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Employee Assistance Programs: Adding Estate Planning Support to EAP Services

· 22 min

Executive Summary

Estate planning support represents an underexploited and evidence-based extension of Employee Assistance Programme services. With 56% of UK adults lacking a will, financial stress costing employers an estimated GBP 51 billion annually, and EAP utilisation reaching only approximately 12% despite rising provision, there is a convergence of unmet need and underused infrastructure.123 The April 2027 inclusion of unused pension funds and death benefits within inheritance tax creates a direct link between workplace pension arrangements and estate planning that transforms this from a discretionary benefit into an operational governance matter.4 This article equips wellbeing managers and HR directors with an evidence-based framework for integrating estate planning into EAP service specifications, connecting the intervention to financial wellbeing data, the pension death benefit reforms, DEI objectives, and measurable return on investment.

1. The Financial Wellbeing Gap in UK Workplaces

Financial stress has become one of the most material and measurable risks to employer productivity in the United Kingdom. Deloitte's 2024 analysis estimated that poor mental health -- of which financial anxiety is a significant contributor -- costs UK employers GBP 51 billion annually through a combination of absenteeism, presenteeism, and staff turnover.2 The Health and Safety Executive's 2024/25 statistics reinforce the scale of the challenge: 964,000 workers suffered from work-related stress, depression, or anxiety during the year, contributing to 40.1 million working days lost across all categories of work-related illness and injury.5 The estimated annual cost to the economy of workplace injuries and work-related ill health reached GBP 22.9 billion in 2023/24.5

Financial wellbeing sits within this broader mental health landscape. The CIPD's financial wellbeing research indicates that 31% of employees report money worries negatively affecting their work performance, 19% have lost sleep due to financial concerns, and 15% have experienced stress-related health problems linked to their financial situation.6 Research from the Centre for Economics and Business Research (September 2023) estimates 13 million working days are lost annually due specifically to absences caused by a lack of financial wellbeing, equating to GBP 10.3 billion in lost output.78 Industry surveys suggest that approximately 59% of employees consider financial concerns a barrier to performing at their best, though estimates of the broader productivity cost of financial stress vary significantly across sources.8

The Reward and Employee Benefits Association's Financial Wellbeing Research 2025 paints an increasingly stark picture. Only 29% of employees feel hopeful about their financial situation, down from 60% in 2024.9 Among the 223 reward professionals surveyed -- representing approximately 1.3 million employees -- 76% identified employees not knowing where to start as the primary barrier to improving financial wellbeing support.9 Perhaps most significantly, 41% of employers acknowledge that their existing financial wellbeing support is unsuitable for employee needs.9 Analysis of UK job descriptions suggests fewer than 6% of employers offer even basic financial wellbeing benefits despite one in three employees reporting financial stress, though employer provision through non-advertised channels may be higher.10

The CIPD's Health and Wellbeing at Work 2025 report adds further urgency. Some 47% of employers report rising mental health-related absences, while average sickness absence has climbed to 9.4 days per employee per year, up from 7.8 days in 2023.1112 Presenteeism was observed by 87% of organisations in the preceding twelve months.12 While 57% of employers now have a standalone wellbeing strategy -- up 13 percentage points since 2020 -- and 74% report that senior leaders prioritise wellbeing, the gap between strategic intent and effective financial wellbeing delivery remains substantial.11

Estate planning anxiety is a discrete and identifiable component of this broader financial stress landscape. The absence of a will, uncertainty about pension death benefit nominations, the lack of lasting powers of attorney, and confusion about what happens to assets on death all contribute to the financial insecurity that employers are already spending resources to address. The question for wellbeing managers is not whether financial wellbeing requires attention -- the data is unequivocal -- but whether existing delivery mechanisms are configured to address the specific anxieties that affect the workforce.

2. EAP Provision and the Utilisation Challenge

Employee Assistance Programmes have become a standard component of the UK employer benefits landscape. The Employee Assistance Professionals Association UK estimates that approximately 14 million workers -- nearly half the workforce -- have access to an EAP through their employer.13 The CIPD's 2025 data shows that 79% of employers now provide an EAP, with provision having risen by 19 percentage points since 2018.1114 This growth in provision reflects employer recognition that mental health and wellbeing support is a strategic priority, not merely a welfare obligation.

