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2014 WWCMA Presentations
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The Johnson & Johnson Story
Fikry Isaac, MD, MPH, FACOEM Vice President, Global Health Services
Chief Medical Officer, Health & Wellness Solutions
Worksite Wellness Council of Massachusetts
September 19, 2014
We all have reasons for why Health matters Usually personal in nature
I want to be
an energetic
mother /
father
I want to
look and
feel better
I want to be
vibrant in
my old age
I don’t want
to be sick!
I want to
provide for
myself and
family to the
best of my
capabilities
But what does good Health mean to the business? It matters if it links to performance and the bottom line!
I want my
employees
to be
productive
and
“present”
We need
the
business to
be
innovative
We need our
employees
to give us a
competitive
edge
We want
to attract
and retain
top talent
Leading with a purpose
• Companies with health as a business
strategy achieve significantly better
financial outcomes and lower
employee turnover
Towers Watson 2011/2012 Staying@Work Report correlates
companies with highly effective health programs with better
financial outcomes:
Higher market premium and shareholder returns
Higher revenue per employee
Lower medical costs per employee
Lower cost trends
$341,000
$473,000
$0$50,000
$100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000$500,000
Revenue perEmployee
(Industry adjusted)
LowEffectivenessof HealthPrograms
HighEffectivenessof HealthPrograms
The value of Health as a business strategy
4
• An employer’s commitment to employee well-being is as critical as opportunities for
advancement and more important than competitiveness of pay and benefits for overall
job satisfaction
• Sensing that employers care for them is a significant factor in engagement, retention,
recruitment and reputation
• Companies with highly effective health & productivity programs report higher
productivity
Global Leader in
Health Care (Consumer, Medical
Devices and Pharmaceuticals)
More than 250
Operating Companies
In 60 Countries
Selling Products in More Than
175 Countries
125,000 Employees
Worldwide
Company Overview
Leadership & Commitment: The J&J Credo A Health Care Company with Health as a Core Value
6
• Nothing is more important
than the health and well-
being of those we love.
• By caring, one person at a
time, we aspire to help
billions of people live longer,
healthier, happier lives.
This core value has paved the way to
setting foundational goals around the
health & wellbeing of its employees
Johnson & Johnson Strategic Framework Retrieved from:
http://www.jnj.com/strategic-framework
Culture of Health within Johnson & Johnson - Our Journey
Fix The Health Care Crisis One Employee at a Time
2007
harmonization
2004
global launch
1978
big goals
2015
healthy future
2008
new business
1995
integration
1886
visionary
2013
one health
“Our employees are our greatest asset,
and we believe that by investing in their
health, we are investing in the success
of our business.”
Alex Gorsky, Chairman and CEO of
Johnson & Johnson
Achieving a Culture of Health & Wellbeing
Participation & Sustained Engagement •Communication Strategies
•Evaluate engagement scores and other measures of end-user satisfaction
•Leverage personal (e.g. mobile) technology
Integrated Programs and Data • Incorporate program offerings into the daily
routine (healthy eating, movement, etc.)
• Evaluate participation and retention rates
• Integrate disciplines (e.g. mental wellbeing, occupational health, etc.)
Effective Behavior Change • Offer customizable solutions that meet
people “where they are”
• Intrinsic/Extrinsic Incentives
Outcomes / Measurement • Enterprise Goals
• Measure progress & establish accountability
• Demonstrate value based on outcomes
• Evaluate to foster continuous improvement
Scalable to Entire Population • Develop and deploy healthy workplace key
integrated policies that are globally applicable, but locally adaptable
• Leverage technology
What has worked at Johnson & Johnson
Leaving a Handprint Sustaining engagement through a caring environment
Workforce health and
wellbeing programs can
enable a sustainability
“handprint” - one that leads
to a positive impact of
caring through improved
health, associated cost
reductions and maximized
productivity.
PARTICIPATION
AND SUSTAINED
ENGAGEMENT
Johnson & Johnson
Employees and Families
Integrated Holistic Program Delivery
Mental Health & Well-Being
EAP
HealthMedia® Digital Mental Health
Coaching programs
Resiliency/stress management training
Yoga, mindfulness and meditation
Healthy Lifestyle Programs
Health profile and biometrics
Digital Health Coaching programs
Pedometers and million-step challenges
Weight Watchers and nutrition
Tobacco cessation programs (PIQ)
Education & Awareness Programs
Occupational Health &
Disease Management
Onsite occupational health clinics
Employee health centers
Medical surveillance compliance
CareConnect & Health Advocate
Medical benefit integration
Value Added On-Site Services
Physical Therapy
Non-Occupational “Convenient Care” for
minor illnesses
Maternal Health
Phlebotomy
On-site Travel Medicine
Preventative Screenings
Work-Life Integration
Flexibility/Flexible Work Arrangements
Dependent Care Resources
Family Change Support Programs
College & Education Support
Finance & retirement planning
Partnerships with External Organizations
INTEGRATED
PROGRAMS Energy Management
E4PIL 0.5, 1 and 2 day
E-Course
Key notes
Metrics and sustainability
A Multimodality Approach Providing tools, resources and environment support
Person to Person
• Fitness/Wellness Professional
• Occupational Health Nurse, Nurse Practitioners
• Employee Assistance Program Counselors
• Health Advisors
• Group Workshops (Weight Watchers™ at work and in the community, energy mgmt.)
