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The Wide World of Workplace Wellness


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National Business Group on Health Annual Conference, Sept. 15, 2010

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The Wide World of Workplace Wellness

  1. 1. The Wide World of Workplace Wellness Global Trends and Challenges Wolf Kirsten – International Health Consulting Barry Hall – Buck Consultants Jacque Canfield – Nokia Aggie Siemko – Cisco National Business Group on Health Annual Conference Washington, DC September 15, 2010
  2. 2. The Workforce of the Future… • Older • More long term ―lifestyle‖ conditions • Caring for others • Obese with diabetes and/or heart problems • In the kind of jobs more likely to have an impact on psychological health • Working in knowledge-intensive or service industries Source: Bupa , The Oxford Alliance, RAND Europe and The Work Foundation: ―Healthy Work: Challenges and Opportunities to 2030― 1
  3. 3. 4th Annual Global Wellness Survey Objective: • Assess trends in employer-sponsored wellness strategies and practices Participants: • 1,245 participating employers • 47 countries • 15 million employees • All industry categories Reports: • Global survey report • Executive summary in 8 languages • To be released in October 2010
  4. 4. Location of Employees Africa/Middle East 19% Asia 33 % Australia 16 % Europe 34 % North America 62% Latin America 35 % Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 3
  5. 5. Global Prevalence of Health Promotion Programs Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 4
  6. 6. Globalization of Strategy STRATEGY IS GLOBAL (Covers majority of employees regardless of geography) No 46% Yes 54% Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 5
  7. 7. Globalization of Strategy REASONS FOR NOT HAVING A GLOBAL WELLNESS STRATEGY Differing cultures, laws, and practices across 60% regions No global oversight for health care strategy 44% Lack of vendors who can meet our global 28% objectives Limited availability of language- and culturally- 23% adapted tools and solutions Not a priority in our organization 16% Other 22% Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 6
  8. 8. Why a Global Strategy? • Going with globalization and global branding, e.g., part of global benefits strategy • Standardization • Quality control • Leveraging best practices and expertise • Dealing with fewer vendors (―economies of scale‖) • Becoming a global employer of choice 7
  9. 9. Key Challenge Striking a balance between global guidance and local factors / independence – Differing goals and objectives • Costs / productivity / safety / morale – Prioritization of health risks • Industrialized vs. developing countries • Levels of public health – Varying cultural and social norms • Standard diet/nutrition • Attitudes about smoking – Conflicting health concerns • Prevalence of obesity • Attitudes toward mental health • Willingness to address smoking 8
  10. 10. Top Employer Objectives Driving Wellness Initiatives Africa/ Latin United Mid East Asia Australia Canada Europe America States Productivity/Presenteeism 2 5 4 1 1 1 2 Morale/Engagement 1 2 2 3 2 2 4 Absence 5 6 3 2 4 7 3 Workplace safety 2 4 1 6 6 3 6 Work ability 4 1 5 4 5 4 7 Org. values/mission 5 3 8 7 3 5 5 Attract and retain 8 8 7 8 7 8 8 Promote image/brand 7 7 6 9 10 10 9 Health care costs 11 11 10 5 11 11 1 Social responsibility 9 9 9 10 9 6 10 Comply with legislation 9 10 11 11 8 9 11 Supplement gov't care 12 12 12 12 12 12 12 Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 9
  11. 11. Health Issues Driving Wellness Strategy Africa/ Latin United Mid East Asia Australia Canada Europe America States Stress 1 1 1 1 1 2 6 Physical activity/exercise 4 3 3 3 2 1 1 Nutrition/healthy eating 4 7 1 5 5 3 2 Work/life issues 4 2 3 2 3 12 10 High blood pressure 4 10 10 8 10 4 5 Chronic disease 2 9 9 7 13 5 3 Workplace safety 9 4 6 6 4 6 11 Depression/anxiety 8 13 7 4 7 9 9 High cholesterol 12 11 11 9 12 7 7 Tobacco use/smoking 11 5 13 11 8 10 8 Psychosocial work envir. 10 8 14 12 6 8 15 Obesity 15 14 8 14 14 11 4 Sleep/fatigue 16 12 5 9 11 14 14 Personal safety 13 6 12 13 9 13 13 Infectious diseases (HIV) 3 17 16 17 18 16 17 Maternity/newborn health 18 15 18 16 16 15 12 Substance abuse 14 18 15 15 15 18 16 Public sanitation 17 16 17 18 17 17 18 Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 10
  12. 12. Strategies Implemented to Address Stress Employee assistance program (EAP) 73% Leadership training 53% Physical activity programs 50% Stress awareness campaigns 49% Establishing flexible work schedules 48% Work/life balance support programs 43% Online healthy lifestyle programs 40% Programs to improve psychosocial work environment 32% Establishing effective communication styles 32% Personal health/lifestyle management coaching 30% Yoga/meditation 30% Stress resilience training 19% Redesigning the workplace environment 20% Job redesign (reducing workload) 17% Other 8% Preliminary (pre-publication) results from 2010 Global Health Promotion Survey 11
