Over the years, a lot of research has been conducted on the subject of employee engagement. Although health and wellbeing is only one factor in engagement, it is clearly relevant, both in direct terms through reduced absenteeism, and indirectly via supporting enhanced discretionary effort through generating a feeling of being valued. So what does this new research by Simplyhealth say?

1. Simplyhealth’s
engaging employees
through health and
wellbeing report

2. Foreword
Nick Kemsley is Co Director of the Centre for HR Excellence at the Henley Business School.
Nick has had a successful corporate career across six sectors, and has led strategic HR and
Organisational Development functions in three global businesses. After working within a number of
world renowned organisations including Mars, Prudential and Rolls Royce, Nick joined the Henley
Business School to focus on the development of HR capability across the industry. He now helps local,
international and global organisations to deal with a variety of people and organisational issues.
Over the years, a lot of research has been conducted on 1. Around a third of employees do not feel at all valued
the subject of employee engagement. The cumulative or valued very much. This is worse in the public sector
findings are broadly as follows: The high percentage here is a real concern when
1. Undeniable proof that high engagement directly drives businesses are increasingly relying on employee
superior financial performance in business has yet to be discretionary effort and loyalty to help them through hard
found. Interestingly, it is clear that business success can times. Of course it is a bit of a vicious circle, with the need
make it easier to generate higher levels of engagement. for often drastic cost management impacting headcount
However, links between high engagement and and the money that a business can afford to spend on its
improvements in absenteeism, discretionary effort and employees.
employee retention do exist, so there is a correlation
with productivity 2. Employees feel that there is less focus on health and
wellbeing than a year ago, but employers disagree
2. Engagement is not a ‘one size fits all’ exercise, and
different people have different ‘levers’ which enable or Volume of work and a change in the way that employers
disenable engagement. These include financial, social, are managing health and wellbeing issues appear to be key
product, reputational and work life factors factors impacting employees’ views. As structures become
ever leaner, and expensive external recruitment is deferred,
3. A key factor in engagement is the psychological
employees have more work to do. One thing which most
contract that an employee has with an organisation,
of business recognises is that we are good at taking out
and within this the sense of feeling worthwhile and
the people, but not the work. Looking at the results, could
valued is vital
a rebalancing by employers from more financial to non
Although health and wellbeing is only one factor in financial vehicles for supporting health and wellbeing be
engagement, it is clearly relevant, both in direct terms behind this difference in views?
through reduced absenteeism, and indirectly via supporting
3. The impression that an employer gives around
enhanced discretionary effort through generating a feeling
the degree to which they care about their health and
of being valued. So what does this new research by
wellbeing appears significant
Simplyhealth say? For me there are three key headline
findings: The importance that employees place on benefits like
private medical insurance, dental plans, healthy eating and
cycle to work schemes etc is clear, and the symbolic nature
of disinvestment appears to land badly with employees.
2

3. Contents
Introduction 4
The changing face of employment 5
How important is health and wellbeing in the workplace? 6
The public and private sector divide 7
Physical, emotional and financial health and wellbeing engagement tools 8
Going the extra mile 10
Measuring employee engagement 11
Conclusion 12
What we do for our people 13
About Simplyhealth 14
About our research 14
3

4. Introduction
Employee engagement is vital for any organisation.
If employees don’t connect with the values of an
organisation, appreciate the contribution they can make, or
do not feel that their employer cares or values them; they
will not feel committed to the organisation or motivated to
Em
l th
perform well.
oti
ea
Employee engagement is a vast subject and can take
lh
on
many forms. The Institute of Employment Studies defines
ica
al
it as: “A positive attitude held by the employee towards
he
ys
the organisation and its values. An engaged employee is
a
Ph
lth
aware of the business context, and works with colleagues
to improve performance within the job for the benefit of the
organisation. The organisation must work to develop and
nurture engagement, which requires a two way relationship Financial health
between employee and employer.”
For the purposes of this research we have focused on the The research exposes some stark contrasts between the
impact that health and wellbeing has on this area. There are views of employers and employees. At the same time it
three aspects of health and wellbeing that work alongside provides evidence to show that employees who feel their
each other to contribute to employee engagement; health and wellbeing is being looked after are more likely to
physical, emotional and financial. We believe that remain loyal, engaged and productive.
employers who address all three aspects could improve the
engagement levels and ultimately the productivity of their We collected the responses of 1,005 workers, 504
people. This study looks to address this and evaluate the Managing Directors, Human Resources Directors, Divisional
true value that taking care of employee health and wellbeing and Company Directors and 204 Finance Directors using
has on motivation, loyalty and productivity. an online fieldwork methodology. More details of our
methodology can be found at the end of this report.
4

