Institutional Leaders of the Past 20 Years by PLANSPONSOR magazine 9 Solutions With Scale, Depth and Breadth 10 Three Focused Solution Lines Talent Retirement Health Consulting Consulting Consulting • • • • • • • Retirement Consulting and Administration • Investment Consulting and Delegated Investment Mgmt. • Executive Benefits • Health and Benefits Brokerage and Consulting • Absence and Productivity • Elective Benefits • Global Benefits Outsourcing Outsourcing Outsourcing • Talent Acquisition & Recruitment Outsourcing • HR BPO – Global Workforce & Payroll – Talent Administration Support • Total Rewards + Online Communications • Defined Benefit Administration • Defined Contribution Administration • Financial Services – AH as Advisor – Self-Directed Brokerage and Personal Financial Center • Compliance Services • • • • • • • • Broad-Based Compensation Executive Compensation Sales Force Effectiveness Leadership & Assessment Employee Engagement HR Effectiveness Health and Welfare Administration Absence Management Dependent Verification Advocacy Services Reimbursement Account Admin Compliance Services Active Health Care Exchange Retiree Health Care Exchange Communication, Merger & Acquisition Solutions, Customer Experience 11 11 The Industry Leadership to Deliver: Retirement Navigate retirement risk while providing new levels of financial security Macroeconomic Trends Market-leading Capabilities Companies facing huge pension liabilities and need to de-risk – Move to fixed income – Focus on volatility vs. short term returns – Settle pension liability through the insurance markets and lump sums #1 DB and #2 DC administrator Pressure on defined contribution systems to do more – Focus on financial wellness and adequacy – Fiduciary rigor and governance – Shift to institutional from retail approaches – $2 billion in DC payments monthly; $25 billion in pension payments for 2.7M retirees monthly; $667 million in lump-sum pension checks monthly Investment advice for $4.2 trillion in assets globally; delegated investment management for ~$37 billion in assets for >130 clients Experienced leader in all major de-risking trends and consultant on largest pension de-risking action Only firm with integrated and comprehensive solutions across actuarial (~$1 trillion in global pension liabilities), plan administration, investments and insurance 12 12 The Industry Leadership to Deliver: Talent Cultivate talent to drive organizational and personal performance and growth Macroeconomic Trends Market-leading Capabilities 4 out of 10 employees worldwide are not engaged 12 global HR BPO centers; support in 11 languages Focus required on culture and engagement to attract next-gen talent Emerging economies are growing faster than available leadership talent Increasing need to build global talent pools New pay philosophies need to align to long-term results Growing interest in SaaS Large scale transaction capability: 15M payroll transactions, assess 8M candidates and hire 59,000 client positions annually 5,000 talent clients with 17M employees in 40 countries 50 unique comp & performance surveys 17M+ responses in our engagement database Supported ~30% of PE transactions over last 3 years and 25% of corporate M&A deals over $15B in 2011 13 13 The Industry Leadership to Deliver: Health Redefine health & benefits solutions for greater choice, affordability, and wellness Macroeconomic Trends Market-leading Capabilities Health care costs have risen 52% in past 6 years – similar trend expected to continue Largest provider of health & welfare admin Health Care Reform actions driving major change and new options – 10k unique health plan designs – Serve more than 9.5 million health and welfare participants – Direct $8B in health premiums annually Pioneer in health care exchanges Companies searching for global benefit solutions – 100,000 employees and their families in our corporate exchange – 200,000 retirees in our retiree exchange New strategies needed to improve population health Provide Health & Benefits consulting covering the health benefits management spectrum – 90 locations worldwide – 5,000 large and mid-market clients in both public and private sectors Help 108,000 employees return to work annually 14 14 Affordable Care Act 15 Why Are We Talking About This? Health Care Spending (% of Gross Domestic Product) 20.0% 17.6% 16.0% 12.0% 8.0% 5.2% 4.0% 0.0% 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2009 Spending by Category (2009) Health Care $2.5 trillion Food $0.9 trillion National Defense $0.8 trillion Clothing $0.3 trillion Total Pre-tax Corporate Profits $1.3 trillion Sources: CMS, Bureau of Economic Analysis, 2009 16 About Health Care Reform On March 23, 2010, the Patient Protection and Affordable Care Act (PPACA) was signed into law. The law puts in place comprehensive health insurance reforms that will roll out over four years and beyond. On March 30, 2010, the Health Care and Education Reconciliation Act of 2010 (HCERA) was signed into law. This act contains significant modifications to PPACA. The combined laws are referred to as the “Affordable Care Act” or more commonly as “Health Care Reform”. These two laws together make sweeping changes to existing laws governing employer-sponsored group health plans, individual health coverage, and governmental health programs. 