  13. 13. Legislation on Psychosocial Risks • Stress risk evaluation is • Spanish Health and Safety Act mandatory as of Aug.1 (Ley 31/1995 de 8.11 • Dynamic process: should be • ―…developing a coherent repeated if e.g., changes during overall prevention policy which the manufacturing process or covers technology, organization the organization of work of work, working conditions, relevant for health and safety of social relationships and the workers occur working environment.‖ • Implications: employers now • Labor inspection includes taking note and implementing evaluation of psychosocial risk assessment systems management 12 12
  14. 14. Employers Taking Action France Telecom – Reaction to Suicides • Company restructuring has been put on hold • Crisis call-center and additional psychological support • Company will from now on consult with union representatives before making any internal job transfers • Training will be provided to managers on how to better identify depression amongst employees • A new bonus scheme: 30% of bonuses of the top 1,000 managers will be based on social criteria. Measured by surveys on employee satisfaction and overall happiness and absenteeism rates under each manager. • Some 800 offices will be renovated and around 300 "common rooms" installed where employees can have coffee, chat and relax together. 13
  15. 15. WHO Healthy Workplace Framework 14
  16. 16. Wolf Kirsten Barry Hall Tel: 49-30-89202277 Tel: +1-617-275-8033 15
  17. 17. The Well-Being Strategy—A Global Approach 16 Wellbeing in Nokia/2010/JS
  18. 18. Nokia Global Presence Head office in Finland Strong R&D presence 16 countries. Sales in over 160 countries. Infrastructure Equipment Manufacturing in 4 Device Manufacturing countries. in 9 countries. October 2009
  19. 19. The importance of employee well-being and the role it plays in productivity and engagement...  Health and productivity are becoming a greater focus outside the United States. Health care costs are expected to rise globally, even in those markets where health care is largely publicly financed. Substantial growth of cost in health care for India and China.  Acceptance of how deeply connected physical health can be to mental health. Excessive work hours, lack of work/life balance and fears about job loss are the foremost sources of stress that are impacting organizations today.  Employees level of well-being can sustain — or erode — their level of engagement.
  20. 20. Nokia Strategy and Focus Areas People Strategy People are at the core of everything we do. Engage employees in the solutions journey and Intent achieving personal balance.  Harmonize Global Programs and Activities.  Promote awareness through effective communication, education and training. Focus  Identify and share best practices. Areas  Focus on sustaining world class employee well-being.  Support engagement by offering world class services.  Develop, promote and implement global well-being initiatives.
  21. 21. Elements of the Nokia Well-Being Programs Company Confidential. ©2010 Nokia 20
  22. 22. Management Commitment key to employee participation  Management and Leadership Development 1. Nokia Leaders are role models for addressing both personal and organizational well-being:  True Nokia Leader Program  Lead your own well-being coaches for managers.  Facilitated sessions for teams based on the results of the Well-being Index.  Ways of Working 1. Building a culture of trust and respect.  Building a work culture of trust training.  Engagement programs for the R&D Community. 2. Sustainable ways of working in a global, virtual and distributed organization.
  23. 23. Components of the Global Well-Being Programs  Health and Well-being in Change 1. Change is managed in a responsible and socially sensitive way.  Programs on facing change from both employee and manager perspectives.  Peer Support Groups.  Counseling by the Health Services.  Training on well-being and stress management 1. Training on stress management. 2. Well-being webinars.  Well-Being Portal 1. Source of reliable health and well-being information that helps Nokia employees to manage their own health and well-being.  Tools to assess own health risks and advice
  24. 24. Health Services Around the World  Employee Assistance Programs 1. Offer Nokia employees services that help them to easily and reliably get consultations/counseling in problems related to health, well-being and other issues impacting work and life in general. 2. Mostly used in the Americas and Asia, less frequently in Europe.  Fitness Services 1. Offer employees variety of fitness services. 2. Gyms, fitness classes, hobby clubs, global and local fitness & wellness events.