5. The changing face of employment
While the UK officially emerged from recession in Despite these pressures, 36% of employers say they
the autumn of 2009, rising inflation, higher VAT and actually care more about employee health and wellbeing
Government cuts have all put pressure on companies and than they did a year ago. This is far higher than the 11% of
employees. Our report has found that workloads have employees who believe this to be the case. Employers cite
increased for many employees, who often have to work the following reasons for this improvement:
longer and cover more ground. This is having an impact on • 51% say they care more about employees as individuals
their perceptions of health and wellbeing. by praising them and giving them recognition
• 49% have given line managers the skills and training
18% of employees feel the situation at their work has
they need to improve employee health and wellbeing
changed for the worse and their employer now cares less
about their health and wellbeing than they did a year ago. • 45% say health and wellbeing is fully considered when
More than half (51%), say this is because their workloads allocating, or increasing workloads
have increased. 42% cite a change in how absence is • 36% say more focus is put on helping people back to
managed, saying that employers no longer help workers work
back to work if they are ill or absent. This shows the effect
long term absence can have on colleagues, who have to This shows that employers do not always have to focus
take on extra duties. on specific health benefits. Instead taking the time to think
about the overall health and wellbeing of employees, and
The proportion of workers who feel that there has been a recognising the impact of increased work loads or the need
negative change is broadly in keeping with what employers for recognition can have an impact.
feel. 16% admit that they do now care less. This rises to
24% of Managing Directors and HR Directors, who are
often closer to the health and wellbeing strategy, and dips 16% of employers say they care less
to 13% for Finance Directors. about health and wellbeing, while
36% say they actually care more
Employers are open about the pressures their companies
currently face:
• 56% say they have less time to focus on caring for the It’s clear that employees and employers are aware that
individual the workplace is a very different place than it was before
the recession. Issues such as stress, lack of recognition
• 34% say they’re less able to help workers if they’re
and reduced management visibility can all contribute to
absent or ill
employees feeling less motivated and valued. This can have
• 26% admit that the amount of work expected from a negative impact on their loyalty towards the organisation
employees has grown without due consideration into and their productivity. However, introducing a recognition
the potential impact on their health and wellbeing scheme or equipping leaders with the skills they need to
• 23% say they’ve removed health benefits in the past care for the health and wellbeing for their teams are small,
year affordable changes that can make a positive difference.
5

6. How important is health and wellbeing in the workplace?
Our research paints a mixed picture about how important Health and wellbeing also has a direct impact on the loyalty
health and wellbeing is in the workplace. Employers are employees feel towards their employer. 75% of those
much more likely to say they care about it, while often who feel that their employer cares a great deal about it
employees do not believe this is the case. describe themselves as very loyal, which is a key indicator
of employee engagement. As with most relationships,
Attitude towards health the employer’s relationship with the employee relies on
Employee Employer
and wellbeing in the a sense of mutual respect and trust to be successful.
view view
workplace Demonstrating to employees that they care about their
wellbeing is a key way for employers to show staff that they
Employer does not care
about it at all
10% 4% are valued.
Employer doesn’t care
about it very much
25% 5% 36% of employees say that their
Employer cares but not emotional and physical health and
consistently
33% 25% wellbeing is most important to them
Employer cares about
employee health and 22% 36% In contrast just 3% of employees describe themselves
wellbeing as loyal when they feel that their employer doesn’t care
Employer cares about about their health and wellbeing. Three out of ten of
employee health and 10% 30% these employees said they were actively looking for work
wellbeing a great deal elsewhere, a number seven times higher than those who
do feel their employer cares about it. As well as showing
If, in total, 91% of employers do care about health and the very clear role health and wellbeing plays in achieving
wellbeing then they are failing to demonstrate this effectively employee engagement, this shows the cost of failing
to employees. This could be having a negative impact to take health seriously. There’s a real danger of losing
as more than a third of employees (36%) say that their talented staff if employers overlook it. 16% of employees
emotional and physical health and wellbeing is most also say they would put more effort in at work if they
important to them at work. That’s more than those who feel thought their employer took more interest in their wellbeing.
career progression opportunities are most important (30%).
6

