Volvo Burtaine

8/12/2019 Volvo Burtaine

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North America

Wellness at Volvo/MackThe Real Truth

Jeffrey Burtaine M.D.

Medical Director: Volvo / Mack North America

Aldo Cipriotti

StayWell Senior Program Coordinator: Mack


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History

1. Program began in 2000, when Mack was

owned by Renault

2. We hired StayWell with J+J being a very

close second.

3. Program lasted approximately 2 years until

the truck market went in the tank (3 to 4year cyclical market)


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History

4. Program more of a delightful add on ratherthan a Company sponsored cultural change

effort.5. World Headquarters building was already

smoke free. Factories went smoke free in2000

6. Began the program again,with StayWell,June 2004.


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Why Wellness Now??

1. AB Volvo bought Mack Trucks late 2001.

a. Work life balance very important in

Sweden

b. Corporate Value: Respect for the

Individual.

c. Successful global company with large

pocketbook.


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Why Wellness Now??

d. Already had versions of wellness in

Sweden ex. Lifestyle West

e. Trying to get control of, and understand,

American health care and American labor

costs.


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Why Wellness Now??

2. Jeff Burtaine works at Volvo/Mack

a. Started one of the first hospital based

wellness centers, 1982.

b. Had gotten high enough in the Company

to have political influence.

c. Had the enthusiasm and energy to

pursue this dream.


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Why Wellness Now??

d. Understood that it had to be part of theculture, not an add on.

3. Joe Huxta, health benefits manager, worksat Mack.

a. Understood that the health care cost

trend was out of control.b. Understood that a multi-facetedapproach was needed.


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Why Wellness Now??

c. Understood the link between healthieremployees and healthcare costs without

insisting on hard data to start with.4. Kaye McLeod is in charge of benefits for

Volvo NA, Joes boss.

a. Also understood the link betweenhealthier employees and costs. Had faith inJoe and his analysis.


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Why Wellness Now??

5. The CEO of AB Volvo had a heart attack.

a. When he recovered he called the

Presidents of Mack and Volvo NA and told

them to put state of the art fitness facilities

in their administrative office buildings.


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What Results Do We Hope For?

1. Highly successful participation figures

memberships in fitness centers, % of HRA

participants, numbers attending classes, lectures,stop by booths etc.

2. Behavior change resultsstop smoking, lost

weight, controlled blood pressure etc.

3. Number of employees in high risk groups

dropping to medium or low risk, StayWell data.


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What Results Do We Hope For?

4. Changes in presenteeism as judged by self

report questions on HRA.

5. Changes in absenteeismpresently this

data is not available until we switch to SAP.

6. Changes in dollars spent on health care

claims. StayWell is currently working withour third party vendors.


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Global Implications

1. We want the same programs globally,starting with the big three: France, Sweden,

USA2. Another corporate valueVolvo will have

among the healthiest employees in theworld.

3. A corporate health and well being steeringcommittee at AB Volvo


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Global Implications

4. Three major expectations for Volvo employees:

Business objectives, Personal growth objectives,

Health and well being objectives. Put all three inthe Personal Business Plan (PBP)?

5. Cultural Support/Buddy SystemPeer

encouragement.

6. Health Risk Analysis Screening (HRA) in the big

three countries.


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Global Implications

7. EAP (employee assistance programs) in

Europe following the American model.


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Results

Health care expense trend is flattening

2003 11.7%

2004 8.9%

2005 2.1% (Partly due to union

negotiations and costsharing)


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26% 34%

58%56%

15% 10%

0%

25%

50%

75%

100%

P ast Cur r e nt

Percent

at Risk

0-2 Risks 3-5 Risks 6+ Risks

Mack Trucks

2/23/2006

31% 36%

57% 56%

12% 8%

0%

25%

50%

75%

100%

P ast Cur r e nt

Percent

at Risk

0-2 Risks 3-5 Risks 6+ Risks

Volvo

2/23/2006

Program yielded a

6.5% reduction in

health risks for Mack

employees, which

exceeds expectations

by 3.5%. [N=734]

Program yielded a

4.5% reduction in

health risks for Volvo

employees, whichexceeds expectations

by 1.5%. [N=801]


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$4,183

$3,946

$3,800$3,850$3,900$3,950$4,000

$4,050$4,100

$4,150$4,200$4,250

Past Current

AvoidableCo

sts

(000s)

