How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and

REPORTPublished by Virgin Pulse Institute

Research Leads David Ho and Amina Brown Data Scientists, VP Institute

Research and Publication Support Dr. Gary Smithson Dr. Mary MarzecDr. David Batman Virgin Pulse Science Advisory Board

Andrew Jacobus Vice President, Virgin Pulse Institute

How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and Work Environments

Report How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and Work Environments2 © Virgin Pulse 2020

ContentsIntroduction 3

Executive Summary 6

Key Findings: Consistency & Routines Matter 8

Wellbeing Offsets Risks from COVID-Driven Work Changes 10Economic Uncertainty, Recession Drive Mental Health Risks 10How COVID Affected Work, Healthy by Industry 13Dealing with Change in the Middle of the Impact Spectrum 15

Support All Members, No Matter How Well They’re Doing 16

What Can Employers Do? 19

Summary of Recommendations 21

Conclusion 26

Appendix 28

The COVID-19 pandemic of 2020 caused an upheaval in everyday life across the globe.


Individuals’ physical and mental health, work environments, economic circumstances and social wellbeing have all been impacted.

This unforeseen and unpredictable disruption has established a greater degree of isolation and quarantining, with an impact wide and deep, especially on people’s healthy routines, behaviors and habits. Challenges like restricting access to fitness facilities and removing social and personal interventions for stress reduction, have forced people to adapt to new circumstances in a short amount of time. The pandemic has also brought to the forefront how underlying physical and mental health conditions are major contributors to the risk of getting infected with the coronavirus. Managing one’s overall physical and mental health is more important than ever.

Conditions such as obesity, high blood pressure, heart disease and high blood sugar substantially increase the risk of death among those who contract the virus. The lockdowns and regulations have exposed a lack of mental health resilience, awareness of emotional and mental health issues and support for these issues across the world. In addition, the pandemic has exposed the major impact that social determinants of health play regarding the likelihood of contracting COVID-19 and severity of illness – including the likelihood of dying from the infection.

Amid this crisis, Virgin Pulse conducted a survey to gain insight into how these changes and disruptions were affecting those who participate in their employer-sponsored wellbeing program, as well as what they need and what has helped during this time. We asked about critical topics such as:

• Nutrition

• Stress levels

• Finances

• Work environments

Additionally, we asked members how they were utilizing health and wellbeing resources to handle the changing circumstances, and how supported they felt by their employers. And we incorporated respondents’ step and sleep activity from before and during the COVID-19 survey period. The confidential survey went out to all US members of companies who opted to participate in the survey.

Nutrition

Stress levels

Finances

Work environments

Survey Population Characteristics 77% of the respondents were between the ages of 30 and 60, which reflects the age distribution across the entire Virgin Pulse platform.

It is important to note that morbidity and mortality adverse outcomes relating to COVID-19 is highest in people older than 65, therefore our relatively smaller sample size in this demographic may be not a true representation of the impact of COVID for those most at risk. The gender distribution, however, is slightly different. While the split across all members is also majority female, the respondent population has a much larger disparity than age group distributions: 44% of all respondents were male, while 56% of all Virgin Pulse members are female.


73,199Responses

460Companies

14Industries

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RespondentsVP overall

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Age Group (% of respondents) Gender (% of respondents)


Industry Graphs

1% 5% 3% 5% 8% 28% 2%

8% 16% 5% 4% 13% 1% 3%

Consulting EducationalServices

Engineering Finance/Banking

Government Healthcare& Social Assistance

Hospitality& Entertainment

Insurance Manufacturing& Construction

Other Retail Technology Transportation Utilities

The respondents come from 14 different industries, with employees from Healthcare & Social Assistance being the largest group, making up 28% of respondents. There was also a significant number of responses from the Manufacturing & Construction and Technology industries. The industry distribution of respondents is nearly identical to the entire Virgin Pulse client distribution.

Executive SummaryThe majority of respondents have transitioned to remote work (55%), but disruptions in daily routines can change healthy eating habits and increase stress.

The pandemic has caused a change in how we work, with companies transitioning to remote work as much as their business operations allow. This raised many questions for employers concerned about changes in productivity. The results show that a large proportion of employees who have transitioned to remote work are working the same amount or even more (86%), with more than half reporting no significant impact on their ability to focus on work (52%). Several reports have also supported this finding.1 These facts may put employers at ease regarding the potential future of work, demonstrating that employees are just as, if not more productive when flexible working arrangements are implemented.


50%working the same amount

55%transitioned to remote work

52%report no issues focusing on work

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1 Business Facilities, 2020. Employees working more hours during COVID-19 pandemic. Retrieved from https://businessfacilities.com/2020/03/u-s-employees-working-more-hours-during-covid-19-pandemic/


However, with any change to daily routines comes an adjustment period. Some industries such as Healthcare & Social Assistance have obviously been impacted more, while others such as Engineering have seen relatively less disruption. Those who are now working at a new work location (4% of total respondents) also seem to be affected more than those who have had no change to work location or can now work from home.

Maintaining healthy habits and routines is a theme throughout this report. We consistently see circumstances where a change, either in work environment or financial status have a higher likelihood of leading to negative impact health-related routines and on health. But we also see that there is no one-size-fits-all rule that determines who adjusts well and who doesn’t. Because of this, it is critical employers are aware of what factors can potentially lead to detrimental health outcomes and work to mitigate these risks. Building trust, communicating and establishing confidence from employees is also of vital importance to helping them adjust during this time. Nearly three out of four (72%) of respondents who are not at all confident in their employer’s ability to respond to the coronavirus situation have high stress, vs. 55% of respondents who are very confident in their employer. Possible and potential changes in employees’ mental health status is a consequence of this remarkably disruptive year, however, an organization and an employer taking action and providing resources can mitigate impact of stress and uncertainty.

Financial struggles are expected for about one in every five people under age 60; 2020’s record breaking unemployment compounds the pandemic effects on emotional and physical health. Employers should emphasize financial wellness resources and extend them to those who’ve lost their jobs. Despite a historic year in a negative sense, there is still room for increased utilization of all mental health resources in a wellbeing program. Encouraging employees to take advantage of these resources and removing the stigma that comes with asking for help and advice gives your employees a sense of trust and confidence towards you as the employer. 55% of respondents who did not show a decrease in physical activity, sleep or stress during the pandemic utilized Virgin Pulse resources. While several challenges have existed in the past few months, data suggests that by encouraging use of resources including our VP platform, negative effects can be mitigated, and people are able to maintain their wellbeing and ability to be as or more productive at work during these times.

