The document summarizes the results of corporate wellness programs at ACS in 2008. It found that wellness initiatives through Aetna reduced medical spending on top diseases by $million and generated $million in savings for ACS. Over employees completed health assessments and engaged with programs like Healthyroads for lifestyle coaching. ACS aims to further reduce healthcare costs and engage more employees through its Total Well-Being goals.
Presents a futuristic view based on development in health and medical data processing. the concept of and future of ePatient was discussed. The risks and limitations to digital medicine were presented.
Report: What Employees Want In Corporate Wellness ProgramsShapeUp
ShapeUp has completed its survey of one thousand employees, and the surprising results show what employees think about corporate wellness programs.
View the webinar slides here and download the complete report to discover what employees are saying about wellness, including:
* Their top wellness goals
* Most popular wellness program components
* Why they join corporate wellness programs
* How you can pique their interest in wellness
* What programs they are willing to pay for out-of-pocket
* Strategies to keep them constantly engaged
And much more! Download the full report at http://www.shapeup.com/employee-wellness-survey/
Corporate wellness: Past, present and futureLimeade
Our webinar slides take you through the history and evolution of corporate wellness as well as two fundamental shifts changing the way we understand wellness. Watch the webinar on demand and check out our infographic on our blog: http://www.limeade.com/2016/03/watch-webinar-corporate-wellness. And if you want to get in touch, reach out to us at marketingteam@limeade.com.
In this presentation User Intelligence illustrates the immense complexity of the health care industry, making it a tough industry to design a successful product or service for.
We recognize the shift of the industry, towards a more patient centered approach in the development of new products, processes and services. However, patient centrism seems to be sought after by copying a user centered approach from other industries. User Intelligence argues that this is too much simplified, and will leave out too many stakeholders, which in the end will negatively affect the result of a design project.
The health care industry deserves an approach in which the complexity of the industry is respected and incorporated. An example of an approach adapted to the specific needs of the health care industry is illustrated by a project on the emotional well being of prostate cancer patients.
Open access swap shop:Sharing what's worked (and what hasn't)supporting ope...ocoxall
Open access swap shop:Sharing what's worked (and what hasn't)supporting open access publishing in medicine and healthcare.
Owen Coxall, Bodleian Health Care Libraries,University of Oxford.
Library and Information OA support in health care, presented at HLG 2014.
Includes updated slides capturing comments from participants in the session.
Healthcare providers must understand their patients’ preferences, behaviors, and expectations in order to best meet their changing needs. New survey data reveals some of the key differences in patient behaviors and expectations between Millennials and Baby Boomers. So, what do providers need to know in order to ensure their patients are having an optimal care experience?
Future of Healthcare Provision Jan 2017Future Agenda
Building on insights from our 2015 future of health discussions, this is a new initial view on how healthcare provision may change, especially given emerging opportunities for improved patient engagement. As well as insights from discussions in India, UK, Canada, Singapore and the US it also includes other additional perspectives shared in interviews and workshops over the past 12 months.
We recognise that given the multi-factored nature of this topic and the rapid emergence of new options, what we have summarised in this document is itself in flux. As such, over the next few months we will be sharing this more widely for additional feedback ahead of publication of an updated paper over the summer. So, if you have any comments on changes and additions or issues that you think need more detail, please let us know and we will include.
As with all Future Agenda output, this is being published under creative commons (share alike non commercial) so you are free to share and quote as suits.
How do we see the healthcare's digital future and its impact on our lives?Jane Vita
"Healthcare is undergoing major changes spurred on by, but not limited to, technology.
Digitalisation is changing the way we think about health, what taking care of it really entails, our personal role in healthcare systems and the way we interact with technology in the context of health.
In many ways, we are entering a post-institutional age of increased personal responsibility, which presents healthcare service providers and other players in the field with major opportunities and great risks. Technology has the potential to empower people and help them become more active in the management of their and their families’ health. This will change the relationship of the patient and the caregiver in profound ways." Mirkka Länsisalo
A co-creation with Mirkka Läansisalo and Sala Heinänen, at Futurice.
Whether it's directly improving patient care or helping lower costs to provide more access to healthcare, organizations are continuing to use IT to move the needle for an industry that is at a pivotal point in innovation.
Learn how our innovative storage solutions can help your organization meet its healthcare Big Data challenges: http://www.netapp.com/us/solutions/industry/healthcare/
Dr. Ariel Pablos-Mendez of USAID shares the history of the agency, its successes and challenges, and the strength of faith-based organizations in global health.
Presents a futuristic view based on development in health and medical data processing. the concept of and future of ePatient was discussed. The risks and limitations to digital medicine were presented.
