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Health for LifeThe Wellness Business Case

Bottom Line: “The right thing to do”

Data-, fact-drivenInternal External ROI

• Extensive historical and medical Rx claims data

• Design-phase pilot established

– On-site biometrics critical to accurate risk assessment

– Face-to-face interaction with health counselors important to employees

• Leading risks are lifestyle risks and are preventable

• Health and wellness is a standard for doing business

• Relatively new in practice

• Promising idea to address rising health care costs

• Returns vary from 2:1 to 15:1 —typically 3:1 savings

Intel’s Health for Life

Health and Wellness Programs

Alice Borrelli

Director, Global Health and Workforce Issues

Intel Corporation

June 19, 2009

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Pilot and General HRA Data Comparison

Higher risk in the pilot related to accurate, on-site biometrics.

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Intel’s Health for Life - 3 step wellness check How the program works

On-site Health Check• Contracted with leading

supplier to offer at major US sites

• Extensive marketing and communications

• Opt in through scheduling tool

• Includes labs and vital signs

HRA Questionnaire• Online• Instant results

Incentives• Three American

Express $25 Gift Cards

Health Coaching• Face-to-face health coach• Prioritize risks• Links to health plans and resources

Health Promotion and Disease Management

• Diabetes• Cardiac• Asthma• Depression• Pregnancy/neonatal• Weight mgmt. program

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• Over 37k US Health Checks since program inception– ~17k in Y1, ~13k in Y2; ~7.8k Y3

YTD– Y2 ~45% return rate; Y3 tracking

at ~71%– Overall Y3 participation is

trending up

• Once in the program, most employees complete all three steps

• Satisfaction scores consistently in 95% range over two+ years

• 21% movement Y1 to Y2 from very high/high risk groupings, with reductions in every medical risk factors except blood sugar and all lifestyle risks

• Intel Achievement Award (07); NBGH Best Employers for Healthy Lifestyle (07 & 08); Highest level recognition from IHPM (2008)

3-step Wellness Check Success Metrics

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Global Wellness Expansion 2008-2009

• Initially targeted Malaysia, Philippines, Israel, Ireland and Costa Rica– Focus on site size,

readiness and support model– 2008: Implement Malaysia,

Costa Rica and Israel• Decision involved extensive local

stakeholder engagement,including Site HR, Occupational Health and Business Management

– Each site program designedto fit local needs• Medical system• Existing programs• Culture• Language

– For 2009: Explore India and U.K.• China approved

Biometric Health Check

1 Health Risk Assessment2 Wellness

Coach3

Parti

cipa

tion

Goal = 50%

Global = 36% Satis

facti

on

Goal = 90%

Global = 94%

Risk

Tra

nsiti

on Goal: Maintain or improve risk statusUS: improvement reported in 21% of persons from high/very-high risk cohorts, Year 12

As of May 2009

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Business Case for adding Primary Care

Space PlanSpace Plan

• Full service clinic room schedule and concept model• Space feasibility analysis• Expansion feasibility/options• ROM construction/IT estimates

Service & Service & Function Function DesignDesign

• Eligibility• Clinic services• Estimated patient counts per day• Clinic staffing model and operating hours• Community medical services and associated costs• Employee cost share

Financial Financial AnalysisAnalysis

An industry leading

consultant teamed with our multi-

disciplined Intel team and used a

building block

methodology for

developing the

recommended clinic

transition proposal

An industry leading

consultant teamed with our multi-

disciplined Intel team and used a

building block

methodology for

developing the

recommended clinic

transition proposal

Data Data CollectioCollectio

n & n & AnalysisAnalysis

• Intel OH Database (IIMCM) Injury Illness Medical Case Mgt• Medical Monitoring Database• Ingenix Integrated Medical Mgt Tool (IMMT) Health Plan Data (med. visits, etc.)• Intel Health Plan Participation Data• Health for Life data• HRA (Health Risk appraisal)• Travel data from expense reports• Current clinic/site demographics (staffing, space, layouts, eLP)• Key Assumptions (Utilization % and work loss time savings)

• Business models developed for each site• Start-up and sustaining costs developed• ROI analysis developed and validated by Intel Finance Team• Sensitivity analysis completed on utilization assumptions

Decision to start with one site

ACT AZ Pilot Success Goals – Status to date

Meets Exceeds Through Apr ‘09

‘Real Time’ Success Metrics Metrics represent data starting Oct 08

Traffic: Average Daily Patient Count (Primary Care only)

95/day 135/day 78 / day

Traffic: Average Daily Patient Count (All Services)

125/day 170/day 122 / day

Customer Satisfaction 90% 95% 94%

9-Month Success Metrics

Utilization (‘In House’ Portion of Total Procedures Performed)

28% 40% 24%

ROI Ratio = External Cost Avoided/Internal Cost

($ saved by performing procedures onsite versus offsite)

>1.1 >1.6 0.75

Meeting or exceeding goalMeeting or exceeding goal Within 20% of Meets goalWithin 20% of Meets goal Missing goal by > 20%Missing goal by > 20%

Patient Satisfaction – Thru Apr ’09 (6.5 months)

Key Messages

• Satisfaction results have met or surpassed our Exceeds threshold for four straight months!

• Center staff continue to receive high marks (94%) & positive comments

• Average patient wait time to see medical staff = ~6-7mins (Jan-Mar avg. data)