Prepared by Health Solutions LatAm
Pulse Survey Report:
Adapting Compensation, Benefits and
Workforce Management Strategies in
Response to COVID-19Latin America Edition
Health Solutions Latin America
© 2020 Aon plc. All rights reserved. For internal client use only. 2
Summary
In light of the rapid evolution of the COVID-19 pandemic and its broad social and economic
implications, we consulted with our clients to learn how they are adapting their compensation,
benefits and workforce management strategies.
This crisis is generating an unprecedented impact in Latin America. Therefore, it is even more
relevant to identify the practices that companies have implemented in the Region to provide
an effective response in terms of:
▪ Compensation cost management to preserve business operations.
▪ Well-being, protection and support measures for employees.
▪ Actions to manage the workforce and its flexibility in the “new normal”.
▪ Decisions related to insured benefits.
▪ Employee communication practices.
▪ Outlook and strategy.
Our survey counted on 605 companies throughout Latin America in the main countries where
Aon is a multi-sector and multi-country consultant.
Survey
completion
April 28
Survey onset
April 20
Delivery of
results
May 6
Health Solutions Latin America
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Survey content
Profile of the participants 6
Compensation cost management 11
Special compensation actions 20
Well-being, protection and support measures
for employees 25
Workforce hiring and management 30
Insurable benefits 40
Communications with employees 47
Outlook and strategy 50
Additional information 56
TBD
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▪ As the days go by and COVID-9 cases increase in Latin
America, we see significant impacts on the economies of the
countries. Companies begin to face financial challenges, which
is why they need to implement some actions as a reaction and
others as prevention to protect the company’s workforce and
sustainability.
▪ Certainly the decisions that companies make to mitigate
expenses vary based on the industrial sector to which they
belong, financial situation, philosophy, culture, among other
factors, which is why these measures may in some cases seem
aggressive and, in others cases, conservative. Some of them
include:
– Cancel the salary increase planned for this year. 74% of
the companies that have reported implementing this
action will affect 88% of their personnel, and some may
offset the increase by a few months. It is worth
mentioning that other companies had already granted the
increase when the pandemic began.
– 24.8% of the sample reported a non-voluntary decrease
in wages; the range of reduction will be from 20% to 30%
for 1 to 3 months. Companies will request the legal labor
advice that applies in each country.
– Using the vacation resource is a highly prevalent action,
65.3% of the sample has encouraged employees to take
early vacations and 86.5% of companies suggest using
vacation accumulated before the pandemic.
▪ So far, contributions to retirement plans have not been affected
by the economic impacts of the pandemic on most participating
companies that grant this benefit.
▪ The management or reduction of expenses in the Human
Resources area focused on canceling the use of consultants or
suppliers to minimize the harm to their payroll.
▪ The high prevalence indicates that a large number of
companies have not currently implemented special payment
programs to compensate high-risk employees with respect to
COVID-19.
▪ With the economic impact of the pandemic, most of the
companies did not have the resources to grant special
payments to their employees; the few resources allocated are
focused on providing support to acquire adequate equipment for
work at home.
Executive Summary
Health Solutions Latin America
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▪ The emergence of COVID-19 accelerated the digital
transformation of companies and gave greater priority to caring
for the well-being of employees. The new digital tools are
alternatives that companies have adopted to promote the
general health of their people.
▪ The high economic uncertainty faced by most industries and
economic sectors has led a percentage of companies, even a
minority, to take steps to reduce the workforce through layoffs
and unpaid leave.
▪ The vast majority of companies that offer benefits such as
health plans and life insurance to their employees have tried to
protect this benefit. In exceptional cases, they expanded
coverage to other relatives or decided to assume out-of-pocket
expenses for events arising from COVID-19.
▪ The business continuity plan intends to take on challenging
scenarios. Infectious diseases can vary in duration and
severity, which will limit internal and external employees,
suppliers and clients to equipment, services and supplies.
▪ It is important that the companies continually assess the
impact. So 43.2% of respondents in Latin America adjusted the
business continuity plan.
▪ Another concern is to ensure that the necessary measures are
taken to do everything possible and fight the disease, which is
why protocols for safety measures are being created for the
return to the workplace.
▪ During this period of increased remote work, the human
resources department must make a great effort to ensure that
employees do not feel isolated and maintain a strong sense of
belonging.