However, the utilisation data reveals a persistent and material gap between provision and engagement. EAPA UK's ROI calculator data recorded a pre-pandemic average EAP utilisation of approximately 10.4%, based on over 2,000 calculations covering approximately 4 million employees.3 Utilisation subsequently rose to 11.4% in 2020-21 and reached approximately 12% in 2022, based on over 4,100 ROI calculator submissions covering 11 million employees.15 While this upward trajectory represents progress, the absolute level remains low relative to provision. Employee Benefits reporting confirms that 82% of employers report EAP take-up between 0% and 25%.14 The awareness gap compounds the utilisation problem: while 79% of employers provide an EAP, only 27% of employees realise one exists in their workplace.14

Gender disparities in engagement are notable. Only 29.5% of EAP calls come from men, despite one in three reporting work-related mental health issues.3 Delivery channel limitations may also contribute: 84% of EAP contact happens via telephone, with only 16% using digital options.3 These figures suggest that current EAP offerings may not align with the communication preferences and service expectations of a significant proportion of the workforce.

The measurement gap is equally concerning. Some 31% of UK companies have never evaluated their EAP's quality or effectiveness, and only 9% measure return on investment from their EAP service.316 This is despite robust evidence that EAPs deliver measurable returns. The EAPA UK ROI calculator demonstrated a GBP 7.27 average return per GBP 1 spent in 2019, updated to GBP 10.85 in 2022.16 Workers who used an EAP experienced a 27% decrease in absenteeism.16 ROI varies by sector, ranging from GBP 8.61 in transport and utilities to GBP 4.12 in agriculture.16

The utilisation challenge invites a structural question. If four-fifths of employers report that fewer than one in four employees engage with their EAP, the response should extend beyond awareness campaigns and digital access improvements to interrogate the relevance and specificity of the services offered. EAP services typically encompass counselling, legal information lines, financial guidance, and manager support. Yet if employees facing concrete financial stressors -- such as the absence of a will, uncertainty about pension nominations, or confusion about lasting powers of attorney -- do not recognise these issues as within the EAP scope, the service will remain underutilised regardless of how effectively it is promoted. Broadening the service offering to include tangible, outcome-oriented interventions may prove more effective than any marketing initiative in driving engagement.

3. Estate Planning as a Financial Wellbeing Intervention

The scale of the estate planning deficit in the UK workforce provides the evidential foundation for treating estate planning as a financial wellbeing intervention rather than a peripheral legal service. The Money and Pensions Service reports that 56% of UK adults aged 18 and over lack a will.1 The demographic breakdown is instructive: 75% of adults in their thirties are intestate, as are 65% of those in their forties.17 These are the working-age cohorts most likely to be accumulating pension wealth, purchasing property, and establishing dependants -- precisely the circumstances in which the absence of a will creates the most significant financial risk. Only 4 in 10 UK adults have a will despite owning property, and 24% of those without a will believe they lack sufficient wealth to warrant one.1718

Intestacy creates concrete and quantifiable burdens for employees and their families. Where an individual dies without a valid will, section 46 of the Administration of Estates Act 1925 (as amended) determines the distribution of the estate according to a fixed statutory hierarchy.1920 Critically, these rules do not provide for unmarried partners regardless of the duration of cohabitation.19 For employees in unmarried partnerships -- a demographic that represents the fastest-growing family type in the United Kingdom21 -- dying intestate means their partner has no automatic entitlement to any part of the estate. The practical consequences extend to property ownership arrangements, pension death benefit nominations, and access to financial accounts, creating an administrative and financial burden that falls on surviving partners at a time of acute grief.

EAP services are already structured to encompass the component elements of estate planning support. Standard EAP specifications typically include legal information telephone lines, financial guidance, and bereavement support.13 Estate planning represents a logical integration of these existing service categories rather than a requirement for new programme expenditure. EAP providers can facilitate will-writing referrals, lasting power of attorney guidance, death benefit nomination reviews, and practical bereavement support that includes estate administration signposting. The distinction between facilitation and advice is critical: EAP services should provide access to information, structured referral pathways, and practical guidance, not regulated financial advice or legal advisory services.