Report: What Employees Want In Corporate Wellness ProgramsShapeUp
ShapeUp has completed its survey of one thousand employees, and the surprising results show what employees think about corporate wellness programs.
View the webinar slides here and download the complete report to discover what employees are saying about wellness, including:
* Their top wellness goals
* Most popular wellness program components
* Why they join corporate wellness programs
* How you can pique their interest in wellness
* What programs they are willing to pay for out-of-pocket
* Strategies to keep them constantly engaged
And much more! Download the full report at http://www.shapeup.com/employee-wellness-survey/
Corporate wellness: Past, present and futureLimeade
Our webinar slides take you through the history and evolution of corporate wellness as well as two fundamental shifts changing the way we understand wellness. Watch the webinar on demand and check out our infographic on our blog: http://www.limeade.com/2016/03/watch-webinar-corporate-wellness. And if you want to get in touch, reach out to us at marketingteam@limeade.com.
In this presentation User Intelligence illustrates the immense complexity of the health care industry, making it a tough industry to design a successful product or service for.
We recognize the shift of the industry, towards a more patient centered approach in the development of new products, processes and services. However, patient centrism seems to be sought after by copying a user centered approach from other industries. User Intelligence argues that this is too much simplified, and will leave out too many stakeholders, which in the end will negatively affect the result of a design project.
The health care industry deserves an approach in which the complexity of the industry is respected and incorporated. An example of an approach adapted to the specific needs of the health care industry is illustrated by a project on the emotional well being of prostate cancer patients.
Open access swap shop:Sharing what's worked (and what hasn't)supporting ope...ocoxall
Open access swap shop:Sharing what's worked (and what hasn't)supporting open access publishing in medicine and healthcare.
Owen Coxall, Bodleian Health Care Libraries,University of Oxford.
Library and Information OA support in health care, presented at HLG 2014.
Includes updated slides capturing comments from participants in the session.
Healthcare providers must understand their patients’ preferences, behaviors, and expectations in order to best meet their changing needs. New survey data reveals some of the key differences in patient behaviors and expectations between Millennials and Baby Boomers. So, what do providers need to know in order to ensure their patients are having an optimal care experience?
Future of Healthcare Provision Jan 2017Future Agenda
Building on insights from our 2015 future of health discussions, this is a new initial view on how healthcare provision may change, especially given emerging opportunities for improved patient engagement. As well as insights from discussions in India, UK, Canada, Singapore and the US it also includes other additional perspectives shared in interviews and workshops over the past 12 months.
We recognise that given the multi-factored nature of this topic and the rapid emergence of new options, what we have summarised in this document is itself in flux. As such, over the next few months we will be sharing this more widely for additional feedback ahead of publication of an updated paper over the summer. So, if you have any comments on changes and additions or issues that you think need more detail, please let us know and we will include.
As with all Future Agenda output, this is being published under creative commons (share alike non commercial) so you are free to share and quote as suits.
How do we see the healthcare's digital future and its impact on our lives?Jane Vita
"Healthcare is undergoing major changes spurred on by, but not limited to, technology.
Digitalisation is changing the way we think about health, what taking care of it really entails, our personal role in healthcare systems and the way we interact with technology in the context of health.
In many ways, we are entering a post-institutional age of increased personal responsibility, which presents healthcare service providers and other players in the field with major opportunities and great risks. Technology has the potential to empower people and help them become more active in the management of their and their families’ health. This will change the relationship of the patient and the caregiver in profound ways." Mirkka Länsisalo
A co-creation with Mirkka Läansisalo and Sala Heinänen, at Futurice.
Whether it's directly improving patient care or helping lower costs to provide more access to healthcare, organizations are continuing to use IT to move the needle for an industry that is at a pivotal point in innovation.
Learn how our innovative storage solutions can help your organization meet its healthcare Big Data challenges: http://www.netapp.com/us/solutions/industry/healthcare/
Dr. Ariel Pablos-Mendez of USAID shares the history of the agency, its successes and challenges, and the strength of faith-based organizations in global health.
"Using common work environment metrics to create high-performing healthcare organizations." Presentation at Univeristy of Toronto, Health System Performance Research Network.
