406 771 km. The furthest distance humans have ever been from Earth – a record set recently by Artemis II astronauts on their mission around the moon. To achieve such a feat, NASA needed to predict every possible scenario and plan for it. 

This is the direction group risk is moving in as well: a proactive model based on predicting risk and preventing it – and working together to help employees to rehabilitate if curveballs do come.

The shift in group risk is driven by mounting financial pressure on employers and employees, along with advances in data analysis. With financial strain rising, Ishaan Singh, Business Development Manager: Group Risk at Old Mutual, says that benefits play a bigger role in attraction and retention, with wellbeing central to workforce strategy. What’s emerging is a shared value model where every stakeholder has meaningful gains: members gain ongoing support; employers benefit from a healthier and more present workforce; and insurers deliver more sustainable, competitive solutions that keep people at work. 

Here, he answers questions on what the evolution means for advisers and your clients in terms of supporting and sustaining a healthier, more resilient workforce:

1.  How is Old Mutual using data insights to inform the role group risk plays in wellness initiatives?

Where we were previously focused on assessing, approving and paying claims, we’re now looking at how we can predict risk, prevent escalation, and support rehabilitation. This reflects a very different way of thinking about group risk and the role it plays.

2.  What’s driving this shift?

Firstly, the current cost of living crisis means many employees are under significant financial pressure, impacting their ability to be present and productive at work. This, in turn, affects businesses’ bottom lines. It also means people prize wellness benefits, making these central to talent strategies. Group risk therefore plays a key role in keeping employees well and at work. Data is really the engine room of this evolution.

With improved operational efficiencies and deeper risk insights, we’re able to identify risks earlier and intervene in a far more targeted way. That includes things like smarter claims triaging – fast-tracking simpler cases and directing more complex claims to specialised assessors – leading to improved turnaround times and an enhanced overall member experience.

Importantly, it also allows us to start predicting emerging risks and understanding what’s driving employee absence across a portfolio.

3.  How does this differ from the traditional model?

What we’re seeing now is a move towards a much more dynamic approach. We’re creating feedback loops from claims, absence and wellness data, which means we can continuously refine how and when we intervene.

So, instead of just responding to claims, we’re able to trigger proactive outreach, enable targeted interventions – whether financial, emotional or physical – and ultimately influence outcomes in a much more meaningful way.

4.  What has this shift revealed about the nature of risk?

The data points to a far more nuanced picture of risk.

For example, Old Mutual’s data shows that orthopaedic claims are largely driven by motor-vehicle accidents (30%), injuries on duty (30%), and other accidents (22%). Psychiatric claims, on the other hand, are increasingly linked to major depressive disorder (62%) and bipolar disorder (15%), with contributing factors including lifestyle-related risks (36%) and work-related stress (23%).

We also see clear variation at an industry level – cancer and psychiatric claims are most prevalent in the financial and insurance sectors, while orthopaedic claims are highest in mining.

So, risk is not uniform; it varies materially by industry, by role, and by workforce.

5.  What does this mean in practice when it comes to managing claims?

Take fractures as an example – they’re one of the largest drivers of disability claims. While the event itself may be unavoidable, what happens afterwards can be influenced. Where recovery is actively managed, with phased return-to-work strategies and close coordination between stakeholders, outcomes improve significantly.

It’s a similar story with psychiatric claims. These are often triggered by sustained workload pressure, role ambiguity or unresolved conflict. If left unaddressed, they can lead to prolonged absence. But where there’s early intervention – through management support, workplace adjustments and structured return-to-work plans – both the duration and severity can be reduced.

So, the underlying principle is quite consistent: earlier, more targeted intervention leads to better outcomes.

6.  What does this shift mean for intermediaries?

It really changes the nature of the conversation.

Group risk moves beyond product and into strategy. A one-size-fits-all approach is no longer sufficient – clients are looking for more tailored, insight-driven wellness solutions that reflect the realities of their specific environments. Intermediaries are well positioned to guide clients toward a more proactive approach; one that is grounded in data, but delivered through practical, implementable strategies. Ultimately, it creates an opportunity to move into more meaningful, advisory-led conversations.

 7. What are the key takeaways?

Firstly, disability rates are increasingly driven by specific clinical patterns and contributing factors that differ by industry. Secondly, wellness strategies are most effective when targeted to specific risk profiles, workplaces, workforces and industries. And lastly, incidence rates highlight the importance of shifting from a reactive to a preventative and insight-led intervention.For employers, this represents a strategic opportunity to use data to focus investments into more targeted prevention initiatives to maximise workforce health and long-term sustainability. For intermediaries, the opportunity lies in helping clients take advantage of this. Ultimately, the goal is to empower employers to attract the right people and then support them so they can bring their best selves to work.