Good afternoon, everyone. Thank you for joining us, and welcome to today's webinar. I'm Lydia Fern, I'm a partner at LCP, and I'll be chairing today's session. And with me, I've got three of my colleagues. But before we do start, I just want to talk through with what you can see on the screen in front of you. So you should be able to see the slides and the speakers and you should also be able to see our BIOS and contact details. So please feel free to use those if you want to follow up afterwards. Subtitles or closed captioning is available. You just need to click CC in the media player to enable the captions and then blue means it's on. Captions are live, so the accuracy may vary, but it does its best to keep up with what we're saying. There's also a resources list so you can see more of the materials on the topic and and find some information and blogs to give you some some information for you. 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So firstly, Heidi Allen, Heidi is head of financial well-being at LCP and she focuses on supporting employers with the well-being of their workforce by supporting the design of their strategy through to providing sessions to the employees directly. Stuart McDonald says. Stuart is a partner and Head of Longevity and Demographics practice at LCP and he helps clients understand the impact of wealth, sorry health and mortality on their employees and members. And finally, Alex Waite Alex is a partner in the corporate practice with the responsibility for the communications team. Alex advises a wide range of companies, from very large multinationals to smaller personal companies on their communication strategy and implementation. So that's the team for you here today. Going on to the agendas, what we're going to cover over the next 45 minutes. So firstly, Heidi is going to look at the employee needs and the role of the workplace. Then Stuart's going to speak about the expectation versus reality, looking into the future around demographics and what people are actually doing. And finally, Alex will take us through effective communication and the role of artificial intelligence, which is a hot topic at the moment. And then at the end of all of that, we're going to do a group discussion and answer any questions that you have. So please feel free to ask questions as we go through the presentations. So that's all from me for now, but I'll hand you over to Heidi. He'll, he'll kick us off. Lovely. Thanks, Lydia, and good afternoon, everyone. Really, really do appreciate you joining us today. So what I wanted to do is just spend a few minutes just talking to you about some of the insights from our latest financial well-being research. So this is an annual study that we carry out every year and this is our fifth in the series. And that surveys 10,000 UK based employees right across all four of the devolved nations. And it really helps us to understand what's happening with the with individuals within organizations, but also how some of those challenges and some of those struggles impact them on a day-to-day basis, both inside of the workplace and their job productivity, but outside of the workplace as well. So what I wanted to share with you is just a few key insights from that latest research. You should be able to find a copy of it in the resources section. Or if anybody has any queries or questions or you want to pick up any aspects in particular, then please feel free, do reach out and we'll be very happy to pick that up with you separately. So what we've seen over the last few years is a real trend in rising levels of stress and anxiety amongst employees. So whilst this year we saw a slight decrease in stress levels, which is great compared to what we saw in 2023, we've still got three in four employees saying that they're feeling stressed. And that's obviously having a big knock on impact for those individuals. So one of those impacts is obviously their ability to perform their job and to perform as you want them to in the workplace. And just over half said that they feel financial pressure directly impacts their job performance. So actually, what does that mean for you and why is this something that you should be concerned about? Well, the research also found that two in 5 S 42% said they were considering taking a second job in the next 12 months. So what I've done for you here is I've given you a breakdown by salary because the general perspective is that it's either the youngsters or the lower earners that are impacted by financial, financial health issues. But actually, as you can see, this actually runs right across the spectrum. And it's actually, yes, the youngsters, sorry, the lower earners. But also, if you look at the two pink bars or the two darker bars further down the graph, you can actually see that this is a significant problem for higher earners as well. So we just want you to think about your own organizations and think about your own senior leaders and your own managers, and just think about what impact it would have on your business and your teams directly if two in five of your senior leaders were in this situation and we're considering taking a second job. So what we also did this year was we focused on home ownership and we looked at levels of financial confidence and capability. And this was actually quite interesting looking at the different levels of confidence in dealing with everyday money between those that are homeowners either with or without a mortgage and those that are in some form of rental accommodation. So as you can see here, we've we've got quite a significant difference here between those two groups. But again, we've got a significant proportion of people. So two in five homeowners who don't feel confident managing their money every