7. The public and private sector divide
The public sector is under immense strain as the Lower levels of engagement in the public sector have also
Government seeks to make major cuts to public services resulted in fewer employees being willing to go the extra
to tackle the budget deficit. Our research has highlighted mile for their employer. 12% of public sector workers say
stark differences between the public and private sector. they go the extra mile all the time compared to 18% of
26% of public sector workers feel that their employer cares private sector workers. Public sector workers are also more
less about health and wellbeing now compared to a year likely to say they ‘never’ go the extra mile - 5% compared
ago (13% more than private sector workers). This view is to 3%.
supported by public sector employers as 27% admit that
they care less, suggesting the major cuts in the public
purse are impacting on their ability to deliver an effective Private sector workers are twice as
health and wellbeing strategy. likely to say their employer cares
a great deal about their health and
Private sector workers are twice as likely to say their
wellbeing compared to public sector
employer cares a great deal about their health and
wellbeing compared to public sector workers (13% to 6%).
This appears to be having an impact on levels of employee It seems that it is difficult for public sector employers
engagement. Public sector workers are much more to justify investment in health benefits when such deep
likely not to feel valued compared to their private sector cuts are being made. However, an unmotivated and less
counterparts; 40% do not feel valued at all or very much, productive workforce can also have an extremely negative
compared to 26% in the private sector. This is perhaps impact on the ability of employers to deliver and meet
unsurprising given the pressure on the public sector. objectives. Physical, emotional and financial benefits could
help staff cope with any additional stress they are under,
which can have a direct impact on their engagement levels.
Not all benefits have to cost money though, for instance
starting a swap shop can help employees financially in a
small way and also help them engage and interact with
colleagues at work.
7

8. Physical, emotional and financial health and wellbeing
engagement tools
Engaged employees are more likely to act as organisational advocates and can play
a powerful role in promoting their organisation as an employer of choice.
CIPD Employee Engagement factsheet, revised July 2010
Physical health and wellbeing
43% of employees do not feel their employer does anything If employers are providing as much as they say they are,
to look after their physical health at work. This rises to more they are failing to communicate tools and tactics effectively
than 55% in the retail and catering, and travel and transport to employees. These differences in opinion could mean
sectors. There’s also a marked difference in the responses that employees are not accessing important health and
of skilled and unskilled workers. 64% of unskilled manual wellbeing benefits, and employers are not getting value
workers say their employer does nothing, compared to just from their investment.
26% of graduate entry level employees.
14% of employers agree that they do not do anything, and 74% of workers who feel their
these differences are highlighted when asked about specific employer does not care about their
benefits. health and wellbeing say there are no
health related benefits in place
What is done to aid
Employee Employer
physical health and
view view
wellbeing? Employees who recognise that they have some kind of
health related benefits in place are markedly more likely to
Encourage staff to eat
healthily
12% 30% feel their employer cares about them than those who do
not. 74% of workers who say their employer does not care
Actively discourage ‘over about their health and wellbeing say there are no health
work’
9% 35%
related benefits in place.
Provide specific health
benefits
16% 30%
Encourage exercise or
weight management classes
8% 30%
Encourage preventative
health initiatives eg flu jabs
14% 15%
Access to subsidised
canteen
14% 25%
Health focused benefits eg
gym membership, private 12% 22%
medical insurance
Provide free fruit 7% 20%
Initiatives such as cycle to
work schemes
13% 18%
8

9. Emotional health and wellbeing Financial health and wellbeing
The differences in opinion continue when it comes to Financial wellbeing appears to be at the bottom of
emotional health and wellbeing. 47% of UK employees employers’ priorities, as almost two thirds of UK workers
do not feel their employer does anything to look after (62%) say their employer does nothing to help them with
their emotional health, compared to 13% of employers their financial health and wellbeing. This is drastically
who admit this is the case. However, in many cases the different from the view of employers, with less than 2%
employer also seems to recognise that the minimum is saying they do nothing to care for their employees’ financial
being provided in this area. health.
What is done to aid It could be argued that employees’ wages contribute to
Employee Employer their financial health, however when compared to physical
emotional health and
view view and emotional benefits, the number of employers providing
wellbeing?
other financial benefits is lower.
Show compassion in the
event of personal issues
33% 55%
What is done to aid
Employee Employer
Listen to their individual financial health and
needs
22% 51% view view
wellbeing?
Have an open door policy Introduced or provide
on personal wellbeing
11% 42% 12% 26%
childcare vouchers
Encourage or enable good Operate a staff discount
work life balance
15% 31% 19% 25%
scheme
Provide helplines or face to Initiatives where staff can
face counselling
13% 27% 7% 22%
swap benefits
Pride themselves in coming One day courses on how to
up with solutions to health save money
2% 18%
or wellbeing problems at
17% 22%
work Financial education events 3% 18%
Financial workshops to deal
At a time when work loads are increasing less than a third 4% 16%
with tough economy
of employers are encouraging employees to have a good
work life balance. This is likely to add to stress levels for Host sessions explaining
staff, yet less than a third of employers provide access to company share plans or 8% 15%
helplines or counselling to help staff if the pressure starts to pensions
mount up.
It could be argued that an employees’ financial health
has less to do with an employer than their physical and
emotional health. However, taking time to help staff deal
with the tough economy, and understand how to get the
best value from their employee benefits, is an important
part of caring for their overall wellbeing. Financial difficulties
can have a major impact their emotional health and
wellbeing.
9

