Corporate wellness adds to the bottom line creating a productive and healthy workforce
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Corporate wellness adds to the bottom line creating a productive and healthy workforce

Corporate Wellness Adds to the Bottom LineCreating a Productive and Healthy Workforce

The material provided herein is for informational purposes only and is not intended as legal advice or counsel.


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Please help yourself to food and drinks

Please let us know if the roomtemperature is too hot or cold

Bathrooms are located past the reception desk on the right

Please turn OFF your cell phones

Please complete and returnsurveys at the end of the seminar


Wellness programs in the beginning

Wellness ProgramsIn The Beginning…

Charles Bruder


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Corporate Wellness

Adds To

The Bottom Line!!

November 2, 2011


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Why Wellness?

  • Health Care Costs: Costs projected to jump 9% in 2011 (PriceWaterhouse Coopers, June 2010)

  • Most Illnesses Can Be Avoided: Preventable illnesses make up approximately 70% of the entire burden of illness and associated costs in the United States (WELCOA, Six Reasons for Worksite Wellness)

  • Expanding Work Week: Typical American now works 47 hours a week, 164 more hours than only 20 years ago. (JulienSchor, Harvard Economics professor)

  • Increased Stress Levels: 78% of Americans describe their jobs as stressful and the vast majority indicate stress levels have worsened over past ten years. (WELCOA, Six Reasons for Worksite Wellness)


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WHY WELLNESS PROGRAMS?

RISING COST OF HEALTH CARE


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Recent “Proof” Points That Wellness Works

  • High Adoption Rates: More than 81% of America’s business with 50 or more employees have some form of health promotion program (WELCOA)

  • Lower Health Care Costs: Wellness programs reduce health care costs for companies by about 26% and cut sick leave by an average of 28% (American Journal of Health Promotion, 2010)

  • Effective Recruitment/Retention: 22 of Fortune magazine’s “100 Best Companies to Work For” – businesses that enjoy national recognition for desirable benefit packages, plan to add a total of 87,750 jobs this year. (Fortune magazine Top 100 Companies to Work For, February 23, 2010)


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WHY WELLNESS PROGRAMS?

  • Reduce employee healthcare costs

  • Increase employee productivity

  • Reduce absenteeism

  • Reduce disability and workers’ compensation costs

  • Promote healthier, more satisfied workforce

  • Improve corporate profitability


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

Employee Productivity


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WORKSITE WELLNESS PROGRAMS


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

How Do Your Employees Stack Up?

Statistically, for every 100 employees in your company:

  • 5 have diagnosed diabetes

  • 10 have undiagnosed diabetes

  • 12 are heavy drinkers

  • 15 are bothered by excess stress

  • 23 have total cholesterol (>240)

  • 27 have no regular exercise

  • 29 have elevated blood pressure

  • 33 use tobacco products

  • 46 have high overall coronary risk

  • 60 are outside recommended weight range

  • Source: Center for Disease Control


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

Plan Design Options

Quality of WorkLife

Traditional Approach

Health and Productivity Management

Program Model

Fun activity focusNo risk reductionNo high risk focusAll voluntarySite-based onlyNo personalizationMinimal incentivesNo spouses servedNo evaluation

Mostly health focusSome risk reductionLittle high risk focusAll voluntarySite-based onlyWeak personalizationModest incentivesFew spouses servedWeak evaluation

Add productivityStrong risk reductionStrong high risk focusSome reqd activitySite and virtual bothStrongly personalMajor incentivesMany spouses servedRigorous evaluation

Main Features

Primary Focus

Morale-Oriented

Activity-Oriented

Results-Oriented


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

The Quality of WorkLife Model

A good “fit” with:

  • Smaller worksite

  • ROI low priority

  • New to wellness

  • Not sure about EE reaction

  • Limited follow-through capability

  • Weak corporate direction

Quality of WorkLife


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

The Quality of WorkLife Model

Quality of WorkLife

Primary Wellness Targets

  • Fun events

  • Stress relief

  • Nutrition

  • Community service

  • General wellness information

  • General health information

    Participation: 15% to 35%

    Approximate Cost/EE/Yr: <$45

    Likely ROI: <1:1.0

Typical Activities

  • Health fair

  • Lunch and learn sessions

  • Wellness “event”