day and three in five of those in rental accommodation who don't feel confident. So that in itself is quite interesting. So overall we're looking at around half of those that we spoke to. So remember this is 10,000 UK based employees, around half of those don't feel confident dealing with their everyday money. So actually that's quite interesting in itself. But then when you add that next level of detail on and actually one in three that we spoke to said that they self identified as having some form of diverse need. Now diverse needs incorporate things like autism and ADHD. So those neuro diverse needs, but also other forms of complexity. So that could be having a physical or a mental health impairment, or it could be having a physical health disability, or it could be any number of things, including those who require communication to take place in a slightly different way. So for example, those who may have dyslexia or dyspraxia, for example. And as you can see here, we see a significant rise in those who don't feel confident dealing with their everyday finances where there's that added level of complexity. So from your perspective as in as organizations, as employers, as team leaders, team managers, it's really interesting to think about your own communication within your organization and how you disseminate information and how that's received by your employees. Now, I won't steal his Thunder, but Alex will come on to a little bit more around different elements of communication as we move further through. But I thought that was just really useful position and it stood out for me as something quite eye opening when I was going through the data. So let's have a think about the workplace and the role of the workplace in supporting employees. So these are employees who agree with the following statements. So on the left hand side, those first three blocks for those that are able to see colour, the dark blue for those that aren't able to see colour. It's the first 3 to the left hand side where we're looking at those who feel their workplace is supported for their mental health, their physical health and their financial health. And that's around sort of the the 50 to 55% who agree. So that's great. We can really celebrate some of the great work that a lot of organisations are doing there. But actually there's still a way to go because we've still got roughly 2 in five who don't feel their workplace is supportive. So again, lots of great work. We've still got some way to go. And then the next two, so Section 4 and Section 5, again, for those that can see color, the brighter blue. For those that can't, it's the ones in the center where we're looking at those who feel their employer cares about them and those that are motivated by the reward and benefits that are put in place. And again, you can see there where we're around about the 50% mark, just slightly under and just slightly over. So again, lots of great progress that we've seen over the last few years in this regard. But again, there's still a little way for us to go. And then on the right hand side, again for those that are able to the pink boxes for those that aren't, it's the two on the far right hand side where we're looking at those who say they worry about money every day or most days and those that are concerned about their financial future. So again, when we're thinking about benefits and we're thinking about future financial planning and retirement choices, we've got quite a number, again around 5253% who don't feel comfortable dealing with their with that financial future. So one way we can do this is actually to build knowledge, because knowledge builds confidence, confidence builds capability, and ultimately capability builds financial resilience. So one thing that we can all do is in as organizations and supporters for our employees is actually think about how we can build that knowledge, how we can build that awareness and the understanding and financial education and knowledge building is a really great way that we can do that. And actually, for a lot of us, it could just be re communicating the benefits that you've already got in place rather than having to do something as a big project over and above what you're doing already. But without reading through them all in detail, you can see here that these are employees who said that they feel having access to knowledge building through the workplace would support their confidence in making decisions, their ability to better understand those retirement and later life choices. And it helps them to be able to handle the unexpected when some of those things come our way. And what I'd like to leave you with finally, before I hand over to Stuart, is just thinking about retirement in particular and just thinking about the different cohorts that we have within the workplace now. So yes, we have the older generations who typically may well have been lucky enough to have some DB pensions, but largely DC. And then we've got the youngsters who have largely benefited from auto enrolment and at least saving something towards their retirement a lot earlier than some of their other colleagues. But what we've got in the middle is this really difficult section whereby they maybe probably don't have DB benefits because they missed that they entered the workplace after most of those schemes weren't available any longer. But they also haven't had the opportunity to really benefit from auto enrolment. And as you can see here, we've got a real mix of when people actually start saving for their retirement. So again, just something for you to think about in terms of the way you communicate and the way that you engage with your employees to think not only for today, but also for their future finances. So we'll pause