Help employees rebound when they are retrenched or retire

READY. RESILIENT. RESOURCED.

3 A case study on collaboration

Insights8 Resilience

9 Ageing brain and productivity

10 Financial planning and healthcare costs

11 Collaboration as your most valuable resource

Toolkits13 Financial assessment

17 Skills, income and ongoing work

19 Health and resilience

21 Collaboration

Contents

ALEXANDER FORBES

1 |

READY. RESILIENT. RESOURCED.

| 2

HOT TOPICS

A case study on collaborationThe great challenge of thought leadership is that if it’s not channelled into action, it is only that – just thoughts.

The process of translating insight into action:

We recognised that to change the employer–employee compact we

needed a completely new onboarding process for a new employee that would focus on the full range of

benefits on offer.

Having solved for the start, our next challenge

was ‘reboarding’ when people are

retrenched or retired.

How do we crowd source

potential solutions?

How do we identify potential

collaborators?

How do we contract and implement

external building blocks?

1 2 3 4 5

We have come to understand that implementation of

these ideas will always be slower than we wish if we don’t

introduce a far more agile approach to translating insight

into action. What follows is a case study on how we can

introduce a new process for rapid implementation that

brings you, our clients, into the equation.

1 It starts with first collaborating with our clients

around their challenges and needs. Benefits Barometer changed the narrative by using our clients’

perspective to examine the issues. In turn, we see

solution design as something that also must be done

and refined over time in collaboration with them.

2 It recognises that what’s often needed to address

clients’ needs is more than simply better financial

solutions. To that end, we recognise that as

Alexander Forbes, we need to collaborate with

other players who can bring these additional

services into the solution. We, in turn, function as

the integrator and coordinator of these holistic

solutions. Ultimately it is Alexander Forbes who

needs to be accountable for ensuring we meet

our clients’ needs.

3 If we are going to collaborate with this broad

range of players, we need to create a new model

of engagement that ensures that everyone benefits

from these arrangements and that their contributions

to the collaboration are fairly rewarded and recognised.

ALEXANDER FORBES

3 |

Touchpoints for financial well-being conversation

Retirement (leaving the workplace)

BEFORE ONBOARDING

Buying a car Finding a

life partner

Starting a new job

Getting an increase

Saving for a wedding

Buying a house

Having children

Gettingdivorced

Staying healthy

Preparing for

retirement

Restructuringa life

Solvingfor health

Finding new income or purpose

Re-aligning finances

Being promoted

Outgrowing a job

Exit

AT THE WORKPLACE

SWITCHING CAREERS

STARTINGA BUSINESS

Understand total

rewards package

Agree terms

Retirement(leaving the employer)

Afterleaving the employer

5yearsbefore

retirement

ONBOARDING

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HOT TOPICSALEXANDER FORBES

3 |

In that vein, we gained three insights:

1 Living productive lives for longer

At the Digital Economic Summit 2019, Dr George Freidman made the

point that if human beings were living longer – and they are – then

we needed to focus on developing ways to make them productive

contributors to the broader economy for longer. As we pointed out

in Benefits Barometer 2018, when the UK reframed the costs of

caring for the aged against the value they could add to the economy

after retirement, they found that older people were making a net

contribution of R683 billion … and this was expected to grow to

R1 314 billion by 2030.

2 Growing SMEs

This is the kind of economic growth engine

we need to help foster in South Africa.

With skills and experience at a premium,

South Africa desperately needs to find

ways to re-introduce those valuable assets

if we are going to stimulate the growth of

our employment workhorses: small and

medium-sized enterprises (SMEs).

How do we better address the needs of employees who are being retired or retrenched?

3 Younger for longer

As Lynda Gratton and Andrew Scott

sum up in their book, ‘The Hundred

Year Life’, it’s really all about being

younger for longer.

Here is the topic that you, our clients, identified as a gap that needed to be addressed

In other words, how can we better address the needs of our employees once they have left the security of their employment with us? We saw in that

request an encouraging sign: employers were beginning to appreciate that they had a responsibility to the broader South African society of ensuring

that employees who left their protection would:

• go on to continue to be productive contributors to South African society, or

• be well insulated from social and economic implosion

READ MOREREAD MORE

WATCH HERE

ALEXANDER FORBES

5 |

How should we rethink the problem of retirement or retrenchment?

This graphic sums it up neatly. Two things occur at retirement and retrenchment.