▪ Companies are using virtual meeting video technology to
answer collaborators as much as possible.
▪ The main concerns of the resources department are health,
emotional impact and hygiene and safety in the workplace.
Therefore, we suggest continuing to offer support services for
parents, close family members through virtual communications
to support physical health for different demographic age
groups, in addition to healthy people.
Executive Summary
Health Solutions Latin America
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Health Solutions Latin America
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Demographics
Total number of responses: 609
Health Solutions Latin America
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Demographics
Health Solutions Latin America
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Demographics
Health Solutions Latin America
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Demographics
Question:
Is your company considered a company of essential products or services and, consequently, continues to operate during
isolation orders issued by the government?
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Question:
Is your company taking actions of COMPENSATION to manage or reduce
program costs?
Compensation cost management
Comments
Companies realized the
need to take measures to
deal with their economic
impacts; 54.8% of the
sample decided that their
plans focus on staff
compensation issues.
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Question:
If your company took this action, the impacted group is:
Compensation cost management
Comments
It is important to consider
that the total sample has
602 companies and, from
there, 332 decided to adopt
Compensation measures;
74% reported canceling the
salary increase for this
year; we observed that
most of the companies that
implemented these actions
are impacting all
employees.
Number of Responses = 332
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Question:
Duration of the action:
Compensation cost management
Comments
Most companies think that
the impact of the actions will
last from 1 to 3 months,
which correlates with the
date that the companies
think that they will return to
their normal operations. 36%
think that the impact on the
bonus can last from 7
months to a year.
Number of Responses = 332
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Question:
Percentage (%) reduction per employee
Compensation cost management
Comments
The salary reduction
percentage range is from
10% to 20% when the
measure is voluntary, and
from 20% to 30% when
non-voluntary.
In bonuses, the reduction
will be 51% when it is not
voluntary; consider that
only 17% of companies
took this action.
Number of Responses = 332
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Question:
Actions taken in your company to manage or reduce the compensation costs or to protect employees
Compensation cost management
Comments
A highly prevalent action
has been the option for
employees to take
accumulated vacations
days before the pandemic;
not unpaid leave.
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Question:
Duration of the action
Compensation cost management
Comments
Most companies consider
that these actions will also
last from 1 to 3 months, but
the second highest
prevalence estimates an
impact between 4 and 6
months.
Number of Responses = 609
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Question:
Did you take action against the contribution to the employee retirement plan, where permitted by law?
Compensation cost management
Comments
We note that, at the
moment, Latin American
companies have reduced
only their contribution to the
employee retirement plan
by 2.1%, while only 1.0%
eliminated their contribution
to the plan.
Number of Responses = 609
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Question:
What OTHER actions is your company taking to manage or reduce expenses with human
resources?
Compensation cost management
Comments
Regarding the
management of expenses
in the Human Resources
area, half of the
participating companies
canceled or postponed the
use of consultants or
suppliers, and 27% applied
the same measure to
benefits in the workplace.
Number of Responses = 609
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Question:
Has your company implemented special payment programs (e.g., risk payment, bonus payment) to
compensate employers who may have high-risk roles with respect to COVID-19?
Special compensation actions
Comments
A large number of
companies (77%) have not
implemented risk payment
programs related to COVID-
19; only 13% started to
consider it, and only 9.2%
adopted these measures in
the face of risk.
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Question:
Who is eligible for special payment programs designed to compensate employees who may be in high-
risk roles?
Special compensation actions
Comments
Eligibility of employees for
payment in high-risk roles,
in descending order, is
61% production
employees, 46% logistics,
39% production employees
and other groups, and only
21% employees in direct
contact with outsiders.
Number of Responses = 609
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Question:
How would you define your special payment system for employees who can perform
high-risk roles?
Special compensation actions
Comments
In almost the same way,
companies have
implemented special
payment systems for high-
risk roles, 29% as a
recurring fixed amount,
27% as a one-time
payment, and 23% as a
percentage of the base
salary.
Number of Responses = 609
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Question:
What special payments has your company implemented to help employees in
general?
Special compensation actions
Comments
Currently, the majority of
participating companies
(71%) have no help in the
form of special payments
for employees and only 9%
focused on equipment to
work from home, 5% on
compensation for sales
personnel and 5% on one-
time payments.