there because that feels like a real nice place for me to hand over to Stuart to take you through the next section. Stuart. Thank you very much, Heidi. And, and yeah, that timing is, is ideal for me that, that point about the different generations in the workplace is, is where I guess I'll start and I'll come back to those difficult cohorts in the middle, which I guess maybe includes you and I, but, and you know, the implications for them as they as they face into retirement. But I thought I'd start with just a big macro level look at the UK population of England and Wales population I should say, the way that a demographer or an actuary or a statistician would look at it. So this is a population pyramid. We call them pyramids for historical reasons because they used to be. And indeed, a lot of the the demographic challenges that are facing as a country now relate to the fact that they are no longer pyramids. And and that we are seeing increasing challenges to support ratios as a result of a significant growth in the old and retired population without equivalent growth in the working age population and and an ever shrinking birth rate. Meaning that we we just don't have those kind of successive cohorts of people coming through that that will be the workers of tomorrow. So what does all this mean in terms of the the retirements that people need to fund? Well, there's going to be ever increasing population on the state. So the retirement age population as I say on the slide is set to double between 2020 fifty. So the first half of that has already happened. So it increased by about 40% between 2000 and and last year and it's going to increase by about another 40%, which takes us up to the doubling between last year and and 2050. And what does life look like? So that the typical retirees now living for about 20 years from the point of retirement. So crucially that is 25% longer than the previous generation. So just essentially that means there's 25% more retirement that needs to be funded. And as Heinie's already alluded to, there's typically less going into that that funding mechanism, particularly via pensions than there was historically. So less going in to fund a greater need in the future. And you know, in case you thought there was some demographic light at the end of the tunnel from, from COVID and unrelated, actually, you know, as dramatic as all that is the impact on life expectancy, it's, it's still small relative to the kind of longer term trend that has seen such significant increase in life expectancy over the last couple of generations. So as others have talked about, really good work by Andrew Scott and and and others, you know, this, this really threatens the viability of our historical model of life where you sort of study then, then work, then retire long. We're gonna need other solutions for the longer term to, to make the system sustainable. And I, I won't go into much more detail of that now. So if we move on to, I will move us on to the next slide. So before I sort of talk about those different generations and, and the experience of each, I think it's worth acknowledging that something can be lost in, in the talk of generations, the, the significant inequalities within them. So we have large and unfortunately worsening inequalities across the country. And you can look at this through many different lenses, through housing, through pensions, through health. But I'm actually going to start with life expectancy because that really captures everything in terms of giving us a single summary statistic that that indicates how long people are living and, and gives us an idea of how that's varying and, and the trends that we're seeing. So if I can start on the right. That map is from a paper published by another LCP colleague, Jonathan Pearson, Studdard in The Lancet a couple of years ago now and that is examining the different life expectancies, so the inequalities in life expectancy that we see across the country. So you can see that there are both regional inequalities but also at a much more micro level very significant inequalities, particularly in our large urban centres in our cities. You can get very significant changes in life expectancy in the space of a tube stop or a 5 minute walk in, in London as as you move from from 1 area to another and and how significant is that? To give you the extremes, there is actually a 27 year difference in life expectancy at birth between the most deprived parts of Blackpool and also the most the least deprived parts of Kensington and Chelsea. So that is a huge difference. It's giving you a life expectancy on average of 95 in those parts of Kensington and Chelsea versus 68 in in parts of Blackpool. So just think for a moment about the different implications when you're trying to talk to employees about retirement planning, when you've got some people for whom frankly, it's not a real question. Their life expectancy is roughly the same as as state pension age, up to people who need to be essentially planning for a three decade long retirement. And, and the the challenges of funding a retirement, which is almost as long as as your working lifetime. You know, just thinking about it in those sort of simple terms give you an idea of the amount of money that you potentially need to be setting aside and the chance on the left then. So this is showing you the change in the charts on the right. So what we're looking at is, is rather than just looking at how different life expectancy is between regions, we're saying how has life expectancy changed in the years running up to the pandemic? I don't want to bring in the the distortion from COVID-19 here. And unfortunately, despite the policies of successive governments to reduce the level of inequality that we see in the