1 The employee no longer benefits from the

very thing that made them feel human:

daily acknowledgement of their existence

and value from colleagues and friends

in the workplace.

2 The workplace no longer benefits from the

employee’s experience and skill set.

WHAT UNFOLDS

What goes underappreciated is that these events can be traumatic on both sides – but they need not be.

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HOT TOPICSALEXANDER FORBES

5 |

To start the collaboration process, we

conducted retirement workshops

with more than 1 200 members

of pension funds from all over

South Africa who were just about

to retire. We started those workshops

by sharing the insights on

‘Ageing’ and ‘Planning for a

Better Ending’

– from Benefits Barometer 2018.

ALEXANDER FORBES

7 |

Leaving the world of work after 40 years can be more traumatic than we appreciate

Insight 1

Research is showing us that both retirement and

retrenchment can have a traumatic emotional impact.

While we readily understand the issue of loss of self-

esteem with people who are retrenched, we may be less

sensitive about the fact that retirement has the potential

to remove someone from the very things that makes them

feel like a valued human being:

Regular daily contact with people who

acknowledge your existence and see your

work as contributing in some way

A sense of purpose – even if it’s just being

paid to do a job

That means that before we can begin to think about

helping people with financial planning or developing

a further source of income, we need to make

sure that they have the emotional stamina to make

the transition smoothly.

What we uncovered, though, was that there are actually

some very basic things that we as human beings can start

to do to minimise the potential trauma of this transition.

To begin with – perhaps the best thing a person can do

to reduce the impact of long-term stress is to exercise.

Something as simple as walking every day can make a

world of difference to your stress levels, your resilience

and, surprisingly, your cognitive abilities – because it

provides a constant supply of oxygen to your brain and

body. Oxygen acts as a basic building block for cell

regeneration – even brain cells.

When Harvard University embarked on its

intergenerational study to determine what factors led to

a quality of life in our ageing years, they came back with

some surprising insights. In turns out that it has much

less to do with having good genes and far more to do with

having great relationships – relationships that provide

people with a sense of connectedness, of being a part of

something greater than themselves.

It’s not just a question of having a good network of

friends. We now know that human touch can be an

important factor in keeping people grounded who may be

sliding into dementia. We also now know, that keeping

working and having a sense of purpose also play a vital

role in the ‘connectedness’ phenomenon that is so

important to achieving a life worth living longer.

Building resilience

Human beings are incredibly adaptable

THE POWER OF EXERCISE

THE POWER OF PURPOSE

THE POWER OF

TOUCH

THE POWER OF

CONNECTIVITY

THE POWER OF

WORK

ALEXANDER FORBES

7 | | 8

HOT TOPICS

We need a better appreciation of how the brain ages to understand productivityAs the brain ages, two important things happen. Yes, our

short-term memory starts to deteriorate. That’s the part

of our memory that helps us find where we placed our

keys or left our wallet. It’s also the part of our memory

that accounts for the slowdown in our productivity – the

very thing that HR departments identify as just cause for

seeing you out the door and into retirement.

But what often doesn’t get appreciated is that while your

short-term memory might be fading, your experiential

memory is expanding exponentially. We often call this

‘wisdom’. With more experience, people can ‘connect

the dots’ and develop insights that even a high level of

education can’t replicate.

In Benefits Barometer 2018, research from our human

capital development partners, Mercer, showed that

productivity in businesses could be significantly improved

by creating teams of experienced (but less productive)

employees with younger (less experienced) employees.

The combination produced better results than either

individual could do on their own.

AS WE AGE AS WE AGEOur processing speed declines

We appear to be losing value as employees

Our experience and knowledge increase

We are most decidedly adding value as employees

Insight 2

READ MORE

ALEXANDER FORBES

9 |

We haven't done a good job of factoring in our health costs in retirementAccounting for health costs when you are between 20 and

40 is relatively easy simply because health conditions are

relatively standard and predictable for this age group. As we

move on to 40 to 60, that predictability begins to widen. And

as we reach the 60 to 100 age group, it’s almost impossible

to generalise about the potential cost of healthcare.

This is because, as the graph to the right illustrates, some

people’s health at age 60 is as robust as that of a 30 year old.

Similarly, some people at 60 may be experiencing extremely

poor health.

Source: G Peeters, J Beard, D Deeg, L Tooth, WJ Brown, A Dabson, unpublished analysis from the Australian Longitudinal Study on Woman’s Health.

