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Employer Strategies for Cancer Prevention and Treatment

Employer Strategies for Cancer Prevention and Treatment
Employee Wellbeing

01 of 10

This insight is part 01 of 10 in this Collection.

Workforce

07 of 12

This insight is part 07 of 12 in this Collection.

February 32025 8 mins

Employer Strategies for Cancer Prevention and Treatment

Employer Strategies for Cancer Prevention and Treatment

Nearly 20 million people get cancer each year,1 and the impact is far-reaching — from those diagnosed to their loved ones and colleagues. When developing a meaningful cancer prevention strategyemployers must show empathy and compassion while managing rising costs.

Key Takeaways
  1. Many cancers are preventableand a thorough prevention strategy can maximize better health outcomes.
  2. Companies should review their approach to providing physicalemotionalfinancial and social support to both those with cancer and their family caregivers.
  3. By analyzing program data and working with experienced vendorsemployers can design a cancer management strategy that holds down costs and improves outcomes.

There have been hugebut expensivebreakthroughs in cancer treatments. Outcomes are improving with new drugsnew treatments and new surgical interventions. Howeverthe price of achieving those outcomes is driving the need for employers to take action to balance the costs of cancer-related employee benefits. As highlighted in Aon’s Global Medical Trend Rate reportaddressing cancer risk and treatment is vital to companies looking to control costs in the coming years — and it won’t be easy. With a vast pipeline of new therapies in developmentAon forecasts an 11 to 21 percent increase in the cost of cancer care every year.

At the same timethe five-year survival rate for several types of common cancers is over 90 percent,2 meaning cancer is no longer the death sentence it was perceived to be a mere few decades ago. This also means that employers have newif welcomechallenges in reintegrating employees back into the workplace after their cancer treatment is over.

Most Cancers are Preventable and Employers Can Play a Role

Many of the most prevalent cancers can either be prevented outright or benefit greatly from early detection. For examplelung cancer is the most common cancer globallywith 2.2 million cases annually. Up to 90 percent of lung cancer deaths are linked to smoking,3 meaning support for cessation programs can go a long way in prevention. Cervical cancer is another common cancer that can be prevented with the HPV vaccine. Similarlysome colorectal cancers can be prevented by removing precancerous polyps during a colonoscopy.

$300K

The median annual treatment cost of new medicines for oncology is nearly $300,000 per patient.

Source: IQVIA

4 Strategies for Prevention and Early Detection
  1. Offer behavior-focused programs that can reduce cancer riskssuch as tobacco cessationobesity managementdiet and nutrition educationand services and exercise programs.
  2. Facilitate screenings that promote early detectionsuch as skin checkscolonoscopies and mammograms, and multi-cancer early detection blood tests. In places where such screenings or programs are publicly providedemployers can promote and encourage them. Yetparticipation in cancer screenings has decreased by nearly two fifths according to one estimate.4 As a resultearly detection gaps remain.
  3. Use technology to raise risk awareness. Technology can also help contribute to scalable solutions that can reach more employees.
  4. Shift from population risks to personal risks. For exampleyounger people are being diagnosed more frequentlyso focusing on older workers who were traditionally at higher risk will be less effective.

1/5

of people develop cancer at some point in their life. About one in nine men and one in 12 women will die from cancer.

Source: World Health Organization

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There are a lot of companies that are using progressive strategies to drive up early detection through screeningsrisk assessments and genetic testing. They’re finding creative ways to emphasize prevention and early detection.

Charles E. SmithMD
Chief Medical OfficerHealth SolutionsNorth America

Workplace Support During Cancer Treatment

Just because most cancers are preventable doesn’t mean all of them are prevented. There are complex and rare cancers, including bloodbrainstomachpancreatic and aggressive or late-stage cancersthat are often the most difficult and costly to treat. Howeverwith improved treatmentsoverall cancer survival rates will increase. How employers and managers support workers who are going through treatmentor have family members and colleagues who areis crucial to retaining and engaging these employees.