  • Community sponsorship

  • Chair massage option

  • Free fruit

  • Wellness materials in HR

  • Health cartoons circulated

  • Nutritious pot lucks

  • Movie events

  • Company games

  • Celebrity event


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

The Traditional Model

A good “fit” with:

  • Medium size or larger worksite

  • ROI moderate priority

  • 2-10 years of wellness

  • Employee reaction a concern

  • Some follow-through capability

  • Follows corporate direction

Traditional Approach


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

The Traditional Model

Traditional Approach

Primary Wellness Targets

Everything from the QWL Model plus…

  • OWS

  • Cholesterol

  • Blood pressure

  • Tobacco use

  • Obesity

  • Medical self-care

  • Physical activity

    Participation: 28% to 58%

    Approximate Cost/EE/Yr: $46-$150

    Likely ROI: 1:1.5 to 1:3.0

Typical Activities

Everything from the QWL Model plus…

  • Health risk assessment (HRA)

  • Biometric testing option

  • Fitness club memberships/facility

  • Weight management program

  • Smoking cessation program

  • Web-based health information

  • Healthy cafeteria/vending options

  • Self-care book

  • Preventive medical benefit coverage

  • Wellness newsletter

  • Short term incentive program


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

The HPM Model

A good “fit” with:

  • Larger work force

  • ROI very high priority

  • Very mature wellness

  • Prepared to educate employees

  • Strong follow-through capability

  • Strong virtual corporate program and site-driven

Health and Productivity Management


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

The HPM Model

Health and Productivity Management

Typical Activities

Everything from the TA Model plus…

  • HRA (incented and used for targeting with 80% minimum)

  • Risk stratification and incented interventions

  • Telephonic coaching

  • Medical self-care and consumer workshop

  • Injury prevention

  • Benefit linked incentive

  • Wellness achievement incentives

  • Resiliency initiative for productivity

  • Spouses also served

  • Integrated programming (Level I & II)

  • Uses HPM framework

  • Onsite Clinic

Primary Wellness Targets

Everything from the TA Model plus…

  • Productivity

  • Injuries (All)

  • HC utilization issues

  • Presenteeism

  • Resiliency

  • Integrated programming

  • Health consumerism

    Participation: 65% to 95%

    Approximate Cost/EE/Yr: $250-$450

    Likely ROI: 1:2.5 to 1:6.5


Corporate wellness adds to the bottom line creating a productive and healthy workforce

WELLNESS PROGRAMS

Return on Investment


Wellness programs

WELLNESS PROGRAMS

Sample Incentive Program Design:


Incent participants to drive high engagement reward healthy choices

Incent Participants to Drive High Engagement & Reward Healthy Choices

  • Incentive can range from small tokens to 20% premium reduction

  • Gradual progression from activity to results based

  • Must have a “Wellness Champion” on the management team

  • Consider a “turnkey platform”

  • Employee portal drives engagement

  • Questions…..


Wellness programs how benefit sources solutions can help

WELLNESS PROGRAMSHow Benefit Sources & Solutions Can Help

  • Certified Wellness Planning Coordinators

  • Wellness program design assistance

  • Health fair coordination

  • Incentives/penalty program recommendations

  • Preferred vendor partnerships and referrals

  • Quarterly e-newsletters

  • Compliance issues guidance


Wellness programs compliance issues and potential hidden costs or how a good idea can go bad

Wellness Programs, Compliance Issues and Potential Hidden Costs(or how a good idea can go bad)

Charles Bruder


Smart health partners llc

SMART Health Partners, LLC

Maximizing Workforce Health

WELLNESS AS A BUSINESS STRATEGY

Nora Tsivgas

President & CEO


How is wellness a business strategy

How Is Wellness a Business Strategy?

Healthy Employees = Increased Profitability

  • PEOPLE – Employee satisfaction is the #1 metric used to assess the impact of benefit design changes and programs implemented to support healthy behaviors.

  • PRODUCTIVITY – Healthy employees miss fewer days of work and are more productive at work.

  • PROFITABILITY -- Utilization of prevention and wellness strategies leads to lower utilization of the most costly health services.


Wellness as a business strategy

Wellness as a Business Strategy

A strategic approach to managing your company’s  investment in health benefits and  programs is essential in these days of rising healthcare costs.  

