Johnson & Johnson Global Health Services Award-Winning Best
Practices: Employee Health
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Why we do what we do OUR VISION: Have the healthiest, most
engaged workforce for J&J allowing for full and productive
lives. OUR MISSION: Deliver a competitive business advantage to the
J&J Family of Companies, by providing the leadership and
resources that enable the well being, full engagement, and
productivity of J&J employees worldwide.
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Health is Integral to Our Credo The health of the employee is
inseparable from the health of the Corporation. An important part
of our Credo responsibility to our employees is providing them with
resources to lead healthier lives. Good health is important to all
of us. Good health is also good business. William C. Weldon CEO
Johnson & Johnson
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Caring for peoples health has been our way of life since 1978
when our CEO at the time set the goal to have the worlds healthiest
workforce. We know healthy employees are more engaged and
productive, and disease prevention can avoid costly healthcare
expenditures. We were among the first employers to offer wellness
programs for employees, and continue to provide a supportive work
environment that encourages healthy choices. A long-term commitment
to a culture of health
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Culture of Health Evolution Big Goals 1978 Integration 1995
Global 2004 Harmonization 2007 New Business Platform 2009 LIVE FOR
LIFE : Partnership between Benefits, Safety, Medical, Wellness and
EAP James E. Burke, J&J Chairman and CEO, set two major program
goals: Encourage employees to become healthiest in the world Reduce
health care costs through on-site programs and services Established
Health & Wellness Shared Service, integrating: Employee
Assistance Occupational Health Wellness & Health Promotion
Disability Management Global expansion of integrated services to
provide: Leadership Consultation Guidance Support Health &
Wellness key policies harmonized as part of Global HR
Transformation (GHRT) Wellness & Prevention identified as key
New Business strategy Acquisition of HealthMedia, Inc. and Human
Performance Institute, Inc.
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Operations Conceptual Model Business Service Delivery &
Vendor Management Business Units/EHS & Global HR Support Global
Health Strategies Expert Consultative Services Data and Systems
Secondary Responsibilities Core Capabilities Primary Responsibility
Quality Efficiency Effectiveness Customer Satisfaction Accurate,
Complete Data Elements Capable, Systematic Processing
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US/Puerto Rico: Integrated total health delivery model: 75
staff in US supporting 29 clinics Integrated team OH, EAP, Wellness
and Fitness strategic partnerships Shared service through a
centralized delivery model Services delivered based on a Service
Level Agreement Funded per capita + additional optional services
Rest of world: J&J and contract employees deliver services to
the individual sites in a decentralized model Single site and
campus models exist Technical expertise and support provided by
regional Global Health Managers and Medical Directors Global Health
Service Delivery
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Our Strategic Approach Address spectrum of needs Use proven
programs/methods Measure outcomes/manage program investmen ts Keep
the healthy healthy Keep employees energized & engaged Identify
and manage health and injury risks Keep employees safe Identify and
manage/mitig ate disease impact Keep employees working Identify and
focus medical and disease management resources Reduce risks 8
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Mental Health & Wellbeing Healthy Lifestyle Programs
Integrated Program Approach Access to Employee Assistance
Professionals 24/7 Telephonic Counseling Online Mental Health
Screening HealthMedia Digital Coaching Programs Resiliency/Stress
Management Training Yoga and Meditation Occupational Health &
Disease Mgmt. Health Education & Awareness Program Health
Profile & Biometrics Health Profile Counseling HealthMedia
Digital Coaching Programs Pedometers and Million Step Challenges
Weight Watchers and Nutritional Counseling Tobacco Cessation
Programs (PIQ) Onsite Occupational Health Clinics Employee Health
Centers Medical Surveillance Compliance Medical Case Management
Value Added Services (Phlebotomy, Pharmacy and Physical Therapy)