Number of Responses = 609
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Question:
What employee well-being measures has your company taken specifically in response to COVID-19?
Well-being, protection and support measures for employees
Comments
The promotion and
implementation of Employee
Support Programs is highly
relevant among the well-
being measures adopted by
the company. Additionally,
flexibility in working from
home and caring for the
most vulnerable population
are the most prevalent
actions.
Number of Responses = 609
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Question:
What safety measures has your company taken specifically to protect employees in response to COVID-
19?
Well-being, protection and support measures for employees
Comments
Restricting travel (81%),
limiting access to the
workplace (81%), and
improving cleaning protocols
(80%) have been the most
frequent measures
companies have taken to
protect their employees.
74% of the participants also
guaranteed the biosecurity
equipment necessary to
continue their operation.
Number of Responses = 609
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Question:
Are the following health and well-being actions implemented in your company in response to the COVID-
19 contingency?
Well-being, protection and support measures for employees
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▪ The vast majority of companies have adopted some strategy
or action to promote the well-being of their employees.
▪ Before COVID-19, 36.4% of companies had already
implemented the home office, and in response to the
emergency, an additional 61% adopted this practice.
▪ Digital transformation in health and well-being has also
become a priority for companies. For example, Telemedicine
has been adopted by 37%, reaching 63% of companies, and
new digital solutions, such as remote diagnostics, were
implemented by 33% of the companies, as well as digital
well-being apps in 21% of the participants, both in response
to COVID-19.
▪ On the other hand, the concern for emotional well-being has
led companies to act more quickly in the implementation of
new programs (+36%), followed by physical well-being
programs (34%), mainly due to the need to maintain healthy
habits in the new modalities of remote work.
▪ Additionally, there is evidence of a greater expectation of
adopting a culture of well-being in the “new normal”, with
digital solutions that generate greater connectivity between
the company and the employee and promote healthy
practices in various dimensions of well-being, by adding
social, financial and career.
Well-being, protection and support measures for employees
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Question:
Does your company plan to reevaluate and adjust performance objectives in light of the COVID-19
situation?
Workforce hiring and management
Comments
There is still high uncertainty
regarding the performance
that companies will have this
year. 40% have already
implemented adjustments to
their objectives or will do so
soon, while 19% continue
with their initial plan. 40%
indicated that they still do
not have the certainty to
make this adjustment of
performance objectives.
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Question:
What best describes your hiring decisions right now?
Workforce hiring and management
Comments
Employment is one of the
economic variables most
impacted by the emergency.
42% of companies indicated a
freeze on new revenue, and
another 40% are handling
selective or critical hiring. Only
4.9% of companies, especially
those with essential services,
accelerated their hiring.
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Question:
Has your company implemented a virtual recruitment
process?
Workforce hiring and managementQuestion:
Has your company implemented a virtual induction and
onboarding process for new employees?
Comments
Following digital
transformation processes
currently promoted by
COVID-19, 71% of
companies are carrying out
virtual recruitment
processes. Similarly,
added to the 37% that
today already carry out
digital incorporation
processes, 22% started
these practices.
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Question:
Are you currently reducing your workforce through
dismissals?
Workforce hiring and managementQuestion:
What type of workforce are you considering reducing through
dismissals?
Number of Responses = 609
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Question:
Are you currently reducing your workforce through leave (reducing hours
and pay to zero), but with the intention of bringing employees back in
with pre-leave payment and hours?
Workforce hiring and managementQuestion:
What type of workforce are you considering reducing through leave?
Number of Responses = 609
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Question:
For what period is your company allowing or promoting unpaid
employee leave?
Workforce hiring and managementQuestion:
How is unpaid leave structured?
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Workforce hiring and managementQuestion:
Does your company require employees to request vacation or paid time off before unpaid leave begins?
Number of Responses = 609
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Workforce hiring and managementQuestion:
Looking ahead, what aspects of your future workforce management strategy do you think could be
accelerated by the experience of responding to COVID-19?
Number of Responses = 609
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▪ The most severe measures that companies adopt are
dismissals and unpaid leave or permits for their employees.
▪ Currently, 8.7% of companies have taken this action and
indicated in 40% of cases that this measure impacts all
employees. 19% of companies stated that, although they
have not done so, it is a decision they are evaluating to
make.
