Working Well: What s next for wellness?

Transcription

1 Working Well: What s next for wellness? Highlights and implications of the 5 th Global Wellness Survey Barry Hall, Ruth Hunt, and Dave Ratcliffe December 12, 2012

2 Today s areas of focus Overview of global findings Business drivers and implications Communication and culture Global best practices Barry Hall Principal, Innovation Research Leader Dave Ratcliffe Principal, Health & Productivity Ruth Hunt Principal, Communication; Health Consumerism Thought Leader

3 Overview of global findings

4 2012 Global Wellness Survey Objective: Assess trends in employer-sponsored wellness strategies and practices Participants: 1,356 participating employers 11 languages 45 countries 17 million employees All industry categories Available at 4

5 Location of employees Africa/Middle East Asia Australia/NZ Europe Latin America North America 20% 19% 35% 36% 43% 58% Source: WORKING WELL: A Global Survey of Workplace Wellness and Health Promotion Strategies Buck Consultants,

6 Companies offering health promotion to employees North America Europe Asia 76% 42% 47% 33% Latin America 43% 37% Africa/ Middle East Australia/ New Zealand 6

7 Number of years wellness strategy has been in place 0-1 year 2-5 years 18% 43% 61% less than 5 years 5-10 years 24% More than 10 years 13% Don t know 2% 7

8 Employer objectives driving wellness strategy 1 = most important, 10 = least important Ranked 1st Ranked 2nd Ranked 3rd 8

9 Growth in global strategies Multinational Employers with Global Health Promotion Strategy 9

10 Reasons for not having a global wellness strategy Differing cultures, laws, and practices across our regions No global oversight for health care strategy Lack of vendors who can meet Our global objectives Limited availability of language- and culturally-adapted tools & solutions Not a priority in our organization 30% 27% 26% 29% 29% 25% 16% 23% 22% 16% 15% 16% 22% 27% 40% 44% 58% 59% 56% 54% 2012 Results 2010 Results 2009 Results 2008 Results 10

11 Health issues driving wellness strategy 1 = highest impact, 17 = lowest impact Ranked 1st Ranked 2nd Ranked 3rd 11

12 Business drivers and implications

13 Business drivers we will address 1. Global business concerns over poor health driving higher cost, reduced revenue, and lower earnings 2. What organizations are doing now to promote wellness, increase productivity and lower health care trend 3. Wellness strategy in action: US example approach to integrate progressive wellness strategies that help avoid costs and maintain competitive benefits, while preparing for health care reform 13 Working Well: What s next for wellness?

14 Cost of illness/chronic disease and impact on global output Global economic burden of five chronic diseases (direct and indirect) in US$: Source: United Nations Population Division; 2011 The Global Economic Burden of Non-communicable Diseases, World Economic Forum and the Harvard School of Public Health, Sept

15 Life expectancy and health spend by country Source: OECD Health Data 2012; Last updated: 29 October 2012; Data shown represents 2010 or nearest year available by country. 15

16 Life expectancy, tobacco use, obesity by country Source: OECD Health Data 2012; Last updated: 29 October 2012; Data shown represents 2010 or nearest year available by country. 16

17 Productivity: Top wellness program objective Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies Important 17

18 Impact of wellness programs High impact and significant improvement reported across all areas The longer the wellness program is in place, the greater the improvement Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies 18

19 Adding value over time Some wellness initiatives result in quicker payoff than others: For example, organization image is reported as an area that is highly impacted in the first year of a wellness program. External recognition is reported as the least affected category in year one. Some areas, such as reduction in health risks, will continue to gain momentum as wellness efforts mature. 52% of organizations report a high prevalence of reducing health risks in year one of their wellness program. 84% of organizations report high prevalence of reducing health risks for wellness programs five years or older. Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies 19

20 Wellness and trend reduction 62% of US employers who indicated their wellness program had an impact on trend, reported reductions of 2 percentage points or more. 13% of US employers who indicated their wellness program had an impact on trend, reported reductions of 6 percentage points or more. Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies 20

21 Wellness measurement 3 years Median number of years organizations have measured impact on cost trend. Reasons that wellness initiatives have not reduced organization s health care trend rate (US)* Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies *Respondents were allowed to select more than one answer. 21

22 Wellness and trend reduction Annual 2011 employee incentive value for US employers who measure trend reduction (in USD) Employers with trend reduction of 2% or more All Employers with 2%+ Trend Reduction Average Median Employers with trend reduction of less than 2% Average Median Health risk appraisal (questionnaire) Disease management programs Biometric health screenings Workplace health competitions On-site healthy lifestyle programs Personal health coaching (telephonic) Gym/fitness club membership subsidies $ 265 $ 123 $ 314 $ 230 $ 398 $ 200 $ 116 $ 75 $ 237 $ 100 $ 236 $ 175 $ 279 $ 250 $ 201 $ 100 $ 194 $ 100 $ 174 $ 100 $ 110 $ 75 $ 132 $ 100 $ 131 $ 100 $ 335 $ 276 Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies 22

23 Recognizing value and staying the course How the current economic downturn has affected investment in wellness 24% of overall survey respondents increased their emphasis on wellness during the recent economic downturn. How the current economic downturn has affected investment in wellness by region Source: Buck's 2012 Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies 23

24 US: Wellness financial impact on health care trend reduction Per 1,000 Employees Every 1% Trend Reduction Avoids $6M, Defers Excise Tax 1,2

