Treat health and wellness as a competitive advantage
Written by Mark Verstegen, Founder, Core Performance - coreperformancewellness.com
Recent studies found that nearly two thirds of UK adults risk their health through insufficient exercise and only five percent of American adults do some type of vigorous physical activity on any given day. I believe that companies that want to be competitive globally must consider wellness a top priority. Adopting innovative, proactive health strategies that impact employees and their families in a meaningful manner is no longer a luxury: it is a necessity to reduce healthcare costs, improve productivity, and encourage sustainable performance company-wide.
Wellness is not a one-sized fits all endeavour. Not all companies are built the same, so why should their wellness programs be alike? Solving the health deficit starts by creating a truly personalised program that requires careful planning and consideration across a variety of channels.
At Core Performance we take a solutions-based approach to wellness, identifying the levers that your company can pull to optimise your overall strategy and create the largest impact for your team. Below I have outlined three of the top goals companies have articulated in their path to create better health for employees, along with illustrations of how we achieved their goal through collaborative programming. We believe these examples can be a powerful illustration of the measurable results companies can create when they choose the right solution to impact their employees’ health.
Pain reduction and turnover
Much has been written about wellness programming for corporate employees who work at a desk each day, but often the greatest opportunity in wellness is with warehouse employees, call centre operators—individuals whose job functions often require significant repetitive movement patterns and are often costly to train due to massive turnover. C&S Wholesale Grocers based in Keene, NH, has the largest warehouse team of any food wholesaler in the United States—their selectors are essentially athletes, burning thousands of calories per day and completing physical tasks in providing quality service for their customers.
Our team at Core Performance worked with C&S to develop an innovative, customised program that centred on employee-led workouts via a train-the-trainer model, with additional tools to improve in areas like healthy eating and effective recovery habits. The results included reduced soreness along with increased productivity—one selector noted “I used to drag myself out of bed every day because I was so tired—now I have energy to get through my day, plus the energy to play my kids when I get home.”
Measurable improvement for employees at risk
One piece of feedback we have heard frequently from clients is that you cannot impact non-movers. We not only believe at-risk individuals can be engaged to change, but have proven it with Intel. At their Chandler, Arizona campus, Intel commissioned an IRB-approved research study to examine the impact of our programming on employee health. In 14 weeks, the Core Performance program participants who received integrated nutrition and fitness support achieved the following results with a commitment of less than three hours per week:
- Cholesterol reduction averaging five percent
- Average fat loss of 14 lbs
- A 19 percent increase in VO2 capacity (measure of cardiovascular health and fitness
- A 30 percent overall reduction in the number of individuals categorized as ‘at risk’ based on their lipid profile
These numbers demonstrate real possibility: individuals at risk for conditions like diabetes and heart disease can improve their health—they just need programs that are relevant, impactful, and fit their lifestyle.
Engagement and Productivity
The final greatest area of opportunity in the wellness space is in conquering what I call energy deficit spending—we pay careful attention to balancing risk with corporate budgets, but do not do the same for our people. In particularly, executives are often the people guiltiest of deficit spending: packed schedules, a myriad of work, travel, family commitments and a diet usually fuelled by convenience instead of health.
We believe health leadership starts in the C-Suite, so we have an Executive Program designed specifically to address energy deficit spending and help key company leaders improve how they feel, look and perform every day. For example, Hoyt Harper is the Global Brand Leader for Sheraton Hotels and Resorts, so being a road warrior is part of his job description. One year ago, Harper spent several days with our team undergoing a comprehensive assessment of his health, and since that time has worked with Core Performance experts to refine his nutrition intake, increase his energy level throughout the day and carve out more time to be active on a regular basis. As a result, he lost twenty pounds, but most importantly, he feels better every day in the game of life—he has less pain and more energy to keep up with a demanding schedule. This type of investment is one every company should make in their leaders.
So in the spirit of inspiring change for all, let me say this –I believe companies can and should adopt a proven and reliable IT and IP-based operating system for human capital—doing so will reduce healthcare costs, improve productivity and ultimately cultivate a competitive advantage for global companies.
An insight into the services offered by the Core Performance Corporate Wellness program:
Core Performance employees describe the passion of Mark Verstegen, CP’s founder:
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The challenges to vaccine distribution affecting everyone
While it is comforting to know that vaccines against COVID-19 are showing remarkable efficacy, the world still faces intractable challenges with vaccine distribution. Specifically, the sheer number of vaccines required and the complexity of global supply chains are sure to present problems we have neither experienced nor even imagined.
Current projections estimate that we could need 12-15 billion doses of vaccine, but the largest vaccine manufacturers produce less than half this volume in a year. To understand the scale of the problem, imagine stacking one billion pennies – you would have a stack that is 950 miles high. Now, think of that times ten. This is a massive problem that one nation can’t solve alone.
