Building a Healthy Culture
Key Elements of a
Comprehensive Health Strategy
John M. White, Ph.D.
Global Health Promotion and Culture Leader
The Dow Chemical Company
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Agenda
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Who We Are
Building the Business Case
Aligning to Corporate Strategy and Priorities
Implementing the Health Strategy
 Assessing Performance
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Started: 1897
Manufacturing: 188
Locations in 35
countries
Products: > 5,000
Sales: >160 countries
Employees: > 50,000
Sales: ~ $60 billion
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Key Elements to Dow’s Health Strategy
Make Health a Business Asset
 Big and important
 Critical to organizational strategy
 Leadership by example
 Strategic plan
 Best practice interventions
 Measured performance
 Continuous improvement
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The Business Case (2004)
 Total economic impact related to employee and retiree health likely
exceeds $750 million/year for Dow.
 Keeping U.S. health care benefit costs in the lower end of the
trend estimates could save Dow as much as $0.07/share in 2008.
 Many health care experts have estimated that a third of current
benefits expenditures may be spent on unnecessary of inefficient
care.
 Most experts agree that 30 – 50% of health care conditions and
illness could be modified by preventive health interventions.
 Significant legislative and regulatory actions are developing and
pending which will impact health care, particularly in the U.S.
Big and Important
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Aligning to Corporate Strategy
MISSION
To passionately innovate what is
essential to human progress by
providing sustainable solutions
to our customers
VISION
VALUES
To be the most profitable and
Integrity
respected science-driven chemical
Respect for People
company in the world
Protecting Our Planet
CORPORATE STRATEGY
Preferentially invest in a portfolio of
technology-integrated, market-driven
performance businesses that create value for
our shareholders and growth for our
customers
Critical to Strategy
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Committed to Health
Health is essential to our sustainability
At Dow, protecting people and the environment is
part of everything we do and every decision we
make. It is our goal to eliminate all injuries in our
workforce and to prevent adverse environmental
and health impacts.
Health is a strategic priority for Dow. This means
paying attention to the health aspects of all our
activities:
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Employee health
Public health
The health impact of our products
How we can develop products that offer health
benefits
Critical to Strategy
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Health is Important to Dow
• The health of Dow people is vital to our financial
performance and the performance of our people.
• We are commitment to a strategic approach to building a
culture of health with prevention as a major pillar in our
overall plan.
• Our senior management is committed to health promotion
as an important investment in our human capital.
• Our incentives support consumer accountability and
motivate employees to stay healthy, reduce high-risk
behaviors/clinical measures, and/or adhere to disease
management regimens.
• We strive to contribute positively to the communities where
we operate.
Leadership By Example
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The Dow Health Strategy
Vision
We optimize health, human performance and long-term value for Dow
by offering an array of health programs and services for employees,
retirees and dependents as part of being an employer of choice.
Prevention
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Quality &
Effectiveness
Health Care
System
Management
Advocacy
Strategic Plan
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Approach at Multiple Levels
Personal behavior, engagement level
Employee
Policies,
benefits,
tools
Company
Shared
Benefits
Shared
Responsibility
Site/
Work
Group
Workplace culture,
peer support,
environment
Community
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Best Practice Interventions
Local norms,
environment, resources
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Interventions
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Health screening and consultation
Health education and group programs
Smoke-free workplace
Health/risk focused campaigns
On-site health and wellness centers
Self-care and consumer education
Strong benefit plan prevention coverage
Electronic personal health record
Positive health culture
Community partnerships
Healthy Workplace Index
Prevention
Dow provides the optimal
array of “best practice”
programs and services
globally to minimize and/or
reduce health risks and
enhance the overall health of
Dow people and company
performance.
Best Practice Interventions
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Metrics and Results
Health Care Costs
– Cost of Coverage (e.g., Trend versus Benchmarks)
– Global Total Cost Impact of Health
Health Status
– Global Health Risks (blood pressure, cholesterol, blood glucose, physical
activity, BMI, stress/depression, dietary habits, tobacco use)
– Disease prevalence
Health-Related Productivity
– Global Presenteeism and Absenteeism Incidence and Cost
Quality of Care (US)
– Preventive Screening Participation, and
adherence to vendor and provider expectations.
Culture
– Global "Healthy Culture" employee perception questions
– Healthy Workplace Index Scoring
Measured Performance
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High Level Results – YE, 2010
Cost of Coverage and Productivity
• Cumulative savings from the Health Strategy since baseline 2004 is $118.5MM.
• Case management in the US helped save 14,533 lost work days. Using average wages as a
proxy for productivity, this saved the company over $6.0MM in 2010. When accounting for
productivity loss , the total is $18MM.
Health is Improving –
Target: increase low risk and decrease high risk prevalence 10 percentage points in 10 years).
• Between 2004 and September, 2010 we saw a:
– 20 percentage point (25%) reduction in high risk people.
– 22 percentage point (29%) increase in low risk people.
Employees are Engaged in Evidenced Based Services
• Participation in this voluntary Periodic Health Exam across all regions was 89% in 2010.
• Global, annual participate in one or more internal Dow health programs/ services was 81%.
Culture is Improving – Healthy Workplace Index and Employee Satisfaction
• 90% of targeted sites (200+ employees) engaged in the Healthy Workplace Index, representing
57% of the global population.
• There has been a 152% improvement in site scores since 2008 baseline.
• Employee satisfaction also increased since 2008 Healthy Workplace Index baseline.
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22 percentage point increase: Dow people who believe Dow sincerely cares about their health and well-being.
14 percentage point improvement: My work environment enables me to maintain positive health practices.
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Elements of Success
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Big and important
Critical to strategy
Strategic plan
Leadership By Example
Best practice interventions
Measured performance
Continuous improvement
Do so with integrity and a long-term view!
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