country, what that chance is showing you is that. Things have been going in the opposite direction. So the the people who've been seeing the greatest gains in life expectancy are the groups who are already living longer. So that's, that's the taller bars towards the right, the least deprived deciles which, which split the country up into 1010 groups here. And you can see on the left, much shorter, much, much shorter bars, smaller gains in life expectancy. And in fact, for the, for the poorest 10% of women, you can see life expectancy actually went backwards in that while while others in the country were were seeing gains. So all of this really I think shines a light on the importance of understanding who your workforce are, understanding the different demographics and what what's going on in their lives and, and the sorts of planning that that they should be doing. On the next slide, I just want to show you that the the differences in healthy life expectancy are even worse. So not only are those deprived groups living less long, but they're spending more years in poor health. Now healthy life expectancy is self reported and it's picking up mental health as well as physical health. So playing to some of the things that Heidi found in the survey, you know, about the importance of maintaining good mental health for the workforce as well as physical health, which is something we've probably made more progress on as as jobs have changed over the years. You can think about this in pensions terms as well. You know, how likely are employees from different groups to be in in good health as they approach retirement age? And you can see here just by looking at where the green lines cross the cross the black line, that it's really only in the least deprived groups that people on average are still in good health when they were teach when they reach their retirement age. As we move over towards the left of that chart, you can see that people's healthy life expectancy significantly shorter than the period that we expect them to remain in the workplace. There's lots of reasons for people being out of the workforce. And you know, there was a lot of talk early in the pandemic about the great retirement and LCP was actually one of the first to come out and push back against that narrative and and make clear that actually a lot of it was due to sickness, a big rise in sickness. And we've been doing quite a lot of work recently, joining up our health and sort of more actuarial and economic practices and talking about what the benefits would be to employers and from a societal lens of actually getting people back into good health and getting them back into the workplace. So you can see there the 73 billion economic benefit that could be achieved by reducing waiting lists. So talked a bit then about those inequalities within generation. Let's go back to different generations and you probably hear a fair bit from us about pensions. So I'm going to focus where where Heidi did on, on housing and and just look at how unequal the situation is with housing. I mean, this is widely talked about, but I don't think anything ever really brings it home as clearly as this chart does for me. It's showing you it's breaking up the population into five year birth cohorts and starting from where, from from peak home ownership essentially, which is among the baby boomers. So that group born 1946 to 1950 who achieved very, very high level 60% ownership by around age 30 and nudging up towards 80% by the time they hit retirement ages. But you can see how cleanly with every five year cohorts after them, people have been able to acquire homes and, and become homeowners at a later age and in lower numbers and, and are peaking at a lower level. So this isn't just about the older cohorts being older. This is comparing where people got to at each stage in the life course. And there's some really stuck stuff in here. So today's 30 year olds only half as likely to own their own home versus baby boomers at the same age. Meanwhile, one in six of those baby boomers have got a second home. You know, see enormous levels of inequality. And this will really play into the different decisions that different generations will need to be making about their retirement planning, what other assets they've got, whether they're likely to be paying rent in retirement. All of these things are really important considerations. And you can see this PPI number that the number of retirees in private rental accommodation likely to triple in the next 20 years. And on top of this, as you know, we are seeing reductions in pensions provision. We've talked about the reductions in DB and to Heidi's point earlier about that, that difficult generation, the Department for Work and Pensions think that over 40% of the group who will retire in the twenty 30s and 40s are going to experience a sharp drop in living standards. You know, just in terms of the the financial resources that are going to be available to them versus their their current expectations. So hopefully that gives you a view of the scale of, of the, the challenge. The next slide just kind of brings all that together. When people are making these planning decisions, when people are thinking about planning their their retirements, that is and, and, and has been called the hardest problem in finance. You can look at how life expectancy varies for groups and actuaries can have lots of fun building models of age, sex, socioeconomic group, year of birth and and tell you that the average life expectancy, but actually there is enormous individual variation within that. So you've got about a one in 10 chance of exceeding your life expectancy by 11 years. And if that happens, that's going to add a quarter of a million to the pot that you need to accumulate during your working life to produce the the PLSA moderate standard of living. So it's a really significant issue this this level of uncertainty. And unfortunately, over decades, there's been what the actuarial profession caused the great risk transfer. So these risks that were were held by employers and and the state gradually pushed to individuals who aren't really equipped to to manage them. So having given you a very glass half empty view of the challenges that face us, I'll, I think I'll hand over to Alex and hopefully he can start to point us towards some solutions. Thank you very much to it. Yeah, it's really clear that employees have got. Lots of daunting challenges ahead of them. So it's no. Wonder really that? Confidence is low as Heidi. 