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Kimberly-Clark . Tom Fariss, MD, MPH April 1, 2014. Agenda. Background – Global Health Services at K-C Medical Strategy / Health & Wellness Link Programs Problems with Wellness Conclusions. About Kimberly-Clark. History Business and Brands. THEN: Formed in 1872.

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kimberly clark

Kimberly-Clark

Tom Fariss, MD, MPH

April 1, 2014

agenda
Agenda

Background – Global Health Services at K-C

Medical Strategy / Health & Wellness Link

Programs

Problems with Wellness

Conclusions

about kimberly clark
About Kimberly-Clark

History

Business and Brands

then formed in 1872
THEN: Formed in 1872

A Paper and Newsprint Company

Leading the world in essentials for a better life.

now leading the world in essentials for a better life
NOW: Leading the World in Essentials for a Better Life

58,000employees worldwide

$21.1 Billion in Net Sales in 2012

Well-known global brandsHUGGIES® KLEENEX®SCOTT®KOTEX®PULL-UPS® DEPEND®

#1 or #2 positionin more than 80 countries

Nearly one-quarter of the world’s population use our products daily

Leading the world in essentials for a better life.

our businesses
Our Businesses

Personal Care

Consumer Tissue

Health Care

K-C Professional

Leading the world in essentials for a better life.

global brands
Global Brands

Leading the world in essentials for a better life.

our culture
Our Culture

Values

We continue our heritage of honesty, integrity, and courageously doing the right thing

Authentic

We take ownership for our business and our future

Accountable

We are committed to new ideas that add value

Innovative

We respect each other and care for the communities where we live and work

Caring

k c health services mission
K-C Health Services Mission

To build and sustain a culture of health, energy, and vitality, providing a competitive edge for K-C and a lifelong advantage for employees.

value proposition of corporate medical dept
Value Proposition of Corporate Medical Dept.
  • Access to experienced medical professionals when work impacts health and health impacts work
    • Personal and occupational health issues
    • Crisis management, emerging health issues, pandemics
  • Occupational health compliance
    • Legal and regulatory requirements
    • Impacts employee injuries/illnesses, company reputation
  • Health promotion and wellness
    • Best Place to Work, attract and retain top talent
    • Employee health, performance, resilience, morale
    • Competitive advantage for company
global health services model
Global Health Services Model
  • Global Health Risk Appraisal
  • General Population Risk Intervention
  • Exercise Facilities/Programs
  • Medical Consults/Health Advocacy
  • Case Management
  • Employee Assistance Program
  • Executive Health
  • Travel Medicine
  • Health Screening
  • Acute Care/Emergency Care
  • Health Education Programs
  • Global Assignee Health Mgmt
  • Corporate Athlete
  • Legal & Regulatory Health Compliance
  • Medical Surveillance
  • Return-To-Work Programs
  • Drug & Alcohol Testing
  • Injury/Illness Reporting
  • Maintenance of Health Records

Healthy Company

Occupational Health/Compliance

Business and Policy Support

  • Pre-Employment/Fit for Duty
  • Stress Management Programs
  • Disability Management
  • Ergonomics
  • Product Toxicology
  • Epidemiology
  • Emergency Responder Training
  • Alcohol & Drug Policy
  • Health Care Cost Control
  • Crisis Management/Threat Assessments
  • Clinical Governance of Occupational Health Function
  • Consult to Business Units on Health-Related Issues
  • Health Hazard/Risk Assessment
  • Product Safety Support & New Product Development
  • Health Risk Management and Litigation Prevention
k c health services lao
K-C Health Services - LAO