SHRM Memphis August 2009 Frank Hone PresentationAustin Baker
Frank Hone; noted Author of "Why Healthcare Matters," delivered a very informative and fact packed presentation that described how employers can effect their bottom line in Health Care costs within their own organizations. They key to success is to take the lessons learned by pharmaceutical companies in their marketing and apply it to health care consumerism programs to engage employees to make lifestyle changes.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
263778731218 Abortion Clinic /Pills In Harare ,sisternakatoto
263778731218 Abortion Clinic /Pills In Harare ,ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group of receptionists, nurses, and physicians have worked together as a teamof receptionists, nurses, and physicians have worked together as a team wwww.lisywomensclinic.co.za/
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
Best Practices in Corporate Wellness: New Challenges, New Solutions
1. Best Practices in
Corporate Wellness:
New Challenges, New Solutions
Barry Hall – Buck Consultants
Bernie Knobbe – ACS, a Xerox Company
Dodi Kelleher – Safeway Inc.
Lori Meaders – Southern California Edison Company
Corporate Wellness Conference
Los Angeles
September 22, 2010
2. 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
www.BuckSurveys.com
1
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. Global Prevalence of Health Promotion Programs
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
4
6. Globalization of Strategy
STRATEGY IS GLOBAL*
(MULTINATIONAL EMPLOYERS)
No
46% Yes
54%
* Covers majority of employees regardless of geography
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
5
7. Status of Wellness Strategy
NUMBER OF YEARS WELLNESS STRATEGY HAS BEEN IN PLACE
0 - 1 year 13%
2 - 5 years 53%
5 - 10 years 16%
More than 10 years 14%
Don’t know 3%
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
6
8. Employer Objectives Driving Wellness Strategy
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
7
9. Cost Burden of Chronic Disease
Direct Costs:
Health Care
20%
80%
Indirect Costs:
Productivity Loss
Source: DeVol R, Bedroussian A, et al., An Unhealthy America: The Economic Burden of Chronic Disease. The Milken Institute. Oct. 2007.
8
10. 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
9
11. Key Challenges:
• Motivating/engaging employees
• Measuring impact
• Fostering a “culture of health”
10
12. Prevalence of Incentive Rewards (or Penalties)
Incentive rewards offered today
Not offered today, but have plans to offer
No plans to offer
United States 62 % 25 % 13 %
Asia 42 % 19% 39 %
Canada 41 % 30% 28 %
Africa/Mid East 34 % 24 % 41 %
Australia 29 % 24 % 47 %
Europe 25 % 11 % 63 %
Latin America 16% 38% 46 %
0% 20% 40% 60% 80% 100 %
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
11
13. Do Incentives Work?
EFFECTIVENESS OF INCENTIVE REWARDS AT INFLUENCING
BEHAVIORAL CHANGES AMONG EMPLOYEES
33%
24% 20%
15%
4% 4%
Extremely Significantly Moderately Minimally Not effective Don’t know
Effective Effective Effective Effective
5 4 3 2 1
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
12
14. Maximize Results but Don’t Overpay
100%
90%
80%
HRA Completion Rate
70%
60%
50%
50%
• • • Level of Example:
Communication & Cost to Achieve
40% Org. Support 50% Completion
30% High $45
Medium $95
20%
Low $120
10%
0%
$0 $50 $100 $150 $200 $250 $350
Incentive Value
Source: Taitel et. al, Journal of Occupational & Environmental Medicine, 2008.
13
20. Measurement and Outcomes
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
19
21. Measurement and Outcomes
REASONS OUTCOMES ARE NOT MEASURED
Insufficient resources to support measurement 59 %
Don’t know how to measure 36%
No priority from leadership 33 %
Don’t believe there is a measurable return 13 %
Don’t believe the cost of measurement is justified 9%
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
20
22. Healthcare Cost Trend Impact
REDUCTION IN HEALTH CARE TREND RATE – U.S. EMPLOYERS
Yes
18%
Don't know
60 % No
22%
AVERAGE ANNUAL REDUCTION IN HEALTH CARE TREND RATE – U.S. EMPLOYERS
More than 10 trend percentage points per year 2%
6-10 trend percentage points per year 10 %
2-5 trend percentage points per year 61%
1 ior less trend percentage points per year 28 %
Preliminary (pre-publication) results from 2010 Global Health Promotion Survey
21
23. Building a “Culture of Health”
EXTENT TO WHICH THE
ORGANIZATION CURRENTLY HAS A
CULTURE OF HEALTH
37%
23% 22% EXTENT TO WHICH THE
10% 8%
ORGANIZATION PLANS TO PURSUE A
CULTURE OF HEALTH FOR THE
FUTURE
5 = Very 4 3 2 1 = Not at
much so All 54%
27%
33% 12%
6% 1%
5= 4 3 2 1 = Not at
Actively All