Emerging data on employee demand supports this proposition. US research from BenefitsPRO indicates that 66% of employees express interest in estate planning benefits, though only 38% of employers currently offer support in this area.22 While this data originates from the United States and should be interpreted with appropriate caution regarding UK applicability, it is indicative of a broader trend in employee expectations around holistic financial wellbeing support. Workplace will-writing services in the UK typically cost between GBP 100 and GBP 300 per will for basic provision, with comprehensive estate planning services commanding higher fees.23 When measured against the per-employee cost of financial stress-related absence -- derived from the GBP 10.3 billion in lost output across 13 million working days -- the investment case for will-writing referral services is favourable on a unit-cost basis.7

The positioning matters. Estate planning within an EAP context should not be framed as an additional discretionary benefit but as a tangible, outcome-oriented service that addresses specific employee anxieties. The completion of a will, the registration of lasting powers of attorney, and the review of pension death benefit nominations are measurable outcomes that distinguish estate planning from the more open-ended counselling services that form the core of most EAP offerings. For employees who may not perceive a need for counselling but do recognise the practical gap in their personal financial arrangements, estate planning could serve as an entry point that improves overall EAP engagement.

4. The April 2027 Pension Death Benefit Reform

The inclusion of unused pension funds and pension death benefits within the inheritance tax estate from 6 April 2027 creates an operational catalyst that elevates estate planning from a general wellbeing consideration to a workplace pension governance matter.4 This reform, confirmed through technical consultation completed in July 2025, introduces a direct link between workplace pension arrangements and IHT liability that will affect how employers communicate death benefit provisions and how employees make nomination decisions.

Under the reform, most unused pension funds and pension death benefits will be included within the deceased member's estate for IHT purposes.4 Personal representatives -- not pension scheme administrators -- will be liable for reporting and paying any IHT due, creating a potentially unfamiliar administrative burden for employees' families.4 A withholding mechanism permits personal representatives to direct scheme administrators to withhold up to 50% of benefits for up to 15 months to cover potential IHT liability.4

Key exclusions provide partial mitigation. Death-in-service benefits from registered pension schemes are excluded from the IHT charge, as are dependants' scheme pensions from defined benefit and contractual money purchase arrangements.4 The spousal and civil partner exemption is maintained, meaning that pension death benefits passing to a surviving spouse or civil partner remain IHT-free.4 However, for non-spousal beneficiaries -- including adult children, unmarried partners (unless covered by a valid will or trust arrangement), and nominated individuals -- the combined effect of income tax on pension drawdown and IHT on the capital value can produce an effective tax rate exceeding 60%.24

The estimated impact is significant at a population level. HM Government's analysis projects that 10,500 estates will become newly liable for IHT as a result of pension inclusion, with 38,500 estates facing increased IHT liability.4 The average liability increase is estimated at approximately GBP 34,000 per affected estate.4 The Exchequer impact rises from GBP 710 million in 2027-28 to GBP 1,665 million by 2030-31.4

For employers, the reform carries practical implications that extend beyond pension scheme governance. The Pensions Regulator and industry bodies have indicated that pension schemes may wish to communicate the changes to members, emphasising the importance of keeping death benefit nomination forms current.24 This communication obligation creates a natural entry point for broader estate planning conversations. An employee reviewing their pension death benefit nomination in anticipation of the April 2027 change is, by definition, engaged with a question about what happens to their assets on death -- the foundational question of estate planning.

HR directors and wellbeing managers have an opportunity to coordinate the pension communication strategy with the broader EAP and wellbeing framework. Rather than treating pension nominations as a standalone administrative exercise, organisations can use the April 2027 reform as the catalyst for a structured estate planning intervention that encompasses will-writing referrals, lasting power of attorney guidance, and a comprehensive review of death benefit nominations across all employer-provided schemes. The regulatory deadline provides genuine urgency and a clear communication hook that overcomes the behavioural inertia that typically prevents employees from engaging with estate planning.

5. DEI, Inclusive Benefits, and the Intestacy Risk

Inclusive benefits design requires that employee support programmes serve the full diversity of family structures within the workforce. Estate planning is an area where the gap between legal assumptions and lived reality creates disproportionate risk for employees in non-traditional family arrangements, making it a legitimate and underexplored component of diversity, equity, and inclusion strategy.