Supporting a family member with cancer can be just as difficult and burdensome as a full-time caregiving role. Because cancer is being diagnosed more in younger peoplethis may even mean caring for a spouse or child. It is estimated that 400,000 children and adolescents are diagnosed with cancer each year,5 and people under 50 were the only age group where cancer incidence grew between 1995 and 2020.6

4 Strategies for Supporting Employees During Treatment
  1. Care coordination serviceswhere availablecan be helpfulespecially in more complex cases where the cancer has spreador multiple systems are affected. A cross-functional care team that also includes support for a healthy life can ease the burden on the patient as they navigate multiple appointments to avoid unnecessary duplication of diagnostics or testswhich can not only add stress, but also drive up costs.
  2. Certain cancers still come with stigmasand any cancer can significantly impact an individual’s mental health. Establishing open communications can ease these concerns.
  3. Don’t avoid affected employees for fear of intruding or bothering them. In factdoing so may make employees feel isolated and that the company doesn’t care about them. There is a positive correlation to employees returning after treatment and receiving employer support during treatment.7
  4. Many employees may not realize the full extent of their benefit offeringswhich often include paid time off (including caregiver leave)flexible workshort-term and long-term disabilitycritical illness coverage and mental health support.
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Employers are now starting to think through how they can structure a holistic cancer strategy that goes beyond prevention and into supporting employees who are taking care of loved ones with cancer.

Céline Ng Tong
Global Business Development Director

Social support is another vital part of the cancer journey. Employee resource groupsfor both those with cancer and their caregiversprovide a sense of community that can improve physical and emotional wellbeing. Corporate commitments like the Working With Cancer pledge can signal the organization’s commitment to help its employees.

Because more cancers are survivable in the long termemployers need to have a plan to reintegrate workers back into the workforce. These plans may resemble those already in place for workers out with workplace injurieswith adjustments for the emotional trauma many cancer survivors experience. Establishing a plan at the outset of treatment can give employees the peace of mind they need to stay on leave until they are truly ready. Frequent communications and encouragement can additionally help ease the transition back to work.

Using Data and Analytics to Control Cancer-Related Costs

A good cancer management strategy is one that incorporates data in its decision making. Whether it’s to inform vendor management strategy or determine potential at-risk populationscollecting and analyzing data can help inform a thoughtful approach.

$25T

The estimated global economic cost of cancers from 2020 to 2050.

Source: Journal of the American Medical Association Oncology

Sanofi’s Cancer Support Initiative Addresses Many Aspects of Wellbeing

Case Study

Sanofi’s Cancer Support Initiative Addresses Many Aspects of Wellbeing

Sanofia leading healthcare company in Francelaunched "Cancer & Work: Acting Together" program in 2024the company’s 360-degree approach to caring for colleagues impacted directly or indirectly by cancer or other critical illness. This global program addresses financialemotional and social needs and guarantees job securitysalary and benefits for up to 12 months for colleagues impacted by cancer or other critical illness. It offers personalized support from a global network of trained peer counselorsflexibility to balance treatment and workas well as caregiver leave for employees caring for family members.

“Sanofi's program reinforces our commitment to fostering a supportive workplacewhere colleagues impacted by cancer and other critical illness can feel encouraged and cared for as they navigate a difficult time in their lives.”

