1. Building and Addressing the Full Life Spectrum into a Culture of Health Maine Health Management Coalition February 2016

2. The Cost of Ill Health Roughly 25% of employer direct medical care costs are attributable to modifiable health risk factors in employees Sedentary lifestyle Excess alcohol use Poor nutrition Smoking Depression High Blood Pressure Overweight Stress High cholesterol High blood glucose 22

3. 3 ny The Goodyear Tire & Rubber Company. Consumer Founded in 1898 in Akron, Ohio. 2014 annual sales of $18.1 billion. Employs approximately 69,000 people around the world. Operates 52 plants in 22 countries.

4. 4 Global Health Services 4

5. The Cost of Ill Health For associates, the cost of ill health results in: Increasing health plan premiums Increasing co-payments for services Increased need for medications Decreased well-being Decreased ability to enjoy leisure time and activities For employers, the cost of ill health results in: Increasing benefits costs Increasing workers compensation costs Increasing disability rates Decreasing productivity 55

6. Global Health Services Building the Culture of Health –Health Benefits –Wellness Programs –Environment, Health and Safety –Emergency Preparedness HealthyEngagedProductive 66

7. Culture of Health—health benefits Medical Coverage Drug Coverage Behavioral Health and EAP On-site Clinics Health Absences and Return to work Traveler Health 77

8. 8 Goal:  Preventing illness.  When prevention is not possible, securing the right care at the right place at the right time.  When treatment is no longer possible, assuring that people have the information available to support advanced illnesses. Maximize the health and wellbeing of our associates, control benefits costs and improve productivity by: Provide information, tools, and motivation to enhance health and well-being Culture of Health—wellness programs 8

9. Culture of Health—environment/safety Workplace Compliance Industrial hygiene Ergonomics Food service / vending Physical activity resources 9

10. dness Culture of Health—emergency preparedness Building: Down Systems: Down People: Holding  Smoke, water damage  Power, water disruption  Area evacuation  Bomb threat  Fire  Explosion  Hurricane  Flood  Pandemic ng Building: Holding Systems: Up People: Up Building: Up Systems: Holding People: Down 10

11. Four tools to measure progress: We are using external validated evidence-based tools to manage our progress in achieving our North America Health Strategy. 12 34 11 Culture of Health—metrics

12. 12 Metrics: 2. Health Status Timeline Extended length of illness Reduced quality of life Increased costs of medications, copays, medical devices Longer time of family caregiving for you Extended length of wellbeing Improved quality of life Healthy time period to enjoy retirement Reduced time of family caregiving for you

13. The CDC Worksite Health Scorecard is a tool designed to help employers assess whether they have implemented evidence-based health promotion interventions and strategies in their workplace to prevent chronic health conditions. Metrics: 3. Worksite health measure 13 The efforts focus to identify the current local wellness status. Specific targeted goals are underway to improve all of the local scores to achieve long-term success. Organizational SupportHigh Cholesterol Tobacco ControlDiabetes NutritionHeart Attack/Stroke Physical ActivityEmergency Response Weight ManagementLactation Support Stress ManagementOcc Health & Safety DepressionVaccine Prevention High Blood PressureCommunity Resources

14. The Akron HQ worksite focus has implemented significant evidence-based improvements that leads to significant progress in building the culture of health, that will lead to positive business outcomes and sustainability. The CDC Worksite Health Scorecard is a tool designed to help employers assess whether they have implemented evidence-based health promotion interventions and strategies in their workplace to prevent chronic health conditions. Metrics: Worksite health measure—HQ 14

15. 15 Goal:  Preventing illness.  When prevention is not possible, securing the right care at the right place at the right time.  When treatment is no longer possible, assuring that people have the information available to support advanced illnesses. Maximize the health and wellbeing of our associates, control benefits costs and improve productivity by: Culture of Health—advanced illness 15

16. Planning for the Future  Educational and career development  Finances  Legal  Retirement  Health benefits  Final wishes Culture of Health —advanced illness 16

17. 17 Planning for the Future  Employees are caregivers of their parents  Employees may experience an unexpected health crisis for themselves or partner  Children’s health issues Culture of Health —advanced illness

18. Source: Fisher, Linda, Xenia Montenegro, and Shereen Remez. Staying Ahead of the Curve:. AARP. 2002. 1-16. 14 July 2008. Life Changes Experienced in the Last Five Years Base Total n=1500 Culture of Health —advanced illness 18

19. 19 Caregivers 80% long-term care provided by family members 73% Caregivers are employed Average cost is $2,100 to $2,400 average cost per employee for these responsibilities $33.6 billon for full-time employees: productivity, health & benefits, potential and engagement. Significant health issue Preferences of individual—while 67% prefer to die at home, only 26% do Area for significant removal of wasteful or futile care Grief issues $37.5 billion lost productivity Planning for the Future Culture of Health —advanced illness

20. 20 Planning for the Future Home Mailings and emails Coincide with National Healthcare Decision Day—April 16

21. What we want people to do:  Gather personal information  Complete advance directives Living will Medical power of attorney  Communicate their wishes Family and loved ones Medical providers  Complete information for their loved ones Planning for the Future 27

22. 22 Toolkit Planning for the Future

23.  Collect and organize important personal information. Document information in some form of a “Planning for the Future Toolkit.”  Place in a secure location.  Inform loved ones of the location of where it is located in the event that it is needed.  Have loved ones complete their own toolkit. Planning for the Future 29

24. 24 Planning for the Future Website

25. 25 Blog posts Planning for the Future

26. 26 Planning for the Future 2015 Planning for the Future

27. 27 What employers can do Culture of Health —advanced illness 27 http://theconversationproject.org/wp-content/uploads/2015/06/Employer-Committee-Checklist.pdf

28. 28 What employers can do Culture of Health —advanced illness Begin to normalize the conversation as part of their wellness programs Tie into opportunities, (i.e., National Healthcare Decision Day, Engage with Grace) Make planning tools available Determine the impact of caregiving on the employee population and consider opportunities to assist their challenges Communication planning and support materials available for employees and managers 28

29. Summary 29

30. Culture of Health —summary 30 Goodyear’s programs support people making good choices for their life in order to...  Prevent illness whenever possible,  Get the right care at the right place at the right time, and  Support people with advanced illness when treatment is no longer possible. We measure our progress with four measures 1.Wellness programs 2.Health Status 3.Worksite Health Scorecard 4.Culture of Health Though we have significant work and challenges ahead, we are making progress in a relatively short period of time and are positioning Goodyear for long-term sustainable success to support a healthy, engaged and productive workforce. 30

31. 31 Thank you