pursue
81%
22
27. Spanning the Globe: Centers of Excellence
14 Finance & Accounting | 12 Human Resources | 12 Mega Data Centers
United Kingdom
Canada Ireland Poland
Washington Switzerland
Michigan France
Pennsylvania
Illinois New Jersey Spain China
California Utah
Arizona Texas Kentucky
Georgia
Mexico
Jamaica Dominican Republic
India
Guatemala Philippines
Ghana
Malaysia
Brazil Fiji
39 Global Centers of Excellence | 500 locations worldwide | Global Production Model
26
28. Objectives
Summarize historical wellness activities since program
inception in 2006
Recap the Healthier Together wellness program initiatives
from 2008
Highlight quantifiable financial impact to company and
employee out-of-pocket healthcare expenses based on 2008
wellness program initiatives
Consider Total Well-Being goals for 2010 -11, including
metrics to measure quantifiable results to impact company
and employee spend, employee and dependent engagement,
and productivity
27
29. 2008 Wellness Program Initiatives
Initiatives through Aetna Partnership
Simple Steps Health Assessment (Risk Profile) and Online Tools
Healthyroads Lifestyle Coaching Program
ActiveHealth Disease Management Program
Beginning Right Maternity Program
Case Management Program for coordinating care for members with
more involved healthcare needs, such as cancer and stroke
Support Initiatives through ACS
Healthier Together wellness newsletter
ACS Website
Larry North webcasts, newsletter articles, and on-site visits
Health fairs, lunch and learns, flu shots, and more
28
30. Wellness Programs Available to All Employees in 2008
Simple Steps Health
Resources are available to
all employees and # Completed
dependents as a guide to Health Assessments
understanding and
managing health risks.
Employees and dependents # Identified As High
Risk Through
over the age of 18 who are Healthyroads
enrolled in an ACS medical
plan are eligible for
# Successfully
Healthyroads lifestyle Completed or Are
coaching program based on Currently Engaged with
health risks identified Healthyroads Coach*
through the Simple Steps
Health Assessment.
* As of 12/31/2008
29
31. Wellness and Condition Management Programs Available
Through Partnership with Aetna*
Aetna’s CareEngine
scans medical claims
to identify at-risk members
and their providers
# ActiveHealth # #
Participants Identified with Beginning Right Case Management
Targeted Condition Participants Identified Participants Identified
# ActiveHealth # #**
Participants Engaged Beginning Right Case Management
with Nurse Participants Engaged Participants Engaged
* Available for members enrolled in an ACS-sponsored PPO medical plan
** Assumes 50% participation
30
32. Wellness Management Programs Available through Aetna
Partnerships
2008 was the first year that all programs were available to
participants in ACS Medical Plans.
• The PPO medical plans became effective with Aetna,
January 1, 2006. Programs included in the initial rollout
were Simple Steps, Informed Health Line, Beginning
Right, and Case Management
• ActiveHealth was rolled out in March of 2007
• Healthyroads came on board April 1, 2008
The implementation of these programs resulted in a projected
bottom line net savings for ACS of $ for 2008, in addition to
substantially reduced out-of-pocket expenses for employees.**
* Excludes expenses related to Larry North activities
** Employee savings projections for 2008 not available at this time.
31
33. $ Million* Decrease in Spend for Top 10 Disease States
From 2007 to 2008
Top 10 Conditions 2007 2008
Hypertension $ $
Hyperlipidemia
Diabetes Mellitus
Low Back Pain
Ischemic Heart Disease
Depression
Chronic Thyroid Disorders
Allergy
Osteoarthritis
Asthma
Total
* Estimated savings reflected above are based on a #% reduction in medical claims expenses through Aetna. Actual savings
calculations include increased medical cost trends of approximately #%, shifts in member headcount, and plan migration. #% of
the 2008 decrease in spend, or $ million, is attributable to ActiveHealth activities.
32
34. $ Program Savings through Aetna Wellness Program
Initiatives in 2008
2008 Members 2008 Employer 2008 Projected Employer
Program Actively Engaged Program Cost Annual Program Savings
$
Informed Health Line (Included in ASO fee) $
ActiveHealth
Healthyroads2,4
Simple Steps Health Resources
Beginning Right
Case Management
Program Totals
Net savings due to implementation of wellness program for 2008 is $, in addition to $ in reduced medical claims expenses for the Top 10
Disease States by Claims Costs, for a total of $ (less $ for expenses related to Larry North wellness activities). Projected employee costs and
savings are currently unavailable.