CareConnect & Health Advocate My eHealth (Tip of the Day,
Family Health Guides, Personal Trackers) Healthy People News
Healthy People Bulletin Boards Global Health Observances (ie Move
For Health, World Diabetes Day, Breast Cancer Awareness, World AIDS
Day) Johnson & Johnson Employees and Families 9
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Promotion & Communication Clear Focus (Smoking, BP,
Cholesterol, Physical Activity, Stress, Obesity, Diabetes) Tracking
and Enterprise-Wide Reporting Operating Company-Level
Reporting/Accountability Marketing & Communications Healthy
People Branding Alignment of Incentives Healthy People Medical Plan
CareConnect (disease mgmt.) Employee Health Centers 10
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PARTICIPATION ENGAGEMENT & RETENTION SCALABILITY CREATE A
CULTURE OF HEALTH OUTCOMES/ MEASUREMENT 1 2 4 3 5 5 factors for
implementing a successful program
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12 Wellness & Health Promotion To help employees achieve
optimal health, Wellness & Health Promotion programs provide
global affiliates with leadership, consultation, guidance and
support for the delivery of a wide range of quality health
promotion programs and services. Improving the health of employees
can deliver significant benefits, including increased productivity,
but most importantly, employees can enjoy improved health, both on
and off the job. Programs include: Activity Promotion; Eat
Complete; Tobacco Cessation US: Programs are delivered via Health
Fitness Corporation Globally: Program delivery varies but is
usually coordinated with GH regional managers and site HR
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Health Risk Assessment Healthy People Initiative since 1995
Annual Health Profile Tracking and Enterprise-Wide Reporting
Operating Company-Level Reporting/Accountability Onward referral to
Health Advising and appropriate J&J resources, such as
HealthMedia, Million Step Challenge US Participation Rates 2009:
83%* Incentives: $500 Medical Benefit Discount $250 incentive for
participation in Case/Disease Management $500 incentive for
participation in Maternity Program ($250 for enrollment plus $250
for postpartum screening) $150 for Healthy Weight Program *Typical
HRA participation is between 30% & 60%
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Our Risks The top three risk areas for J&J US are:
Unhealthy Eating, Obesity, and Inactivity The top three areas for
J&J OUS are: Unhealthy Eating, Inactivity, and Obesity The top
three risk areas for J&J US are: Unhealthy Eating, Obesity, and
Inactivity The top three areas for J&J OUS are: Unhealthy
Eating, Inactivity, and Obesity US: N = 10,000 + OUS: N = 1,000
+
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Examples of Supporting a Healthy Lifestyle PHYSICAL ACTIVITY
Knowledge Building & Behavior Change Pedometers 30,000
participants globally Million Step Challenge 10,000 participants
Exercise Reimbursement Program 5,000 participants Environmental
& Cultural Support Fitness Centers/Fitness Rooms with
personalized training available Walking Trails Fitness Center
Design & Activity Guidelines HEALTHY EATING Eat Complete
Opportunities for employees to access and enjoy Nutritionally Dense
Whole Foods at every cafeteria, food station, vending machine,
catered event, and whenever food is served at company functions 80%
of the US locations with on-site Food Services have launched the
eat complete initiative Weight Watchers: At work, as well as
program discounts CANCER PREVENTION PROGRAMS Tobacco Free Workplace
Applies to all operating company locations, 98% of Operating
Companies Worldwide are Tobacco Free Accredited CEO Cancer Gold
Standard
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Good Health is Good Business People Productivity Performance
& Profit
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High Risk Rate Comparison to US Norms and Book of Business Data
(Choices Eligible) High Risk Factor (in descending order by High
Risk Prevalence) Johnson & JohnsonCDC US Data* HealthFitness
Book of Business Data (2009) Unhealthy Eating (
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Commit to Long Term Results will Follow OVERALL INCREASE IN
LOW-RISK CATEGORY OVER TIME. OVERALL DECREASE IN MEDIUM/HIGH-RISK
CATEGORY OVER TIME. POPULATION HEALTH RISK REDUCTION (2006 TO 2009)
Employee health risk trends between 2002 - 2008 suggest the Johnson
& Johnson health and wellness program has an annual ROI of
between $1.57 - $4.09 for every dollar spent.