  25. 25. 2nd Annual Nokia Global 5K Run Company Confidential
  26. 26. Comprehensive Health Services—Major Country Variations
  27. 27. We need to make strategic choices all the time The better we understand the market and future dynamics the better equipped we are to make the right decisions.
  28. 28. Monitoring and Measuring Occupational Well-Being  Listening to You employee opinion survey 1. Well-being: Social Well-being and Physical Well-being index. 2. Annual survey that measures employee engagement.
  29. 29. Global HR Well-being Index  Wellbeing questionnaire developed as a joint venture with researchers from Stanford University and the Helsinki University of Technology.  Piloted with the Global HR team.  61% participation.  Roll-out plan to all Business Units this year.  Survey results key findings: 1. Job satisfaction is high, as is the satisfaction with life in general. 2. The relationships with managers are good, they are easy to approach, receive feedback well and show their appreciation. 3. The stress level is relatively high and symptoms of this are showing (difficulties in concentrating, irritation, sleep problems, etc.). 4. Work is definitely not restricted to business hours. 5. People don’t recover from work properly during evenings and weekends.
  30. 30. Thank you. COMPANY CONFIDENTIAL
  31. 31. Launching a Global Healthcare Strategy September 2010 Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 30
  32. 32. Adolescents in EU and USA may be the first to not Live Longer than their Parents Poor health is a global problem …and it is getting worse 350 million people will die and many more will be disabled worldwide in the next 10 years due to chronic illness. Coronary Artery Disease (CAD) is the leading cause of death worldwide. More than 180 million people worldwide have diabetes. The number is expected to double by 2030. There will be 2.3 billion overweight adults in the world by 2015 and more than 700 million will be obese. British rates of Obesity have doubled since the 1980’s –1:10 children under 11 obese Obesity in French children has doubled in last 10 years Ken Thorpe, PhD, ACPM Prevention 2008 Conference, Austin, Texas, Feb 21, 2008; Prevention for a Healthier America, TFAH, NY AcadMed, Robert Wood Johnson Foundation , Sep, 2008 Obesity in the public eye: Research report on the perceptions in the global media of obesity and its causes, May 2004 Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 31
  33. 33. STRATEGY Through HealthConnections, build a culture where health is a VISION priority. Engaged Leaders: Demonstrate business value so leaders recognize and reward behavior that supports a healthy and productive workforce Health Assessment: Provide tools for employees and their families to assess and understand their health risks Health Intervention: Deliver customized disease prevention and health management programs using the most effective combination of personal, virtual and onsite resources Enhance the health and Health Incentives: Design integrated health and well-being programs that provide incentives for healthy behaviors well-being of employees Life Balance: Provide relevant programs and services that help employees and their families resolve problems, enhance resiliency and maintain a balance between work and home and their families leading to healthier, more fulfilling Deliver innovative health enhancement programs to Cisco employees and their families. lives and greater Internal Partners: Collaborate with global internal partners to understand their productivity unique environments and to help promote HealthConnections Operational Excellence: Strengthen partner relationships so they can work together to create and manage next-generation programs Education and Personalization: Develop communication programs that motivate employees and their families to engage in their health Measure Success: Collect and manage aggregate data to evaluate and evolve programs to maximize effectiveness and control cost Leverage Technology: Utilize Cisco innovations and technology to inspire employees, customers and partners Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. EXECUTION Cisco Highly Confidential 32
  34. 34. Cisco Demographics Ottawa, Canada London Brussels San Jose, CA Lowell/ Chelmsford, MA Shanghai Herndon, VA Tel Aviv Raleigh, NC Bangalore Richardson, TX Dubai Singapore  300+ office locations  1/3 Engineering/IT, 1/3 Sales, 1/3 all others Sydney  Average age: 38.5 years  Average tenure: 4.6 years Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 33
  35. 35. Making Health a Priority…Everywhere  HealthConnections is the global brand for health plan insurance, life balance programs and health enhancement programs  Define health as encompassing all aspects of a person’s well-being.  Acknowledge the impact life balance can have on health.  Extend core global programs to all Cisco locations complemented by local initiatives..  Facilitate access to locally appropriate care and promote the use of credentialed providers and evidence-based care.  Create and sustain a global health education campaign. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 34
  36. 36. Getting Started on Global Deployment  GIQ Global Inquiry Questionnaire completed for 16 countries What were we looking for ?  Prioritized countries • Readiness to change • Existing programs - Based on headcount, • Legislation -Local readiness to change – both external and internal environment -Business needs Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 35