Even if we have a vaccine – can we make enough? Based on current projections, Pfizer expects to produce up to 1.3 billion doses this year. Moderna is working to expand its capacity to one billion units this year. Serum Institute of India, the world’s largest vaccine producer, is likely to produce 60% of the 3 billion doses committed by AstraZeneca, Johnson & Johnson and Sanofi. This leaves us about 7 billion doses short.
Expanding vaccine production for most regions in the world is complicated and time-consuming. Unlike many traditional manufacturing operations that can expand relatively quickly and with limited regulation, pharmaceutical production must meet current good manufacturing practice (CGMP) guidelines. So, not only does it take time to transition from R&D to commercial manufacturing, but it could also take an additional six months to achieve CGMP certification.
The problem becomes even more complex when considering the co-products required. Glass vials and syringes are just two of the most essential co-products needed to produce a vaccine. Last year, before COVID-19, global demand for glass vials was 12 billion. Even if it is safe to dispense ten doses per vial, there is certain to be significant pressure on world supply of the materials needed to package and distribute a vaccine.
It is imperative drug manufacturers and their raw material suppliers have clear visibility of production plans and raw material availability if there is any hope of optimizing scarce resources and maximising production yield.
It is widely known by now that temperature is a critical factor for the COVID-19 vaccine. Even the regions with the most developed logistics infrastructures and resources needed to support a cold-chain network are sure to struggle with distribution.
For the United States alone, State and local health agencies have determined distribution costs will exceed $8.4 billion, including $3 billion for workforce recruitment and training; $1.2 billion for cold-chain, $1 billion vaccination sites and $0.5 billion IT upgrades.
The complexity of the problem increases further when considering countries such as India that do not have cold-chain logistics networks that meet vaccine requirements. Despite India’s network of 28,000 cold-chain units, none are capable of transporting vaccines below -25°Celsius. While India’s Serum Institute has licensed to manufacture AstraZeneca’s vaccine, which can reportedly be stored in standard refrigerated environments, even a regular vaccine cold chain poses major challenges.
Furthermore, security will undoubtedly become a significant concern that global authorities must address with a coordinated solution. According to the Pharmaceutical Security Institute, theft and counterfeiting of pharmaceutical products rose nearly 70% over the past five years. As with any valuable and scarce product, counterfeits will emerge. Suppliers and producers are actively working on innovative approaches to limit black-market interference. Corning, for example, is equipping vials with black-light verification to curb counterfeiting.
Clearly, this is a global problem that will require an unprecedented level of collaboration and coordination.
Disconnected information systems
While it is unreasonable to expect every country around the world will suddenly adopt a standard technology that would provide immediate, accurate and available information for everyone, it is not unreasonable to think that we can align on a standard taxonomy that can serve as a Rosetta Stone for collaboration.
A shared view of the situation (inventory, raw materials, delivery, defects) will provide every nation with the necessary information to make life-saving decisions, such as resource pooling, stock allocations and population coverage.
By allowing one central authority, such as the World Health Organization, to organize and align global leaders to a single collaboration standard, such as GS1, and a standard sharing protocol, such as DSCSA, then every supply chain participant will have the ability to predict, plan and execute in a way that maximises global health.
Political influence and social equality
As if we don’t have enough stress and churn in today’s geopolitical environment, we must now include the challenge of “vaccine nationalism.” While this might not appear to be a supply chain problem, per se, it is a critical challenge that will hinge on supply chain capabilities.
In response to the critical supply issues the world experienced with SARS-CoV-2, the World Health Organization, Gavi, the Vaccine Alliance and the Coalition for Epidemic Preparedness Innovations (CEPI) formed Covax: a coalition dedicated to equitable distribution of 2 billion doses of approved vaccines to its 172 member countries. Covax is currently facilitating a purchasing pool and has made commitments to buy massive quantities of approved vaccines when they become available.
However, several political powerhouse countries, such as the United States and Russia, are not participating. Instead, they are striking bilateral deals with drug manufacturers – essentially, competing with the rest of the world to secure a national supply. Allocating scarce resources is never easy, but when availability could mean the difference between life and death, it becomes almost impossible.
Global production, distribution and social equality present dependent yet conflicting realities that will demand global supply chains provide complete transparency and an immutable chain of custody imperative to vaccine distribution.
The technology is available today – we just need to use it. We have the ability to track every batch, pallet, box, vile and dose along the supply chain. We have the ability to know with absolute certainty that the vaccine is approved, where and when it was manufactured, how it was handled and whether it was compromised at any point in the supply chain. Modern blockchain technologies should be applied so that every nation, institution, regulator, doctor and patient can have confidence in knowing that they are making an impact in eradicating COVID-19.