17 Health Reform: Keeping it in the Forefront The Headlines 2012 saw the Supreme Court confirmation of the Health Care Reform Mandate Congressional repeal remains unlikely Major implications for – State Governments – Federal Government – Employers – Employees – Providers What’s Ahead for Health Reform? 2014 2018 State exchanges open Individual mandate Employer free rider penalty Employer Responsibility to provide Minimum Essential Coverage Limit of 90 Day Waiting Period for Coverage Wellness incentives move to 30% differential Excise Tax on High Cost Employer Sponsored Coverage (*health insurance issuers and sponsors of self-funded group health plans will be assessed an excise tax on any benefits provided to employees that exceed a pre-determined threshold. aka – “The Cadillac tax”) 18 Health Care Reform Timeline 2010 2011 2012 2013 2014 2018 •Lifetime limits prohibited •Over-the-counter medication not reimbursable through Flexible Spending Account •Employer distribution of summary of benefits and coverage to participants •Notice to inform employees of coverage options in exchange •Individual mandate to purchase insurance or pay penalty •Excise tax on high-cost coverage •Employer quality of care report •Limit of Health Care Flexible Spending Account contributions •State/Federal insurance exchanges •Employer reporting of health coverage on W-2 •Medicare Part D subsidy to employer no longer tax-free •Comparative effectiveness fee* •Tax on high-income individuals •Only restricted annual limits permitted •Consumer protections >Preexisting condition exclusions prohibited for children under 19 >Rescission of Coverage >Other protections •Coverage for preventive health services •Extension of dependent coverage up to age 26 •Effective appeals process •Early Retiree Reimbursement Program •Expansion of adoption assistance program credit •Additional reporting to State & Federal governments and Public •Health Savings Account excise tax increased •Medicare Part D discounts for certain drugs in the “doughnut hole” •Medicare Annual Enrollment period changes •Comparative effectiveness fee* •Employer to provide minimum health coverage •Preexisting condition exclusions prohibited •Annual limits prohibited •Automatic enrollment (delayed) •Limit of 90 days on waiting periods for coverage •Employer reporting of health insurance information to participants & Government •Increased cap on rewards for wellness programs •Transition Reinsurance Program 19 Business Opportunity & Drivers The Facts: 122 million+ active employees with employersponsored group coverage 94% of employers plan to continue offering health benefits to active employees Retiree market poised to grow at 4.5 million per year Around 48 million people qualify for Medicare today. 26% of those have employer-sponsored coverage 28% of employers plan to move to a corporate exchange model in the future. 66% of employers use or plan to move to an individual market strategy for retiree health care Note: Aon Hewitt’s 2013 Health Care Trends survey of more than 800 employers Aon Hewitt’s 2013 Retiree Health Care Trends survey of more than 500 employers 20 Four Paths for Employers 21 House Money, House Rules—Rising Cost and Worsening Health Risk Chronic illness accounts for 60% - 65% of all health care spending Source: 2010 World Economic Forum 22 Changing Health Behavior Top Challenges Desired Outcomes Motivating participants to Increase utilization of promote behavior wellness and change—65% prevention—70% Top Tactics Offer incentives or disincentives to motivate sustained behavior change—61% Government compliance and regulations—35% Increasing participant Promote a culture of decision making related health in the to health issues—62% workplace—48% Managing the health of an aging workforce— 30% Lower health risk of population—58% Move to rewarding improved health results or outcomes— 44% Source: Aon Hewitt 2012 Health Care Survey, available at aon.com/betterhealthresults 23 Play on a New Field 24 Play on a New Field 25 Aon Hewitt Corporate Exchange Survey Results 44% of companies believe they will adopt a Corporate Exchange form of health benefits delivery over the next 3-5 years Employer Responsibility for Health Care Coverage 7% Provides Single Plan; Pays 100% 7% Provides a Few Options, Employee Pays Percentage 31% 77% Joins Corporate Exchange, Provides Fixed Dollar Subsidy 44% 4% No Employer Plan, Employees Access Individual Market 8% 4% 8% Other 10% 0% Source: Aon Hewitt, 2011 (n=562) 10% 20% 30% Current 40% 50% 60% Future (3-5 Years) 26 70% 80% 90% It Is About Managing Through Reform The Situation: Employers with modest impact will see costs rise 2% to 5% in 2014 Employers with low-paid workers, long waiting periods, 30+ hour employees with no coverage or low value coverage could see costs increase 20% to 60% in 2014 Some employers will continue to make incremental changes to health care programs and will offer more traditional decision-making tools and resources to employees For other employers, 2014 