100

Phy

sica

l cap

acit

y

80

60

40

20

20

Source: G Peeters, J Beard, D Deeg, L Tooth, WJ Brown, A Dabson, unpublished analysis from the Australian Longitudinal Study on Woman’s Health.

40 60

Age (years)

80 100

As you age, variability in health widens - this is a dynamic process

Health costs can account for 50% of income

How can �nancial planning be meanigful without these inputs?

It’s more than just buying the right medical aid

RANGE OF PHYSICAL CAPACITY

Insight 3Range of physical capacity

As you age, variability in health widens – this is a dynamic process

Health costs can account for 50% of income

How can financial planning be meaningful without these inputs?

It’s more than just buying the right medical aid

READ MORE

ALEXANDER FORBES

9 | | 10

HOT TOPICS

Lesson 1:There’s no place like home

Lesson 2:Start those critical conversations with your family and signi�cant others now

Read Atul Gawande: Being Mortal

Our multiphase life - continued

‘ACTIVE’ RETIREE ‘PASSIVE’ RETIREE ‘FRAIL’ RETIREE(65–75) (75–85) (85 +)

Still physically active

Want to travel, undertake some work or care for younger generation

Less physically active but generally healthy

More likely to ‘stay home’

Less physically active, increased health issues

Need long-term care

High (as possible) income needs

‘Go-Go’

Income needs reduced

‘Slow-Go’

Increased income needs

‘No-Go’

Active Passive Frail

The retirement ‘smile’

Ann

ual e

xpen

ses

It takes a village – lessons from developed economies

Insight 4

We don’t need just financial resources – we need support. Who will help coordinate a comprehensive support system?

READ MORE

ALEXANDER FORBES

11 |

With these points in mind, we undertook

a series of design sprints – at times with

people internal to Alexander Forbes, at times

with our clients, and at times with external

innovators who had agreed to share their

creative input with us.

The product of those three sprints was

that we saw that there were four distinct

touchpoints where we needed to provide a

better safety net – or, in our language, four

toolkits. But the more remarkable insight

that came out of these sessions was that

these four elements needed to be integrated

to be truly effective.

What we came up with – with your inputs

The real value will come from integrating all these

Financial assessment toolkit

• How long can I live on savings?• Can I rearrange finances to meet more of my

needs?

Skills, income and ongoing work toolkit

• What if I can’t survive without an income?• What if I can’t survive without a sense of

purpose?

Health and resilience toolkit

• What might my health requirements be going forward?

• How do I integrate that into my financial planning, knowing how fast things might change for me?

• How do I know if I’m going under?• What can I do to build up support?• What can I do to build up resilience?

Collaboration toolkit

When I can’t do it on my own, can technology help me access a collaborative framework for:

• financial support• services and other resources• moral support or advice?

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HOT TOPICSALEXANDER FORBES

11 |

From Alison Benzimra, researcher and writer focusing on

the synergy between wealth and health in retirement.

'I am Alison Benzimra. I am a researcher and writer

focusing on the synergy between health and wealth in

retirement.

My passion for active ageing began when I worked in senior

wellness. However, it was during my master’s research that

I came to appreciate the critical role financial well-being

plays in healthy ageing.

Older people told me that on the one hand they had to

remain as healthy as possible as they could ill afford the

increase in medical expenses yet simultaneously, they

expressed their anxiety of outliving their retirement savings.

These challenges and concerns need to be placed within

the context of our society.

South Africa is experiencing fragmentation of family,

increasing urbanisation and migration and adult children

unable to provide day-to-day support of their ageing

parents. It is no wonder that people entering retirement,

experience feelings of uncertainty and vulnerability.

Financial counselling at retirement needs to go beyond

merely informing people of their annuity options.

The financial services industry needs to take a holistic

approach to guiding people when they no longer have the

safety and support of formal employment.

This begins by providing financial planners with the skills

to listen with empathy. This will enable them to have

conversations with clients where trade-offs need to be made

and where money alone may not solve the problem. It will

help financial planners to understand the benefit of bringing

the family into the planning conversation.

The concept of whealthcare demonstrates the importance

of integrating a client’s health circumstances into their

financial plan. Older people can anticipate that healthcare

expenses and medical aid premiums could account for

up to 50% of their monthly budget. However, financial

planners and their clients need to be aware of out-of-pocket

payments, the peripheral non-medical expenses associated

with periods of ill-health and that the costs of care in later

age will need to be self-funded.