25 Communication and culture

26 Communication trends: Branding Branding Wellness: Wellness branding is on the rise; only 37% have no wellness program identity 41% have created a distinct identity for wellness 19% tie to their organization s brand 68% report wellness has improved their organization s image Wellness is big and growing 14% tie to their benefits theme 7% use a vendor s 4% use a sickness fund/insurer s 26

27 Communication trends: Channels Use of most channels held steady vs Some declines in traditional modes: newsletters, mailings to homes (but still high in US) and benefit fairs Recession may have dampened the use of some channels Web is top choice, plus increasing use of social media and mobile technologies (7%) Data shows communication channel choices, in themselves, do not directly correlate to trend reduction must have an integrated solution Top Global Channels: 70% use a web portal 68% use posters and flyers 66% use targeted s 27

28 Communication trends: Messages Top priority message: Move more, relax, eat better Top intervention is: Know Your Numbers! Health risk assessments and biometric screenings rapid rise, especially US, Asia, Africa/Middle East Health risk assessments are the top offering to dependents (42%); spouse access had the highest increase (from 19% in 2010 to 29% in 2012) Personalized, targeted messages rising: 52% use them Less electronic and personalized in manufacturing, materials and mining industry Big opportunity to better tailor/personalize messaging Making It Personal: 30% when reporting health risk scores 29% on program participation 27% on claims or health history 28

29 Messaging: A culture of health an organizational climate that promotes healthy lifestyle choices, with leaders as champions/ role models, ongoing communication and feedback, programs that holistically support well-being, supportive environment/policies. Wellness is viewed as good business Only 13% say managing health is not a role of their organization Only 30% say they have a slight or no culture of health today 28% say it s strong today 79% moderately to strongly plan to pursue in the future Strongest culture of health: Africa/Middle East, Asia and Canada Most aggressively in pursuit: US Despite the recession, 24% increased their wellness services 29

30 Implications? #1: Brand and promote well-being as an asset 30

31 Implications for communication and engagement? 1. Brand and promote well-being as an organizational asset 2. Be clear about your objectives: For management sponsorship; employee attention and action For metrics attitudes, participation and outcomes (results) 3. Establish clear governance RACI 4. Step up your web channels and personalized messaging 31

32 Implications: Web and personalized messaging 32

33 Implications for communication and engagement? 1. Brand and promote well-being as an organizational asset 2. Be clear about your objectives: For management sponsorship; employee attention and action For metrics attitudes, participation and outcomes (results) 3. Establish clear governance RACI 4. Step up your web channels and personalized messaging 5. Measure what s measured, matters! 6. Continually raise the bar in all elements of strategy/design: information, incentives, infrastructure and imperatives 33

34 Global best practices

35 Winning strategies in global workplace health promotion Extension of global wellness survey Participating organizations have implemented global strategies and been offering programs to their employees worldwide for a number of years 35

36 Winning strategies in global workplace health promotion Participating Employers: Chevron Dow Chemical DuPont Eaton Goldman Sachs IBM Intel John Deere Johnson & Johnson MOL Group Novartis Novo Nordisk Scania 36

37 Winning strategies in global workplace health promotion Seeks to surface insights and successful practices Objectives and drivers for globalizing health promotion Strategy Infrastructure and governance Program elements Regional and cultural challenges Engagement Vendors and suppliers Measurement and metrics 37

38 Key findings: Recommendations 1. Establish a shared global value proposition, in alignment with key business goals. Ensure metrics are globally consistent and locally relevant. 2. Articulate a value proposition that has sufficient emphasis on health and well-being factors, in addition to the financial business case. 3. Spend adequate time and effort explaining to employees the reasons, goals and benefits for providing a health promotion program. Source: Winning Strategies in Global Workplace Health Promotion: A Study of Leading Organizations Buck Consultants/International Health Consulting,

39 Key findings: Recommendations 4. Drive a global strategy through a central or corporate function that provides guidance and technical support to local sites and business units. 5. Engage local resources for cultural adaptation and implementation. Actively utilize local health professionals to help drive strategies regionally and function as a link between corporate and local sites and business units. Source: Winning Strategies in Global Workplace Health Promotion: A Study of Leading Organizations Buck Consultants/International Health Consulting,

40 Key findings: Recommendations 6. Provide global access to a core suite of health promotion programs and policies. Novartis Four Pillars to Help Associates Achieve Optimal Health 1. Move 2. Choose 3. Know 4. Manage Source: Winning Strategies in Global Workplace Health Promotion: A Study of Leading Organizations Buck Consultants/International Health Consulting,

41 Key findings: Recommendations 7. Establish a healthy workplace index and/or menu of services toward which all sites should strive, and eventually be held accountable. Dow Chemical s Healthy Workplace Index Elements Tobacco policy enforcement Medical surveillance participation Access to physical activity Workplace exposure index Access to healthy foods Supportive work environment Case management Stress management Health assessment participation Source: Winning Strategies in Global Workplace Health Promotion: A Study of Leading Organizations Buck Consultants/International Health Consulting,

42 Key findings: Recommendations 8. Analyze and address the psychosocial working environment, as well as how work is organized, in order to improve mental health and well-being of employees. Psychosocial wellbeing is a major issue for us, and the primary focus of our efforts in the coming year. We re looking more broadly at psychosocial well-being as an indicator that affects health, vitality, and business success. Source: Winning Strategies in Global Workplace Health Promotion: A Study of Leading Organizations Buck Consultants/International Health Consulting,

43 Questions? Barry Hall Ruth Hunt Dave Ratcliffe