Benefits

Health

Wellness

Preventive health strategies keep your employees well – physically, mentally, emotionally  and don’t require exorbitant financial investments.  

Building a culture of health within your company can be an effective and measurable business strategy.

A healthy workforce costs your company less.  Healthy employees are more productive and incur fewer health complications that cost your company in lost work days and higher claims costs.

People are motivated by the health benefits they receive from your company and those benefits can be leveraged to motivate healthy behavior choices that can increase the value of your workforce.


The call to action is hard to ignore

The Call to Action is Hard to Ignore

% of US healthcare dollars spent in 2007 on treating patients with one or morechronic diseases

In a five year span, two-thirds of the rise in healthcare spending was due to the rise in treating chronic diseases.*

- Many cases could be prevented.

- Most could be better managed.

75%

GeneralPopulation

2/3

96%

Medicare

83%

Medicaid

* Non-institutionalized U.S. population

http://www.fightchronicdisease.org/pdfs/2009_PFCDAlmanac.pdf


Prevention vs chronic disease reverse the flow

Prevention vs. Chronic Disease - Reverse the “Flow”

“The Natural Flow of Health Risks…is Toward High Risk in the Absence of Programs Targeted at Maintaining the Population at Low Risk” – Dee Edington, PhD

General Wellness

Presence of Risk Factors for Disease

Established Disease

Disease – with Complications

$

$$

$$$

$$$$

  • Costs follow risk – the greater the number of risk factors, the higher the cost

  • A culture of health that promotes healthy behaviors may prevent or slow progression of disease and keep employees as healthy and low cost as possible – to the left side of the risk continuum

Edington DW. N C Med J. 2006;67(6):425–427; Mahoney JJ. J Manag Care Pharm. 2008;14 (6 Suppl B):3–8; National Business Group on Health. Issue Brief. March 2006.Washington, DC; 2006.


5 of employees can account for 75 of cost

5% of Employees Can Account for 75% of Cost

35% with establishedconditions

  • Most health care strategies focus on the 5% in the “sickest” category

  • While this may yield short-term savings, to provide quality, cost-effective care, the employer needs to manage the entire population

15%of cost

10% of cost

50% of the population is well or has risk factors

75%of cost

5% with complications

* Total of risk groups = 90% of the employee population; 10% of employees were nonusers of health services.

Source: Adapted from Mahoney JJ. J Manag Care Pharm. 2008;14(6 Suppl B):3–8. (Pitney Bowes Case Study)

Percentage of Healthcare Costs Attributable to Employees in Different Health Categories*


Corporate wellness adds to the bottom line creating a productive and healthy workforce

15%


Identifying health risk in the organization

Identifying Health Risk in the Organization

Health Risks:

Behaviors, Conditions, Events

  • Behaviors:

    • Smoking

    • Poor nutrition: <5 servings of vegetables/day

    • Lack of exercise: <60 minutes/day 5x/week

    • Inconsistent compliance preventive health measures / screenings/ annual physicals and medications.

  • Uncontrolled Conditions:

    • High blood pressure

    • High blood glucose (sugar)

    • Obesity : BMI>30

    • Undiagnosed cancer

    • Unmanaged Stress/Anxiety/Depression

  • Events:

    • Heart Attack

    • Stroke

    • Cancer Diagnosis

  • Uncontrollables:

  • Age

  • Gender

  • Family History

  • Genetics


What is obese

What is Obese?

Normal

Obese

Overweight


Identifying health risk in the organization1

Identifying Health Risk in the Organization

Health Risk:

Behaviors, Conditions, Events

Financial Risk:

Total Cost of Care

  • Eyeball

  • National/regional benchmark data

  • Employee Surveys

  • Health Risk Assessments

  • Biometric Screening data

  • Medical and Pharmacy Claims data

  • Premiums*

    • Medical Claims

    • Pharmacy Claims

  • Disability – illness or injury

  • Workers compensation

  • Lost productivity due to illness or injury

* Degree of impact increases from community-rated to experience-rated to self-funded. Self-funded employers would look directly at medical and pharmacy claims vs. premiums.