Post-retirement planning is a dynamic process. Yes,

financial planning is crucial, but so too are the factors

which influence a person’s social, emotional and physical

well-being.

The challenge we face is that the current business model

used in financial planning does not account for this. Nor

are financial planners incentivised to assist clients who are

vulnerable to poor health and income insecurity.

What is exciting is that Alexander Forbes recognises this

and brought together different stakeholders from various

sectors in a design sprint.

So now we have an opportunity to take the ideas that we

prototyped in the design sprint and co-create solutions with

people entering retirement:

• Are people needing support in assessing their financial

and health circumstances?

• Are they needing assistance in developing their skills

so that they continue to earn an income after official

retirement?

• Are they needing a framework to solve for their

complex funding problems?

• Or are they needing an integrative tool which ties all

these elements together?

As I embark on my PhD journey, I am excited. Excited that

my research will contribute to developing not just a solution

but also a new business model that will encourage people

to enter this wide-open advisory space.'

Let’s share with you some of the insights of our design sprint participants to get a feel for what they saw as the needs.

Financial assesment toolkit1

WATCH HERE

ALEXANDER FORBES

13 |

Out of Alison’s team, we developed the

financial assessment toolkit. Perhaps the most

insightful contribution from that team was that

financial planning in this space often needed

to accommodate not just the individual, but

the broader support group that might be

required to provide all that would be required.

You can immediately see the link to our

collaboration toolkit.

Equally important to the financial adviser is

that there is a dynamic feedback loop from

the healthcare toolkit that allows the financial

planner to refine the plan over time and

potentially consider how to find other resources

to address what would be required.

The point is, as one moves through time in

this end-stage of life, the need for housing,

healthcare, family or frailcare support are likely

to change.

Savings, income protection, assets,

future grants

Expenses, debts, future obligations

Lifestyle choices.What if?

Collaboration potential

Financial assessment toolkit

• What emotional state are

you in?

• What support do you need?

- Personal coach or group

- Online

- Call centre

• What actions will you need

to take and when?

• Monitoring and

rewarding progress

| 14

HOT TOPICSALEXANDER FORBES

13 |

The price stickers on these necessary changes can be

a real shocker. Clearly financial advice that focuses on

choosing the right annuity at retirement only addresses

a fraction of the issue.

While we know that for many South African families,

the idea of sending an ageing family member out of

the family home may seem unthinkable, we include the

costs of frail care when and if it’s required to remind

people that at some point in our lives (assuming we are

not hit by that proverbial `bus’), we will need someone

to take care of us. Even if you have a family member

on hand to provide that service, keep in mind that

potentially, by taking care of you they will likely be

forgoing an opportunity to earn an income. So, one way

or another, there is a cost of ageing to a family. Ontop

of that consideration is the reality that taking care of

family members with dementia is almost untenable in

the home.

Capital needed for normal life expectancy

Rent in middle-market retirement village with 24-hour nursing Stay in own home with 24-hour private home care

MALE MALE

R2 200 000 R4 500 000FEMALE FEMALE

R2 800 000 R5 600 000

Why maintaining medical cover is critical

MALE FEMALE

Expected future lifetime15.95

R436 961.20

R706 678.23

20.05

R543 629.58

R891 462.01

Cost of medical cover

Cost of medical care

Expected medical costs for ages 65+

ALEXANDER FORBES

15 |

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HOT TOPICSALEXANDER FORBES

15 |

'At the latest G20 conference in Japan, our president

announced that if South Africa wanted to address its urgent

need for economic growth, it needed to support a new era

of entrepreneurship. Why entrepreneurship? Because if you

want to create opportunities for jobs and youth employment,

it’s typically the small to medium-sized enterprises that

entrepreneurs develop that are the most viable source for

job creation.

I’m Hilton Theunissen and my passion is entrepreneurship.

I run a company called Growthwheel that has developed a

model for supporting budding entrepreneurs throughout the

crucial development stages of their business.

Here’s a surprising insight. It turns out that older

entrepreneurs – 50 plus – are generally the most

successful. This is because when they start their

businesses, they already have a well-developed skill set and

extensive experience in their chosen field.

That’s what led us at Growthwheel to recognise that we

could play an instrumental role in the Alexander Forbes

design sprint. The bulk of people entering retirement or

retrenchment recognise that they have no option – they

have to continue working. But, having spent a lifetime

working for a large company, the question they face is: How

can they use the skills they have learned to earn an income

in this next phase of their life?