1 # Members Identified for Outreach with ActiveHealth Nurse
2 Program implemented on April 1, 2008
3# Members Identified for Outreach by Healthyroads Lifestyle Coach
4 Healthyroads and Simple Steps savings projected by Aetna based on average wellness industry return on investment.
5 Fees assessed for online health assessment for non-Aetna members only.
6 Total Members Actively Engaged does not indicate unique members engaged.
33
35. Bottom Line Savings
ACS Claims Expense Reduction for Top 10 Disease States
Case Management for Major or Catastrophic Health Events
Projected ActiveHealth Savings for Members with Chronic Medical Conditions (in addition to those included in
Top 10 Disease States Claims Reduction)
Beginning Right Maternity Program Reduction in Costs for Confinement in Neonatal Units (25% reduction in
average length of confinement)
Healthyroads Lifestyle Coaching to Reduce Health Risks
Simple Steps to a Healthier Life Health Assessment and Online Wellness Resources
Informed Health Line Telephonic and Online Nurse Engagement
Larry North Wellness Activities
Program Fees Paid to Aetna
Projected Medical Plan Savings Due to Wellness Initiatives
Return on Investment $ : $1
* Total ActiveHealth savings for 2008 was $. Of this amount, 86% ($) is included in the reduction in the Top 10 disease
states claims. ActiveHealth savings that are not included with the Top 10 Disease States savings total $ of which $
represents employee savings. The total additional employer savings realized due to ActiveHealth activities is $.
34
36. 2008 Wellness Initiatives
• ACS Wellness Website:
– ACS Wellness website updated monthly
– Available to all employees through InfoBank and through the world wide
web
– Average over 7,000 views per month
• Healthier Together Monthly Newsletter:
– Distributed to all ACS employees via e-mail on a monthly basis
– Discuss a variety of health topics with focus on issues most relevant to
ACS population
– Directs employees to view wellness articles on the ACS Wellness website
• Smoke-Free Environment:
– Effective January 1, 2009
– 47 locations nationwide
35
37. 2008 Wellness Initiatives with Larry North
• Webcasts:
– Employees can view the live presentation online.
Webcasts are recorded and uploaded to the ACS
Wellness website for future viewing
– Average over 200 live viewers per webcast and over
700 viewers per recorded webcast
• Monthly Newsletter Articles:
– Each month, a newsletter article written by Larry North
highlights various facets of leading a healthy lifestyle,
“The number of employee
including topics related to nutrition, exercise and fitness, testimonials reporting
and emotional well-being success in achieving
healthcare goals
– Average over 700 views per article continues to increase
each month.”
• On-Site Meetings: - Larry North
– On-site meetings and health fair promotions were
conducted at 5 locations throughout the United States in
2008 with approximately 1,500 attendees.
36
38. Wellness Initiative Program Milestones in 2008
Disease Management Claims Reduction
– ACS experienced an estimated medical claims reduction of $ for the Top 10 Disease States by Claims
Dollars for our Aetna PPO plans in 2008.
ActiveHealth Condition Management Program –
– Savings due to ActiveHealth condition management activities totals $, including $ in reduced medical claim
costs for the Top 10 disease states and $ in employee savings, for an additional net employer savings of $
due to disease management claims reductions.
Beginning Right Maternity Program
– NICU expenses decreased due to a 42% drop in admissions per 1,000 and a 25% reduction in length of stay
from 2007 to 2008, resulting in an estimated savings of $ in 2008.
Healthyroads
– Healthyroads lifestyle coaching program led to a savings of $ , as estimated by Aetna based on wellness
industry standard return on investment, by motivating employees to make healthier lifestyle decisions.
Simple Steps to a Healthier Life
– ACS offered a $200 premium credit in 2009 for medical plan participants who completed the Simple Steps Health
Assessment in 2008. Over 30,000 employees completed the Simple Steps to a Healthier Life health assessment
and/or used the Simple Steps online educational tools in 2008, resulting in an estimated savings of $.
Case Management
– In 2008, Case Management saved ACS $ by working with physicians and healthcare facilities to help ensure proper
care and reduced the length of hospital stays and ICU stays.
37
39. Healthyroads – Program Success in 2008
Non-Unique Number
of ACS Members Who Percentage of ACS
Completed or Are Members Achieving
Rate of Success with One on One Coaching Engaged with Coach Success*
Those who Lost Weight Through the Program
Those who Changed Their Behavior to Reduce Health
Risk Through Diet and Exercise
Those who Quit Smoking with Program Aids
* Represents percentage of # Members who completed the applicable coaching program or who were
actively engaged with a lifestyle coach as of 12/31/2008.