  37. 37. Responsibility for Health Who should bear primary responsibility for employees' health?  Almost 80% of Cisco’s target countries see a role for Cisco relative to employee health Responsibility should be shared equally by the employee 35.7% and employer Responsibility should be shared equally by the employee, 42.9% employer, and the government The employee should be primarily responsible 21.4% The employer should be primarily responsible 0.0% The government should be primarily responsible 0.0% Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 36
  38. 38. What health enhancement programs are currently being offered? South Africa Netherlands Germany Australia Belgium Canada Mexico France Ireland Japan China Brazil Israel India Italy UK PHA No No* Yes No Yes No No No No* No No Yes NO No No No * EAP Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Health Promotion Yes Yes Yes Yes Yes No No Yes Yes Yes No No No No Yes Yes Mgmt/Programs Medical Checkups Yes Yes Yes No Yes Yes No Yes No* No Yes Yes No No Yes No* or Physicals Disease Mgmt No No No No No No No No No No No No No No Yes No Programs Onsite Health and No Yes Yes Yes No Yes No Yes No No No Yes No Yes No* Yes Wellness Services Onsite Fitness No No No Yes No Yes No Yes No Yes No Yes No Yes No Yes Centers Discounted Fitness Yes Yes Yes Yes Yes Yes No No Yes No No* Yes No Yes Yes Yes Club Membership Cafeteria/Nutrition No Yes No No No Yes Yes Yes Yes No No No No Yes No Yes Programs Incentives No No Yes No No No No No No No No No No No Yes No* Family Services Yes Yes Yes No Yes No* Yes Yes No* No No Yes No Yes No No Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 37
  39. 39. Phase One Countries  Prioritized based on available resources in country and potential to validate value of investment by improved health outcomes.  Higher employee headcount and readiness to change were key factors  Allows corporate centers of excellence (COE) and HR operations to focus limited resources  Phase One countries – Mexico Pilot Country (Target launch date: October 15th) – United Arab Emirates – UK & Ireland – India – Germany Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 38
  40. 40. HealthConnections Global Rollout Integrate the following programs among current country offerings  Family Services  Employee Assistance Program (EAP)  Personal Health Assessment Rebrand all programs under HealthConnections and integrate messages from all Cisco partners so communication to employees appears seamless. Connects to one global brand. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 39
  41. 41. The Time is Right…and Demand is There  Cisco has offered the HealthConnections program for the last 5+ years in the US to enhance health and resilience.  U.S. employees are becoming more engaged in their health and program.  Program has saved approximately $12 million in projected health costs in 2009.  Projected savings in productivity costs is $1.6 million.  Requests from local HR teams outside the U.S. to assist their employees with stress management and other health and productivity issues has quadrupled over the last year.  Local HR teams are beginning to see the link between health and productivity—there is a demand for HealthConnections programs.  HealthConnections offerings can help differentiate Cisco in local markets. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 40
  42. 42. Global Personal Health Assessment Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 41
  43. 43. Global Personal Health Assessment Features  Confidential, voluntary online questionnaire about medical history and lifestyle habits  Takes 15-20 minutes  Helpful, (but not necessary) if employees have health numbers, such as blood pressure, blood glucose, cholesterol  Participants receive personalized health report with personal health risks and recommend health activities Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 42
  44. 44. Global Personal Health Assessment Employee Perspective  Learn about personal health risks and opportunities for behavior change  Connect to targeted programs to improve health  First point of engagement; gateway to personally relevant services  Improved health  improved quality of life, productivity, engagement  Provides insight for health discussion with physician Manager Perspective  Healthier, more engaged & productive employees. This will impact job performance and personal motivation. Cisco Perspective  Assessment participation leads to better employee health which increases productivity and reduces costs.  Aggregate data informs Cisco about health needs enabling us to provide & improve necessary services. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 43
  45. 45. Global Family Services Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 44
  46. 46. Global Family Services  Confidential, free, practical advice and referral service for employees and members of their immediate household.  Available 24/7/365 worldwide  Referral services to credentialed providers in the areas of: –Child care –Education (for children and adults) –College assistance –Elder care – Adoption  Resources for breastfeeding  Working Mother/Parent support  Child Welcome Kit for new families Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 45
  47. 47. Global Employee Assistance Program (EAP) Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 46
  48. 48. Global Employee Assistance Program (EAP) Services  Wide range of services: –Relationship counseling (marital, parenting, peers, etc.) –Emotional issues (depression, anxiety, loneliness, grief) –Life transitions (marriage, divorce, births, deaths, mid-life, etc.) –Resilience and stress management –Crisis intervention –Referral to legal and financial services –Management consultation (performance management coaching, conflict resolution) –Onsite Critical Incident Stress Response (CIRS) Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 47