The group I worked with at the design sprint saw this as

a four-part problem – this is important to understand,

because typically employers who are retrenching might

solve for one of these parts but without all the components

we identified, we knew the outcomes would not be

sustainable.

1. Help people identify what skills or knowledge they had could help them earn income when they get retrenched or retire

Alexander Forbes’s partners in human capital development,

Mercer, were at the table and we discussed:

• how we could adapt the tools they used to assess the

aptitudes of new employees so that we could correctly

place them in a company

• the challenge of making the same assessment for a

mature employee whose educational qualifications

might be 30 years old and irrelevant but who had

acquired extensive skills in the workplace. Which of

these skills showed the greatest promise?

2. Could the person translate those skills into starting a business?

We know that it’s more than just having the skills. And that’s

where Growthwheel could come to the table. How could we

provide a regular monitoring function that would support

the entrepreneur when they required it most?

3. Even though people may not be cut out to be entrepreneurs, their skill sets still had marketable value

If we could give them access to the type of jobs platform

like Nomad or marketing support platforms like 50 Plus,

they could sell their capabilities all over the world. Imagine

an accountant who could offer their book-keeping skills to

start-up companies in Eastern Europe for example.

4. Instead of retrenching or retiring knowledgeable workers, corporates need to help employees transfer their knowledge or skills to more relevant work opportunities

We argued that it was not enough for corporates to offer just

these resources to people who were leaving their employer.

Perhaps the information of most immediate importance that a financial planner can provide is whether the individual or family will need to find an additional source of income and, if so, how soon?

Here is where our next toolkit enters the picture – and it speaks directly to our challenge of living productive lives for longer. Let’s let Hilton Theunissen from the skills toolkit team take you through the thinking of the skills team at the design sprint.

Skills, income and ongoing work toolkit2

WATCH HERE

ALEXANDER FORBES

17 |

There needed to be a complete mind shift in

companies about continuous learning if they were

going to dynamically shift the skills set in their

company to address the constantly changing

workplace brought on by the Fourth Industrial

Revolution. If employers want to avoid the

extraordinarily expensive and disruptive option of

retrenching or retiring knowledgeable workers,

they would need to provide opportunities for

them to develop in areas that would allow them to

transfer that knowledge to more relevant

work opportunities.

We saw learning portals such as Degreed as

offering that resource. Employers could offer

wide-ranging skills development resources to

employees without facing disruption when they

leave the workplace. In turn, they were providing

employees with the comfort of knowing that they

could find ways to continue being relevant to

their company – or, failing that, at least have a

marketable skill that they can take with them if

their employer ends up retiring them.'

All told – we felt that if we could create such

an integrated toolkit, it would go a long way

to providing a safety net to address both

unemployment and a massive skills shortage

in South Africa.

Skills assessment toolkit

What are your aptitudes?

Are you an entrepreneur?What support

would you need?

Have you got marketable skills?

Finding partners

• What are your

realistic options?

• What support do

you need?

- Personal coach or group

- Online

- Call centre

- Partners

• What actions will you need

to take and when?

• Monitoring and

rewarding progress

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HOT TOPICSALEXANDER FORBES

17 |

3

We needed to address the two issues of resilience and healthcare costs if we were going to produce meaningful input for the financial planner to use.

Healthcare and resilience toolkit

As Zaheer Hammersley from Careways put it in his

interactions with both our resilience and healthcare

design sprint groups:

'It means that we need to find a way assess the current

mindset of the individual entering retirement or being

retrenched:

• What is their potential level of resilience?

• And, most importantly, how can we monitor how their

disposition changes over time?

• What tips, support groups and even one-on-one

counselling do we need to provide then to help them

build up their levels of resilience?

But ‘resilience’ also has a significant impact on health

– and this is the other dimension we need to monitor.

What we do know is that one of the biggest challenges in

retirement or even retrenchment planning is knowing what

your healthcare costs are likely to be over the next time

frame, particularly in retirement. After the age of 60, your

healthcare needs are likely to change far more quickly and

dramatically, and this plays havoc with knowing how to

plan your financial needs. How could we help?

• Baseline assessment of your current health

• Insights into known family medical histories

• Knowledge of what medical problems are likely to

emerge at different age levels

By collecting this ‘baseline’ information and feeding it

on to the Alexander Forbes Health consultants, they can

provide advice of the optimal programme of medical

coverage that gives you and your dependants the greatest

value for cost.

