Corporate Wellness Meets Safety Culture: Why Protecting Workers is Good Business

1. Corporate Wellness Meets Safety Culture: WhyProtecting Workers is Good Business David P. Gilkey, D.C., Ph.D., CPE Carla Lopez del Puerto, Ph.D. Department of Environmental and Radiological Health Sciences Department of Construction Management Colorado State University Colorado Culture of Health April 30th, 2014

2. Session Objectives Those attending this session should be able to: • Explain concepts of work culture, safety climate, worksite wellness, occupational health and safety and how they improve the wellbeing of employees, employers and are good business.

3. Today’s Focus Worksite Wellness Health Safety

4. The Hypothesis Cultivating a positive corporate climate and culture is a path to improved employee and company health, safety, profitability and sustainability. http://www.airproducts.com/company/Sustainability/managing-sustainability.aspx

5. The Message • Embracing the relationship of wellness to occupational safety is core to developing successful strategies to ensure that your organization has high measures of safety climate, employee health and wellness, profitability and sustainability. Corporate Sustainability | Danielito C. Vizcayno Blogs

6. Contrary or Complementary Health Safety Wellness Compliance Productivity Efficiency Quality Profits

7. Balanced by Design Home life Family Friends Hobbies Culture Worksite Exposures Conditions Practices Culture Healthy Relationships and Practices

8. Ergonomics An Applied science intending to optimize the fit of humans to work! Environment Productivity Efficiency Ergonomics Quality Worker Health Job Person Optimization

9. Worksite Wellness Pays The benefits of worksite health and safety: • Lower health care costs • Higher morale and greater job satisfaction • Higher productivity • Fewer injuries • Ability to recruit &retain top talent • Lower absenteeism CWHE, 2013

10. Business Strategies Dr. Ram Nidumolu “Top Sustainable Business Strategies from 2012” • Core Capabilities - Values and sustainability • Markets - Current and emerging • Governance - Megatrends, reporting & risk mgt • Stakeholder Mgt – Suppliers, invest, bus Mgt • Resource Mgt – Food, water, energy, global impacts and outlook… Competition!

11. Culture of Wellness • What is culture? • What is wellness? • What is safety? • What is profitability?

12. Organizational Culture Zohar, 2010 • Organizational culture can be thought of as “the interaction between the organization and individuals”. • Good Culture? • Bad Culture?

13. Safety Culture? • What is safety culture? • Many things to many people… “Top-level managers create policies, procedures, programs, budgets, and provide for personnel, equipment, and training and, in doing so, create the culture of the company.”

14. Safety Culture Concepts • Company leaders create organizational infrastructure, establish hierarchy of managers, provide resources, and deploy their policies and procedures, thereby setting the tone for day-to-day priorities, work safe behaviors, adherence to safety standards, and the consequence of non-compliance.

15. Safety Climate? • What is safety climate? • How is it different than culture? Safety climate results from the enacted policies and procedures related to safety and the employee’s perceptions and assumptions about the real priorities and consistency of management policies and procedures. What if…?

16. Climate vs Culture • We measure climate to understand culture Climate and culture exist simultaneouslyand thus are influenced from the bottom up, and top-down interactionsand perceptions may vary in relation to one’s level within the organization…

17. Cultural Difference • What affects do cultural differences present when creating safety culture? • Do people from other cultures make the same personal and professional assumptions about their workplace cultures in America? • We think not….

18. Domains of Climate Zohar, 1990 • Management commitment to safety: #1 – Most important • Organizational status of safety officer: Does the S&H manager meet with top management? $?

19. Domains of Climate 3) Organizational status of safety committee: Is the committee real, funded, respected, sought after? 4) Successful safety training: Who is trained? What is offered? Is training supported? Effective?

20. Domains of Climate 5) Level of risk at the workplace: How do employees feel about the risk in their jobs? Conditions? Exposures? 6) Effect of safe conduct on social status: Is safe work supported? Reinforced? Admired?

21. Domains of Climate 7) Effect of safe conduct on promotion within the organization: Is safety health part of the annual review? Is it supported? 8) Effects of required work pace on safe work practices: What if?

22. Safety Culture Zohar, 2010 • 202 studies had been published on safety climate in numerous work environments over a span of 30 years and that a preponderance of evidence demonstrates that…arelationship existed between safety climate criteria and injury and illness outcomes. • Culture matters!