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Per capita healthcare costs consistently below benchmarks
Population health risks trending better than the overall industry
Health care costs reduced by $400/employee/year This Methodology
has led to Sustainable Results Health RiskJ&J 19951999 J&J
2007/2008 J&J 2009 U.S. Pop 2007/2008 CDC
Smoking12%4.2%3.9%18.4% High Blood Pressure 14%6.4%6.3%27.8% High
Cholesterol 19%7.2%5.3%37.6% Inactivity (30 minutes of activity,
less than 4 days/wk) 39%31.5%20.4%51.2%* * CDCs definition of
physical activity = engaging in light/moderate physical activity
for >/= to 30 minutes at a frequency >/= to five times per
week OR engaging in vigorous physical activity >/= to 20 minutes
at a frequency >/= three times per week.
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Category Excess Cost Per Risk* # of High Risk EEs ** Excess
Health Care Costs # of High Risk EEs *** (extrapolated to
population) Excess Health Care Costs (extrapolated to population)
Obesity (BMI 30.0+) $2,234 6,248$13,958,0327,558$16,884,572
Hypertension (Blood Pressure 140+/90+ mmhg) $1,218
1,926$2,345,8682,330$2,837,940 Glucose (Fasting 126+ mg/dl) $2,714
751$2,038,214908$2,464,312 Inactivity (Seldom or Never Active)
$1,327 1,485$1,970,5951,796$2,383,292 Tobacco Use (Any use) $1,336
1,188$1,587,1681,437$1,919,832 Cholesterol (Total Cholesterol 240+
mg/dl) $850 1,611$1,369,3501,949$1,656,650 Stress (Heavily or
Excessively Stressed) $2,120 479$1,015,480579$1,227,480 Total
$24,284,707$29,374,078 *Health Care Costs of $9,700 used in the
Results Calculator software **2009 Health Profile participation =
30,595 employees ***Data extrapolated to J&J total eligible
Choices population of 37,008 Estimated Excess Health Care Costs
(Choices Eligible)
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Why Global Health Metrics? Global Health Metrics will: Provide
data related to the health and well-being of our employees and the
subsequent impact on our business Provide accountability for our
services Provide feedback on the quality and effectiveness of
critical initiatives Reflect the accomplishments and earnest
intentions of our staff In order to achieve our mission we must
measure and understand our employees health risks and the
effectiveness of our health service offerings to address these
risks
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1. Create, Promote and Sustain an Organizational Culture of
Health 2015 Goal: 90 % of employees have access to health &
wellness programs 2. Reduce Population Health Risk Factors 2015
Goal: 70% or more health-profiled employees are characterized as
low risk 3. Assess and Manage Occupational Health Risks Identified
Through the Medical Surveillance 2015 Goal: 93% or more of all
periodic Medical Surveillances completed according to schedule and
significant clinical occupational observations (SCOO) identified
Setting Global Enterprise Health Goals
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Healthy Future 2015 February 9, 2009 Our Sustainability
Strategy Going beyond the Environment and must focus on our core
product benefit: health Must give us clear, actionable steps today
that ensure well-being in the future Must have a sense of optimism,
something for our employees to rally around
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Working towards a Healthy Future How will we get there? Six
overarching strategies: Safeguard the planet through increased
environmental stewardship of our operations & products.
Cultivate suppliers who share our standards of ethical behavior,
product quality and social responsibility. Advance health literacy
and access to health care products and services. Foster the most
engaged, productive, health-conscious and safe workforce. Actively
collaborate more broadly and more often. Healthy Future 2015 our
environment our supply chain our customers our employees our
stakeholders our communities Make life-changing, long-term
differences in human health through community based
partnerships