Nearly 72% of respondents who are not at all confident in their employer’s ability to respond to the coronavirus situation have high stressvs. 55% of respondents who are very confident in their employer


Key Findings: Consistency & Routines MatterEvaluating wellbeing vendors: Ease of use is top priority.

Perhaps the most relevant word that describes how 2020 has impacted our work lives is “disruption”. Every role in every industry has had to adjust to a change in how they work and where they work. In jobs involving hands-on responsibilities, service, distribution and other critical roles, their location of work may not have changed; however, their working environment certainly has. Mandatory use of PPE, social distancing and dealing with surge in demand (e.g. grocery stores) and changing hygiene practices has added extra layers to the daily routines of these employees.

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For employees who are fortunate enough to be able to work from home, this presents a new kind of challenge as juggling home, family commitments and work life becomes a difficult balancing act. Industries that required a lot of pandemic-related frontline workers and have higher risk of exposure have had to work at a new location, being forced to adjust to a new environment.

Every group is faced with their own obstacles which undoubtedly affects the physical and mental wellbeing of employees. However, the data from our survey shows some work changes are more disruptive than others, with those changing to a new location feeling the most impact.

44%report trouble focusing at work

48%report unhealthier eating habits

62%more stressed

For respondents who are now working at a new location (n = 2,555, 4%)



58%more stressed

No Change in Work Location (n = 22,698, 31%)



60%more stressed

Respondents who are now working from home (n = 34,034, 47%)

The no change population is a mix of essential

employees and those who were already working

remote. While there are fewer disruptions to the work

environment, the wellbeing results are mixed due to

the assortment of workers in this group.

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Work Location Metrics

I am now working from homeI am now working from a di�erent location No change


COVID-driven changes in work negatively impact health behaviors, but wellbeing engagement helps.

The less change to an employee’s work environment, the less impact there is on their mental health. If there must be a change, it is helpful to have a flexible option such as working from home.

In fact, employees who have had no change from where they work or are now working from home have a lower proportion of members having negative eating habits (39% and 43% respectively) than respondents who have had a change in working environment (48%). With obesity being one of the leading risk factors for COVID-19 related deaths,2 nutrition is an aspect of our lives that cannot be overlooked. Virgin Pulse’s Book of Business data shows that nutrition trackers are still under-utilized, with no noticeable increase in tracking habits since COVID-19 began. Applications such as MyFitnessPal and Zipongo are great free resources that allows an employee to take the guess work out of their nutrition.

For those who must deal with working in a new environment, there is a significant impact on work focus and eating habits.

It is apparent that disruptions can throw off your daily productivity, as shown by 43% of individuals who changed location having trouble focusing on work compared to only 34% of individuals with no location change. Establishing a new work routine is difficult, whether that’s as simple as finding your favorite take-out option to eat during a lunch break, to something that requires more effort such as fitting in with new coworkers at a new location. Employers can help by providing information on the new work location prior to an employee moving. Though this may have been difficult given the short time period of adjustment when the pandemic began, there has now been enough time to expect and be better prepared for this type change in the future.

Economic uncertainty, recession drive mental health risks.

It would be remiss not to mention the enormous financial disruptions that COVID-19 has had on the country.

Unemployment rates in the United States stayed consistently above 10% since April 2020 for most of the year,3 and the US economy suffered its worst quarter since the Second World War as Gross Domestic Product (GDP) shrank by 32.9%.4 When economic concerns are layered on top of health concerns, the stress caused can be difficult to manage. Interestingly, Virgin Pulse members are less impacted financially than the national statistics have shown*:

17%of members anticipate financial struggles due to the virus (12,429 respondents)

1/5Over 1/5 of adults report they have little or no confidence in their ability to make their next housing payments on time

1 in 10Americans who are out of work due to the pandemic don’t have a good chance of being called back to their old jobs5

2 CDC, 2020. People with certain medical conditions. Retrieved from https://www.cdc.gov/coronavirus/2019-ncov/need-extra-precautions/people-with-medical-conditions.html#obesity3 Trading Economics, 2020. United States Unemployement Rate. Retrieved from https://tradingeconomics.com/united-states/unemployment-rate)4 The Guardian, 2020. US economy suffers worst quarter since the second world war as GDP shrinks by 32.9%. Retrieved from https://www.theguardian.com/business/2020/jul/30/

us-gdp-economy-worst-quarter-covid-19-unemployment5 CNBC, 2020. 17.6 million unemployed Americans probably won’t return to their pre-pandemic jobs. Retrieved from https://www.cnbc.com/2020/07/01/millions-of-unemployed-

americans-wont-return-to-their-old-jobs.html

* Disclaimer: By definition, respondents are still employed as they have access to their employer’s wellbeing program, which may bias this survey question regarding potential financial struggle. We don’t expect this to represent the financial status for the broader American population but it does give some insight into the experience for those who are currently employed.


Despite the stock market holding strong after a recovery, economic circumstance for many Americans is dire. Studies have shown strong correlations between financial anxiety and mental health6 problems, suggesting that a negative disruption in one’s financial situation is a leading stress trigger, which subsequently impacts several facets of peoples’ lives. We see this reflected in our data.

52%reported trouble focusing on work vs. 30% for those who are not expecting financial struggle

79%are more stressed since the pandemic

47%decreased sleep hours since the pandemic

Of those who are expecting financial struggle (17%, n = 12,429):

One may anticipate financial concerns to be more prevalent among certain age groups; however, apart from 60+ year old employees (13%), every other age group from 18 – 59 has about the same proportion of respondents expecting financial struggles (17 – 21%).

6 Psychiatric Times, 2018. Addressing Poverty and Mental Illness. Retrieved from https://www.psychiatrictimes.com/view/addressing-poverty-and-mental-illness

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Financial Struggle by Age Group

Since 84% of respondents are likely unable to retire in the near future, COVID-19’s economic impact is adding to stress for most generations in the workforce.

2020’s record breaking unemployment is integral to consideration of the impact of the pandemic. It is safe to assume that economic concerns are on the minds of just about everyone, albeit to differing degrees. The most significant factors affecting mental health are due to uncertainty and lack of trust at all levels of society. Employers can help mitigate these concerns by supporting employees and offering financial wellness and retirement planning resources and guidance through their wellbeing program. Maintaining transparent communication throughout changes in the organization and ensuring the privacy of employees’ financial status is upheld are of foremost importance.

https://www.psychiatrictimes.com/view/addressing-poverty-and-mental-illness


Industry differences.

