1. Culture1
Health
• Knowledge/Tools
• Organizational
Institutions
• Beliefs
• Art
• Values/Morals
• Custom
• Law
is a state of complete
physical, mental and
social well-being and
not merely the
absence of disease
or infirmity.2
1. Tylor, E.B. (1871) Primitive Culture.
2, Preamble to the Constitution of the World Health
Organization as adopted by the International
Health Conference, New York, 19-22 June,
1946; signed on 22 July 1946 by the
representatives of 61 States (Official Records
of the World Health Organization, no. 2, p. 100)
and entered into force on 7 April 1948.
0

2. hich
logy in w een
lace eco
a workp elationship betw
“…
mic r
ork
he dyna gs and their w al and
t
bein
erson
human
rtures p support
ent nu
environm nal values that 's best
tio
on
organiza ement of a pers onal
pti
ev
the achi enerating exce
le g
self whi erformance.”
,
sp
esident
busines
PhD, Pr
onk,
tion
“…emphasizing the
importance of the health of
the worker, creating
management support, and
providing motivational
programming that will reduce
major health risk factors”
Crimmins and Halberg.
JOEM, 2009
Nico Pr ional Associa n3
t
Interna alth Promotio
site He
or Work
f
“…the crea
tio
environme n of a working
nt where e
mployee
health and
safety is v
alued,
supported
and promo
ted
through wo
rkplace he
alth
programs,
policies, b
ene
and enviro
nmental su fits,
pports.”
Centers fo
r Disease C
ontrol and
Prevention 1
1. http://www.cdc.gov/workplacehealthpromotion/glossary/.
2. Crimmins and Halberg. J Occup Environ Med. 2009;51:351–355.
3. Pronk N. ACSM’s Health & Fitness Journal. 2010;14:36–38.
1

3. • Leadership & Commitment
• Policy & Procedure
• Marketing &
Communications
• Enterprise Programs
• Measurement & Outcomes
2

4. In companies with a strong culture
of health, employees, on average,
are 3 times more likely to report
taking action on their health.
Wellness & Prevention, Inc. Landmark Study, 2009.
3

5. These same employees rate
all aspects of their
performance higher than
employees whose
employers do not have a
strong culture of health
 overall personal life
 overall work life
 job performance
 career paths
 ability to fulfill
potential at work
Wellness & Prevention, Inc. Landmark Study, 2009.
4

6. Less than 26% of
employees believe their
company has a strong
culture of health.
Wellness & Prevention, Inc. Landmark Study, 2009.
5

7. Lack of employee
engagement is the
biggest obstacle to
changing health
behaviors
Purchasing Value in Health Care. Selected Findings From the Annual National Business Group on Health/Towers Watson Survey Report. 2010.
6

8. Companies committed to health as a business imperative achieve significantly better
financial outcomes and lower employee turnover
BETTER 5-YEAR TOTAL
SHAREHOLDER RETURN
REDUCED TURNOVER RATES
14.8%
14.8%
−10.1%
Companies that MOST effectively treat
health as a business imperative
Companies that do NOT effectively
link health to business imperatives
Towers Watson 2009/2010 Staying@Work Report.
7

9. Integrated data drive planning and enable evaluation to achieve total economic
value from benefit investments
J&J Payroll & Eligibility
Financial Management
Medical
Vendor Performance &
Quality Management
Drug
Care Management
Health & Wellness
Short-Term / Long-Term Disability
Integrated
Data
Warehouse
and
Analytics
Benefit Planning
and Design
Regulatory Compliance
Worker’s Compensation
Program Evaluation
Dental & Vision
Health & Productivity
Management
Financial Accounting
8

10. COH 1: 1 in 10 employees believes programs are not
visible or evident
9

11. 10