Behavioral Change Offerings
• Exercise Classes
• Health Campaigns (Lose to Win, Pedometer -Million Step Challenge, Steps for Caring, Family Activity Challenge, etc.)
• Energy Management principles
• Local events and educational seminars
Online
• HealthMedia Move™, Nourish™, Balance™, Overcoming Binge Eating
• My Live for Life™ website (Cool Tools, Resources)
• Weight Watchers™ Online
• Mental health screenings
Culture and Environmental Support
• Fitness Centers or Exercise Reimbursement
• walking / running routes
• eatcomplete
• Energy for Performance in Life
• Health Champions
• Communications & Marketing
• Incentives
• Toolkits (i.e. Mental wellbeing)
Allows a choice of value-added services that meet people where they are in their health continuum
INTEGRATED
PROGRAMS
1. A detailed assessment to understand a
person’s unique motivation, confidence and
change barriers.
2. A supportive plan for treatment
– Establish an emotional connection
- Follows proven clinical guidelines
- Incorporates proven behavioral science
models
- Uniquely tailored to each individual
- Longitudinal
- Offers tools, tips and resources
3. Quantifiable Outcomes Measures
A 24/7 health coach with a plan just for modifying or changing
an undesirable health-related behavior
Digital Health Coaching New tools to engage employees and change behavior
BEHAVIOR
CHANGE AND
SCALABILITY
Motivation and Incentives
• Extrinsic Motivators – Medical plan discount ($500) for participating in voluntary health
risk assessment (HRA) and health advising
– Other financial incentives for participation in preventive screening
(colonoscopy), condition management coaching, maternity
support, and healthy weight incentive
• Intrinsic Motivators: – Framing personal health risks as “true health age” or risk of death
or chronic disease
– Resetting mission/story in light of personal feedback
Since 1995 and in just a few years of instituting the benefits incentive, health profile
participation percentage rose from <26% to > 93% - and has remained above 80% ever
since.
The ultimate goal is to drive participation AND engagement via extrinsic/intrinsic motivators
– when combined this will lead to sustainable outcomes.
BEHAVIOR
CHANGE
Toolkits and Online Resources
Access to a suite of centrally-
provided resources makes it
easier for teams to implement
tailored wellness programming
locally.
SCALABLE
PROGRAMS
Measuring Outcomes Global Health Assessment Tool
Information on program data and
population health risks reported annually Distilled to easily retrievable customer
metrics for tracking and trending
INTEGRATED
DATA
MANAGEMENT
Using the data to drive results Friendly competition
Letter from Health Champion
(HR VP) for Asia Pacific
reporting on progress and
comparing results between
sectors
INTEGRATED
DATA
MANAGEMENT
Henke, R.M., Goetzel, R.Z., McHugh, J. & Isaac, F. (2011) Recent Experience
in Health Promotion At Johnson & Johnson: Lower Health Spending, Strong
Return on Investment. 30(3). 490 – 499
What we’ve found at J&J
• Johnson & Johnson health risk trends
significantly better than US and other industries
• Company employees benefited from meaningful
reductions in rates of obesity, high blood
pressure, high cholesterol, tobacco use, physical
inactivity and poor nutrition.
• Johnson & Johnson’s Health & Wellness
program had a proven return on investment
(ROI) (next slide)
• Benchmarking against similar industry shows an
average rate of growth in medical and
pharmaceutical costs that is 3.7% lower
• Lower increases in ER and Inpatient admissions
and higher increases in doctor visits and
prescription drug fills compared to other large
companies
• US Medical Program ranks in top 1/3 compared
against other Peer Companies
17
OUTCOMES
2011 Study Findings (US Data)
Changing Behavior and Outcomes
78.10%
87.50%
20.50%
11.70%
1.40% 0.80%
2006 2013
US Health Risks since 2006
Low
Medium
High
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
US Population Health Risks Comparison
J&J
CDC
B of B
OUTCOMES
A Culture of Health A Sustainable approach to Bend the Health Care Cost Curve
Average Savings 2002-2008 = $565/employee/year
Estimated ROI: $1.88 - $3.92 to $1.00
OUTCOMES
Key Takeaways
• Since the 1950s we’ve had a “sick care” system - Today we are moving closer to a “health care”
system as health & wellness programs are increasing in popularity and effectiveness
• Stakeholders must look beyond health care as a cost that needs to be controlled and see instead
health plans and health and wellness programs as an investment that can be leveraged
• Success springs from a culture of health, which is built into the fabric of the business, communities
and health systems
• Must set short and long term goals and measure outcomes
• Integrate service delivery with innovative solutions that focus on prevention, behavior modification,
and linkage to benefit design
• Use appropriate incentives
• Include family and the community
• Increased productivity and engagement can generate significant cost savings and improved
performance – right people at the right time
• Investment in prevention and health innovation can yield significant economic and social returns
• Good health is not only of great value to individuals and populations, but also to industry and
society.
In short, wellness works and prevention pays.
21
Thank You