23. Safety Culture Zohar, 2010 • Stated that safety climate measures are leading indicators of injury and illness and that leadership can change and improve safety climateand thus reduce injury and illness in the workplace. • Leading vs Lagging indicators of Safety? vs

24. Safety Culture • Research has also demonstrated that safety climate and culture are inversely correlated with injury and illness rates. Safety Climate Injury/Illness & Costs

25. Improving Safety Climate Building a Positive Safety Climate: • Leadership – Mgt. commitment, priorities, values, policies, procedures, rewards, and resources allocated for day to day actions. Promoting safe work practices, conditions, health & wellness and profitability. Hoffmeister, 2014 and Schwatka, 2014

26. Improving Safety Climate 2. Employee Involvement – Employee participation in strategic planning, goals and objectives, safety, wellness, production, accident investigations, innovation, improvement, profitability Wherever possible! Hoffmeister, 2014 and Schwatka, 2014

27. Improving Safety Climate 3. Formal Policies and Procedures – SOPs, safety rules, orientation, training, annual reviews, safety inspections, wellness, productivity levels, discipline and compliance, rewards, promotion and more… Hoffmeister, 2014 and Schwatka, 2014

28. Improving Safety Climate 4. Training - Topics, needs, safe work practices, notices, qualifications, competencies, records, accessible, participative, and effective… NA – Development – Implementation - Evaluation Hoffmeister, 2014 and Schwatka, 2014

29. Promoting Health and Wellness

30. Promoting Health and Wellness

31. Promoting Health and Wellness

32. Certification

33. Promoting Safety • Management Commitment • Hazard Identification/ worksite analysis • Hazard prevention and control • Training for employees • Recordkeeping

34. Promoting Safety 5% Savings Loss Prevention

35. Promoting Safety Step #1: Formal Declaration of a Company-Wide Loss Prevention and Loss Control Policy

36. Promoting Safety Step #2: Formal creation of a Safety Committee and/or Coordinator

37. Promoting Safety Step 3: Clearly Defined and Conspicuously Posted Safety/Loss Prevention Rules

38. Promoting Safety Step #4: Safety Awareness and Loss Prevention Training

39. Promoting Safety Step #5: A Written Designation Of Medical Provider

40. Promoting Safety Step #6: Written Policies and Procedures on Claims Management

41. ActionPlan!

42. CWPCCC Works • Jim McMillian, MPH, CIH “Effectiveness Of The Colorado Premium Cost Containment Program” • Overall findings showed that companies that have maintained certification status greater than three years were found to have better results in eight different claims categories and three different rate measurements.

43. Case Studies Climax Portable Machine Tools, Inc., SAIF Corporation, Clackamas County, OR https://healthplans.providence.org/Pages/individuals-and-families.aspx

44. Motivations • During times of increased financial pressure combined with the need to maximize every employee’s productivity, rising health care issues were a primary motivator for the desire to create a culture of wellness in the workplace. https://healthplans.providence.org/Pages/individuals-and-families.aspx

45. Strategies In 2010 SAIF initiated Wellness Strategies: • Health Fairs • Sponsored team events • Health screenings • Promoted weight loss • Organized fun group activities such as hikes and healthy potlucks https://healthplans.providence.org/Pages/individuals-and-families.aspx

46. Outcomes Outcomes presentation included these findings: • Lost > 600 lbs. among all employees • For every $1 spent on wellness programs, an organization can expect to see its medical costs fall by $3.27 and absenteeism costs fall by $2.73. https://healthplans.providence.org/Pages/individuals-and-families.aspx

47. Case Studies • Curves and Cleveland Clinic share a mission of health, wellness, and prevention, as well as the belief that a healthy population is more productive and requires less health care. Together we have established the Cleveland Clinic Certification program that is exclusive to Curves. http://www.curves.com/corporate-successes

48. Results • Integrated wellness program through its health plan, Curves Completed options a member available. Cleveland Clinic has reduced their cost trend. Since 2009, the Cleveland Clinic Employee Health Plan has experienced a $75 million dollar cost avoidance which they believe is because of their Healthy Choice and Wellness Initiatives.

49. Ergonomics Colorado Case – Pinnacol Assurance • George Wahl, M.S., CIH, CSP • 1:17 ROI

50. Expectations • Increased productivity, quality and safety • Increased effective communication • Increased respect for all • Increased health and wellness • Increased worker cohesion and cooperation • Increased work culture • Increased safety culture • Increased profitability