Employee Wellness Newsletter

Even in an at-will employment environment, individuals are still guarded from discrimination (including wrongful termination) by virtue of belonging to a protected class. Before starting a Workplace Health Promotion Program, employers need to be cognizant of the relevant legal restrictions and the potential impacts these measures can have on benefi ts and employee behavior programs.

Title VII of the Civil Rights Act of 1964 – Prohibits employment discrimination based on race, color, religion, sex or national origin.

This means that standards and offerings need to be applied equally (or possibly proportionally) to all protected classes. In other words, if a employer is offering access to gyms, it must ensure that men and women have equal access to facilities. Employers must also consider whether individuals who may live in areas heavily populated by one race, religion or ethnicity also have access to facilities and programs. The easiest way to address this concern is to support onsite Worksite Health Promotion Programs whenever possible. This not only ensures equal access, but according to Northwestern Memorial’s Krivy, also expands participation.

Companies must also be aware that particular health problems may disproportionately affect protected classes. Health Risk Assessments and any incentives and rewards put in place may have to be personalized to account for non-lifestyle related differences.

The Equal Pay Act of 1963 (EPA) – Protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination. Benefits, rewards and incentives and programs need to be applied equally to men and women. A corporation cannot set a weight goal for men and not for women, even though a corporation can set health parameters by work function. The Age Discrimination in Employment Act of 1967 (ADEA) – Protects people who are 40 years of age or older from discrimination based on age.

Policies not only need to be available to people of all ages, but program objectives, restrictions and incentives and rewards need to be designed with age appropriateness. While older employees (or retirees and dependents) may inherently pose a higher health risk, their behaviors should be evaluated in terms of demographically appropriate measures.

Title I and Title V of the American citizens with Disabilities Act of 1990 (ADA) – Prohibits employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments. Similar to other workplace offerings, any Company Wellness Programs, such as a fitness center or health clinic, would have to make reasonable accommodations for staff members with disabilities.

One area of ambiguity is whether very overweight staff members qualify as disabled. The issue is complicated because obesity is caused by several factors (genetics, environment, behavior), some of which may be out of the employee’s control. Generally, for staff members to qualify for disability based on obesity, the condition must signifi cantly impair their physical or mental ability to perform their job. This determination would need to be made by a qualifi ed physician. Although this label may affect the types of incentives and rewards and program requirements provided, it likely would not affect the overriding implementation of behavioral-focused initiatives.

Civil Rights Act of 1991 – Provides monetary damages in cases of intentional employment discrimination.

This legislation allows individuals to sue companies for improper treatment. Compensation can be in the form of actual damages such as lost or expected wages, compensatory damages for a postion that causes public embarrassment, or even punitive damages meant to send a message to a corporation for egregious or habitual violations.

While these laws govern all corporation activities, there are even more stringent restrictions with regard to Healthcare topics. Most policies, communications and data collection regarding employee health are governed by the Health Insurance Portability and Accountability Act of 1996 (HIPAA). Under HIPAA companies can’t deny eligibility for benefits or charge a higher premium on the basis of:

• Health status
• Medical condition (including both physical and mental sickness)
• Claims experience
• Receipt of medical care
• Medical history
• Genetic information
• Evidence of insurability (includes activities such as riding a motorcycle, skiing, snowmobiling and other similar pursuits)
• Disability

Still, because wellness programs may not incorporate medical treatment or be insurance related, and may instead be confined to behavioral initiatives, HIPAA’s nondiscrimination provisions do not completely apply. To address this, in 2001 the United States Department of Labor, the Internal Revenue Service and the United States Department of Health and Human Services jointly issued a proposed regulation to help clarify the lawful provisions of a “bona fi de Wellness Program” in the context of HIPAA’s existing language (See Box p. 14). Although the regulation is not yet final, organizations that comply with the measure will be viewed by the government as making a good-faith effort to avoid discrimination in wellness programs.

Comprehensive Workplace Health Promotion Programs are still relatively new to corporate America and the legal implications of implementation and enforcement are not completely known. By their very nature, these programs potentially expose businesses to discrimination lawsuits, disengaged workers and detrimental public relations. However, businesses that make a good-faith effort to comply with current Healthcare-related laws, discover ways to engage workers, and communicate strategically, will be able to minimize these risks while finding plenty of room to develop a creative and effective Workplace Health Promotion Program.