The pandemic has affected different industries in different ways.

Some industries were already reliant on remote workers and had much more flexibility to allow their employees to be remote (e.g. software engineering). Some were forced to transition to remote work for the first time (e.g. government/education). On the other end of the spectrum, the industries with frontline workers who are unable to work remotely experienced different disruptions (e.g.; mandatory hygiene measures, socially distant services). Different industries are

also on different trajectories towards recovery and normalcy;7

however, the one common theme is every industry was forced to adapt in some way. Results across industries among Virgin Pulse clients including non-traditional comparisons like type of disruption, can help employers understand the specific personal challenges faced by their own employees, and how their wellbeing program should offer targeted and personalized support.

Healthcare & Social Assistance have the most employees working from a different location.

Of course, during a pandemic, the impact on the Healthcare industry among our client base has been the most profound.

Those involved have not only been faced with a new and previously unknown threat to their communities but also the potential direct threat to their lives and those they live with on a daily basis. Our analysis found that 7% of employees in the industry are now working in new locations (working from home not included), which is the highest among all industries.It is no surprise to see the following among that population:

23%expecting financial struggle vs. 15% for rest of respondents

62%more stressed vs. 58% for rest of respondents

45%less healthy eating habits vs. 40% for rest of respondents

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Less healthy eating habitsIncreased stressExpecting financial struggle

Healthcare VS Rest

Rest of RespondentsHealthcare & Social Assistance

7 Deloitte, 2020. COVID-19 Sector Heatmaps. Retrieved from https://www2.deloitte.com/global/en/pages/about-deloitte/articles/covid-19/covid-19-sector-map.html


In the previous section, we looked at how a changing work environment can impact different aspects of life. Compounded by working in an industry involved with the pandemic, the effects on healthcare workers are reflected in the data.

62% of respondents report being more stressed (4% above Book of Business average), and 46% decrease in sleep. This may not seem much higher than the book of business, however, since mental health and sleep deprivation was already prevalent8 in Healthcare workers, this should be a cause for heightened concern and intervention. It is important to note that Virgin Pulse members in the Healthcare industry, besides frontline clinicians (doctors, nurses and physical therapists), include radiology and laboratory personnel as well as administrative, maintenance, laundry, food services and housekeeping staffs.

Therefore, these numbers may be more extreme if office and corporate workers were not mixed into the results and we focused solely on frontline workers (due to privacy concerns, we were not able to collect job title/profession data). The Healthcare & Social Assistance industry is in a unique position relative to others, as they are the lone industry where even if there is no change in the work location — due to the nature of their work, the disruption caused must still be greater than others.

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Engineering VS Rest

Rest of RespondentsEngineering

Engineering shows the lowest disruption.

By contrast, in the Engineering industry, 65% of respondents are now working from home, with only 3% of respondents working from a different location:

48%more stressed vs. 59% for rest of respondents

34%less healthy eating habits vs. 42% for rest of respondents

7%expecting financial struggle vs. 18% for rest of respondents

8 Yahoo, 2020. Apparently, these are the most sleep-deprived professions. Retrieved from https://news.yahoo.com/apparently-most-sleep-deprived-professions-040000364.html

https://news.yahoo.com/apparently-most-sleep-deprived-professions-040000364.html


The proportion of members who are more stressed is significantly lower than those in the Healthcare & Social Assistance industry.

This could be due to the nature of the work involved in each industry, but also the disparity in proportion of members who are expecting financial struggle. The Healthcare and Engineering industries are on opposite ends of the financial struggle spectrum, with 23% of Healthcare & Social Assistance respondents expecting financial struggle in the near future (5% higher than Book of Business), compared to 7% of Engineering respondents. We have touched on the mental health impact of financial struggle, and it is imperative that organizations be aware of where their industry stands and how their own workforce compares, and to provide early intervention and support.

The proportion of members who declined in sleep is very similar for both industries, however, prior to COVID-19, sleep deprivation had not been a common problem in Engineering, unlike in Healthcare. Importantly, sleep across the Virgin Pulse Book of Business has decreased by 4% (16.8 minutes) in 2020, however, members are still averaging over 7 hours of sleep. Prior to the pandemic, sleep quantity for our Book of Business saw little variation, and always remained around 7.1 – 7.4 hours.

Financial Struggle By industry

19% 17% 7% 11% 14% 23% 21%

13% 16% 18% 23% 15% 23% 15%

Consulting EducationalServices

Engineering Finance/Banking

Government Healthcare& Social Assistance

Hospitality& Entertainment

Insurance Manufacturing& Construction

Other Retail Technology Transportation Utilities


Dealing with change in the middle of the impact spectrum.

Next, we consider industries that have more employees forced to work from home but not traditionally accustomed to remote work. In Educational Services, we’ve seen that it is possible for remote learning to happen at scale, despite enormous disruptions and learning curves. 73% of respondents from Education are now working from home, but 5% of respondents from the Educational Services industry are now working from a different location, slightly higher than the Book of Business average.

44%less healthy eating habits vs. 41% for all other industries

61%more stressed vs. 59% for all other industries

17%17% expecting financial struggle vs. 17% for all other industries

They have experienced more moderate impacts:

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Education VS Rest

Rest of RespondentsEducational Services

The Educational Services industry results seem like a mix of the Healthcare and Engineering industries. Transitioning to remote learning was never previously tested at such a large scale, and not only presents a difficult challenge for educators as curriculums have to adapt on the fly, but also to parents who relied on school as supervision for children and are no longer able to.9 The second and third waves of the virus spread have kept learning institutions in flux, indicating wellbeing results may still be suboptimal for some time to come as proportions of this group are constantly adapting.

Three different industries – Healthcare & Social Assistance, Engineering and Educational Services – at different phases of change during COVID-19 demonstrate that there is no one-size-fits-all on how to deal with change or what to emphasize among wellbeing solutions and benefits.

Organizations within an industry that can transition to working from home relatively easily seem to experience less negative impacts, but still have a significant proportion of respondents who are more stressed. Industries that are not accustomed to remote work or do not have that option need the most support. Clear guidelines for these organizations can remove the thinking and complexity involved during this transition, and employers should look for ample opportunities to provide guidance.