  49. 49. Putting it all together Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 48
  50. 50. Implementation Process  Corporate HealthConnections team drives implementation efforts that are core to all countries  Work closely with local HR to understand & implement country specifics.  In each country, we will identify other health resources that can be linked for employees.  Brand HealthConnections for global program recognition.  Programs will evolve over time.  In-depth communication plan developed country by country Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 49
  51. 51. Local HR Roles and Responsibilities  Help assess local needs.  Help determine who is eligible in each country.  Determine appropriate communication avenues and deploy communication locally.  Help identify existing programs and resources to augment online programs in the personal health assessment  Advise/lead any in-country work-council process/approach.  Participate in quarterly meetings to monitor progress and suggest improvement efforts.  Help monitor programs and help with ongoing promotion efforts. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 50
  52. 52. Metrics for Global HealthConnections Program •Engagement in Health as a Priority •An increase in employees’ awareness and understanding of their health, how they can manage their health, and the benefits they and their families will realize by being actively involved. •Meaningful participation in the HealthConnections programs and services offered to Cisco employees and their dependents. •Demonstrated efforts by health partners to support Cisco’s vision. •Improved health outcomes •Improvement in baseline metrics which are determinative of the health of the Cisco employee population. •Employees and their dependents are receiving appropriate preventive care. •Employees and their dependents have access to the services necessary to treat their conditions. •Satisfied, Productive Workforce •A more engaged workforce producing better results. •A reduction in Cisco’s absenteeism rates. •Cost-Effective Health Care •Cisco’s health care trend rates are below the rates experienced by the local markets in which Cisco operates. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 51
  53. 53. Interest in Expanding HealthConnections Globally is Growing Everyday Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 52
  54. 54. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 53
  55. 55. HealthConnections Goes Global Process—Developing a global platform and refining it at the local level Complete July - Aug Aug - Sept Aug - Dec 1 2 3 4 Create VSE Understand Refine Draft and define intercultural messages materials and implementation issues and and develop train global HR process infrastructure tactics partners Get Integrated Health Audit current health Customize global Draft announcement message that team moving in one programs, communication message platform for outlines HealthConnections business direction channels, vehicles, each local market strategy and implications for local Communicate VSE and messages and infra- Develop communication markets implementation process structure for Phase One tactics and work plans for Draft communication materials specific to global HR partners, countries; test local implementation to each country (culturalize and get feedback and secure HealthConnections brand translate, if needed) their buy-in and messaging Train global HR partners about how to Talk to other groups Work with global HR use the HealthConnections brand and within Cisco about global partners to determine needs how to use communication templates communication efforts: for local leadership support Collaborate with global HR partners to Communication, and employee review materials they develop before Diversity and Inclusion, communication dissemination Green initiative Interview PPC, IPS and Train HRC representatives so they are vielife employees from each prepared to answer employee local market questions Assemble implementation teams in each local market and agree on roles and responsibilities Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 54
  56. 56. Communication Timeline—Phase One Introducing HealthConnections to Employees Outside the U.S. Weeks 1- 3 Weeks 3- 4 Weeks 3- 4 Follow-up 1 2 3 4 Pre-launch Launch Run campaign for Assess Effectiveness; Activities: Begin HealthConnections , the personal plan next steps educating about Family Services health assessment health risks and EAP Review results and anecdotal Educate employees about Ensure that HealthConnections is Promote the value of the comments from HR reps, health risks and why it’s positioned strategically; introduce personal health assessment and managers and employees; review important; integrate Family Services and rebrand EAP incentives (if applicable) statistics; plan ongoing messages about health communication strategy and screening events in countries  Email goes out to Phase One messaging that have already done them).  Email goes out to Phase One countries (culturalize and countries (culturalize, translate)  Local collateral (TBD) translate, if needed)  Update HealthConnections  Email goes out to Phase One website countries (culturalize, translate)  CEC article  Local collateral (TBD)  Update HealthConnections  Spotlight article on HealthConnections website Posters website  Update HealthConnections Postcards  Local collateral (TBD) website Table tents / cards Newsletter Posters  Hold Webcast for each country Highly dependent on Postcards  Local collateral (TBD) local collateral Cisco Now Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Highly Confidential 55