'S already explained in the survey. The good news is that when we deploy technology, we have found that we can really help employees to increase their. Confidence. What we find is that when we deploy technology, we really increase engagement with pensions and benefits and savings for all financial matters. Really. We get active decision making by the individuals, which really helps. And people go on the right path. And I think even more importantly, they know why they're on that path. They know why. They've made the decision that they have made. And that really? Helps boost their confidence so. Really. My job is to. Explain what we've been doing using tech and AI in order. To help boost that confidence and. Have people gaining that confidence? Well, I think the first. Thing for you to be aware of is that your employees are probably already using. Tech. And AI when they're. Making some of these decisions, you've probably heard of Martin Lewis. Most trusted man in UK finance and he's got an app get on your iPhone and if you go into that app and say yeah, I'm happy to be guided by AI, then it will to guide you using AI, using ChatGPT actually to point you at the little bits of information in his technology database that can help you. So AI is already being used by some of your employees. Almost certainly. And what we're talking about here is having more control of. That and making sure that. AI is being used in a sensible way. Because there are risks and you can't talk about technology and AI without. Talking about the risks, one of those risks is around deep fakes, so whilst. It's it's really true that. Martin Lewis is using AI in his app. It's not. True that he is encouraging you to invest in. Elon Musk's quantum investment and that. Is a deep fake. You can watch that video. There's a link at the bottom to get the link later, and you can watch that on YouTube and it's really persuasive. And what someone's done there is they've taken some video of Martin Lewis. They've used deep fake technology which is readily available. Now and created another video. That makes it look. Like he's saying something, send me your money and I think. Given that the bad guys. Are already upping their game and using AI it's incumbent upon. US. To also up our game and start using these tools in a positive and proactive way so the employees aren't. Caught out by this kind of thing. So how are we using? Tech. And AII mean in lots of different ways really, and in the interest of. Time I'm not going to. Go through all of their bullets on here. But we are. Using AI for governance. For employee engagement, for administration of pensions and benefits, and in other ways. On the left hand. Side of this chart you've. Got the stuff that we've. Literally doing right now. Been available, it's proven in the markets. And then as we move. Further to the right of this chart. You can see the things that everyone's. Working on now but haven't. Necessarily deployed yet, but we can see. The the path. That will get us there so very briefly. Happy to answer questions on. Any of these, by the way. But for now I'll just do. One item on each row. So meeting summaries, if you're getting together a benefits committee, then using AI to help you plan the agenda to listen to that meeting, do the notes of that meeting, do a brief summary for the people who missed the meeting. Maybe, you know, it's a really. Good. Use. I think it's increasingly just happening right now. I would encourage you to be really. Mindful about which tools you're. Using to do that, where is that data going, Particularly if you're discussing delicate benefits matters, and also. I've heard stories from too many clients. Already whereby they say, Oh yeah, we had ten of us in the room, we recorded the meeting and two of us just stayed behind. Have a quiet. Word about a certain. Employee and of course that all got recorded and that all went in the minutes and. Just don't let that happen to you. Because I don't want to hear that story again. Engagement. I mean, literally, we've just. Finished a major project 15. 1000 employees and we were using multimedia technology, online technology. On your phones lots of different ways. Of having. Members. Accessing the information, not just plain printed watch of paper. Through the. Letter box that never gets. Opened and so there's lots of tools now. Available for helping deliver content in lots of different ways, where Heidi mentioned that different people have. Different needs, different people want to absorb. Information in different ways. I'll talk more about that. In just a moment. I'll drill into engagement. More administration. What we're looking at both at. LCP but across the piece is having. Calls into a call center. Being listened into by AI so that that AI can help the individuals who are doing the administration where you know, doing all the clicking and. Calling out the forms that need to. Be filled in. If it's a, you know, death benefit that's being reported, you want that individual