** To find out responses to all industries, please refer to the Appendix section on page.

9 New York Times, 2020. Why are childcare programs open when schools are not? Retrieved from https://www.nytimes.com/2020/08/04/parenting/schools-day-care-children-divide.html

https://www.nytimes.com/2020/08/04/parenting/schools-day-care-children-divide.html


Support All Members, No Matter How Well They’re DoingThe above findings highlight some differences between industries, and those who are best at adapting to different types of working environments. However, it is important not just to offer support for at-risk members but supporting all employees.

COVID-19 has affected everyone in both direct and indirect ways, and uncertainty and change will last for a considerable time. Improving the resilience of everyone in the workforce should be a high business priority for all. This includes providing specific targeted resources, flexibility and ability to address areas of need, and helping members feel a sense of control by providing a strong culture and stable work environment.

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There is an inherent bias in the question as organizations who have made the decision to invest in a health and wellbeing program give respondents some level of confidence that the employer cares about their wellbeing, but there are still 36% of members who do not feel very confident in their employer despite having access to a health and wellbeing program. This is an indication that employers can’t view wellbeing programs as a box that needs to be ticked off; rather they need to but need to dedicate resources and attention to integrate the wellbeing program into their employees’ daily lives.

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Very confident

Somewhat confident

Not very confident

Not at all confident

Education VS Rest

2% n=1,417

5% n=3,597

29% n=19,811

63% n=42,780

Over 60% of respondents were very confident in their employers’ ability to respond to the COVID-19 pandemic.

Confidence in your employer matters.

73%of respondents who are not at all confident in their employer are more stressed vs. 55% of respondents who are very confident

60%of respondents who are not at all confident in their employer report having trouble focusing on work vs. 32% of respondents who are very confident

Building confidence and trust with your employees is imperative, as the data shows. Simply showing them, through effective communication and action, that you have the employees’ best interests in mind can make a difference in maintaining a productive and physically and mentally healthier workforce.

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Company Confidence Metrics

Very confidentNot at all confident


The working-from-home population is the most confident in their employer’s pandemic response.The population that transitioned to working from home is doing relatively well compared to the overall population, likely since they can work with reduced risk of exposure to the virus, greater control over exposure and added work flexibility.

It is encouraging to see the unintended benefits of being able to work from home. The high proportion of members feeling confident in their employer as they transition to remote work indicates that an employers’ willingness to allow employees to work remotely gives workers a sense that they are trusted.

However, the added flexibility does come with potential downsides, as the clear separation between work and home is blurred, indicated by 34% of employees reporting they are now working more. People working at home who also have responsibility for the care of children, their parents or someone who is ill, may be at an increased risk of burnout and mental health issues. They may spend less quality time with family and on self-care (at a minimum health-focused routines, behaviors and activities), and experience other

negative longer-term physical and mental consequences. Survey demographics did not include life circumstances and family status, but it would be strongly recommended that organizations be cognizant of these potential effects and continue to support their employees working from home to make time and space for self-care. Incorporating innovative ways to maintain work-life balance is essential, such as more frequent use of short breaks and following a schedule, can help avoid burnout.

70%of those working from home are very confident in their employer’s response

30%of those working from home report healthier eating habits

34%of those working from home report working more – 11% higher than the next group

Report How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and Work Environments19 © Virgin Pulse 2020Report How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and Work Environments19 © Virgin Pulse 2020

What Can Employers Do?Improving employee resilience with the provision of more mental health resources.

It should go without saying that the pandemic, complicated further by national and global unrest, economic downturn as well as other major events and issues such as race and politics, has established a focus on concerns of mental health. Stress levels have likely never been higher across the population, and people dealing with more serious mental health issues need support more than ever. No longer as stigmatized and hidden as in generations past, people are willing to be more open about their mental health challenges, indicated by responses to our survey:

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76%of the total population reports elevated stress, indicating a gap in stress management resources

32%of at-risk members requested further mental health resources

Providing mental health and stress reduction resources can impact additional aspects of wellbeing


Among all mental health resources that we track, only EAP utilization has not increased since the pandemic started. Roughly 25% are using coaching in any given month, but less than 5% of the total population are fully utilizing other resources aimed at mental health care. Initially, there was an encouraging increase in stress-reduction resources like

digital meditation, yoga and social challenges enabling group support and less isolation. Companies should keep trying to make these resources more accessible, and positively encourage utilization of them however possible by prioritizing their promotion among their benefits and rewards strategies.

Aim to provide stable work circumstances for your employees.

While work itself is still subject to lockdowns, social distancing and other local and national guidelines aimed at controlling virus spread for an indeterminate time to come, companies are best served by establishing a workforce health and productivity strategy focused on supporting employees in their daily, weekly and monthly routines that can also provide better wellbeing support.

We’ve seen how impactful changes in work environment can be to employees, so it is in the best interest of organizations to minimize the disruption as much as possible.

By further segmenting respondents into those who are “well-adjusted” and those who are “at-risk,” we see that utilization of wellbeing program resources can bring to employees’ attention some critical factors that may have been overlooked, as well as centralize resources and support that they need.

55% of the well-adjusted members report using Virgin Pulse to keep a daily routine during the COVID-19 situation.Regular communication and reminders through e-mail, push notifications or webinars are valuable low-cost resources that can have a significant payoff.

By minimizing the frequency of changes and being open to a slower progression to the next “normal” of what work will look like post-COVID-19, companies can hope to increase the population’s overall proportion of well-adjusted employees and reduce the proportion at-risk employees. Businesses should prioritize programs and tactics focused on reducing specific health risks.

At-Risk

Decrease in validated activity

Decrease in validated sleep

Increase in self-reported stress levels (answering 7 or higher on the 1 to 10 scale in the member survey)

Well-Adjusted

Increase in validated activity

Increase in validated sleep

Decrease or little to no increase in self-reported stress levels (answering 6 or below on the 1 to 10 scale in the member survey)

*Validated activity refers to data points that are not self-entered by the member

Report How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and Work Environments21 © Virgin Pulse 2020Report How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and Work Environments21 © Virgin Pulse 2020

Summary of RecommendationsThe COVID-19 pandemic has already had a significant impact and will keep organizations and individuals operating in a “next normal” state for the foreseeable future.

Even when the pandemic is under control, work and lives are not likely to return to pre-2020 “normalcy.” With the possibility of the pandemic lingering or another novel virus emerging, companies may also seek to maintain preparedness. Furthermore, employers may continue to support remote status in lieu of maintaining or leasing buildings for large work locations and people may want to keep working from home. There is no-one-size-fits-all approach and will likely depend jointly on employee and employer preferences and needs. In short, businesses that have established new work processes, procedures and systems may not be so ready to quickly abandon them. Below are recommendations for both organizations and their employees on how to stay safe and healthy during this time and into the future.

