Implementing a Global Workplace Wellness Strategy - Theoretical Foundations and Business Value
Authors: Davis-Street Janis , Sanderson Neelum , Shannon Amy , Ryan Noel , Brash Paul , Estala Stephanie 
Published: March 2016

Objectives/Scope

The World Health Organization (WHO) defines a healthy workplace as "one in which workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and well-being of workers." The WHO suggests that this is achieved by addressing the physical and psychological work environments, and by providing personal workplace health resources and community participation opportunities. Even with high-performing organizations touting workplace health as a best buy for prevention and control of non-communicable diseases (NCDs), controversy still surrounds the ability to prove the business value of workplace wellness programs. One principle in establishing the business case in support of investing workplace health efforts is quantifying the economic cost of poor health. Premature death due to NCDs results in a financial impact of $2 trillion and the loss of 18 million people still in their productive years. This paper will describe the development and implementation of Chevron's award winning, evidence-based approach to achieving healthy workplaces. Business unit examples describe cost implications of and approaches for addressing ill- health in order to demonstrate the business value of health.

Methods, Procedures, Process

We describe our systematic engagement, assessment and planning process for implementing a global workplace wellness strategy. Business value of implemented programs are described in terms of health outcomes and the elements that contribute to the cost of evacuating and/or repatriating personnel from two remote business settings in the oil and gas industry - offshore, Angola and the Gulf of Mexico.

Results, Observations, Conclusions

Implementation of Chevron's systematic process incorporates validated theoretical foundations. The extent that these processes are followed depends on the organization's capacity and available resources. Seeking medical care in our offshore or remote locations adds complexity, cost, and delayed time for care - all of which can have negative impacts on prognosis and outcome. Given the observation that cardiovascular-related conditions (heart attack, stroke and diabetes) are a frequent cause of premature death and disability, we provide estimations of lost time, business loss and loss of intellectual capital. Risk prevention programs that target lifestyle choices (nutrition, physical activity, smoking etc.) can reduce incidence of illness, injury and risk of death from CVD and other NCDs in employee populations.

Novel/Additive Information

Prevention-focused health and wellness programs can have a long-term positive impact on workforce health. Utilizing a leader-driven systematic process can aid organizations in establishing priorities and well-executed plans that improve employee health, reduce costs and enhance safety and productivity. This paper provides direction for assessing worksite wellness capabilities and developing and evaluating an organization's global wellness strategy, while demonstrating the business value of health and wellness programs through relevant industry-specific data.