Percentage of healthcare costs attributable to employees in different health categories

Percentage of Healthcare Costs Attributable to Employees in Different Health Categories*

The 15 most expensive health conditions account for 44 percent of total healthcare expenses

Top 5: heart disease, cancer, trauma, mental disorders and pulmonary disorders

People with multiple chronic conditions cost up to seven times as much as people with only one chronic condition

35% with establishedconditions

15%of cost

10% of cost

50% of the population is well or has risk factors

75%of cost

5% with complications

* Total of risk groups = 90% of the employee population; 10% of employees were nonusers of health services.

Source: Adapted from Mahoney JJ. J Manag Care Pharm. 2008;14(6 Suppl B):3–8. (Pitney Bowes Case Study)

5% of Employees/Dependents Can Account for 75% of Your Healthcare Cost


Percentage of healthcare costs attributable to employees in different health categories1

Percentage of Healthcare Costs Attributable to Employees in Different Health Categories*

The 15 most expensive health conditions account for 44 percent of total healthcare expenses

Top 5: heart disease, cancer, trauma, mental disorders and pulmonary disorders

People with multiple chronic conditions cost up to seven times as much as people with only one chronic condition

35% with establishedconditions

15%of cost

10% of cost

50% of the population is well or has risk factors

75%of cost

5% with complications

* Total of risk groups = 90% of the employee population; 10% of employees were nonusers of health services.

Source: Adapted from Mahoney JJ. J Manag Care Pharm. 2008;14(6 Suppl B):3–8. (Pitney Bowes Case Study)

“Can we mitigate the trend?”


Percentage of healthcare costs attributable to employees in different health categories2

Percentage of Healthcare Costs Attributable to Employees in Different Health Categories*

The 15 most expensive health conditions account for 44 percent of total healthcare expenses

Top 5: heart disease, cancer, trauma, mental disorders and pulmonary disorders

People with multiple chronic conditions cost up to seven times as much as people with only one chronic condition

35% with establishedconditions

15%of cost

10% of cost

50% of the population is well or has risk factors

75%of cost

5% with complications

* Total of risk groups = 90% of the employee population; 10% of employees were nonusers of health services.

Source: Adapted from Mahoney JJ. J Manag Care Pharm. 2008;14(6 Suppl B):3–8. (Pitney Bowes Case Study)

Can we prevent migration from risk to chronic disease?


Percentage of healthcare costs attributable to employees in different health categories3

Percentage of Healthcare Costs Attributable to Employees in Different Health Categories*

The 15 most expensive health conditions account for 44 percent of total healthcare expenses

Top 5: heart disease, cancer, trauma, mental disorders and pulmonary disorders

People with multiple chronic conditions cost up to seven times as much as people with only one chronic condition

35% with establishedconditions

15%of cost

10% of cost

50% of the population is well or has risk factors

75%of cost

5% with complications

* Total of risk groups = 90% of the employee population; 10% of employees were nonusers of health services.

Source: Adapted from Mahoney JJ. J Manag Care Pharm. 2008;14(6 Suppl B):3–8. (Pitney Bowes Case Study)

Can we shrink the cost of healthcare and grow the size and strength of our workforce?


How does productivity affect profitability

How Does Productivity Affect Profitability

  • Productivity: Measurable production per employee or group per time period

    • X# of cars washed per day

    • X# of phone calls handled per hour

LOSSES

  • Absenteeism

  • Presenteeism

  • Time spent distracted by family/personal responsibilities / stress

GAINS

  • Days of physical presence at work

  • Hours mentally present at work

  • Bursts of creativity that result in meaningful outcomes

  • Brand Stewardship


Lost productivity has a measurable impact

Lost Productivity Has a Measurable Impact

(Total # of employees * prevalence) * (average annual salary * % avg productivity lost) = Annual $ lost productivity due to that condition

Example: 200 employees with a 17.5% prevalence of flu, an average annual pay of $50,000, losing 4.7% productivity due to flu (equivalent of 7 days out of work and 7 days at half presenteeism = $70,000/year


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Worksite health promotion programs can yield a $3 to $6 return on investment for every dollar spent over a 2- to 5-year period

J&J‘s leaders estimate that wellness programs have cumulatively saved the company $250 million on healthcare costs over the past decade, from 2002 to 2008, the return was $2.71 for every dollar spent.¹

46% of employees participating in on-site smoking cessation program quit; 48% smoked less – L-3 Communications