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OrganizationsEncourage a corporate culture of wellbeing, education, support and self-care embedded within future planning

Develop employee resilience to prepare for living with change, uncertainty and new ways of work life

Ensure mental health and physical health are given similar priorities in wellbeing programs

Promote tools that build strong routines (i.e. Virgin Pulse’s daily cards or healthy habits)

Bring awareness to financial wellbeing resources during unprecedented economic turmoil

Strive for transparent and clear communication; it builds trust with employees, which helps them reduce stress and anxiety over job-related concerns

Where possible, aim to maintain what worked best for employees and create as close to a similar working routine as possible

Create regular wellbeing reminders and notifications keep employees’ health top of mind

Offer free mental health resources if available

Strive for transparent and clear communication; it builds trust with employees, which helps them reduce stress and anxiety over job-related concerns.


IndividualsReach out to your employers about available resources - more often than not there are resources that employees are unaware of

Try building a daily routine – small changes can make a big difference

For those working from home, schedule frequent and regular breaks, and abide to “sign off” times to maintain healthy work life balance

Schedule and communicate regular times during day that young ones can “meet with you” for anything they may need or want to ask (making exceptions for any emergency situations that require immediate attention)

Involve family members, friends and colleagues in your approach to wellbeing

Maintain a healthy diet: For those working from home, take advantage of the fact you can cook healthy meals throughout the day. For those working at an office or a new location, prepare healthy meals in advance or seek out healthy choices in the local area. Obesity is the leading risk factor for COVID-19 deaths, and it’s important to minimize this risk as much as possible

Make a regular sleep routine part of your wellbeing program

Try to use meditation or mindfulness exercises on a daily basis

Do not neglect any underlying health conditions and do not be afraid to approach your healthcare provider

The COVID-19 pandemic is a dynamic situation and new information becomes available on a regular basis as medical professionals learn new facts and approaches to COVID-19. These recommendations are based on what we know so far and what we can gleam from our survey results. Virgin Pulse is closely monitoring the evolving situation around COVID-19 and ways we can provide education and thought leadership on how organizations should adjust.


COVID-19 has had a major impact on the physical, mental and financial health of employees and employers, impacting their work and home lives. To help organizations and individuals navigate this challenging time, Virgin Pulse released a number of resources, product integrations, new offerings and virtual content aimed at supporting the physical, mental, emotional and social wellbeing needs of workforces and their families.

COVID-19 Wellbeing ResourcesThe first in our industry to respond to COVID-19, Virgin Pulse Science Advisory Board members, clinicians and expert partners created dozens of resources, toolkits and webinars to keep customers and communities safe and informed through the pandemic. Accessible within the Virgin Pulse app and in a free public-facing COVID-19 wellbeing hub, individuals and organizations could access topics such as a coronavirus Q&A, protecting high-risk populations, staying active through disruptions, work-life balance, dependent care, new considerations for working from home or on the front lines, nutrition, mental health and combating the effects of loneliness and isolation.

GO TO LINK

Work-From-Home Playbook Adjusting to the rapid shift to remote working was difficult for employees and employers alike. This sudden change of routine, along with the added stress of the pandemic, presented an array of challenges that left many seeking a one-stop-shop for support. To help organizations navigate this new world of working, we put together a comprehensive public-facing resource to boost productivity, mindfulness, resilience, sleep, nutrition and physical activity.

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VP Passport Recognizing the critical need for a configurable tool that employers could use to keep their workplace and their people safe in their return-to-workplace plans, we launched VP Passport in June 2020 to align with the new world of workplace safety. Complete with screening, reporting, live support, partner solutions, a safety dashboard and more, this digital platform was created to meet the unique needs of each organization while adhering to national safety protocols to reinforce a smooth reopening process.

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Diversity, Equity and InclusionBetween the public examples of social injustice and the racial disparities underscored by COVID-19, businesses everywhere realized the urgent need to improve not only diversity and inclusion within their workforce, but also health equity at large. In response to this public health crisis, we turned to diversity, equity and inclusion experts like Dr. Aletha Maybank, Dr. Dexter Shurney and our newest Science Advisory Board member Dr. Jessica Isom to provide informed guidance for our in-app and online content and exclusive webinars as part of our THRIVEx extended series.

https://yourhomebase.virginpulse.com/coronavirus



https://community.virginpulse.com/work-from-home-playbook?utm_campaign=ASSET-2020-03-Work-From-Home-Playbook&utm_source=website&utm_medium=blog

https://community.virginpulse.com/work-from-home-playbook

https://community.virginpulse.com/vp-passport-return-to-the-workplace-solution?utm_campaign=CAM-2020-VP-Passport&utm_source=website&utm_medium=blog

https://community.virginpulse.com/vp-passport-return-to-the-workplace-solution

https://community.virginpulse.com/embedding-equity-at-the-institutional-level-dr-maybank-replay-gated

https://community.virginpulse.com/the-intersection-of-wellbeing-and-diversity-in-the-workplace

https://www.virginpulse.com/press/dr-jessica-isom-brings-real-world-clinical-experience-and-expertise-in-social-justice-health-equity-and-mental-health-to-the-virgin-pulse-science-advisory-board/


Winter ‘20 launchIn October 2020, we unveiled our most innovative product launch to date. Expanding on our Homebase for Health™ vision, we’ve added enhanced AI and machine learning, improved claims analytics and reporting, improve user experience (UX), benefits navigation, Apple Fit and Google Health integrations, gaps in care solutions, deep condition management and digital therapeutics offerings, live services and refreshed and newly developed Diversity, Equity & Inclusion (DE&I) content.

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Digital Therapeutics (DTx) solutionsNoticing the higher rates of hospitalization and death in those living with chronic conditions, the novel coronavirus raised major concerns over the severity and prevalence of chronic disease worldwide. While the shift to a preventive approach to medicine may be slow, digital therapeutics solutions like the recently launched VP Transform for Prediabetes and VP Transform for Weight Management help individuals take charge of their health and prevent, delay or reverse the onset of chronic conditions like type 2 diabetes, obesity and high blood pressure.

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THRIVExAs organizations sought out expert guidance for the wellbeing of their people and their business, we launched our first virtual Thrive Summit experience throughout June 2020. Thought leaders such as public health and nutrition expert Dr. David L. Katz, happiness expert Dr. Laurie Santos, health policy expert Dr. Martin Makary and more shared their insight into important topics in all areas of health, wellbeing, employee engagement and resilience.

