Corporate Culture Of Health

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Creating a Culture of HealthIn Your Company

Corporate Wellness Trends& Best Practices

Travis HawsManaging Partner

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Pop Quiz!

Answer yes or no to the following questions:

I exercise 30 minutes or more on most days of the week

I eat a healthy diet with 5 fruits/vegetables on most days

I am within 5 pounds of my ideal body weight

I don’t use tobacco products

I have 2 or fewer alcoholic drinks per day

Only 4% of Americans can answer yes to all five questions.

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1. Tobacco use

2. Poor Nutrition & Excess Weight

3. Sedentary Lifestyle

THE BIG THREE

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80% of total HC costs attributable to chronic illness

Half of all insured Americans are taking prescription medicines regularly for chronic health problems.

Research suggests that 70% of physician office visits are for psychosocial reasons: stress, depression, loneliness

Medicine is not equipped to handle current disease

The rising generation, for the first time in the history of this country, may have a shorter life expectancy than their parents. Utah State Health Dept. Study, 2007

The Tipping Point

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“We do not have a health care crisis in this country - we have a health crisis with a health care system incapable of dealing with it.”

Mike Huckabee, Former Governor of Arkansas

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“There is Good News”

Substantial research now exists to show that wellness programs work!

Employees by in large do want to be healthier, live with more energy, be more productive.

The vast majority of employers are offering some type of wellness program or services to their employees

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Companies Making The Investment

Wellness Program Prevalence:

• Onsite flu shots (97%)

• Weight Mgt programs (85%)

• Health Risk Assessments (80%)

• Tobacco cessation programs (74%)

• On-site workout facilities (73%)

• Online wellness programs and resources (72%)

• Organized walking/exercise programs (66%)

Key Corporate Strategies for 2008: • 1. Create a culture of wellness within the company

• 2. Focus on the health of each employee

• 3. Build the business case for wellness2007 Business Roundtable Survey

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“We have to move from illness to wellness. Businesses will have to invest in wellness. There is no choice. It’s not philanthropy. It’s enlightened self-interest.”

Shrinivas M. Shanbhag, Medical Adviser, Reliance Industries, India

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Why do Wellness? Rounds 1-3+

1980s-90s

Round 1: WWJD – “it’s the right thing to do for our company and our employees”

Late 90s-2007

Round 2: Code Red – “claims hemorrhaging” – how to mitigate against the relentless double digit premium/claims increases

2007

Round 3: Moving the needle – “a cultural imperative” driven not by cost reduction, but employee performance & productivity improvement/optimization”

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“Our offices are all confronted with the same question: How can we tweak the employee value proposition and use wellness to give our employees a really great work experience?” James Corry, MetLife

“Last year, our focus was how employees could be better consumers of health care and better informed about their decisions. This year, we’ve moved on to the next level. How can you take better control of your habits and be successful at it.” Megan Turner, IBM

“At Dow . . . our profit potential is inextricably linked to the capability and performance of our employees.” Andrew Liveris, CEO

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“We don’t consider it a cost because the net effect is to improve health, reduce overall health care costs and improve productivity impacting the bottom line.”Deborah Lauper, Director, Compensation, integrated health and employee benefits, Corning

“Health promotion is not a program. It’s the way we live.” John Horne, Navistar Corp.

“Having a culture of health at Pitney Bowes has been my passion throughout my 16 years as a senior leader at the company.” Michael Critelli, CEO

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Workforce Health – Changing Paradigms

Perspective Current State Desired State

Employee Metrics Absenteeism Performance

Cost Metrics Medical Costs Productivity

Care Model Treatment Focused Prevention & Behaviors

Medical Model Individual Population

Health Metrics Disease Status Health Status

Interventions Single-Risk Focused Multiple-Risk Focused

Health Framework Employer, Condition, and Program Centric

Employee Centric

Management Systems Segregated Programs Integrated Systems

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Wellness Strategy Development

Wellness Strategy Development

Program Design & Deployment

Program Design & Deployment

Performance ReviewOutcomes Analysis

Performance ReviewOutcomes Analysis Leadership Buy-in

& Support

Leadership Buy-in& Support

Business CaseCosts, ROI, $

Business CaseCosts, ROI, $Culture Building

Program Refinement

Culture BuildingProgram Refinement

The Corporate WellnessAdoption

Model

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5 3

2

1

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Institute of Medicine:Characteristics of a Healthy Workforce

HEALTHY

• Demonstrating optimal health status as defined by positive health behaviors; minimal modifiable risk factors; and minimal illnesses, diseases, and injuries;

PRODUCTIVE

• Functioning to produce the maximum contribution to achievement of personal goals and the organizational mission;

READY

• Possessing an ability to respond to changing demands given the increasing pace and unpredictable nature of work; and,

RESILIENT

• Adjusting to setbacks, increased demands, or unusual challenges by bouncing back to optimal “well-being” and performance without incurring severe functional decrement.

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Inspire – not require!

“The stick approach may work in the short term,

but will likely not be effective over time.”

Case Studies & Lessons Learned

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Company A: 3614 Eligible Lives (employee + Spouse)

2007High Risk: 15%Moderate Risk: 48%Low Risk: 37%Avg # RFs: 4.1

2008High Risk: 11%Moderate Risk: 43%Low Risk: 46%Avg # RFs: 3.6

But . . . ~20% drop in HRA completion & inconsistent data suggest a loss of momentumBecause employees are beginning to resent theCompany’s punitive approach

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Wellness is a strategy Not a program!

Case Studies & Lessons Learned

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Company C• Focus = Strategy then program

• Set up 7 onsite clinics

• Developed & aligned incentives

• Covered preventive care 100%

• All programs are free

• Provide cost estimating tools and engagement resources

• Provided smoother transition to install of CDHP plans

• 15% drop in claims costs

• Company paid back $700k to EEs

Case Example

Company B

• Focus = Program, no strategy

• Little thought re communication

• Not a punitive culture

• “If you install it, they will come”

• Lower cost program – minimal investm’t

• Very low participation rate after 6 months (less than 15%)

• Program take up rates equally low

• Not a good experience

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Employees DO want

to be healthier!

Case Studies & Lessons Learned

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•82% of Americans view wellness programs positively

•76% agree that employers who offer such program are showing concern

•72% say they would be comfortable with using a wellness program

•83% believe the programs will help them be healthier

•70% said they would participate if there were incentives that helped reduce their premium by 5%

2007 EBRI Health Confidence Survey (HCS).

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Committees are good

Crusaders are better

Case Studies & Lessons Learned

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Product ≠ Culture

Culture = Leadership

Case Studies & Lessons Learned

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It’s All About Personal & Organizational Transformation

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Creating A Culture of Health

© 2008 WellVentures LLC001.970.686.7220