▪ Likewise, 12.2% of companies have reduced their workforce
through unpaid leave, and 41% of which completely stopped
working activities. On the other hand, 22% have reduced
their working hours, while 11% redefined the structure of the
workday and escalated shifts to reduce the proportion of
employees in the workplace.
▪ The measures of unpaid leave or permits, in 40% of the
cases, are foreseen between one to four weeks, and 25%
foresee extending up to 8 weeks. In the most severe cases,
3% of companies will apply this measure for more than 12
weeks.
▪ One in four companies asked their employees to anticipate
their vacation before taking the vacation measure.
▪ This “new normal” challenges the usual practices of
workforce management, and the challenges associated with
remote work (85%) and digital transformation (66%) are
those that deserve the most attention from the leaders of the
Human Talent areas.
Workforce hiring and management
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Insurable benefitsQuestion:
In your company, which of the following insurable benefits are offered to employees?
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Insurable benefitsQuestion:
Please check the insurances that remain active during the unpaid leave:
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Insurable benefitsQuestion:
Are you having changes in the eligibility of the insured group in response to COVID-19?
Health Plans
Comments
It is noteworthy that within
the companies that cover
the insured health plans of
their people, 16% included
the holders in their insured
group in response to
COVID-19, and 13.6%
extended the benefit to the
immediate relatives of the
employee.
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Insurable benefitsQuestion:
Are you having changes in the eligibility of the insured group in response to COVID-19?
Life Insurance
Comments
Similarly, the life insurance
has also undergone
changes in the composition
of the insured group. The
companies indicated that in
15 of the cases they
included the Employees
and in 7.4% their
immediate relatives as a
benefit amid the COVID-19
contingency.
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Insurable benefitsQuestion:
Are you having changes in the benefit contribution in response to COVID-19?
Comments
Companies that offer
insured health, life and
dental benefits to their
employees have tried to
maintain the same
contribution to the benefit,
while in a lower
percentage, between 3.2%
and 4.3%, they have
increased their contribution
to the benefit.
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Insurable benefitsQuestion:
Will the company pay the deductible/coinsurance/copayment (as applicable) for medical events
associated with COVID-19?
Comments
As part of the actions that
benefit employees, 27% of
the companies indicated
that they will cover
copayments/deductibles/coi
nsurances for Holders in
cases of COVID-19. In
addition, 20% will support
the immediate relatives of
their employees with this
contribution.
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Question:
What information does your company provide to employees in response to COVID-19?
Communications to employees
Comments
The main challenges of
companies focus on training
their employees regarding
COVID-19.
It is also important to keep
them updated on the actions
taken in health, safety, and
business continuity.
Number of Responses = 609
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Question:
How did COVID-19 impact your company’s overall communication approach?
Communications to employees
Comments
The impact that COVID-19
had on the overall approach to
communication in companies
is the 89.46% increase in the
use of videos and web
conferences to deliver
messages.
The frequency with which
communication updates are
sent has increased by 86.55%;
79.86% by email.
Number of Responses = 609
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Question:
In your opinion, when do you think your company will resume normal operations?
Outlook and strategy
Comments
37.1% of companies in
Latin America believe that
normal operations should
resume in June.
Number of Responses = 609
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Question:
Due to the emergence of COVID-19, does your company plan to adjust the business continuity plan?
Outlook and strategy
Comments
Infectious diseases like
COVID-19 can vary in
duration and severity;
therefore, companies plan
to adjust the business
continuity plan. 43.2% of
respondents will.
Number of Responses = 609
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Question:
Does your company have protocols for returning to work?
Outlook and strategy
Comments
For companies, their
employees are more
important than anything
and they know that COVID-
19 will have an impact on
them. Therefore, 39.7% of
respondents are
developing a protocol for
return to work.
Number of Responses = 609
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Question:
Do you think your human resources department was adequately trained, equipped and ready to face the
challenges posed by COVID-19?
Outlook and strategy
Comments
Human resources
departments in Latin
America are being
challenged by this
pandemic, but they are
responding appropriately.
Number of Responses = 609
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Question:
What is your biggest concern when you return to the workplace?