The intestacy rules of England and Wales, as set out in section 46 of the Administration of Estates Act 1925 (as amended), do not provide for unmarried partners, regardless of the duration of cohabitation or the existence of shared dependants.19 Cohabiting couples represent the fastest-growing family type in the United Kingdom, according to the Office for National Statistics.21 For employees in unmarried partnerships, the absence of a will means that their partner has no statutory entitlement to inherit any part of their estate. The entire estate passes according to a hierarchy that prioritises the married or civil partner (if any), children, parents, siblings, and remoter relatives. An unmarried partner of twenty years with shared children has no greater statutory entitlement than a stranger.

Employees with blended families face comparable complexity. Where an individual has children from a previous relationship as well as stepchildren in a current relationship, the intestacy rules distribute the estate only to biological and legally adopted children. Stepchildren have no entitlement under intestacy, regardless of the nature of the family relationship. Employees with international family structures may face additional cross-border succession complications without a valid will that specifies the applicable law and disposition of assets in multiple jurisdictions.

The caring dimension adds further relevance. Around one in seven UK workers has caring responsibilities, and caring responsibilities account for 26% of short-term absences alongside stress.2512 Employees with caring responsibilities face specific estate planning needs, including lasting powers of attorney for those they care for, provisions for the ongoing care of dependants, and arrangements for care funding. Paid carer's leave and access to EAPs are already recognised as entry points for supporting carers; extending that support to include guidance on power of attorney and will-writing is a logical and low-cost progression.25

The REBA Financial Wellbeing Research 2025 demonstrates that the benefits sector is moving toward data-driven approaches to inclusive design. Some 52% of employers now leverage data analytics to identify DEI gaps in financial wellbeing provision, and 86% of employers intend to implement financial wellbeing actions based on gender considerations within two years.9 Estate planning support is a concrete intervention that directly addresses an identified DEI gap: the legal framework's failure to reflect the diversity of modern family structures means that proactive employer-facilitated access to will-writing and legal guidance serves an inclusive purpose that generic financial education cannot.

The bereavement policy connection reinforces this argument. Only approximately one-third of UK companies have a formal bereavement policy, and only 21% of employees feel certain of workplace support following bereavement.2627 Some 54% of bereaved employees would have preferred more time off or a phased return, and 29% would have preferred more practical support including information about workplace bereavement policies.26 Pre-bereavement planning -- completed wills, registered LPAs, and current death benefit nominations -- reduces the post-bereavement administrative burden that compounds grief. Where organisations already provide bereavement counselling through EAP services, extending the provision to include proactive estate planning guidance creates a holistic support pathway that addresses practical needs alongside emotional support.

6. Building the Business Case: ROI and Implementation

6.1 The Return on Investment Framework

The business case for integrating estate planning into EAP services rests on established evidence connecting proactive wellbeing interventions to measurable productivity gains. Deloitte's 2022 analysis demonstrates that proactive mental health interventions return GBP 5.10 for every GBP 1 invested, compared with GBP 3.40 for reactive interventions.28 The EAPA UK ROI data shows a GBP 10.85 return per GBP 1 spent specifically on EAP services, with a 27% decrease in absenteeism among users.16 Estate planning support, as a proactive and preventative intervention that addresses identified financial stressors before they manifest as absence or presenteeism, aligns with the higher-return proactive category in Deloitte's framework.

The employer's duty of care provides a statutory foundation. Section 2(1) of the Health and Safety at Work etc. Act 1974 requires every employer to ensure, so far as is reasonably practicable, the health, safety, and welfare at work of all employees.29 Section 2(2)(e) extends this duty to the provision of a safe working environment with adequate welfare facilities and arrangements.29 While the courts have not directly tested whether estate planning support falls within the scope of this duty, the HSE's interpretation of "health" to include mental health, and its treatment of work-related stress as a workplace risk requiring assessment and control, creates a reasonable inference that addressing identified financial stressors contributing to employee mental ill-health supports compliance with the statutory duty.5

The Thriving at Work review, commissioned by the government and led by Lord Stevenson and Paul Farmer, recommended six core mental health standards for all employers regardless of size, with enhanced standards for public sector and private sector employers with 500 or more employees.30 The review estimated that poor mental health costs employers between GBP 33 billion and GBP 42 billion per year, and the UK economy between GBP 74 billion and GBP 99 billion.30 Among its core standards are implementing a mental health at work plan, encouraging open conversations about mental health, and routinely monitoring employee wellbeing. A financial wellbeing strategy that includes estate planning support is consistent with these standards and provides a concrete, measurable component within the broader mental health at work plan.