– Soledad Attalli-BonheurSanofi Global Head of Benefits and Wellbeing

4 Strategies for Addressing the Cost of Cancer Care
  1. Where possibleselect the right vendor. Using vendors who work together to refer patients can help ease the administrative burden for patients and prevent costly duplication of tests and appointments.
  2. Collect and analyze data to inform a cancer strategy. There is more data available than some may think. Health data from sources like screeningwellness programs and absence data can help to identify and address health risks among employees. Additionallyan increasing number of vendors can combine data from multiple sourcesleading to better data analysis.
  3. Use technology to analyze population health risks and predict costs. Solutions like Aon’s Health Risk Analyzer use machine learning to help companies improve their care management and budget planning by assisting with more accurate forecasting. Once the data is analyzedrisks can be identified early and monitored.
  4. Integrated wellbeing care allows employers to keep costs lower. Economically disadvantaged populations tend to have higher riskmore advanced disease at diagnosis and fewer treatment options. Thereforeit’s important to review wellbeing plans for compliance with equity commitment and affordability.8
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Something companies can do to help with the social wellbeing aspect is to create employee resource groups and provide manager training on support — not just around cancer. This can give employees the social network and support they need.

Joana Coelho
Regional ConsultantHealth SolutionsEuropethe Middle East and Africa

Availability and type of providers will vary greatly by country and region. In some areas where healthcare is publicly providedthere may not be as much choice in provider or type of treatment available. That’s why employers operating globally should establish a global benefits identity to provide locally relevant benefits to their employees or set global guidelines to ensure holistic and comprehensive cancer support. Differing systems may also mean there is less opportunity to collect and share data.

79%

The incidence of early-onset cancer increased by 79 percent between 1990-2019.

Source: BMJ Oncology

When it comes to selecting and managing vendorsask the following questions:

When it comes to selecting and managing vendorsask the following questions:

What do employees value? Are your vendors meeting these needs?

Are your current vendors innovating and enhancing their model?

Are there any levers to pull across your current vendor mix?

Are you missing any key capabilities?

Are you leveraging predictive analytics to mitigate your risk?

Are you seeing engagement across your highest risk participants?

Supporting Employees Through a Difficult Journey

Despite best effortscancer can still be permanently debilitating or fatal. Employers should review life insurance, long-term care and other programs to ensure employees who need it are covered. Other considerations include end of life caresuch as resources for family members and caregivers. Younger employees especially may not be prepared with paperwork like advance care planningpower-of-attorneywillsproperty considerations like trustsburial and end of life counselingmuch of which may be available through legal insurance plans.

A cancer diagnosis is life changing for employees and their families. The support they receive from an employer — from medical care to peace of mind around financial wellbeing — can make all the difference. By showing that they are working on the employee’s behalf through preventiontreatment and other supportemployers can alleviate some challengeswhile also demonstrating the value they place on their people. 

"Investing in cancer care support programs enhances employee wellbeingreduces absenteeism and fosters a loyalproductive workforce," says Susan Fanninghead of Wellbeing Solutions in Asia Pacific. "It's a strategic move for a healthiermore resilient organization."

Aon’s Thought Leaders
  • Joana Coelho
    Regional ConsultantHealth SolutionsEuropethe Middle East and Africa
  • Susan Fanning
    Head of Wellbeing SolutionsAsia Pacific
  • Céline Ng Tong
    Global Business Development Director
  • Charles E. SmithMD
    Chief Medical OfficerHealth SolutionsNorth America

1 Global cancer burden growingamidst mounting need for servicesWorld Health Organization
2 Cancer Survival RateCleveland Clinic
3 Lung Cancer Risk FactorsCenters for Disease Control and Prevention
4 The global impact of the COVID-19 pandemic on delays and disruptions in cancer care services: a systematic review and meta-analysisNature Cancer
5 Childhood CancerWorld Health Organization
6 2024—First Year the US Expects More than 2M New Cases of CancerAmerican Cancer Society
7 The challenge of return to work in workers with cancer: employer priorities despite variation in social policies related to work and healthJournal of Cancer Survivors
8 Geographic Residency Status and Census Tract Socioeconomic Status as Determinants of Colorectal Cancer OutcomesAmerican Journal of Public Health

General Disclaimer

The information contained herein and the statements expressed are of a general nature and are not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information and use sources we consider reliablethere can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

Terms of Use

The contents herein may not be reproducedreusedreprinted or redistributed without the expressed written consent of Aonunless otherwise authorized by Aon. To use information contained hereinplease write to our team.

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