Shi Hershey Gone Healthy
hi HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHYHERSHEY GONE HEALTHY
HERSHEY GONE HEALTHYHERSHEY GONE HEALTHYHERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
The 1990s have witnessed the skyrocketing of health care costs which for several years grew at an annual rate greater than 15 percent. Companies have shouldered a great deal of this burden through benefits packages offered to employees. Although many cornpones have explored a variety of cost-reduction strategies during the past decade, corporate health care costs continue to climb. What is a company to do? The answer for Hershey Foods Corporation lay in a weilness incentive program. Hershey made the decision to focus on employee health in 1991, after an outside consulting firm attributed 25 to 35 percent of Hershey’s health care costs to employee lifestyles. Hershey set about creating incentives to encourage employee “weliness.”
In April 1991, Hershey launched a pilot weilness incentive program for 624 of its salaried employees at its
Pennsylvania headquarters. The program was designed to reduce modifiable health risk factors such as smoking and high blood pressure, intended to decrease the company’s health care expenditures, and, in line with Hershey’s “strong people orientation and care for every employee” philosophy, increase employee health and morale.68 ‘We’ve had a commitment to well employees and employees’ well-being for years,” noted Rick Dreyfuss, director of executive compensation and employee benefits at Hershey.
“Now, we’ve taken it one step further by linking employee weliness to annual health care costs.”69
Under the experimental program, which, if successful, was to be expanded to all 11,000 of Hershey’s employees, people received debits or credits according to how they ranked on certain risk factors. For example, employees who did not smoke
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHYHERSHEY GONE HEALTHY
HERSHEY GONE HEALTHYHERSHEY GONE HEALTHYHERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
HERSHEY GONE HEALTHY
The 1990s have witnessed the skyrocketing of health care costs which for several years grew at an annual rate greater than 15 percent. Companies have shouldered a great deal of this burden through benefits packages offered to employees. Although many cornpones have explored a variety of cost-reduction strategies during the past decade, corporate health care costs continue to climb. What is a company to do? The answer for Hershey Foods Corporation lay in a weilness incentive program. Hershey made the decision to focus on employee health in 1991, after an outside consulting firm attributed 25 to 35 percent of Hershey’s health care costs to employee lifestyles. Hershey set about creating incentives to encourage employee “weliness.”
In April 1991, Hershey launched a pilot weilness incentive program for 624 of its salaried employees at its
Pennsylvania headquarters. The program was designed to reduce modifiable health risk factors such as smoking and high blood pressure, intended to decrease the company’s health care expenditures, and, in line with Hershey’s “strong people orientation and care for every employee” philosophy, increase employee health and morale.68 ‘We’ve had a commitment to well employees and employees’ well-being for years,” noted Rick Dreyfuss, director of executive compensation and employee benefits at Hershey.
“Now, we’ve taken it one step further by linking employee weliness to annual health care costs.”69
Under the experimental program, which, if successful, was to be expanded to all 11,000 of Hershey’s employees, people received debits or credits according to how they ranked on certain risk factors. For example, employees who did not smoke