6.2 Implementation Framework for HR Directors

Organisations seeking to integrate estate planning into their EAP specification should adopt a phased approach that builds on existing infrastructure rather than creating a parallel benefit line.

Phase one: audit the current EAP specification. Most EAP contracts already include legal information lines and financial guidance services. The initial step is to determine whether estate planning -- specifically will-writing, lasting power of attorney, and pension nomination guidance -- is explicitly included within the existing service scope, available on request but not promoted, or excluded. Where estate planning is already available within the contract but underutilised, the intervention is primarily one of communication and promotion. Where it is excluded, the EAP tender or renewal process provides the mechanism to add it.

Phase two: commission the estate planning module. The module should encompass four service categories: will-writing referral (connecting employees with qualified solicitors or regulated will-writers); LPA guidance (information on health and welfare and property and financial affairs LPAs); pension death benefit nomination review (practical guidance on completing and updating nomination forms); and bereavement estate administration signposting (practical information for employees dealing with a death in the family, including probate, asset identification, and tax reporting). The professional boundary is essential: EAP services facilitate access to information and referral, not the delivery of regulated financial advice or reserved legal activities.

Phase three: integrate with pension communication strategy. The April 2027 reform creates a natural integration point. Pension scheme communications regarding the death benefit IHT change should include signposting to the EAP estate planning module, creating a coordinated message that connects pension nominations to broader estate planning.

Phase four: link to employee lifecycle events. Marriage, civil partnership, birth or adoption of a child, property purchase, divorce, and bereavement are all triggers for estate planning review. HR systems can be configured to offer EAP estate planning guidance at these points, moving from passive availability to proactive, timely intervention.

Phase five: measure outcomes. Key performance indicators should include EAP utilisation rates (overall and for the estate planning module specifically), will completion rates among employees who engage with the service, pension death benefit nomination currency, and financial stress-related absence trends. The 88% of organisations that currently provide mental health support but take a predominantly reactive approach can use the estate planning module as a structured entry into preventative, outcome-oriented wellbeing measurement.12

Conclusion

The convergence of financial wellbeing data, persistently low EAP utilisation, the April 2027 pension death benefit reform, and the DEI imperative around intestacy rules creates a compelling and time-sensitive case for integrating estate planning into Employee Assistance Programme specifications. The evidence is consistent: financial stress costs employers materially; EAP services are available but underutilised; estate planning addresses specific, identifiable financial anxieties; and the pension reform creates both operational urgency and a practical communication hook.

Estate planning transforms the EAP proposition from reactive crisis support to proactive life planning infrastructure. Will-writing, lasting power of attorney registration, and pension nomination review are tangible, outcome-oriented services that address the gap between the generic support currently offered by most EAP providers and the specific financial stressors reported by employees. For organisations already committed to financial wellbeing strategies -- and the CIPD data indicates that 57% now maintain standalone wellbeing strategies -- estate planning is a logical and affordable addition to the service architecture.11

The April 2027 deadline imposes a practical timeline. Wellbeing managers who begin EAP specification reviews in 2026 can ensure that estate planning services are operational before the pension death benefit reform takes effect, enabling coordinated communication that links pension nominations to broader estate planning actions. Those who delay risk addressing the pension reform as an isolated administrative exercise rather than seizing the opportunity to embed a sustainable, multi-dimensional wellbeing intervention.

Professional boundaries remain critical. EAP estate planning services facilitate access to information and referral pathways; they do not constitute regulated financial advice or reserved legal activities. Where EAP guidance identifies estate planning needs that exceed the scope of facilitated support -- complex trust structures, cross-border succession, or high-value estate tax planning -- the appropriate response is referral to qualified solicitors, chartered financial planners, or specialist estate planning professionals. Clear referral protocols, agreed in advance with EAP providers and documented within the service specification, protect both the employer and the employee.