Classes and fitness training offered to prevent back injuries resulted in increased employee morale, reduced worker’s comp claims, medical costs and sick days related to back injuries producing a net cost-benefit ratio of 1 to 1.79 – County in California

Participants in their “Stay Alive & Well” program significantly lowered cholesterol levels, blood pressure and weight and experienced 21% lower lifestyle-related claim costs than non-participants. Resulting savings: $127.89 per participant with a benefit to cost ratio of 1.68 to 1 over two years. – Reynolds Electrical & Engineering Company, Las Vegas

22% fewer admissions to a hospital, 29% shorter hospital stays, and 42% lower expenses per admission – Superior Coffee and Foods, Illinois

Employees whose lifestyles included two to four health risks such as smoking, little exercise, overweight—were 75% higher than those of low-risk employees. High-risk employees who improved their health habits through the company’s health promotion program and became low risk cut their average medical claims in half, lowering their medical insurance costs by an average of $618 per year. – Steelcase

¹Harvard Business Review, December 2010, W. Braun, What’s the Hard Return on Employee Wellness Programs?

Reference: The Cost Benefit of Worksite Wellness, www.welcoa.org/Worksite_cost_benefit.html


Where to begin

Where to Begin

  • Engage a Broker or Consultant to Design an Comprehensive Strategy

¹Wellnss for Small Business, Welcoa, http://www.welcoa.org/wellworkplace/index.php?category=22

Capture CEO Support

Designate a Company Wellness Leader

Conduct an Employee Health Interest Survey

Provide an Opportunity for Health Screening

Administer an Annual Physical Activity Campaign

Hold a Healthy Eating In-service/Lunch 'n Learn

Establish an In-house Wellness Library

Disseminate a Quarterly Health Newsletter

Implement Healthy Policies and Procedures

Support Community Health Efforts


Some business philosophies underlying a successful wellness strategy

Some Business Philosophies Underlying A Successful Wellness Strategy

  • Companies (must) offer health benefits in order to compete for talent in the local marketplace

  • Healthcare cost affects companies’ bottom line

  • Health risk drives healthcare utilization and cost

  • Health behaviors drive health risk

  • Health status affects productivity, both physical and mental/creative, and productivity affects your bottom line

  • Employees will practice smarter health behaviors if properly motivated

  • A culture of health at work has significant impact on and value to employees and their families


Conclusion wellness is a business strategy

Conclusion: Wellness IS a Business Strategy

Benefits

Health

Wellness

Plan for Success

  • Assess: Baseline Risk and Wellness Needs

  • Develop or Purchase: High Quality Wellness Services

  • Communicate: Your Wellness Program and Culture Change

  • 4. Measure: The Success of Your Culture Shift

Success takes time: 3 year vision

  • Assess goals annually

  • Stay “on message” in promoting healthy lifestyles to employees

  • Build and leverage buy in from the top of the organization


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Wellness As a Business Strategy

SMART Health Partners’ Role

  • General Assessment and Program Design

    • Baseline

    • Prioritization

    • Goal Development

    • Strategic Plan

  • Implementation

    • Budgeting

    • Cost Neutral Resources

    • Vendor Management

    • Engagement

    • Data Collection

  • Measurement of Results

    • Translation of Value

    • “Marketing” of Results

Nora Tsivgas

President & CEO

SMART Health Partners, LLC

16 Mt. Bethel Drive, Suite 238

Warren, NJ 07059

[email protected]

201.321.3532 http://www.smarthealthnow.com


Corporate history

Corporate History

• Hall’s Warehouse Corp. founded in 1966

Mission Statement

“To provide superior logistical services in a manner that meets or exceeds the requirements of Hall’s clients while enhancing our competitive position in the market place”

  • • Hall’s is comprised of three enterprises

    • Hall’s Warehouse Corp.

    • Hall’s Fast Motor Freight

    • Hall’s Logistics Group Inc.


Company overview

Company Overview

• Operate over 1,651,000 square feet of dry, refrigerated and frozen storage

• 5 facility locations encompassing 7 warehouse operations

▪Kentile Campus, South Plainfield, NJ (Headquarters)

- Hall’s Fast Motor Freight Inc.