Outlook and strategy
Comments
The three main concerns of
companies when they
return to the workplace are:
1. Health
2. Emotional impact
3. Hygiene and safety
in the workplace
Number of Responses = 609
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Employee management and labor practices
in response to COVID-19
Additional information
Latin America Edition
Health Solutions Latin America
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▪ This document provides an overview of the response actions to COVID-19 that are being taken by the companies
that participated in the survey in terms of human talent management and business continuity.
▪ Aon has a team of specialists who will accompany you to understand the impact this emergency is having on talent
management and the health of its employees, in addition to review, improve or even prepare your business
continuity plan.
▪ We also have analytical and consultative solutions that allow us to identify the areas of opportunity in the
intervention of health and business risks, and to mitigate the impact that an event like the current one has on the
operation, from the perspective of health and insurance.
▪ In addition, the Aon team will be willing to provide you with advice regarding your exposure to business and health
risk, as well as the appropriate insurance coverage according to local market conditions.
How can we help?
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Contact our team
If you have questions about this survey or would like to speak to our team about developing health, compensation, well-
being and business continuity programs and practices in response to COVID-19, please contact our leaders in the region.
Violetta Ostafin
CEO
Health Solutions & Retirement
Aon Latin America
Max Maggio
CCO
Health Solutions & Retirement
Aon Latin America
Nicolas Jiménez
Innovation & Analytics Manager
Health Solutions
Aon Latin America
Jose Luis Plana
CBO
Aon Latin America
Marcelo Munerato de Almeida
CCO
Aon Latin America
Health Solutions & Retirement Team - Latin America
Regional Leaders Team
Jeronimo Quesada
Affinity Practice Leader
Aon Latin America
Health Solutions Latin America
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Additional Aon Resources
For more information on Aon’s global response to COVID-19, including documentation on business continuity,
communications, cyber, health and risk management, insurance, supply chain challenges, among others, visit:
https://www.aon.com/event-response/coronavirus.aspx.
▪ Spanish: https://aon.io/ResponseSiteCO
▪ Portuguese: https://aon.io/ResponseSiteBR
We invite all companies to stay connected to Aon’s COVID-19 response websites to access the most up-to-date
information on how to deal with this pandemic at all levels of the company.
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Disclaimer and Terms of Use
COVID-19 Disclaimer: This document was prepared as an information resource for Aon’s clients and business partners. It is
intended to provide general guidance on exposures to potential risks, and not to provide medical advice or specific risk
circumstances. Due to the dynamic nature of infectious diseases, Aon is not responsible for the guidance provided. We strongly
encourage visitors and participants in this survey to seek additional on safety, medical, and epidemiologic information from credible
sources, such as the Centers for Disease Control and Prevention (CDC) and World Health Organization (WHO). With respect to
questions about insurance coverage, whether the coverage applies or whether a policy will respond to any risk or event, it is subject
to the specific terms and conditions of insurance policies and contracts and to the insurer's determinations.
Survey Disclaimer: This report provides general information and data as an information resource for Aon’s clients and business
partners. This report does not replace legal, tax, accounting or other specific advice associated with the business. We invite all
readers to consult with the appropriate advisors before taking action on the information in this report.
Terms of use: This report is intended for internal use only by eligible survey participants. The content of this report may not be
reused, reprinted, or redistributed without Aon’s express written consent.
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About Aon
Aon plc (NYSE: AON) is a leading global professional services firm
providing a broad range of risk, retirement and health solutions. Our
50,000 colleagues in 120 countries empower results for clients by
using proprietary data and analytics to deliver insights that reduce
volatility and improve performance. The information in this document
and the statements made are of a general nature and are not
intended to address the circumstances of any particular individual or
entity. Although we strive to provide accurate and timely information
and to use sources that we believe are reliable, we cannot guarantee
that this information will be accurate on the date it is received or will
continue to be accurate in the future. No one should act on this
information without proper professional advice after a thorough
examination of the specific situation.
To learn more about our capabilities and about how we drive results
for clients, visit aon.mediaroom.com.
This survey was developed and prepared by the Health Solutions
practice in Latin America.
Health Solutions at Aon
Our consulting and brokerage capabilities allow us to have the
necessary experience to offer solutions to companies of all sizes and
sectors. We offer a global network of consultants who develop health
and benefit strategies that help clients reduce rising medical costs and
improve employee health and well-being.
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