will mean radically redefining their health care offerings and helping employees optimize their coverage and cost through: Employer plan, Exchanges, Medicaid These choices will be heavily influenced by federal subsidies and state Medicaid entitlement rules as well as the influx of fully insured lives into state and federal exchanges Employers need to continue to monitor legislative and regulatory changes 27 What is an Exchange? An exchange is a competitive marketplace that consists of suppliers and buyers Exchange 28 Exchange Benefits to Employers, Enrollees, and Carriers Employers Trend mitigation through competition, efficiency and best-in-market contracting Cost predictability Risk transfer Focus on health and productivity Enrollees Greater choice of plans and carriers Flexibility to tailor benefit/contribution trade-offs Superior customer experience Carriers Market share opportunity Earnings potential (full premiums vs. administrative fees) Product innovation and control Attractive risk pool 29 Corporate/Private Exchange Goals Create a competitive market in health care benefits at a retail/consumer level – Will drive efficiency and mitigate trend through competitive forces Facilitate the movement to a defined contribution model for those employers who are aligned with this philosophy – Jump off the health care trend curve to a compensation-like rate of increase – Treat health benefits as an element of total rewards Expand choice, drive efficiency and simplicity, but allow consumer selections that could not be driven unilaterally at the employer level – For example, narrow networks, select formularies Provide an alternative to state exchanges for large employers before 2017, and transition to an individual model when the market is ready Consolidate purchasing power in the private sector to drive systemic reforms of the health care delivery system 30 Aon Hewitt Health Care Exchanges Private Exchange Now Future Now Individuals eligible for government programs such as Medicaid and Children’s Health Insurance Program (CHIP) Employees of Small Business Now Future 31 Individual or Group Health Plan NonMedicare eligible individuals (i.e., pre-65 retirees, active employees) Aon Hewitt State Exchange Individual Health Plan Pre-65 Retirees and Actives Individual Plan Medicare Eligible NonMedicare eligible individuals (i.e., pre-65 retirees, active employees) Aon Hewitt Corporate Exchange Group Health Plan Individual Health Plan Aon Hewitt Navigators Public Exchange Employees of Large Business (over 100) Future Aon Hewitt Health Care Exchange Initiatives Aon Hewitt Health Care Exchange Portfolio Individual Exchange Group Exchange State/Federal Exchange Active + / or Pre65 Retirees Aon Hewitt Corporate Exchange Active + / or Pre65 Retirees H&B Consulting Post-65 Retirees Aon Hewitt Navigators Pre-65 Retirees Aon Hewitt Navigators Actives Aon Hewitt Navigators In development 32 Navigators – We Make it Easy With Aon Hewitt Navigators, employers can realize significant cost savings by seamlessly transitioning retirees to the individual market while still providing the support they need to navigate the complex Medicare market. EDUCATION ADVOCACY RETIREES EMPLOYERS Free access to personalized healthcare advisors Medicare expertise 80 Carriers and 3300 products Advocate to navigate issues Significant Cost Savings Financial Predictability Turn-key Implementation Proven network, all major carriers Integrated HRA CHOICE ENROLLMENT Over 240,000 retirees served with over 92% satisfaction 33 Corporate Exchange: How It Works 34 Value Proposition—Making This Work for All Stakeholders Clients Risk transfer and predictability Trend mitigation through competition, efficiency, and best-in-market contracting Focus on health and productivity Employees Greater choice of plans and carriers Superior customer experience Flexibility to tailor benefit/contribution trade-offs Carriers Market share opportunity Earnings potential Product innovation and control Attractive risk pool 35 Corporate Exchange Shopping Experience 36 Gain Predictability and Risk Transfer without Cost Increases Insurers will have accountability for managing care; price becomes critically important With competition mitigating trend, plan sponsors can move to a DC approach without long-term cost-shifting to associates In every consumer market, competition reduces cost Insured Plans Defined Contribution Subsidy Competition Reduce Trend Remove Volatility Ensure Employee Sustainability Choice and Flexibility Freedom of movement across insurers will keep costs low and service levels high generating more control and increased satisfaction Best-in-Market Efficiencies Consumerism Regional rating bands allows marketspecific insurer strengths to emerge Consumers will make economic choices if they can reap the full economic benefit No “Silver Bullet”: Six Key Levers Working in Concert 37 Q&A 38 Aon and ACA: Trivia 1) Who is the CEO of Aon? 2) What does Aon mean? 3) How many people do we administer benefits for? 4) How many colleagues do we have globally? 5) What is an Exchange? 6) Which company did Aon Hewitt contract for the Corporate Exchange for benefits in 2014?