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VP+ Partner Offer With an overwhelming abundance of wellbeing point-solutions available today and a rapid adoption of digital health, we created an easy, fast and cost-effective means of selecting and delivering the resources your people need, all in one place. With the option to include four or all seven of our pre-vetted and integrated partners, our VP+ packages include solutions for physical activity, financial wellbeing, musculoskeletal health, family health, tobacco cessation, mindfulness and nutrition with up to 60% cost savings when compared to purchasing partner options separately.

GO TO LINK

https://www.virginpulse.com/press/winter20-launch-expands-homebase-for-health-vision/

https://www.virginpulse.com/homebase-for-health/

https://www.virginpulse.com/press/winter20-launch-expands-homebase-for-health-vision/

https://community.virginpulse.com/vp-transform-for-prediabetes-solution


https://community.virginpulse.com/vp-transform-for-weight-management-solution


https://thrivex.virginpulse.com/thrivex

https://community.virginpulse.com/thrivex-week1-the-truth-about-diet-and-disease-in-a-time-of-crisis-replay-gated

https://community.virginpulse.com/thrivex-week3-mental-health-happiness-replay-gated

https://community.virginpulse.com/thrivex-week4-preparing-for-the-future-of-covid-19-replay-gated

https://thrivex.virginpulse.com/thrivex

https://community.virginpulse.com/partneroffer?utm_campaign=CAM-2020-VP%20&utm_source=website&utm_medium=blog

https://www.virginpulse.com/press/icmyi-virgin-pulse-kicks-off-first-thrivex-virtual-summit-highlights-latest-homebase-for-health-innovations-including-vp-partner-service-vp-passport-return-to-workplace-solution-and-new/

https://www.virginpulse.com/press/icmyi-virgin-pulse-kicks-off-first-thrivex-virtual-summit-highlights-latest-homebase-for-health-innovations-including-vp-partner-service-vp-passport-return-to-workplace-solution-and-new/

https://community.virginpulse.com/partneroffer


Conclusion

A key goal of this paper is to reinforce the importance of maintaining healthy lifestyle routines and stability in our lives.

Changes in our physical, mental, financial or social health have had a significant impact on employee risk for severe COVID-19 outcomes and have been shown to significantly disrupt working lives. Now more than ever, employers have a responsibility to understand the most effective ways to help and connect with their employees and provide support to improve personal and business resilience.

Creating a stable environment for employees through clear communication and thoughtful action can dramatically change workers’ lives, while also determining how an organization adjusts to a new normal. 2020 has undoubtedly made an impact on the entire population, and it is imperative we learn from the negative disruptions COVID-19 has caused. Regardless of how an organization has been forced to deal with COVID-19, the consistent message the data has shown us is take care of your employees and they will take care of your business.

Learn more at virginpulse.comFind us on facebook | twitter | linkedin

Ready to take your employee wellbeing program to the next level? Talk to an expert at Virgin Pulse to get started.

http://virginpulse.com

http://facebook.com/virginpulse

https://twitter.com/VirginPulse

https://www.linkedin.com/company/virgin-pulse

https://www.virginpulse.com/schedule-your-demo-of-virgin-pulses-industry-leading-software/


AppendixOverall Survey ResponsesHas it been difficult to focus on work since you first learned about the coronavirus?

Yes No I’m not sure Not applicable or prefer not to say

Total sample size

36% 52% 7% 4% 73,199

How has the amount you are working changed because of the coronavirus situation?

I am working the same amount

I am working less I am working more I am not working at the moment because of the coronavirus situation

Does not apply Prefer not to say Total sample size

50% 19% 25% 3% 2% 1% 73,084

How has where you are working changed because of the coronavirus situation?

I am now working from home

I am now working from a different location

No change Other I am not able to work

Prefer not to say Total sample size

47% 3% 31% 13% 3% 2% 73,011

Have you struggled or do you anticipate struggling to meet a financial need because of the coronavirus situation?

Yes No I’m not sure Prefer not to say Total sample size

17% 60% 19% 3% 71,719

How would you compare your eating habits during the coronavirus situation with your eating habits before the coronavirus situation?

Much less healthy Somewhat less healthy

No change Somewhat more healthy

Much more healthy Total sample size

11% 31% 33% 19% 6% 71,717

How confident or not confident are you in your employer’s ability to respond to the coronavirus situation?

Not at all confident Not very confident Somewhat confident Very confident Prefer not to say Total sample size

2% 5% 28% 61% 4% 70,145


Compared with your stress level before the coronavirus occurred, how would you rank your current stress level on a scale of 1 - 10? 1 being much less stressed, 5 being no change, and 10 being much more stressed.

More stressed Similarly stressed Less stressed Total sample size

60% 36% 5% 60,585

*More stressed: 7 – 10; Similarly stressed: 4 – 6; Less stressed: 1 – 3

Please agree or disagree with the following statement: Virgin Pulse is helping me navigate the coronavirus situation

Neither agree nor disagree

Strongly disagree Somewhat disagree Somewhat agree Strongly agree Total sample size

51% 7% 7% 28% 7% 2,405

Please agree or disagree with the following statement: Virgin Pulse is helping me stay active and healthy during the coronavirus situation

Neither agree nor disagree

Strongly disagree Somewhat disagree Somewhat agree Strongly agree Total sample size

36% 7% 6% 34% 17% 65,790

Age GroupsHas it been difficult to focus on work since you first learned about the coronavirus?

