2026 health welfare renewals: a practical guide for HR departments

Medical inflation, rising work stoppages, expense transfers... For HR departments, the period of health and provident insurance renewals is once again shaping up to be a complex one. Behind each rate change lie precise and often misunderstood mechanisms, which nonetheless weigh heavily on HR budgets.

On the occasion of a webinar dedicated to managing 2026 renewalsthe experts from Gerep, consulting broker in social protectionexperts deciphered future trends and shared concrete levers for regaining control over contracts. Here's what you need to remember to negotiate effectively, control your costs and preserve the social value of your group schemes.

Understanding drift: why your costs are rising

Before looking to negotiate, it's essential to understand what's driving spending upwards. And once again this year, several factors are converging.

An economic context that weighs on social issues

France is going through a period of budgetary tension, with record public debt (3,350 billion euros), a chronic deficit and a recent downgrade of its sovereign rating. The French government, as the main funder of social protection, is seeking to contain its spending.

As a result, supplementary schemes are gradually absorbing the transferred costs.

This structural trend is accompanied by a steady rise in social spending, which now exceeds 57% of GDP. The backdrop is a system under strain, whose drift can be explained by :

• an aging population,
• the rise in chronic diseases,
• increased use of healthcare services since the health crisis.

Health: medical inflation hard to contain

By 2025, healthcare expenditure will have risen by 5-6%, a trend set to continue in 2026.

Two dynamics combine:

• an organic drift, linked to ageing, the increase in consultations (optical, psychologists, preventive dentistry...) and changes in healthcare behaviour,
• and a regulatory drift, fuelled by price increases and changes to the 100% Health scheme (such as lenses to reduce myopia), which could eventually include new services such as wheelchairs and hair prostheses.

Added to this are tax uncertainties, notably the possible introduction of an additional 2.05% tax for 2026. All these factors exert mechanical pressure on health premiums.

Employee benefits: the explosion in absenteeism

On the pension front, the situation is just as worrying.

Since 2019, absenteeism has jumped 41%, according to Axa's latest Datascope, with a marked increase in long-term stoppages (+7% in one year). In 2024, an average of 23.3 days off work were recorded, compared with 21.8 in 2023.
This trend can be explained by:

• an ageing workforce
• post-COVID psychological fragility
• reduced Social Security benefits

The result: a transfer of costs to supplementary schemes, leading to a 3 to 3.5% increase in provident fund rates in company portfolios.

Methodical management: indicators to monitor

In order to control these drifts and negotiate on solid foundations, the HRD needs to be able to read and interpret the right indicators.

A contract is not judged by its rate of increase, but by the technical logic behind it.

The S/P ratio: the contract barometer

The claims/premiums ratio (S/P) is the first indicator to be examined. It reflects the balance between what employees consume (benefits consumed) and contributions paid.

• Between 95% and 102%, the contract is under control
• Above 102%, it becomes unprofitable, and a rate increase is inevitable.
• Below 95%, the contract is overpriced and the company pays too much.

Regular S/P monitoring enables us to negotiate on a factual basis, rather than on the impression of an "unjustified rise".

The PASS: a key reference system

The Annual Social Security Ceiling (PASS), indexed to salaries, serves as the basis for 90% of all schemes.

Its planned revaluation of +2% in 2026 mechanically impacts contributions and benefits. Neglecting this indicator means underestimating a structural part of the cost trend.

Pooling: understanding your scope

Above 150 employees, a company becomes its own pooling entity. Underwriting results (and therefore rates) are calculated on the basis of its own consumption. For very small companies, the logic is collective: the risk is mutualized between several structures.
This distinction is essential in order to know which negotiating levers to activate.

Provisions: making accounts more reliable

Two provisions deserve particular attention:

• claims payable, which anticipates known expenses not yet reimbursed,
• and mathematical reserves for pension plans, sometimes equivalent to several years' contributions.

An annual audit of these items helps avoid unpleasant surprises at the closing of accounts.

Taking action: the levers to activate to contain the rise

Once the diagnosis has been made, the HRD can take action.

The aim is not just to reduce costs, but to reorient the scheme to make it more efficient and better used.

Reviewing warranties with discernment

Reducing certain benefits can generate savings, but care must be taken not to damage the perception of the health plan. The challenge is to better align coverage with real needs:

• cap certain costly services(optical, dental, alternative medicine)
• delete little-used options
• strengthening prevention for long-term action

Activating healthcare networks

Partner healthcare professionals offer negotiated rates and reduce out-of-pocket expenses for employees. Coupled with geolocation tools, they encourage the use of member practitioners and improve the cost-effectiveness of the plan.

Promoting good consumer practices

Communication is key. Posters, mailings, workshops, reimbursement simulators... Each tool helps guide employees towards 100% Health, OPTAM providers and the most efficient procedures.

The Iris mobile application, developed by Gerep, can be used to simulate reimbursements, find a professional partner and use the services available to employees.

Focus on prevention and support

Vaccination campaigns, health check-ups, psychological support, second medical opinion: these services improve overall health and reduce the number of serious claims in the medium term.
A well-supported employee is an employee who consumes better, and therefore more sustainably.

Optimizing the plan structure

Certain family structures can generate additional costs, particularly when the company is the first to intervene on behalf of spouses. Reviewing the denomination (order of intervention between plans) is an often under-exploited lever.

Integrating the CSR dimension

In the context of responsible renewal, the choice of insurer can be weighted by its ESG commitments. Communicating on the quality of social protection is also a vector foremployee commitment and a lever for HR attractiveness.

Find out more about Green HR

Conclusion

Renewing a health and welfare contract is no longer a simple administrative formality. It's a strategic steering exercise, at the crossroads of social, financial and managerial issues.

For HRDs, three priorities stand out:

• Anticipate drift by understanding economic and regulatory mechanisms.
• Diagnose your diet, thanks to an enlightened reading of key indicators.
• Act, by activating deflation levers and promoting prevention tools.

In 2026, HR performance will depend as much on cost control as on the perceived quality of social protection. For this reason, a personalized diagnosis may be a useful tool for companies wishing to challenge their contracts during the 2026 health and personal protection renewal period.

To find out more, watch the replay of the Gerep webinar.