38
40. Well-Being Program Goals for 2009-10
Continually enhance our program structure to
demonstrate increased savings through our
Healthier Together wellness program
Realize additional savings by increasing
participation in wellness initiatives, including
rewards to encourage healthy lifestyle choices and
penalties for lack of engagement to change
behaviors
Partner with Larry North and ActiveHealth to
develop the next generation of tools, resources,
and communications to increase engagement,
enhance business productivity, and proactively
manage healthcare costs as they continue to
increase nationwide
More detail to be provided in the Plan Year 2010-11 Healthcare Strategy
later this summer.
39
41. Total Well-Being Timeline
Details regarding our multi-year healthcare strategy
to better define steps to creating a culture of total
well-being will follow.
2008
2009 2010
2007 Wellness
Employee Developing a
No formalized Education
Engagement Culture of
Wellness initiatives Programs
incentivized Total Well-Being
initiated
40
42. Glossary of Terms
• ActiveHealth – Disease and condition management program to help
individuals with targeted health conditions better manage their health risks
• Aetna Navigator – Personalized webpage for members to find health
assessment information, claims information, etc.
• Beginning Right – Maternity program to decrease preventable high claims for
at-risk pregnancies
• Case Management – Individual nurse case management for members with
more involved healthcare needs, such as cancer, offered through Aetna
• Healthyroads – Healthy lifestyle coaching program offered through Aetna
partnership
• Informed Health Line – Live Nurse Hotline and internet knowledgebase of
information to help members make healthcare decisions, including whether an
issue requires an ER visit or a physician’s office visit
• MedQuery – Electronic program to share care considerations, such as drug
interactions, with physicians available through ActiveHealth.
• NICU – Neonatal Intensive Care Unit
• Simple Steps to a Healthier Life - Online program of resources to help
members make more informed healthcare decisions, including an online
health assessment
• Total Well-Being – Concept that ACS provides tools, resources, and
opportunities to help employees and dependents develop a holistic approach
to balancing work and life
41
43. Building a Comprehensive Health and Well Being Program
Dodi Kelleher, DMH
Director, Health & Wellness Initiatives
September 22, 2010
42
44. Getting to Know Safeway
One of the largest food and drug retailers in
North America
– 200,000 employees and 1,725 stores across
the US and Canada
– Network of distribution, manufacturing and
food processing facilities
– GroceryWorks.com
Safeway health benefits offered to 30,000
corporate and store employees
Majority of union population receives
benefits through labor trust funds,
principally UFCW and Teamsters
43
45. Safeway’s Challenge
Goal: Safeway seeks to provide high-quality, competitive
health care benefits
Problem:
– Rapidly escalating health care costs during the first part of
this decade posed a threat to this objective
– Health care expenditures threatened to be twice as much as
net income
Solution: Multidisciplinary task force convened to
understand cost-drivers and develop a solution
2005 2006 2007 2008 2009 2010 2011
44
46. Four Chronic Conditions
Comprise 74% of Disease Costs
Cost Distribution by Disease State
74% of Costs 17% 100%
9%
10%
11%
20%
33%
Cardio- Cancer Diabetes Over- Other All Other Total
vascular weight & Chronic Disease
Disease Obesity Cost
80% 30% / 60% 80% Nearly all % Preventable / Manageable
Heart Type 2 can improve
disease/
stroke
Source: CDC, HHS, 2005 data, Safeway analysis
45
47. Solution: Safeway’s Programs
Strong belief in the efficiency of markets
and the power of pricing
Knowledge that most health risks, conditions and
costs are behaviorally based
Confidence that employees can be informed
consumers of health care and are willing to be held
accountable for their actions
46
48. Healthy Measures
Reductions to medical benefit premiums if employees show
evidence of healthy behaviors
Not smoking
BMI below 30
No hypertension
Healthy ranges for cholesterol and glucose
Those who missed one or more of the goals earn retroactive
rebate if they improve sufficiently by year end
Provide support to set and meet goals
47
49. 2009 Plan Year Testing Results
Employees
– 75% participation
– 55% qualified for all 4 discounts
– 6% qualified for 1 or fewer discounts
Spouse / Domestic Partners