The business case is neither speculative nor abstract. Financial wellbeing data quantifies the cost of inaction; EAP ROI evidence demonstrates the return on proactive intervention; the pension reform provides the regulatory catalyst; and DEI considerations require benefits that serve the full diversity of the modern workforce. For HR directors and wellbeing managers, the strategic question is not whether to integrate estate planning into EAP services, but how quickly the specification review can begin.

CPD Declaration

Estimated Reading Time: 18 minutes Technical Level: Advanced Practice Areas: Employee Benefits Design, Financial Wellbeing Strategy, EAP Commissioning, Pension Governance

Learning Objectives

Upon completing this article, practitioners will be able to:

  1. Evaluate the business case for integrating estate planning support into EAP service specifications using financial wellbeing cost data and EAP utilisation evidence
  2. Analyse the impact of the April 2027 pension death benefit IHT reform on employer communication obligations and employee estate planning needs
  3. Apply the Thriving at Work and CIPD wellbeing frameworks to develop an estate planning component within an organisational wellbeing strategy
  4. Assess the DEI implications of intestacy rules for diverse workforce demographics and the role of estate planning in inclusive benefits design

Competency Mapping

  • CIPD Advanced Diploma: Employee Reward and Benefits Management -- benefit design and evaluation
  • CIPD Core Knowledge: Wellbeing at Work -- financial wellbeing strategy and intervention design
  • REBA Professional Standards: Evidence-based benefits design and ROI measurement

Reflective Questions

  1. How would integrating estate planning into the organisation's EAP specification affect utilisation rates and employee engagement with wellbeing services?
  2. What steps should be taken before April 2027 to ensure pension death benefit nomination processes and estate planning guidance are aligned within the benefits framework?
  3. How might estate planning support address specific DEI objectives within the organisation's financial wellbeing strategy?

Professional Disclaimer

The information presented reflects the regulatory and legislative position as of 2026-02-25. Regulations, tax rules, and professional guidance are subject to change. Readers should independently verify all information before acting and seek advice from appropriately qualified solicitors, financial advisors, or other professionals for their specific circumstances.

Neither WUHLD nor the author accepts liability for any actions taken or decisions made based on the content of this article. Professional readers are reminded of their own regulatory obligations and duty of care to their clients.

Footnotes

Footnotes

  1. Money and Pensions Service: Over half of UK adults don't have a will (2025). https://maps.org.uk/en/media-centre/press-releases/2025/over-half-of-uk-adults-dont-have-a-will ↩ ↩2

  2. Deloitte: Poor mental health costs UK employers GBP 51 billion a year (2024). https://www.deloitte.com/uk/en/about/press-room/poor-mental-health-costs-uk-employers-51-billion-a-year-for-employees.html ↩ ↩2

  3. EAPA UK / Meditopia: EAP Statistics and Utilization Rates (2022/2025). https://meditopia.com/en/forwork/articles/eap-statistics-and-utilization-rates ↩ ↩2 ↩3 ↩4 ↩5

  4. GOV.UK: Inheritance Tax -- unused pension funds and death benefits (2025). https://www.gov.uk/government/publications/inheritance-tax-unused-pension-funds-and-death-benefits/inheritance-tax-unused-pension-funds-and-death-benefits ↩ ↩2 ↩3 ↩4 ↩5 ↩6 ↩7 ↩8 ↩9 ↩10

  5. HSE: Key Figures for Great Britain 2024 to 2025. https://www.hse.gov.uk/statistics/overview.htm ↩ ↩2 ↩3

  6. CIPD: Why should employers take action on employee financial wellbeing? https://www.cipd.org/uk/views-and-insights/thought-leadership/insight/action-employee-financial-wellbeing/ ↩

  7. Centre for Economics and Business Research: Financial wellbeing and productivity in the workplace (September 2023, commissioned by Aegon). https://cebr.com/reports/financial-wellbeing-and-productivity-in-the-workplace-2/ ↩ ↩2

  8. Stribe: 14 financial wellbeing statistics that workplace leaders need to see (2025). https://stribehq.com/resources/employee-financial-wellbeing-statistics-uk/ ↩ ↩2

  9. REBA: Financial Wellbeing Research 2025. https://reba.global/resource-report/financial-wellbeing-research-2025.html ↩ ↩2 ↩3 ↩4