$3,803

$3,543$3,400

$3,500

$3,600

$3,700

$3,800

$3,900

Past Current

Avoidable

Cost

(000s

)

Based on health risk reduction,

program yielded an estimated

savings of $322/participant

Based on health risk reduction,

program yielded an estimated

savings of $320/participant

Mack

Volvo


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HEALTH FOR LIFE

A Snapshot of Wellness at Volvo and Mack

North America


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Millions of years50 years

THINK ABOUT IT


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Mack Top Health Risks

Weight (72%)

Eating (72%)

Stress (65%)

Exams (62%)

Cholesterol (57%)

Mack # of Chronic Conditions

68% report having 1 or more

41% - 1 Chronic Condition

28% - 2 Chronic Conditions

31% - 3+ Chronic Conditions

Volvo Top Health Risks

Weight (71%)

Eating (66%)

Stress (62%)

Cholesterol (61%)

Exams (58%)

Volvo # of Chronic Conditions





WHY WELLNESS ? THIS IS WHY

2004 Results of Company Health Risks for Non-Bargaining Unit Employees: Total Participants 2,162

Tool: StayWell HealthPath Health Risk Assessment


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Mack Top Health Risks

Weight (75%)

Eating (72%)

Exams (69%)

Stress (67%)

Cholesterol (66%)

Mack # of Chronic Conditions





Volvo Top Health Risks

Eating (77%)

Weight(76%)

Exams (70%)

Stress (68%)

Cholesterol (68%)

Volvo # of Chronic Conditions





2005 Results of Company Health Risks for Bargaining Unit Employees: Total Participants 1,846

Tool: StayWell HealthStep Health Risk Assessment

WHY WELLNESS ? THIS IS WHY


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Health for Life


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Components

On-Site Management: Mack and Volvo Headquarters NA

Expansion: ManufacturingPlants: NRV & Powertrain Q4 2006

Committee: Eleven active members participating monthly

HRA: HealthStepand HealthPath: Online and Paper

Biometric Screenings: Total Cholesterol, HDL, Glucose, BP

Campaigns: Nutrition, Stress, Exercise, Weight Management

Workshops: Focused delivery on a variety of topics

Disease Management: Work with health plans

Next Steps: Intervention ProgramHealth Behavior Change

Fitness Programming: Fitness Centers on-site


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Mack Program Participation

N (2005) % N (2004) %

Mack HRA

NBU940 70% 976 73%

Mack HRA

BU985 36% N/A N/A

Biometric

Screenings1,861* 43% 872 63%

Onsite

Programs15,000** N/A N/A N/A

*Program expanded from 1,300 eligibles to 4,300 in 2005

**Includes total touches for onsite programs such as: campaigns, workshops, courses,

massage, stop by booths and more.

Mack Trucks


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Volvo Program Participation

N (2005) % N (2004) %

Volvo HRA

NBU1,183 61% 1,186 61%

Volvo HRA

BU861 30% N/A N/A

Biometric

Screenings1,809* 40% 1,034 54%

Onsite

Programs13,000** N/A N/A N/A

*Program expanded from 1,950 eligibles to 4,600 in 2005

**Includes total touches for onsite programs such as: campaigns, workshops, courses,

massage, stop by booths and more.

Volvo


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Winners of the INDIVIDUALINDIVIDUAL Competition:

1st Place: Participant

Lost 16.91%2nd Place: ParticipantLost 15.33%3rd Place: ParticipantLost 14.98%

Winners of the TEAMTEAM Competition:

1st Place: Team BTL Lost 13.05%2nd Place: Team Dead Weight Lost 12.76%

3rd Place: Team Gut Busters 11.34%

Total Weight Loss for Volvo and Mack

7,957 lbs7,957 lbs


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Our Strengths

Philosophy:Not Just Another Wellness Program: ProgressiveCompany Support:North America(Mack / Volvo NA) and Global

(AB Volvo- Jeff Burtaine Influence on Global Application)

Programming: Comprehensive Program Delivery to Mack / VolvoEmployee Participation/Support: Bargaining and Non-Bargaining

On-Site Delivery Team: Wellness & Fitness Components

Dedicated Committee: Representation by Key Personnel/Locations

Research Tools: Building the Case/Outcomes Study


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N th A i

Moving into the

Future.

Volvo Burtaine

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