Age Group Yes No I’m not sure Not applicable or prefer not to say

Total sample size

18 – 29 45% 43% 9% 3% 5,244

30 – 39 45% 43% 8% 4% 15,244

40 – 49 40% 51% 7% 3% 18,857

50 – 59 32% 57% 7% 4% 21,870

60+ 27% 60% 7% 6% 11,984


Age Group I am not working at the moment because of the coronavirus restrictions

I am working more

I am working less


Prefer not to say

Does not apply Total sample size

18 – 29 3% 21% 24% 51% 1% 1% 5,239

30 – 39 3% 25% 20% 49% 1% 1% 15,229

40 – 49 3% 28% 19% 49% 1% 1% 18,836

50 – 59 3% 26% 18% 52% 1% 1% 21,828

60+ 4% 20% 19% 53% 1% 4% 11,952



Age Group No change I am now working from home


I am not able to work

Other Prefer not to say

Total sample size

18 – 29 34% 44% 4% 3% 12% 2% 5,232

30 – 39 30% 50% 4% 3% 11% 2% 15,212

40 – 49 30% 49% 4% 3% 12% 2% 18,822

50 – 59 31% 46% 3% 3% 15% 2% 21,812

60+ 33% 41% 3% 4% 17% 2% 11,933


Age Group No Yes I’m not sure Prefer not to say Total sample size

18 – 29 58% 20% 19% 3% 5,047

30 – 39 57% 20% 20% 3% 14,847

40 - 49 58% 19% 20% 3% 18,473

50 – 59 61% 16% 19% 4% 21,552

60+ 67% 13% 16% 4% 11,800


Age Group Much less healthy Somewhat less healthy


Much more healthy

Total sample size

18 – 29 13% 33% 28% 20% 6% 5,045

30 – 39 13% 32% 29% 20% 6% 14,850

40 – 49 12% 32% 31% 19% 6% 18,470

50 – 59 10% 31% 35% 19% 5% 21,551

60+ 7% 28% 41% 19% 5% 11,801


Age Group Not at all confident

Not very confident

Somewhat confident

Very confident Prefer not to say Total sample size

18 – 29 3% 8% 35% 51% 3% 4,893

30 – 39 2% 6% 32% 56% 3% 14,476

40 – 49 2% 5% 28% 61% 4% 18,125

50 – 59 2% 4% 26% 65% 3% 21,127

60+ 2% 4% 25% 65% 5% 11,524



Age Group More stressed Similarly stressed Less stressed Total sample size

18 – 29 62% 34% 4% 4,315

30 – 39 64% 31% 5% 12,926

40 – 49 62% 33% 5% 15,893

50 – 59 58% 38% 5% 17,964

60+ 53% 43% 5% 9,487

*More stressed: 7 – 10; Similarly stressed: 4 – 6; Less stressed: 1 – 3


Age Group Neither agree nor disagree

Strongly disagree Somewhat disagree

Somewhat agree Strongly agree Total sample size

18 – 29 48% 14% 10% 22% 6% 291

30 – 39 53% 8% 9% 23% 6% 604

40 – 49 49% 6% 6% 32% 7% 639

50 – 59 51% 6% 5% 32% 7% 625

60+ 51% 6% 7% 28% 8% 246


Age Group Neither agree nor disagree



18 – 29 35% 6% 7% 36% 17% 4,403

30 – 39 36% 7% 6% 35% 16% 13,405

40 – 49 36% 7% 6% 34% 17% 16,997

50 – 59 35% 7% 6% 35% 18% 19,951

60+ 37% 7% 6% 33% 18% 11,034

GenderHas it been difficult to focus on work since you first learned about the coronavirus?

Gender Yes No I’m not sure Not applicable or prefer not to say

Total sample size

F 39% 49% 8% 5% 49,823

M 30% 59% 7% 3% 23,343



Gender I am not working at the moment because of coronavirus restrictions

I am working more

I am working less


Prefer not to say


F 3% 24% 20% 50% 1% 2% 49,738

M 3% 27% 17% 51% 1% 1% 23,314


Gender No change I am now working from home




Total sample size

F 30% 47% 4% 4% 14% 2% 49,684

M 33% 45% 3% 3% 12% 3% 23,295


Gender No Yes I’m not sure Prefer not to say Total sample size

F 59% 18% 20% 4% 48,821

M 64% 16% 17% 3% 22,867


Gender Much less healthy Somewhat less healthy


Much more healthy

Total sample size

F 13% 33% 31% 18% 5% 48,823

M 7% 26% 38% 22% 6% 22,863


Gender Not at all confident

Not very confident

Somewhat confident


F 2% 5% 28% 63% 4% 47,768

M 3% 6% 30% 58% 4% 22,346


Gender More stressed Similarly stressed Less stressed Total sample size

F 63% 32% 5% 41,206

M 52% 43% 5% 19,349

*More stressed: 7 – 10; Similarly stressed: 4 – 6; Less stressed: 1 - 3



Gender Neither agree nor disagree



F 49% 7% 8% 29% 8% 1,611

M 54% 8% 6% 26% 6% 794


Gender Neither agree nor disagree



F 36% 7% 6% 34% 18% 44,871

M 35% 7% 7% 35% 17% 20,888

Industry ResultsHas it been difficult to focus on work since you first learned about the coronavirus?