10. Going the extra mile
Engaged employees have a sense of personal attachment to their work and
organisation; they are motivated and able to give their best to help it succeed - and
from that flows a series of tangible benefits for organisation and individual alike.
Engaging for success: Enhancing performance through employee engagement - David MacLeod and Nita Clarke
Being willing to go the extra mile for an employer is a key indicator of how engaged an employee is. If they feel valued and a
sense of loyalty to their employer they’re more likely to step up to the plate and deliver more than expected when necessary.
The motivation for employees to do that can often come from their level of job satisfaction, whether they feel inspired and
whether they believe they can make a worthwhile contribution.
Having a workforce that’s willing to do more than expected However, although the vast majority of employees say they
can have many positive benefits for employers, most go the extra mile, they feel that this is unreciprocated. Three
notably higher productivity, reduced staff turnover and quarters of UK workers feel their employer never (24%)
reduced sickness rates. or rarely (51%) goes the extra mile for them. Only 21% of
employees say their employer frequently goes above and
Our research shows that the overriding majority of workers beyond what they would expect and just 4% say they
are willing to go the extra mile. 16% say they do it all the always do.
time and 58% say they frequently do. Employees believe
they demonstrate this by doing the following:
• 66% work beyond their official hours
Employees who feel their employer
• 64% take pride in everything they do
cares about their health and
wellbeing are three times more likely
• 61% step up if a colleague is away or underperforming
to ‘go the extra mile’
• 40% volunteer to do a difficult task
• 40% give emotional support to colleagues
• 21% defend difficult management decisions This highlights the need for employers to do more than just
provide a salary. Employees want to feel that working extra
Health and wellbeing directly influences the motivation hours or defending management decisions is recognised,
of employees to go the extra mile. If employees feel their reciprocated and valued. This also shows that there
employer doesn’t care about it, they are four times more are differences of opinion around what is expected and
likely to say they ‘never go the extra mile’. Likewise, what is considered as ‘going the extra mile’ – increased
employees who do feel their employer cares about their communication and managing expectations are key to
health and wellbeing are more than three times more likely overcoming this.
to ‘go the extra mile’ all the time (51% compared to 16%).
Although three quarters of employees believe that their
employer never, or rarely, goes the extra mile for them,
‘My employer ‘My employer
Employee goes the view of employers is very different. Only 6% say they
cares a great doesn’t care
extra mile never go the extra mile for their employees and 36% say
deal’ at all’
they rarely do. The majority (46%) say they frequently go
Never 3% 14% the extra mile, while 12% say they always do. This rises to
15% of Managing Director and HR Directors, and drops
significantly to 5% of Finance Directors. 51% of employers
Rarely 6% 24%
say they take into account personal circumstances when
reviewing health and wellbeing policies, while 45% actively
Frequently 40% 46% try to reduce stress in the workplace, which is above and
beyond what is expected.
All the time 51% 16%
10