It is this information that then gets fed on to the financial

planner to consider when working through the potential

budgetary trade-offs that the member might need to make.

In an ideal world, this assessment should be done

continually. The issue with health problems with this age

group is that once things start to unravel, they tend to

move much more quickly than at younger ages. Health

screening with wearable monitors and telemedicine is

clearly part of the answer, but at this time, and to contain

costs, we are looking at simply yearly reviews.

Ultimately what this healthcare and resilience toolkit

needs to start promoting are rewards to members for

being proactive around their daily requirements as older

persons. These requirements differ markedly from the

kind of proactive health engagements that are currently

on offer. Stress management, diet, exercise, and the

reactions of the elderly to medicines or to combinations

of medicines all demand a completely different level of

healthcare specialisation. Currently that information is

minimal at best in South Africa.'

WATCH HERE

ALEXANDER FORBES

19 |

Healthcare and resilience toolkit

What’s mybaseline?

Predictiveoutcomes

Gaps and funding options

Resources and support systems

Monitoring and enhancing

resilience

• What can you expect

given age, family

history, current health?

• How do you determine

optimal value for

money?

• Monitoring and linking

support for resilience

COST OF MEDICAL AID

COST OF FRAIL CARE

R28 000a year

R190 000a year

But the cost of medical care isn’t the

only consideration

| 20

HOT TOPICSALEXANDER FORBES

19 |

We indicated at the start that the most important insight that we

have about solving for either retirement or retrenchment is that

often it demands a coordinated approach among family members

or community supporters who are willing to lend support during

this challenging period. The problem is, as family become more

far-flung in their job-seeking and their economic mobility, it

becomes harder and harder to create these collaborative solutions

through only verbal means. This is where technology again comes

to our aid.

In July 2019 our innovation partners KIN launched a money

management collaboration tool. But more on this will be covered

in other publications. Suffice to say that KIN’s concept for a

collaboration tool builds on two important insights into human

behaviour:

1. When individuals are facing immediate problems, the first

people they turn to for advice are those they are closest

to and trust most. How can we use that as a starting point of

engagement until we can build up enough trust in the group to

start introducing more informed advice?

2. The harsh reality is there will probably always be times when

we need to either turn to others for financial help or we need

to work collectively to solve financial problems.

KIN has helped us develop a tool that begins to help us address

both those issues. In its initial phase, it will be a digital tool that

help groups of supportive individuals make agreements about

money, learn from each other and give effect to those financial

agreements collaboratively. But we believe that, over time, by

building off what seems to come naturally to people in cooperating to solve problems, it can

evolve into a service that can tackle so much more. It has potential for meeting the expressed

needs of our clients as it evolves over time – particularly for groups where physical distance

could become a major impediment.

Collaboration toolkit

• What is needed is a

mechanism to facilitate

what people do naturally:

help each other

• Urbanisation, family

fragmentation and

integration of financial

and non-financial savings

mean that the demand

for such a tool will

increase dramatically

Who doyou turn to?

Who do you trust?

Financial services, advice, support

How can youcreate an equitable

framework for collaboration?

When help isn’t just about money

4 Collaboration toolkit

WATCH HERE

ALEXANDER FORBES

21 |

Having listened to you all, our clients, we believe we will be

well on our way to completely changing how we, as Alexander

Forbes, service individuals once they have left the financial

protection of their employer. It is this starting point that

should provide you with the means, resources or ability to be

able to REBOUND from anything that life throws your way …

when you no longer have your employer as your safety net.

So join us on this collaborative undertaking. Let us know that

you are interested and that you would like to give us feedback

or test-drive some of our tools. We would love to have you

along for the ride!

INFORM

CONSULT

INVOLVE

COLLABORATE

EMPOWER

In summary

YOU TELL US!

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HOT TOPICSALEXANDER FORBES

21 |

For further details of our services, please contact our

office in Johannesburg:

Telephone: +27 (0)11 269 1800

Email: info@aforbes.com

The Alexander Forbes Research Institute occupies a

unique space in the financial services industry. Through

its publications, including Benefits Barometer, it plays

a critical role in establishing Alexander Forbes as a

company that has given serious thought to the needs of

South Africans and Africans in general and to what the

financial services industry needs to do to address

those needs.

Alexander Forbes Financial Services is a licensed

financial services provider (FSP 1177).

While care has been taken to present correct

information, Alexander Forbes and its directors, officers

and employees take no responsibility for any actions

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