to be able to talk to the human being at the other end of the call, not be. Focused on almost supposed to. Click here or click here. And so I think AI deployed really well. You can actually increase the level of humanity between two people having a conversation rather than the AI getting in the way. And then finally just one other example effectively. What Martin Lewis is doing is saying. Right, I've got a well curated database of technology and technical information. I'll just put an AI over top of that and let people access that information using AI. So let me drill. Into the engagement aspect, I. Think one of the key. Things here is to think about. What we used to do in the old days. But what do I mean? I mean. 80s and 90s. When I was a 21 year old thinking during the pension scheme. I went down the road, down the corridor to. The pensions manager went into their office, talked to them about my pension and then the 1st. Year they said, oh, this is what's happened to your pension, You can't have that. One to one chat anymore with a real human being in their office doesn't work like that. But I think we can bring that back by having an AI which will do that job for you. In fact, we are doing that so you can have a personalized video. Most people will focus on a video which about a minute. Long so we focus on. Things a minute long or. We can make them. As long as you like and it talks about you, it will say, hey Alex, this is how much you saved this year. This is what your investment return. Was. Do you realize that most people at LCP are saving more than you into their pension? How about spending more on your pension? Saving click here if you. Want to find out more? So that kind. Of interaction is something that we're already doing and a number of organizations are finding that's really helping with engagement and even better. You can then take that analytics and you can. Use. It to refine your messaging. So you can segment to the. Populations more and more about what they want to hear. About and actually constantly evolve and improve. Your messaging using these digital. Interfaces and what you end up having is effectively a process whereby people are being prompted. Along a journey and I think ultimately. We will end up with towards automated administration. At the moment it's more semi automated administration, but that's the. Direction of travel. One of the most cutting edge tools is using AI chat. And this is a pension example that's out there. In the real world, it's an internally hosted by the organization who are using an AI model to answer pensions. Questions. Some of those might. Seem quite simple. When can I retire from my pension scheme? But if you have got. Lots of different strands. To your pension scheme and lots of different rules. Then actually, it's a relatively hard question, but you've got a database, all that information, boom, and AI can sift through that. And give you some answers. And this is already being deployed, admittedly at the moment. It's what we call beta. Testing, which means don't. Rely on the answers just yet, but hopefully. It moves you on and also we can also. Check what's. Being said on those so. That we can do a human review of the people that have the answers. This can. Be coupled with a tool. That we're using called LCP transpose and again you can develop a document which you say in written. Form. But then run that through an AI tool. Which we called LCP Transpose. Which will create a video of that written document or you can create a podcast of that written document that can then be reviewed. Put up on the website and people who want to. Listen to that when they're out walking, the dog can put it in their ears and listen to. People. Chatting about the document. It's not just a recording of the document, it's. People chatting about the document. What are the key findings obviously? You can do a recording of the document. Well, all that technology. Is available right? In the interest of time, I will briefly cover what the risks are, because. I need to just mention you've got data that needs to be well. Protected in. Technology and AI Environment AI will be. Biased. Sam Altman, who runs Open AI, has said AI is. Always going to exhibit bias. But maybe, hopefully, it'll exhibit less bias. Than human beings making decisions. Think about that. AI does make hallucinations, which. I think you and I would normally. Call that getting stuff wrong, but in the technology jargon they call it hallucinations. Yeah, these are things that. We're working on that's why. When we deploy these, we. Do them ever so carefully. There's regulation coming down the tracks. The EU have already issued legislation and of course we need to make sure that the AI isn't taking. Humans out of the loop? As I mentioned earlier, it needs to make sure that we're freeing up. Time for the humans. To do the human. Stuff. So. So what? Well, I'll leave you with these. Few thoughts. Firstly, do. Think about using technology and. AI to increase member confidence. Think about your audience. How do they want to consume a content? Be aware of the risks. That's why our experience is so helpful, because we've been through this loop before. And really just take people by the hand and lead them through this journey to increase their confidence. With that, I will hand you back over to Lydia for the fireside chat and Q&A. Thanks so much. Thank you all. Really insightful, really interesting conversation there. We're quite short of time actually today, so we haven't got too long. But there is, I said please do keep asking your questions. We can pick them up afterwards as well. But just to kick us off, I was, I've been thinking about everything you've been saying and that the fact is for companies, it's actually quite