– 51% participation
– 49% qualified for all 4 discounts
– 20% qualified for 1 or fewer discounts
48
50. Year Over Year Results
Percent of Participants Passing in 2009 who did not Pass in 2008
Employees and Spouses
40%
30%
17% 16%
Blood Pressure Smoking Cholesterol BMI
No pass 2008 3,283 1,106 684 4,640
Pass 2009 1,326 336 118 746
49
51. How Do We Provide Support
Safeway Programs:
– Smoke-free campus
– Team health challenges
– Weight loss programs
– Healthy cafeterias
– On-site fitness center
– On site health clinic with NP
Programs designed to
– Gym memberships
manage risks before
– Health assessment they become health
conditions
50
52. How Do We Provide Support
Personal Health Team:
– Health and disease prevention information
– Outreach regarding health risks
– Coaching and condition management
• Active and structured collaboration
• Holistic bio-psycho-social approach
• Culturally aware Programs designed to
• Reportable outcomes help eliminate as well
as self-manage health
conditions
51
53. Shifting The Curve: Results for Participants in
Both Team Challenges- May 2009 to May 2010
N=609
Challenge 1 Initial BMI
60 14% reduction in obesity
50
12% increase in normal BMI
40
30
20 32.7% 8.2%
0.5% 28.6% 17.9%
10
12.2%
0
+
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
Challenge 2 Post BMI
70 Obese Population = 23.8%
60
50
40
30
5.9%
20 35.5% 3.6%
0.3% 40.4%
10 14.3%
0
+
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
52
54. Those Who Participate are
Embracing the Changes
When Healthy Measures participants were surveyed . . . 78%
rated the program good, very good or excellent
76% of participants suggested more incentives to encourage
healthy behavior
When team challenge participants were surveyed . . . 80% were
satisfied or very satisfied with the program and 78% agreed it had
improved their health
Over 80% said they were likely or very likely to participate in the
next challenge and to encourage a co-worker to participate
53
55. What’s Next
Building a benefit brand to
promote a “culture of health”
Culture =
Attributes of a “culture of health”
“How
things get – Corporate values reflect belief that
done workforce well-being is a business
around advantage
here” – Managers demonstrate consideration
for employee health, well-being and
Health = safety in operational management and
planning
“Physical,
emotional – Employees believe leadership
and authentically cares about their well-
financial being
well-being”
– Employees take accountability for
achieving good health
54
57. Safeway AisleONE Benefits Portal
A benefits portal for
employees and
covered spouses/
partners
One-stop shopping
experience… available
through one URL with
one password
A “sticky” experience
that engages
employees
Comprehensive site to
support all aspects of
a “Culture of Health”
56
60. SM
WELLNESS@EDISON
Corporate Wellness
Conference
September 22, 2010
EDISON INTERNATIONAL®
61. SM
Long History of Wellness@Edison
• 1951-2000: On-site health clinics/pharmacy operations at 8 Edison
locations
• 1989-2004: Good Health Rebate - $120 toward cost of health care
coverage if participant w/in medically acceptable levels of five risk
factors: weight, blood pressure, blood sugar level, cholesterol level
and smoking
• 2004: Established Disability Board
• 2008: Evolved into Health and Productivity Board
– Expanded Purpose
– Organizational Integration
– Wellness Team
EDISON INTERNATIONAL® 60
62. SM
Health and Productivity Board
• Build awareness in the organization of the total costs of avoidable
health and productivity losses
• Maximize the benefits of staying at work and returning to work
• Monitor overall program costs to ensure projected ROI is met
• Commit to best practices in the areas of managing health and
productivity
• Approve long-term health and productivity initiatives that
complement the overall corporate strategy
EDISON INTERNATIONAL® 61
63. SM
Why Focus on Wellness?
• Estimated 70% of the dollars Edison spends in pharmacy
and absenteeism are related to potentially preventable
chronic health conditions
• Identifiable and Modifiable Health Risks (Health Risk
Assessment Test – 2,053 unique people 2008 & 2009)
– 53% -- Unhealthy Weight
– 39% -- High Blood Pressure
– 22% -- High Cholesterol
• Healthier employees are less prone to injuries and have
fewer accidents
EDISON INTERNATIONAL® 62
64. SM
EMPLOYEE HEALTH and PRODUCTIVITY ORGANIZATIONAL INTEGRATION EXAMPLES
,
PREVENT RESPOND RESTORE
ILLNESS & CHANGE
CORP/BU
INVESTIGATE MODIFY
SAFETY
INJURY PROCESS
PREVENTION
MANUAL
LEADERSHIP
HEALTH
SAFETY
