© 2016 State Street Corporation. All Rights Reserved. DC-3077 Exp. Date: 6/30/2017

The information provided does not constitute investment advice and it should not be relied on as such. It should not be considered a solicitation to buy or an offer to sell a security. It does not take into account any investor’s particular investment objectives, strategies, tax status or investment horizon.

Views and opinions are subject to change at any time based on market and other conditions. You should consult your tax and financial advisor. All material has been obtained from sources believed to be reliable. There is no representation or warranty as to the accuracy of the information, and State Street shall have no liability for decisions based on such information.

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CHANGES INPLAN DESIGN

A TARGETEDCOMMUNICATIONS

CAMPAIGNSPECIFIC

INTERVENTIONSlike re-enrollment or partial re-enrollment

UPDATES TO THE INVESTMENT

MENU

MORE FREQUENTMEETINGS

of benefitsleadership

1 GATHER YOUR TRAVELING COMPANIONS

Pull together a cross functional team—including your investment sta�, benefits team and internal communications—for a session devoted to determining your overarching purpose.

ASK YOURSELVES: “What is the mission of our retirement benefits?”

2 PICK YOURDESTINATIONS

Grounded in the purpose of your plan, identify the behaviors you want to a�ect and how you want to measure them. Be as specific as possible:

We want people to save

X% PER YEARduring their career

with us.

We want people to be able to replace

X% OF THEIR INCOMEin retirement.

We want

X% OF PEOPLEto use an HSA.

3 ANTICIPATEDETOURS

What obstacles might prevent people from adopting the target behaviors? How can you help them overcome those obstacles (e.g., are you experiencing lower participation rates among certain segments of your population and how can you help engage that demographic)?

4 MAP YOURROUTE

With the detours in mind, plan how you’re going to get from where you are today to where you want to be. The tools at your disposal might include:

6 RECORD YOUR PROGRESS

Use plan data to compare where you were before this exercise with the results you achieve afterward. Focus on a few key metrics related to the behavior you’re aiming to influence, and review them regularly. Then tweak your tactics based on your results.

s s g a . c o m / t h e pa r t i c i pa n tt h e n e w s o c i a l c o n t r a c t

STEWARDSHIP IN ACTION

A roadmap for adopting a stewardship approach to retirement benefits management within your organization

Check out Simon Sineck’s

LEARN YOUR WHY e-course (available at startwithwhy.com) for tips on uncovering the purpose underlying your work.

Revisit your purpose periodically, too. Are the e�orts you’re making and the results you’re achieving in line with your purpose?

IF NOT, CIRCLE BACK TO THE TOP AND START YOUR JOURNEY AGAIN.

5 OFFERMEMENTOS

What can you do to incentivize the behaviors you want to a�ect? What souvenirs can you o�er to help people track and remember their progress?

© 2017 State Street Corporation. All Rights Reserved. DC-3595 Exp. Date: 01/31/2018

The information provided does not constitute investment advice and it should not be relied on as such. It should not be considered a solicitation to buy or an offer to sell a security. It does not take into account any investor’s particular investment objectives, strategies, tax status or investment horizon.

Views and opinions are subject to change at any time based on market and other conditions. You should consult your tax and financial advisor. All material has been obtained from sources believed to be reliable. There is no representation or warranty as to the accuracy of the information, and State Street shall have no liability for decisions based on such information.

For public usessga.com/definedcontribution

State Street Global Advisors One Lincoln Street, Boston, MA 02111-2900T: +16176647727

Investing involves risk, including the risk of loss of principal. The whole or any part of this work may not be reproduced, copied or transmitted or any of its contents disclosed to third parties without SSGA’s express written consent.

W O R K S H E E T

STEWARDSHIP IN ACTIONI. A R T ICUL AT E YOUR PUR POSE S TAT EMEN T Write a one- or two-sentence statement that articulates why you offer the benefits that you do. The statement should explain why employees would want to work at your organization.

PURPOSE STATEMENT Why your company offers its health, wealth, and other benefits

Example: We believe our business should do well and do good. We want to hire and retain the most talented people who share this mission, and we want our benefits offering to align with and affirm this mission.

II . A R E A S OF F OCUS Identify the benefits that you are going to prioritize first, then consider how are you going to segment your efforts.

Example: This year, our primary focus will be financial wellness and retirement. We will segment our efforts to focus on three phases of financial planning: (1) “Establishing a Foundation,” (2) “Picking Up Speed,” and (3) “Building Endurance.”

III . DE V EL OP A N AC T ION PL A N Identify 3-5 goals that support your purpose statement. Then describe your strategy for achieving those goals and decide how you will measure success.

GOAL What you want to achieve

STRATEGYHow you will achieve the goal

METRICSHow you will measure success

Example: We want people to increase their retirement savings by 2% each year.

Example:

• We will offer automatic escalation

• We will schedule educational seminars for two weeks in April on personal finance

• We will host a month-long savings boot-camp challenge in May

Example:

• Track the percentage of employees who participate in your automatic escalation program.

• Review savings rates in the retirement plan. Are they changing and if so, why?

• Measure attendance at educational seminars and review deferral elections following events to see if people are increasing how much they save

I V. T ROUBL E SHOO T PROBL EMS List obstacles that you anticipate and propose ideas for how to solve for them.

PROBLEMS What obstacles may stand in the way of goals

SOLUTIONSHow to avoid or address obstacles

Example: Employees opt out of the new default savings rate because they don’t understand why it’s being increased.

Example: Create a targeted communications campaign that explains changes to the plan using clear, simple language.

V. R ECOR D PROGR E S S Document your progress by keeping track of relevant metrics on a monthly, quarterly or bi-annual basis.

1/2017 Employees who pre-committed to increase savings rates

4/2017 Employees that increased savings rates

6/2017Employees that continued to save at an increased rate following the savings bootcamp challenge

Percentage of employees increasing savings rate by 0.5%

Percentage of employees increasing savings rate by 1.0%

Percentage of employees that did not decrease their savings rates

For public use.

State Street Global Advisors One Lincoln Street, Boston, MA 02111-2900.T: 1 617 664 7727

The information provided does not constitute investment advice and it should not be relied on as such. It should not be considered a solicitation to buy or an offer to sell a security. It does not take into account any investor’s particular in-vestment objectives, strategies, tax status or investment horizon. You should consult your tax and financial advisor.

All material has been obtained from sources believed to be reliable. There is no representation or warranty as to the accuracy of the information and State

Street shall have no liability for decisions based on such information.

Investing involves risk including the risk of loss of principal.

The whole or any part of this work may not be reproduced, copied or transmitted or any of its contents disclosed to third parties without SSGA’s express written consent. This communication material is in draft form and is being provided to you only as a working document and should not be considered investment ad-vice. It should be reviewed by your own legal and compliance advisors to ensure you are meeting any fiduciary obligations prior to any further distribution.

DC-3532 Expiration Date 1/31/2018