For many companies, a smoking ban would not even apply to all workers. That is because currently 30 states and the District of Columbia prevent companies from banning off-duty smoking.21 Additionally, 13 states prevent companies from banning alcohol use away from work. Only six states have broad statutes that prevent companies from prohibiting any lawful behavior. Michigan is the only state that expressly prohibits discrimination on the basis of weight, however the cities of San Francisco and Santa Cruz, Calif., also have this provision (San Francisco makes exceptions for police offi cers, fi refi ghters and the San Francisco 49ers football team). When creating Workplace Health Promotion Programs, companies ought to keep in mind local statutes as well as established common law.

Savings of Voluntary Company Health Promotion Program = (number of participants x savings per participant) – (cost of program)
Savings of Incentive-based Company Wellness Program = (number of participants x savings per participant) – (expense of program + expense of incentives and rewards)
Savings of Mandatory Corporate Health Promotion Program = (number of participants x savings per participant) – (cost of program + cost of policy-related turnover + cost of limited talent pool)

Constructing Corporate Health Promotion Program policies in a business that employs unionized employees can pose unique challenges. Corporate Health Promotion Programs may be perceived by some unions as a condition of employment and therefore would be subject to collective bargaining between the parties. Still this postion can represent an opportunity for both groups, as a policy agreed upon between union leadership and management is likely to be received more favorably by employees. The United Auto Workers and General Motors worked together to create and position a joint Corporate Health Promotion Program which has successfully reached more than 800,000 participants. (See Case Studies, UAWGeneral Motors LifeSteps Corporate Health Promotion Program, p.21).

Unless specifically stated otherwise, most corporation-employee relationships in the U.S. are governed by the principle of at-will employment. Under this system a corporation, or the employee, can terminate the relationship without any required showing of cause. This at-will standard gives private companies substantial authority in governing the behavior of workers. In this environment, companies can Finding Wealth Through Wellness 10 creatively design Employee Health Promotion Programs based upon their specifi c corporate culture. Employee Health Promotion Programs generally take three main forms:

Voluntary Employee Wellness Programs – The most popular form of employee Employee Wellness Program, in most cases they are made available to staff members but participation (or lack thereof) is not linked to any type of consequence. Due to ineffective communication, frequently staff members are either unaware of these offerings or confuse them with insurance-based health care. Incentive-based – Employee Wellness Programs based on incentives reward staff members for participation in Employee Wellness Program activities. Incentives usually cover lower Healthcare premiums, gym membership or customized support offerings. In these programs, employees’ behavior can be linked to a particular reward.

Mandatory Employee Wellness Programs – Some corporations require, or ban, certain health-related conduct. These can take the form of mandatory Health Risk Assessments for employees and bans on smoking or alcohol use. While mandating behavior is an effective method to eliminate high-risk behavior, the cost savings must be gauged against the potential message sent to existing and prospective employees. Given that employees are already under various levels of scrutiny in the workplace, individuals may resist attempts by corporations to regulate off-duty conduct. Additionally, some employees may fi nd it diffi cult to comply, forcing corporations into the uncomfortable circumstance of punishing an otherwise constructive employee.

In the short-term a mandate-based Employee Wellness Program can drive to an increase in turnover, as employees either choose to leave or are fi red for noncompliance. In the long-term, the policy may prevent the corporation from hiring an otherwise qualifi ed applicant, or may serve as a deterrent for individuals considering the corporation. Limits in recruiting, for instance, led CNN to rescind a 13-year ban on hiring smokers.18

Businesses need to make sure that Worksite Health Promotion Programs are aligned with the values and culture that drive company operations. If a company emphasizes trust and individual responsibility, then a mandate-based program will likely cause more dissension than it would in a company that already heavily regulates company conduct. Moreover, a work environment with a big disengaged population will likely have poor participation in a voluntarybased program. When calculating cost savings, employers need to take a wider view and consider the effects on long-term employee engagement.