11. Measuring employee engagement
The vast majority of employers (85%) believe there is a Only 27% of employers say they routinely ask the workforce
link between investing in health and wellbeing as a way to about their health and wellbeing. Finance Directors seem
engage with employees, yet only 14% have seen direct to be markedly detached from this as only 16% agree that
evidence of this. This drops to 7% of Finance Directors. this is a case. 14% of employers state they ask about it
This highlights how difficult it can be for employers to occasionally. A number of different measurement tools are
measure how effective their health and wellbeing strategy used:
actually is.
Health and wellbeing measurement
%
tools
93% of employers do not measure
return on investment of employee Absence rates 59%
benefits
Staff surveys 46%
Strikingly, 76% of employers do not correlate employee
Staff retention and turnover rates 36%
health and wellbeing to productivity, a figure that rises to
86% for Finance Directors. Those that do more than most
tend to be in the IT and Telecoms, HR, Finance, Healthcare
Overall business performance 30%
and Education sectors.
Productivity benchmarking 20%
The overwhelming majority of employers (93%) also admit
they do not measure return on investment of employee Benchmarking using engagement data 11%
benefits. However, when asked which health related
benefits they believe would have the greatest return
30% of employers definitely have an accurate idea of how
on investment in terms of productivity, private medical
their employees feel, while 47% say they probably do. One
insurance was the most popular.
in five admits they do not really know how their employees
feel, while 3% confess they definitely do not know if their
Health related benefit % employees are engaged or not.
Private medical insurance 37% Again, Managing Directors and HR Directors tend to be
closer to their employees. Only 3% say they definitely
don’t have an accurate idea of how their employees feel,
Health screening 34%
compared to 6% of Finance Directors.
Health cash plans 24% Employees are far less likely to believe that their employers
asks about their health and wellbeing, as only 7% say they
Employee Assistance Programmes 24% are routinely asked, and almost half claim they are never
asked about it.
Dental plans 24%
The lack of measurement in terms of productivity and return
on investment can make it hard for employers to see the
Gym membership 23%
true value of health and wellbeing benefits. However, the
fact that employees regard them so highly shows how
Vaccinations 17% important they are to engagement
Cycle to work schemes 16%
11

12. Conclusion
As we have seen, employees who believe their employer A final word from Nick Kemsley
cares about their health and wellbeing are more likely to If we look for a common theme in this research we
be loyal, go the extra mile and stay in their jobs for longer. could perhaps make the following observation. As cost
This can bring huge gains for employers who deliver more management has bitten into organisations in the last 12 to
effectively through increased productivity and performance 18 months, employers seem to have put more focus on
and can reduce staff turnover, sickness absence and supporting employee health and wellbeing through more
recruitment costs. indirect and non financial means.
However, it’s important for employers to cater for the This has perhaps led employers to believe that they’re still
physical, emotional and financial health of employees. caring about health and wellbeing, but their employees
Taking the time to treat employees as individuals, whether have mixed views. This is possibly because they’re seeing a
that’s by showing compassion in the event of personal change in some of the symbols such as health benefits and
issues, or providing health benefits tailored to their needs approaches to absence management.
can show that they are valued.
It is clear that softer approaches to driving engagement
It’s clear there’s a huge difference between the benefits through health and wellbeing do pay dividends for
employees believe they are provided, and those that employers and employees alike. Given that there’s unlikely
employers say they provide. Regular communication to be a sudden relaxation in the financial constraints
should be an integral part of any health and wellbeing around employee health and wellbeing, employers would
strategy, (including targeted communication at potential perhaps be wise to consider the most cost effective means
time of need) so employees are aware of the support to maintain tangible key benefits, whilst at the same time
that’s available. There’s no point having benefits in place if focus on finding ways of enhancing engagement which are
employees do not appreciate or value them, as this will do less reliant on money.
nothing to increase their engagement.
The survey clearly shows that small gestures count, and
The fact that so few employers measure the impact health this certainly supports what I see as a trend in business to
and wellbeing benefits can have on productivity, or return increase non financial recognition through employee and
on investment may be short sighted. Companies need senior team led recognition schemes. Many of these are
loyal, talented and productive staff to remain with them, simply mechanistic ways of saying ‘thank you’, or involve
not just in difficult times, but also when the economy starts small but symbolic remuneration.
to recover. Employees who feel they are treated well and
are being taken care of are more likely to stay with the However, I don’t think that these measures will necessarily
organisation in the long term. Those who don’t may move ever replace the need for more tangible and symbolic
on at the first opportunity, and that’s a risk that many investment in employee health and wellbeing, but in the
companies cannot afford to take. short term the aim should be to at least compensate for
the impact of cost management measures. Over time, it
Importantly, Finance Directors, who are often the ultimate may be that employers offer a balance of cost optimised
decision maker on spend on benefits and health and benefits provision and a suite of non financial, manager led
wellbeing appear to be distanced from levels of employee activities.
engagement. Unless they fully understand what is valued
by employees they cannot truly know the impact certain
benefits can have.
12