▪ Oak Tree facility, South Plainfield, NJ

▪Edison facility, Edison, NJ

▪ Bridgewater facility, Bridgewater, NJ

▪Piscataway 120 & 140 facilities, Piscataway, NJ


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Company Overview

• Hall’s Fast Motor Freight

Asset Based 75 unit regional carrier

• Hall’s Logistics Corp.

(Strategic Carrier Partnership)

  • • Service retail and food service customers and manufacturers in the north east market

  • • We cross-dock and transport over 25mm lbs per month for our largest consolidation client

“We Treat Your Business As If It Were Ours”


Why a wellness program

Why a Wellness Program?

1) Concern with the direction of healthcare costs

- Average increase of healthcare costs 10% since 2004

2) Compliance, Safety, Accountability (CSA)

▪ Close monitoring and evaluating the safety and compliance records of motor carriers and their drivers

▪ Taking rapid action against those with apparent safety problems, to get them to improve

3) Other avenues ineffective

4)Firm belief in having “feet on the ground” in order for

lasting behavior change to occur


I m a resource for employees

I’m a Resource for employees!

  • Personalized & Customized

  • 100% Voluntary

  • 100% Confidential


Ways i can help

Ways I Can Help?

Lose Weight

Exercise More

Stop Smoking

Reduce Stress

Eat Better

Manage Aches& Pains

Research Topics

Answer GeneralHealth Questions


Other components of our program

Other components of our program

Body Composition Testing

Blood Pressure Screenings

  • Programs or Competitions

    • Weight Loss

    • Smoking Cessation

    • Nutrition

    • Exercise Programs

Proactive Education

Lunch & Learns


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Timeline of Events

2009

January – Health Risk Assessments

▪ 72% participation

▪ Overall wellness score was 60

▪ Top 4 areas of concern: Nutrition, Exercise, Weight, Stress

May – The Biggest Loser (3 month weight loss program)

▪ 90 employees participate

▪ 260 pounds of body weight lost

December – Fitness Center Program

▪ Partnered with local health club

▪ Discounted rates offered to employees and family members

▪ Over 80 employees have participated in program


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Timeline of Events

2010

January – Health Risk Assessments

▪ 85% participation

▪ Overall wellness score was 67

▪ Large improvements seen in Blood Pressure, Exercise, Smoking, and Stress.

March – Compete to Quit (3 month Tobacco Cessation program)

▪ New Jersey Tobacco Control Worksite Program

▪ 28 participants and 11 employees quit smoking

July – Tobacco Free Workplace Policy

▪ All tobacco products prohibited throughout all Hall’s locations

▪ Tobacco cessation resources were available 6 months prior to policy implementation date


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Timeline of Events

2011

January – Take Shape for Life (Nutritional intervention program)

▪ Weekly weigh-ins

▪ Before pictures and circumference measurements

▪ Bi-weekly onsite classes

February – Slim Down or Pay Up (3 month weight loss program)

▪ 40 employees participated

▪ 33 employees completed program (3 weigh-ins, 1 per month)

▪ 530pounds of body weight lost collectively

December – Hall’s Health & Wellness Program

▪ Create brand, logo, and vision statement

▪ Introduce new internal wellness newsletter (biannual)


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Upcoming Events

2012

January – Health Risk Assessments (third round)

▪ Incentives for completion of HRA and Biometric Measures

▪ Planning to offer onsite blood testing (cholesterol, blood sugar etc.)

March – Tobacco Cessation program (second)

▪ Alongside Healthyroads Quit & Fit program (AETNA)

▪ Prior to implementation of tobacco surcharge

July – Tobacco Surcharge

▪ Monthly increase to the health insurance premiums of tobacco users

Additional plans for 2012

▪ ROI▪ Family Health Fair

▪ Pedometer walking program▪ Rx savings information (generic, mail-order)


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Before

Current

  • Body Weight Lost - 84 pounds

  • Reduction in Body Fat Percentage - 21%

  • Blood Pressure

  • Was: 152/98

  • Now: 104/72

  • No prescribed medications

  • Meets DOT health requirements


Corporate wellness adds to the bottom line creating a productive and healthy workforce

Before

Current

Body Weight Lost -130 pounds

Reduction in Body Fat Percentage -

23%

• Discontinued use of prescribed high blood pressure medication.

• Recently completed first 5K run (33 mins)


Question answer session

Question & Answer Session

Thank you for coming!


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