In 2005, Michigan-based insurance benefits provider Weyco instituted a smoking ban for all of its nearly 200 employees. Staff Members are subject to random testing and if they fail a mandatory breathalyzer test, they will be fi red. It is believed that Weyco is the first corporation to use testing to enforce a smoking ban – most companies ask employees to self-report behavior. Four employees (more than 2% of the total labor force) left Weyco as a result of the policy. A year prior to the ban the corporation implemented a $50 smoking fee, which would be waived if a employee passed a nicotine test or agreed to take a smokingcessation class. Weyco’s president Howard Weyers reported that 20 employees quit smoking through this program.20 Staff Members were told they had one year before the total ban would go into effect. Under the new Employee Wellness Program, Weyco does offer $35 a month for employees who want to use a fi tness center and another $65 a month for employees who meet fitness goals.

1. Undertake a utilization assessment – While corporations cannot get medical information on individual employees, insurance providers will supply corporations with reports that detail patterns and rates of employee use for things such as physician visits, hospital stays and drug use. This information is critical for a employer to set a benchmark of its current health risk status. Data from human resources can be integrated with benefits information to supply a complete picture of employees’ health-related costs. Then, corporations can determine the specific level of behavior modification necessary to result in cost savings. The utilization assessment helps a employer identify the areas in which it should focus its Worksite Wellness Program to reap the greatest benefits.

2. Build a company case – Once a utilization assessment is in place, employers are able to quantify the Medical Care cost savings that will result from specific levels of lifestyle change and risk reduction. This can be done by setting objectives in terms of reductions in identifi able insurance utilization, attendance or disability variables, or by aiming for reductions in health risks and projecting the associated cost savings. Effective estimates factor in the expense of the Workplace Health Promotion Programs as well as the necessary internal marketing efforts that will surround the program. Says Betty-Jo Saenz, American Medical Care Strategy lead for Motorola, “When we started our programs, our focus was on the 20 percent of staff members that made up 80 percent of the costs. We’ve addressed that, and now we’re paying attention to those who are healthy and Finding Wealth Through Wellness 8 keeping them healthy. Wherever you are on the continuum, there are opportunities.”

3. Develop a cross-functional wellness group – Corporations need to identify potential group participants who can be champions of wellness within the company. It is significant that the group is representative of the demographic and functional diversity of employees so that it can credibly address any specific needs groups may have. This group will serve as the voice and face for the Employee Health Promotion Program within the company. Best practice businesses integrate participants from human resources(HR), communications, company development and management. Using the utilization analysis as a guide, the wellness group ought to evaluate what programs would be most effective within each particular corporate culture, aligning health-risk priorities with initiatives that employees will be receptive to.

4. Build buy-in from upper management – The most effective Corporate Health Promotion Programs have substructure from the highest levels of a company. Support from management, both in words and in action, sends the message that Corporate Health Promotion Programs are a priority for a company. The utilization analysis can be a powerful tool to build the company case for Corporate Health Promotion Programs and convince executives that initiatives are worthy of investment and attention. Meaningful wellness-related messages are integrated into company discussions and aligned with corporate objectives.

5. Organize a all-inclusive Employee Engagement plan – The most brilliantly conceived Corporate Wellness Program is meaningless if no workers take part. Effective wellness discussions emphasize both health and monetary benefits at the personal and employer level. According to a 2004 survey by Towers Perrin, only 28 percent of workers say their employer communicates about Health Care problems other than cost. In addition, wellness-related information ought to be a part of existing employer discussions efforts and not coupled solely with benefits discussions. This helps elevate the significance of Corporate Wellness Programs and align initiatives with employer objectives.

Additionally, discussions around Corporate Wellness Programs can share personal success stories and supply corporation progress updates. Successful organizations not only use existing talking channels to generate discussion around activities, but also consider more interactive tools like message boards, forums, blogs and wikis. This helps personalize initiatives and authorizes for the sharing of best practices within the corporation.

Many businesses involve health care experts to advise in the construction, communication and support of the program. The use of outside authorities such as these will expand the credibility of the Worksite Health Promotion Programs as well as combat skepticism from staff members who may view the employer’s motives as merely selfserving.

Another strategy available to corporations is to brand their Workplace Wellness Program. This move can broaden the visibility and acceptance of the offering. Branded wellness programs are most common when corporations are also promoting an external campaign around Workplace Wellness Programs. An example of this is PepsiCo, which launched its HealthRoads Workplace Wellness Program internally along with a consumer campaign, Smart Spot, that puts special labels on healthier food and drink options.

These efforts are more effective when they are not owned solely by the internal communications department, but rather when managers serve as leaders of, as well as take part in, Employee Health Promotion Programs within corporations. This produces more immediate accountability and motivation.