13. What we do for our people
Jo Boxer, Head of Culture and Engagement
Our health and wellbeing strategy Our new employee health plan combines a cash plan and
considers the ‘whole life’ needs of our private medical insurance. This means our people can
employees and includes emotional, access treatment promptly, and look after their everyday
physical and financial wellbeing. healthcare needs. The plan is provided to every member of
staff, regardless of their job role, level in the organisation or
At Simplyhealth, we know that our the number of hours they work.
people’s health and wellbeing makes a big difference to
how they feel at work, and that this comes across in their We take the time to understand the needs of our
interaction with customers. We ensure they have a healthy employees and the wellbeing interventions they value.
work life balance, so they’re able to focus on our customers We conduct an annual employee survey called Express
and deliver excellent service. We also provide wellbeing Yourself, which is completed by around 80% of our people
support that includes free fruit, desk side massages, every year. In 2010, 90% said they were willing to work
healthy eating days, flu vaccinations, financial guidance, beyond what is required in their job to help Simplyhealth
occupational health support, an employee assistance succeed. Following the survey we develop local and group
programme and much more. action plans to drive change in key areas.
13

14. About Simplyhealth
We currently help more than 11,000 businesses provide Simply Self Funded
access to health and wellbeing benefits for their staff. Our With a self funded health plan companies invest in their plan
corporate paid, employee paid and flexible benefits include to meet the cost of claims, rather than paying premiums
private medical insurance, health cash plans, dental plans to an insurer. It means they only pay for claims incurred,
and self funded health plans. We also provide employee not an annual premium. Through efficient management by
paid cash plans and dental plans to major companies. Simplyhealth, a self funded plan can maintain cost savings
year after year and there’s no need to pay Insurance
Simply Cash Plan Premium Tax. For larger employers with more than 500
Employees can claim back money towards the cost of employees, self funded health plans are a good option.
visiting the dentist, optician and complementary therapists We’ve specialised in self funded health plans for 25 years,
such as chiropractors and physiotherapists, up to annual and we’re proud to say that every private hospital network
limits. Up to four children are covered for free, and the in the UK currently uses Simplyhealth to administer their self
employee can add their partner if they’re not already funded health plans.
included.
We became Simplyhealth after bringing together BCWA,
Simply Dental Plan HealthSure, HSA, LHF and Totally Active. We’re committed
Check-ups, treatment and emergencies are all covered to doing the right thing, not just the easy thing, and
by the Simply Dental Plan, up to an annual limit. It also going the extra mile to deliver a personal service to our
includes a cash sum if the employee is diagnosed with customers. In fact, we’ve been helping people access
mouth cancer. affordable healthcare for almost 140 years and that’s
because we think health is the most important thing of all.
Private health insurance
Our broad range of private medical insurance provides We care about our communities and last year donated
cover for acute medical conditions and helps people get £1.6m to health related charities and good causes. In a
the treatment they need when they need it. Our plans are world where so many people can’t be bothered, we’re
flexible and can meet the needs of businesses whatever proud to be the ones that can.
their size or budget.
About our research
We collected the responses of 1,005 workers, 504 It abides by the Market Research Society (MRS) code
Managing Directors, Human Resources Directors, Divisional of conduct. Based around principles of data protection
and Company Directors and 204 Finance Directors using legislation and research ethics, the MRS code has the
an online fieldwork methodology. The research was carried confidence of the business community, Government and
out between 27 April and 3 May 2011. regulators.
14

15. 15

16. Simplyhealth contacts
If you’re a business call:
0845 075 0063
If you’re an intermediary call:
0800 294 7303
If you’re a journalist call:
0844 579 2266
Email:
forbusiness@simplyhealth.co.uk
Online:
www.simplyhealth.co.uk/forbusiness
Follow us on Twitter:
@simplyhealthUK
LinkedIn:
www.linkedin.com/company/simplyhealth
Postal address:
Simplyhealth
Hambleden House
Waterloo Court
Andover
Hampshire
SP10 1LQ
1105053
Simplyhealth is a trading name of Simplyhealth Access, registered and incorporated in England and Wales, No.183035.
Registered office: Hambleden House, Waterloo Court, Andover, Hampshire, SP10 1LQ. Authorised and regulated by
the Financial Services Authority. Your calls may be recorded and monitored for training and quality assurance purposes.