Industry No Yes I’m not sure Not applicable or prefer not to say

Total sample size

Consulting 50% 40% 8% 3% 724

Educational Services 43% 44% 7% 6% 3,790

Engineering 57% 34% 7% 2% 1,865

Finance/Banking 54% 37% 7% 3% 3,679

Government 47% 41% 7% 4% 5,963

Healthcare & Social Assistance

52% 37% 7% 4% 20,281

Hospitality & Entertainment

56% 29% 8% 7% 1,254

Insurance 57% 33% 7% 2% 5,529

Manufacturing & Construction

55% 33% 7% 5% 11,637

Other 51% 36% 7% 6% 3,910

Retail 52% 34% 7% 7% 2,748

Technology 51% 38% 8% 3% 9,268

Transportation 56% 31% 6% 8% 369

Utilities 55% 33% 8% 4% 2,182



Industry I am not working at the moment because of coronavirus restrictions

I am working more

I am working less


Prefer not to say


Consulting 1% 31% 17% 50% 1% 0.4% 723

Educational Services 5% 26% 27% 39% 1% 2% 3,782

Engineering 1% 22% 10% 66% 1% 1% 1,863

Finance/Banking 1% 37% 10% 51% 0.3% 1% 3,674

Government 3% 24% 20% 50% 1% 2% 5,953


2% 17% 28% 50% 1% 2% 20,240


9% 28% 16% 44% 1% 2% 1,251

Insurance 0.3% 29% 5% 64% 1% 1% 5,520


5% 24% 19% 49% 1% 3% 11,624

Other 6% 25% 19% 48% 0.4% 2% 3,905

Retail 11% 27% 20% 40% 1% 2% 2,743

Technology 1% 33% 13% 51% 1% 1% 9,257

Transportation 8% 29% 16% 45% 1% 2% 368

Utilities 2% 30% 14% 51% 1% 2% 2,181


Industry No change I am now working from home




Total sample size

Consulting 25% 64% 2% 0.4% 8% 1% 723

Educational Services 14% 63% 4% 5% 12% 1% 3,779

Engineering 26% 54% 3% 1% 15% 2% 1,865

Finance/Banking 19% 69% 2% 1% 8% 1% 3,678

Government 20% 58% 4% 4% 12% 2% 5,945


49% 19% 6% 3% 20% 3% 20,200


35% 38% 2% 9% 14% 3% 1,247

Insurance 14% 80% 2% 0.4% 4% 0.3% 5,526


32% 44% 2% 5% 13% 3% 11,609

Other 26% 51% 3% 6% 13% 1% 3,897

Retail 30% 41% 2% 11% 13% 3% 2,740

Technology 25% 62% 2% 1% 9% 1% 9,254

Transportation 30% 46% 2% 9% 11% 1% 368

Utilities 22% 59% 6% 2% 8% 3% 2,180



Industry No Yes I’m not sure Prefer not to say Total sample size

Consulting 54% 18% 23% 4% 711

Educational Services 59% 17% 20% 4% 3,719

Engineering 75% 7% 15% 3% 1,838

Finance/Banking 67% 11% 20% 3% 3,574

Government 65% 14% 18% 3% 5,859


55% 22% 19% 3% 19,883


58% 21% 17% 4% 1,231

Insurance 66% 13% 17% 3% 5,438


61% 16% 19% 4% 11,367

Other 59% 17% 21% 3% 3,849

Retail 54% 23% 20% 3% 2,683

Technology 61% 15% 20% 3% 9,086

Transportation 53% 22% 19% 6% 357

Utilities 65% 15% 16% 4% 2,124


Industry Much less healthy Somewhat less healthy


Much more healthy

Total sample size

Consulting 11% 32% 31% 21% 5% 711

Educational Services 11% 34% 29% 21% 6% 3,718

Engineering 8% 27% 37% 23% 5% 1,835

Finance/Banking 11% 34% 27% 22% 6% 3,574

Government 12% 32% 31% 20% 5% 5,857


13% 32% 35% 15% 5% 19,880


10% 28% 37% 18% 6% 1,230

Insurance 12% 33% 27% 21% 7% 5,443


8% 27% 38% 21% 6% 11,372

Other 11% 33% 31% 19% 6% 3,846

Retail 11% 30% 33% 19% 6% 2,682

Technology 9% 31% 31% 22% 7% 9,087

Transportation 9% 22% 39% 22% 8% 357

Utilities 10% 30% 31% 23% 7% 2,125



Industry Not at all confident

Not very confident

Somewhat confident


Consulting 2% 4% 27% 65% 2% 698


Engineering 2% 5% 31% 59% 3% 1,806

Finance/Banking 0.5% 3% 22% 74% 2% 3,461

Government 3% 7% 34% 52% 3% 5,747


2% 6% 30% 59% 4% 19,447


4% 7% 29% 55% 6% 1,195

Insurance 0.5% 2% 19% 77% 1% 5,359


3% 6% 30% 55% 5% 11,083

Other 2% 6% 31% 57% 4% 3,768

Retail 3% 6% 30% 57% 4% 2,621

Technology 1% 3% 24% 68% 3% 8,896

Transportation 6% 6% 30% 53% 4% 342

Utilities 2% 5% 26% 64% 4% 2,077


Industry More stressed Similarly stressed Less stressed Total sample size

Consulting 66% 31% 3% 654

Educational Services 62% 31% 7% 3,227

Engineering 48% 46% 6% 1,532

Finance/Banking 60% 35% 4% 3,263

Government 58% 36% 6% 5,047


63% 34% 4% 15,274


55% 40% 5% 1,019

Insurance 59% 36% 5% 5,214


55% 40% 5% 9,453

Other 60% 36% 5% 3,291

Retail 61% 34% 5% 2,251

Technology 62% 34% 4% 8,161

Transportation 56% 36% 8% 312

Utilities 57% 38% 5% 1,887

*More stressed: 7 – 10; Similarly stressed: 4 – 6; Less stressed: 1 - 3



Industry Neither agree nor disagree



Finance/Banking 55% 16% 10% 17% 3% 309

Government 56% 8% 7% 24% 5% 477


42% 6% 11% 34% 7% 190

Insurance 54% 7% 6% 27% 6% 420

Technology 47% 5% 6% 32% 10% 1,009


Industry Neither agree nor disagree



Consulting 32% 4% 6% 39% 19% 680


Engineering 30% 7% 6% 41% 16% 1,758

Finance/Banking 36% 7% 5% 34% 18% 3,042

Government 35% 7% 6% 34% 17% 5,138

Healthcare & Social 37% 8% 6% 32% 17% 18,708


40% 7% 6% 32% 15% 1,139

Insurance 42% 6% 6% 31% 16% 4,804


32% 6% 6% 37% 20% 10,766

Other 36% 6% 6% 37% 15% 3,681

Retail 31% 5% 5% 36% 22% 2,532

Technology 37% 6% 6% 35% 15% 7,619

Transportation 40% 5% 3% 32% 20% 328

Utilities 32% 6% 4% 38% 20% 2,021


About the Authors and ContributorsVirgin Pulse Institute

David Ho Data Scientist, VP Insights Team

David, a native of New Zealand, joined Virgin Pulse via the Global Corporate Challenge in 2015, and has pursued a career path covering a broad spectrum of Data Science disciplines into his current role. David manages and contributes to analysis, research and model development projects. David holds an MS in Business Analytics from Boston University.

Amina Brown Data Scientist, VP Insights

Amina joined Virgin Pulse in 2017 and worked in complex reporting, analytics projects and tool development prior to this COVID research. A graduate of the University of Vermont, Amina returned to full time studies to pursue a Master’s degree in Data Visualization at the Parsons School of Design at the time of this publication.

Andrew Jacobus Vice President, VP Institute

Andrew leads the Insights and Data Science team at Virgin Pulse. He joined VP in 2016 with a background in Analytics and Strategic Planning, bringing experience from across several industries and an emphasis on delivering predictive and prescriptive data to support critical business decisions. He holds an MBA from the Cox School of Business at Southern Methodist University.

Virgin Pulse Science Advisory Board

Mary Marzec PH.D Expert in Social & Environmental Determinants of Health, Population Health, Culture

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Dr. David C. Batman MSC, MB.CHB., D.R.C.O.G., D.I.H., MFOM, FFOM Specialist Consultant in Occupational Medicine

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Gary Smithson MD, MBA Virgin Pulse Medical Director

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https://www.virginpulse.com/saboard-members/mary-marzec/

https://www.virginpulse.com/saboard-members/dr-david-c-batman/

https://www.virginpulse.com/saboard-members/gary-smithson/

Documents

How the 2020 COVID-19 Pandemic Has Disrupted Wellbeing and