6. Measure constantly and consistently – At every step of implementation, a Company Wellness Program must be able to demonstrate its value to a corporation. Company Wellness Programs should be designed to allow corporations to set benchmarks and evaluate behavior modification. Assessment ought to consider not only quantitative health measures, but also qualitative measures of stress and employee engagement. Less than 10 percent of corporations do extensive management of healthcare expense, employee health risk status or employee satisfaction with benefit offerings, and less than half of corporations do any measurement in these areas at all.16

Measurement is only useful if a business explicitly specifies what data would constitute success. Potential measures of success comprise:

• Participation rates
• Better employee program engagement
• Decrease of risk status
• Lowering of direct health costs
• Diminished absenteeism
• Less disability claims

Motorola’s Saenz advises administrators of Corporate Health Promotion Programs to track as many measures as possible from the start, even if management only needs one, because it is very difficult to retrieve data later. She notes that even if leadership begins by looking at participation rates, they will eventually want to know about reductions in claims and costs.

Frequent measurement is the only way to build support among management and employees. Nearly half of organizations feel a lack of useful data is a top barrier to their ability to manage employee health, and at least 20 percent of organizations do not know how effective existing Worksite Health Promotion Programs are regarding various outcomes. Companies must conduct utilization analyses each year and reevaluate Worksite Health Promotion Program priorities based upon changes. Additionally, progress must be shared with the wider business community to build support for initiatives. Managers and executives throughout a corporation are likely to support a program that can prove increased productivity among employees. Effective Worksite Health Promotion Programs are designed to be fl exible so they can respond to changes in both corporation goals/objectives and larger health variations.

Company Health Promotion Programs first became popular during the economic boom of the late 1980s and early 90s. Programs featured on-Site fitness centers and massages, and were used as recruitment tools for young staff members searching for nontraditional work environments. Still, when the tech bubble burst, so too did the willingness to spend money on perceived perks, and employers returned to a more traditional benefit structure focused on managed medical care.

In recent years, as Health Care costs have spiraled out of control, businesses have explored the potential of Corporate Wellness Programs as a cost-saving strategy. Companies such as Johnson and Johnson, General Motors, Motorola and Union Pacifi c Railroad have all seen a signifi cant return on investments in employee health (See Case Studies, p.20). Corporate Wellness Programs can help reduce the costs associated with:

Health Care premiums – The expense a business pays for health insurance: According to a 2005 study by Hewitt, the Health Care expense per employee in the United States in 2006 will average $8,046, with organizations absorbing nearly two-thirds of that expense.

Pharmaceutical costs – The price of a prescription drug plan: According to a 2005 study by Mercer, the average annual prescription drug costs for big organizations grew 11.5%, making it nearly a decade straight of double-digit increases in cost.

Short-term disability (STD) – The price of offering short-term disability insurance to employees: According to a 2004 study by insurance provider Cigna, the average short-term disability claim results in $13,094 in direct disability payments and medical costs. The report also found that 26 percent of claims related to medical events were a result of chronic conditions that could likely be mediated through Worksite Wellness Programs, and that these cases amount for 56 percent of the STD-related medical costs.

Absenteeism – The price of missed work: Absenteeism cost corporations $660 per employee in 2004, with nearly one-third of corporations characterizing the trend as a somber problem.

Presenteeism – The price associated with employees who work at decreased productiveness levels: Sixty percent of the total cost of employee diseases come from presenteeism, according to a 2004 study by the Institute for Health and Productivity Studies at Cornell University.

The evidence is clear that strategically designed Worksite Wellness Programs can lower both direct and indirect Health Care costs. A 2004 review of Worksite Wellness Programs revealed that, in total, an investment of $1 by a company in Wellness Programming returned a median cost savings of $2.05 to $4.64.

Employee Engagement is the level at which workers are aligned with and working toward corporation goals/objectives. Employee Engagement is altered by a wide range of factors that comprise of internal discussions, corporation structure, benefits and recognition.

Corporations that have high levels of employee program engagement profit from better productiveness, retention and performance than peers with disengaged employees.  Levels of engagement among employees in the United States have been declining over the past decade as individuals have become disillusioned with the treatment of employees by businesses. The inability to involve employees is one of the reasons why, despite steady growths in hours worked, America lags behind several other nations in terms of employee productivity per hours worked.