Bolivia - Employee Health Checks

Peru

Ecuador

Costa Rica

Health Fair

Bolivia

medical plan strategy and wellness
Medical Plan Strategy and Wellness
  • Affordable Care Act Implications (Cadillac Tax, etc.)
  • How to Control Medical Costs?
  • What is the Role of Wellness and Health Promotion?
  • Assumptions:
    • Medical plan design drives costs more than any other factor
    • Wellness programs have limited impact on overall costs
    • Health and wellness programs are worth doing as an adjunct to future medical plan changes
health promotion wellness
Health Promotion & Wellness
  • LiveWellHealth Programs
    • Health Screenings
    • Weight Watchers
    • Lose Big
    • Endurance Challenge
    • Get Up and Ride
    • Maintain Don’t Gain
    • Fox Cities Marathon
    • Breast Cancer Awareness Week
    • Blood Drives (on site)
  • Fitness, Nutrition, Weight Management, Tobacco-Free Campuses
  • Broad Array of Health Enhancement Tools
live well challenge 2014
Live Well Challenge 2014
  • Wellness program designed to leverage group involvement to improve individual health and build a healthy company.
  • 1st & 4th quarter health assessments
    • HRA & Blood Tests
    • Fitness Testing
    • Health Coaching
  • Three Components:
    • Exercise
    • Nutrition
    • Sleep
  • Fitbit Flex
    • Goal Setting

Password: openkc

live well challenge 20141
Live Well Challenge 2014
  • 2,580 out of 6,500 employees (40%)
  • Top Four Personal Goals Set by Category
    • Weight loss or changes in body composition = 49%
    • Cardiovascular improvements = 32%
    • Strength = 9%
    • Flexibility = 9%
gcc k c emea
GCC: K-C EMEA
  • 861 employees formed 123 teams
  • Over the 16 week program
    • 63% reported losing weight
    • 59% decreased stress
    • 80% improved exercise
    • 88% of employees now rate their overall health as good, very good or excellent (vs. 64% pre-GCC)
problems with wellness
Problems With Wellness

Inadequate or Misinformed Science

Incentives Often Don’t Work

Minimal Cost Savings

Behavior Change is Difficult

wellness is not science
Wellness is Not Science
  • Science vs. Program Management
    • “If you do this, then that will happen” - Richard Feynman
  • Bad Science = Bad Advice
  • Screenings – Harms May Outweigh Benefits
  • Cholesterol – The Lower the Better?
  • Overdiagnosis
wellness checklist good science
Wellness Checklist – Good Science?

Drink 64 oz. Water Every Day

Take Multivitamins, Fish Oil, etc.

Take a Baby Aspirin Every Day

Get a Mammogram (or PSA)

Take Lipitor! (Shouldn’t This be in the Water Supply?)

Have a Drink of Wine Every Night

Get an Annual Physical (and Screening CT Scan)

Eat a Low Fat (or Low Carb) Diet

incentives often don t work
Incentives Often Don’t Work

Carrot vs. Stick

Intrinsic vs. Extrinsic Motivation

Can We Pay People To Be Healthy?

“Health Insurance” is not Insurance, it is a Payment Plan

Most Medical Costs are Paid by “Someone Else”

the lancet april 19 2008
The Lancet – April 19, 2008

Can you pay people to be healthy? Emma Wilkinson; The Lancet - 19 April 2008 ( Vol. 371, Issue 9621, Pages 1325-1326 )

DOI: 10.1016/S0140-6736(08)60578-4

minimal cost savings
Minimal Cost Savings

Can Medical Costs be Controlled by Wellness Programs?

Impact on Costs Often Unclear

ROI Always Problematic

Prevention May Actually Increase Medical Costs

Wellness Claims Often Not Credible

“Best Practices” – Do They Exist?

behavior change is difficult
Behavior Change is Difficult

Entitlement Mentality Without Personal Accountability

Prevalence of “No Risk Factor” Group is Very Low

Obesity Trends Correlate With Growth of Wellness Industry and Poor Dietary Advice

Change or Die

what motivates people to change
What Motivates People to Change?
  • Role of Leadership
  • Policies and Legal Mandates
  • What Everybody Else is Doing
  • Individual Accountability for Health (Costs)
    • Bring Back the “Insurance” in Health Insurance
  • Prochaska’s Stages of Change
  • Intrinsic vs. Extrinsic
  • Drive – 3 Elements of Motivation:
    • Autonomy
    • Mastery
    • Purpose
what we believe
What We Believe

Healthy behaviors and preventable risk factors can have a profound impact on health, performance, productivity.

Wellness programs are problematic, often underperform, and current approaches may have little to no impact on overall medical costs (but may be worthwhile for other reasons).

Behavior change is difficult but can be catalyzed by many factors within the bounds of company culture