hard to work out where is the best place to spend the budget that you have to really engage with your employees and think about what's best for them. And this links into a question that has been asked as well. So maybe, Heidi, you can start and Alex Stewart, please do pitch in as well. Is there anything in particular that you've seen really impacts employees today? But practically, what can companies do? And is AIA part of that journey? So I think the question was around can we, can we build AI solutions to get employees to really make their own decisions with what they want? So, Heidi, maybe you start first. Yeah, absolutely. So I think anything we can do to help make that decision making process come from a more well informed place is a is a good thing. So I think the more education and information sharing that we can have will enable people to be able to make those right choices. And I think in terms of sort of the flexibility over those choices, I do think there is an element of of default. So, so doing it for them when it comes to some of the fundamentals. But absolutely everyone's circumstance is different. As both Stuart and Alex have alluded to, everyone's circumstances is different. So actually being able to give people the opportunity to do what's right for them. Just because you've got 230 year olds to a female, for example, you can't assume that they're both either married or in a in a long term relationship. Likewise, you can't assume whether they have or they don't have children. You can't also assume whether they're a home owner, whether they're a renter or whether they're living with other people. So really it's about building up their understanding of what's available, what support is there and when is it appropriate to be able to use those different elements. So for me, it all comes back to that education and information flow. And is there anything so Heidi, just thinking about like you talk about building confidence, like how, how do you, how do you see companies do that? So again, it's there's lots of different ways we can, we could do 1 to one drop INS. They, they seem to be really popular and following on from obviously what Alex and Stewart mentioned around having that face to face interaction with someone that's so vitally important. So we do see those working really well within organizations. Likewise, giving people snippets of information. So whether that is video content, whether that is printed content, whether that is animations, whatever it is, I think it's about the repetition of the message. But the crucial thing is making it easy for people to be able to find the information when they need it. That's the element that's going to make it the most valuable for employees in particular. Amazing. And Alex, do you have any thoughts particularly like solutions AI from employees and, and one question is coming in around that as well, navigating the risks and allowing people to use AI in the, in the way that they believe it's going to give them the answer that they need. Yeah. No, I can see that that that question and it's a really useful one because it's saying asking how do you balance the risks of using AI against what I would say is the risk of not using AI. And I think it's challenging. I think in the pensions and benefits industry, we've been slow to be proactive and adopt some of these. Technology. Technological solutions. Banking industry, for example, is way ahead of us and I think we need to be more. Mindful of what's the. Damage of not helping people using technology. So for example, people are getting petrified and confused about making at retirement decisions. But should they do draw down or should they annuitize? And the pensions industry has been saying, oh, that's a bit. Hard. Not sure what. You know that we go, we don't want to go there. I don't want to do anything. I think that's wrong. I think we can do better. I think we can get in there. We can use AI, we can help people. And it might not be. Perfect, but it's much, much. Better than doing nothing and I would just say, you know, don't let perfect be at the enemy. Of the good and go. Out there and do some good. Fabulous. And and finally, Stuart, I was just thinking about all the difference of movements of the population, what's happening and those people that are coming through to retirement now in the DC space. Is there anything particular you can see that in the trend wise that maybe companies should think about that their employees will be grappling as they come through into their later life? Yeah. So I, I think I would just emphasize that the significant generational differences. So don't look at your recent retirees and assume that because they've had good outcomes, assuming for many companies that will be the case. Don't assume because your recent retirees have had good outcomes that the next generation that retire over the next couple of decades will be. Be mindful of the large differences in pension provision, the differences in housing situation and general financial resilience and the fact that they are looking at longer periods in retirement, longer lives, not necessarily healthier lives and and dealing with later state pension ages. So be mindful of the scale of the challenge. Amazing. Well, unfortunately we've come to the end of the webinar now. That's gone so quickly. We really hope you've enjoyed it. Please do keep asking any questions and access the resources. Please get in touch with us if you want to speak about anything in particular. When the webinar ends, the screen will prompt you for a feedback. A survey said. Please do fill that in. It really helps us for future webinars. But thank you all for joining us. Really appreciate it. Have a lovely rest of the afternoon and goodbye. _1734101406528