Corporate Wellness Programs may increase employee engagement in several ways. First, when communicated properly, they show to employees that the business cares about their wellbeing. This can improve retention and turnover as well as support a greater discretionary effort from employees. During a period of significant downsizing, Motorola found a greater interest in its Corporate Wellness Programs as managers recognized the value of providing for the health and wellbeing of employees.

In addition, the health improvements will decrease presenteeism and absenteeism (when workers continue to work despite decreased work rate), allowing for more time spent at full work rate. Lastly, healthier workers are more likely to have increased morale, which translates into a more enjoyable and more effective work environment.

The President’s Council on Physical Fitness and Sports defines wellness as “a multidimensional state of being describing the existence of positive health in an individual as exemplified by quality of life and a sense of wellness.” Wellness looks beyond the current model of treating disease and focuses on preventive behaviors and healthier lifestyles. Worksite Wellness Programs, also usually referred to as Worksite Wellness Programs, serve as a complement to existing insurance-based health benefit programs and can take many forms and address a myriad different potential health conditions. They are a powerful strategy to promote positive lifestyle changes that can result in significant cost savings for companies.

Examples of potential components of a Company Wellness Program include:

Health Risk Assessments / Employee Wellness Screenings – Health Risk Assessments (aka Health Risk Appraisals), evaluate the most prevalent lifestyle-related risks of an individual. HRAs often include screenings for Blood Pressure (BP), cholesterol, glucose levels and other health indicators. These analyses supply valuable benchmarking measures that ideally will allow employees to prevent or lower their risk of diseases. Finding Wealth Through Wellness, As noted by Kathryn Krivy, director of Northwestern Memorial Hospital’s Wellness Institute in Chicago, “Medically based Health Risk Assessments are a necessity because in order to affect modifications in your corporation, you need to know what the issues are, and you just don’t know until you get the data.”

Physical Activity and Weight Management – One of the most popular Workplace Health Promotion Programs is for employers to support access to a wellbeing and health center, frequently on-Site. Other potential measures include offering healthier vending machines and cafeteria options, weight management support groups and fitness challenge programs. Some employers, like hospital group Baptist Health South Florida, will even pay for employees to go to weight-loss classes such as Weight Watchers.

Awareness and Education Programs – A lot  businesses have events approaching the benefits of nutrition, safety or physical fitness, among other issues. Other options are to host a wellness fair or administer a disease-awareness campaign.

Behavior Modification – This covers issues like smoking, wearing seat belts, and alcohol use. While many businesses will provide assistance for staff members looking to modify behavior, some businesses, like health care benefits administrator Weyco, Inc., mandate changes, such as quitting smoking, as a condition of employment.

Alternative Treatments – Other Corporate Wellness Programs can cover absorbing some or all of the costs for massages, stress-reduction activities like yoga or even herbal medicines.

A more modern and systemic solution may incorporate businesses starting Corporate Health Promotion Programs, which allow businesses to be proactive in preventing disease and promoting healthier lifestyles for employees. When implemented effectively, this approach can drive to reduced direct costs from claims, a reduction in Medical Care premiums and increased employee work rate.

Yet while Workplace Wellness Programs potentially offer organizations substantial cost savings, the success is dependent upon the ability to engage employees in them. Additionally, organizations must navigate the legal and cultural challenges posed by Workplace Wellness Programs: Employers must be careful that initiatives respect protected classes and the privacy of employees. Additionally, organizations must battle resistance from employees wary of their business regulating off-the-clock behaviors.

Over the next 6-12 posts we’ll layout the case for Workplace Wellness Programs in today’s employment environment, arguing that the cost savings and raised employee engagement outweigh potential restrictions. We will investigate the considerations a business must make before starting a Workplace Wellness Program and the communication necessary to create successful engagement from staff members. Finally, we will discuss several successful Workplace Wellness Programs and support a list of resources that organizations can use for guidance.

Over the past decade health care insurance costs have risen at a steady pace. This is taking a toll on the bottom-line of employers, cutting into profits, limiting growth and forcing a reevaluation of a once sacred employee benefit system. According to a projection by McKinsey & Co., at the present rate, by 2008 health benefits will eclipse profits at the average Fortune 500 organization.