  10. Access PayWise+: How employers are supporting financial wellbeing in 2025 -- and where they're falling short. https://www.theaccessgroup.com/en-gb/paywiseplus/resources/financial-wellbeing/how-employers-are-supporting-financial-wellbeing-in-2025-and-where-they-re-falling-short/ ↩

  11. CIPD: Health and Wellbeing at Work 2025. https://www.cipd.org/uk/knowledge/reports/health-well-being-work/ ↩ ↩2 ↩3 ↩4

  12. Simplyhealth / CIPD: Health and Wellbeing at Work Report 2025. https://www.simplyhealth.co.uk/businesses/insights/health-wellbeing/cipd-report-25 ↩ ↩2 ↩3 ↩4

  13. EAPA UK: About Us -- Employee Assistance in the UK. https://www.eapa.org.uk/about-us-employee-assistance-in-the-uk/ ↩ ↩2

  14. Employee Benefits: 82% of employers have employee assistance programme take-up between 0-25%. https://employeebenefits.co.uk/82-of-employers-have-employee-assistance-programme-take-up-between-0-25 ↩ ↩2 ↩3

  15. Employee Benefits: Average EAP usage reaches 12% for 2022. https://employeebenefits.co.uk/exclusive-average-eap-usage-reaches-12-for-2022/ ↩

  16. Cover Magazine / EAPA UK: Biggest ever EAP data analysis reveals ROI for UK employers (2022). https://www.covermagazine.co.uk/news/4021673/%E2%80%98biggest-%E2%80%99-eap-analysis-reveals-roi-uk-employers ↩ ↩2 ↩3 ↩4 ↩5

  17. Dutton Gregory: Will Making Statistics UK 2025. https://www.duttongregory.co.uk/news/will-making-statistics-uk-2025/ ↩ ↩2

  18. Today's Wills and Probate: Only 4 in 10 UK adults have a will despite owning a property. https://todayswillsandprobate.co.uk/only-4-in-10-uk-adults-have-a-will-despite-owning-a-property/ ↩

  19. Administration of Estates Act 1925 s.46 (as amended). https://www.legislation.gov.uk/ukpga/Geo5/15-16/23/section/46 ↩ ↩2 ↩3

  20. GOV.UK: Intestacy -- who inherits if someone dies without a will. https://www.gov.uk/inherits-someone-dies-without-will ↩

  21. ONS: Families and Households in the UK (2023). https://www.ons.gov.uk/peoplepopulationandcommunity/birthsdeathsandmarriages/families/bulletins/familiesandhouseholds/2023 ↩ ↩2

  22. BenefitsPRO: Digital estate planning becomes the new must-have employee benefit (April 2025). https://www.benefitspro.com/2025/04/23/digital-estate-planning-becomes-the-new-must-have-employee-benefit/ ↩

  23. Heritage Wills: Corporate Benefit Package. https://www.heritagewills.co.uk/our-estate-planning-service/corporate-benefit-package/ ↩

  24. Royal London for Advisers: IHT -- pension death benefits from April 2027. https://adviser.royallondon.com/technical-central/pensions/death-benefits/inheritance-tax-on-pension-death-benefits-from-april-2027/ ↩ ↩2

  25. REBA: Can DEI be the driving force behind reward strategy in 2025? https://reba.global/resource/can-dei-be-the-driving-force-behind-reward-strategy.html ↩ ↩2

  26. CIPD: Compassionate Bereavement Support Guide. https://www.cipd.org/en/knowledge/guides/bereavement-support/ ↩ ↩2

  27. Protection Reporter: National Grief Awareness Week -- just 21% of employees certain of workplace support following bereavement. https://protectionreporter.co.uk/national-grief-awareness-week-just-21-of-employees-certain-of-workplace-support-following-bereavement.html ↩

  28. Deloitte: Mental health and employers -- refreshing the case for investment (2022). https://www.deloitte.com/uk/en/services/consulting/research/mental-health-and-employers-refreshing-the-case-for-investment.html ↩

  29. Health and Safety at Work etc. Act 1974 s.2. https://www.legislation.gov.uk/ukpga/1974/37/section/2 ↩ ↩2

  30. GOV.UK: Thriving at Work -- a review of mental health and employers (2017). https://www.gov.uk/government/publications/thriving-at-work-a-review-of-mental-health-and-employers ↩ ↩2

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