MATTERS
COUNCIL
WELLNESS
CORP MEDICAL SVCS
STRATEGY
RETURN TO
ABSENCE MGMT WORK COACH
TANGERINE CDP, LTD, FMLA
ACCOMMODATIONS FMLA COACH
DM PROGRAM SEDGWICK
WORKSTEPS DISABILITY
DESIGN
PRGRM ADMIN RETURN TO
WORK PRGRM
NEGOTIATED
CHANGES
MY HEALTH
ONLINE
WEB MD
BENEFITS
PROVIDE
NO COPAY FOR SIGNIFICANT
HEALTH RISK MEDICAL CARE/
PREVENTIVE ILLNESS CASE
APPRAISALS CERTIFY
HEALTH CARE MANAGEMENT
ABSENCES
PREVENTIVE EMPLOYEE
HEALTH ASSISTANCE
ACCOUNT PROGRAM
WORKERS’
OSHA CLAIM
COMP
INVESTIGATE EARLY MEDICAL
RECORDING ADJUDICATION
INTERVENTION/ PROVIDER
ACCOMMODATIONS NETWORK
MEDICAL CARE
EDISON INTERNATIONAL® 63
65. SM
Wellness Framework
• Multi-tiered approach focusing on:
– Environment
– Nutrition
– Fitness
– Prevention
– Compliance
• Programs apply to most employees – represented and
non-represented
EDISON INTERNATIONAL® 64
66. SM
Environment – Current Programs
• Wellness Ambassador Program
– Volunteer employee peer resource
– Promote health & wellness; motivate others
• 24/7 Health Matters portal site
• Employee and Retiree Communications
– Health Literacy
– Wellness tips, Web links, Reminders
• Ergonomics and Safety Programs
• Fitness For Duty Policy
• Return-To-Work Program
• Employee Assistance Program
• Health, Wellness & Safety Fairs
EDISON INTERNATIONAL® 65
67. SM
Environment – Developing & Future Programs
• Incorporate Health and Wellness vision into SCE vision,
values and guiding behaviors
• Wellness Policy and Corporate Medical Policy
• Wellness website
• Launch Annual Wellness Ambassador Symposium
• Smoke Free campus
• Prescription and Over-the-Counter drug collection
program
EDISON INTERNATIONAL® 66
68. SM
Nutrition – Current Programs
• Nutritional information presentations
• Cafeteria
– Healthy Choice options
• Vending Machines
– Healthy options
– Snack signage/guidance
• Weight Watchers program on site
EDISON INTERNATIONAL® 67
69. SM
Nutrition – Developing & Future Programs
• Improve and expand vending machine offerings
• Expand nutritional information program at cafeteria and
vending machines
• Revise meeting catering menu selections – promote
healthy choices
• Offer “lunch and learns” – healthy meal preparation
workshops
• Facilitate Weight Watchers program across company
locations
• Subsidize healthy food options
• Offer promotional days of free fruit/vegetable giveaways
EDISON INTERNATIONAL® 68
70. SM
Fitness – Current Programs
• Fitness Center
– Health & fitness specialists
– Personalized attention
– Large variety of classes
– Chair and table massages
• Discounted gym memberships at some locations
• WebMD – myHealthOnline
– Personalized website
– Health risk assessment (self-reported)
– Lifestyle Improvement Programs
• Preventative Health Account
– Reimbursement for health improvement (e.g. fitness, weight
loss)
EDISON INTERNATIONAL® 69
71. SM
Fitness – Current Programs (cont.)
• Health Advocate
– Assist w/locating outside resources for weight mgmt & stress
mgmt
• Tangerine Wellness
– Weight management incentive program
– Promote behavior change
– Cash awards
• WorkSteps Program
– Pre-employment physical
– Cost to operate pilot $150,000
– Estimated avoided costs $915,622
– Net ROI $765,622
• $85,069 per person
EDISON INTERNATIONAL® 70
72. SM
Fitness – Developing and Future Programs
• Expand WorkSteps Program
• Fitness Center website
• Add new Fitness Centers
• Publicize internally and externally sponsored weekend
fitness events
• Track employee physical activity and reward with a point
based redemption system
• Walking program
EDISON INTERNATIONAL® 71
73. SM
Prevention - Current
• Vaccine clinics
• Executive Health Enhancement Program
• Pre-employment drug screens
• Lactation program
• Hearing conservation program
• Red Cross blood drives
EDISON INTERNATIONAL® 72
74. SM
Prevention – Current (cont.)
• Health plans
– 100% preventive coverage
– Online weight management, fitness & nutrition
resource
– Disease mgmt – diagnose/treat before a condition
worsens
– Promote lifelong healthy habits to improve quality of
life for chronic conditions
EDISON INTERNATIONAL® 73
75. SM
Prevention – Developing & Future Programs
• Establish Corporate Wellness Center to offer on-site
“routine” and preventative screenings to employees
• Provide on-site nutritionist
• Implement “Stress Management” program
• Develop programs that target workforce demographics
to address workforce health risks
EDISON INTERNATIONAL® 74
76. SM
Compliance – Current Programs
• Medical Review Office for DOT and NRC
• OSHA medical monitoring
• DOT drug screens and physicals
EDISON INTERNATIONAL® 75