Corporations, through private health insurance businesses, are the leading provider of medical services in the U.S.. In 2004, 59.8 percent of Americans were covered by a employer-based health insurance program, accounting for 88 percent of all private health insurance. Yet the escalating costs of Medical Care, ever-rising drug prices and a steady rise in chronic diseases have brought the corporate society to a breaking point.

For many employers the growing burden has become too difficult to bear. Over the past five years medical insurance premiums have increased an average of 11.6% each year, more than four times the average rate of inflation and employee earnings over that time.3 Not surprisingly, this exponential growth in premiums has caused the number of employers offering Health Care services during that time to drop from 69% to 60%.4 In addition, in 2005,  medical insurance premiums jumped 9.2%, more than three times the rate of inflation – and that was the lowest increase in the past five years.

In this environment businesses need to discover progressive ways to stem the rising costs of Medical Care coverage. Seemingly, the easiest strategies to accomplish this goal would be to lower benefits coverage or pass on arising burden to employees and retirees. More than 80 percent of businesses have chosen one or both of these options in the past few years and almost half of all sizable businesses are likely to increase the amount employees pay in 2007.5

Nevertheless, these options do nothing to address the fundamental causes of rising costs, one of which is a population that requires increased healthcare. To make a lasting and substantial effect on costs and central health, employers need to look beyond a traditional reactive-based approach.

Designing employer fitness and Workplace Health Promotion Programs is not about beginning a grand scheme that is so complicated it is underutilized.

Corporate Health Promotion Programs are about beginning an environment that encourages fitness and active living. The program must be accessible and make sense to the people it is directed at throughout the day.

The outcomes will be a plan that gives plenty of opportunity for exercise, teaches proper nutrition and stays current on health concerns constructive to the workers.

The outcomes will be a plan that offers plenty of opportunity for exercise, teaches proper nutrition and stays current on health concerns constructive to the workers.

Designing Company Physical Activity Programs and Corporate Wellness Programs – Making a Proposition

Planning employer fitness and Employee Health Promotion Programs means understanding there are many directions the program can take. For starters, it must be of interest to employees at all levels.

The company’s proposal to the employee is this: you take better care of yourselves and we will help you accomplish your objective. To be effective, the Corporate Wellness Program must be pervasive.

In other words, it must address the needs of the top executives as well as the warehouse employees. The variety of jobs within a business usually indicate wide differences in stress and strain levels on the body and differences in mental and emotional stress.

The program must also take into account employee habits on the job and at home. A business with a business fitness and Corporate Wellness Program in place sends the message to its staff members and customers is that the business takes health seriously.

Structuring corporation fitness and Workplace Health Promotion Programs involves determining the types of activities that will be most effective for the circumstance.

Every business will need a different plan. A business fitness plan can include a lot more than just an exercise program and dietary planning.

It can offer real opportunity to improve the entire company environment. A Workplace Health Promotion Program can include the following:
• Health intervention for existing health problems
• Recreational programs that engage employees and their families
• Ergonomics to lower work strain and resulting injuries
• Specialized programs that target workers with physical conditions interfering with work performance
• Addressing health and fitness concerns related to an aging work force
• Establishing exercise programs specifically designed to expand employee work-specific strength

The advantages of carefully designing business fitness and Employee Health Promotion Programs are obvious. Employees get access to the fitness program either worksite or through business membership at the fitness center.

Structuring corporation fitness and Workplace Wellness Programs means including those components essential to great health.
• Meal structuring and right eating choices
• Classes instructing on the food pyramid and how the body processes nutrients
• Instruction on exercising safely
• Weight loss and weight management

The advantages for the company are endless.
• Savings on Health Care costs
• Less employee sick days
• Staff Members with a sense of health fitness
• Lowerincidences of chronic sickness
• Attracts new staff members dedicated to fitness

Structuring Business Exercise Programs and Workplace Wellness Programs – Closing the Deal

Implementing and designing corporation fitness and Employee Wellness Programs nets big advantages for employees and the corporation.
staff members are happier, feel better, are more satisfied with their work, are healthier and have more vitality.
Stress is reduced which positively impacts the attitudes of staff members, reduces injuries and makes staff members more positive.
Closing the deal on a exercise program means the business and workers sign on the dotted line of health. Don’t let Health Care care costs continue to rise. Begin now coordinating business fitness and Workplace Health Promotion Programs.