O’Neal Industries (ONI) is the parent organization of a group of closely affiliated companies that, together, forms the nation’s largest family-owned metals service center, employing about 3,000 people worldwide. In 2011, ONI introduced ONI LIVESMART as its signature health and wellness program. Designed using best practices and evidence-based research, the program encourages employees and family members to have healthy lifestyles by supporting their efforts to maintain or improve their health. The ONI LIVESMART program has kept employees actively involved, with over 82 percent employee participation. Based on an evaluation of repeat health measures from 2011-2014, risk reduction was seen in body mass index, blood pressure, blood glucose, physical inactivity, triglyceride levels and tobacco use. The program has achieved net cost savings of about half a million dollars annually and a positive return-on-investment of $1.52 for every dollar spent.
O'Neal Industries (ONI) is the nation's largest family-owned, full line metals service centers with annual sales of more than $2.3 billion, with headquarters in Birmingham, Alabama, and more than 90 locations in North America, Europe, and Asia. The O'Neal family of companies, comprised of more than nine companies and approximately 3,000 employees worldwide, provide products and services across the spectrum of the metals industry, ranging from carbon and stainless steel, aluminum, and specialty alloy products to complex manufactured components, and supply chain management solutions.
In 2011, ONI introduced the ONI LIVESMART (LIVESMART) program as its signature health and wellness program. This comprehensive health and wellness program was built upon the organization's existing culture of health and safety. The LIVESMART program, designed using best practices and evidence-based research, provides employees and family members with opportunities to support healthy lifestyles by maintaining or improving their health risk status. The inclusion of dependents in the program in 2012 added an opportunity to positively impact overall family health status. The resulting culture of health has proven to be a foundational component of program success. The LIVESMART program was designed and is delivered in partnership with Element Health, Inc.
LIVESMART key program components and attributes:
- Senior executive and mid-level management support.
- Comprehensive tailored wellness program design focused on improving hte overall health of employees and their families.
- Comprehensive health communication strategy using print, electronic, social media and a network of LIVESMART Ambassadors (volunteer employees) at each location.
- Program integration with internal departments, Ambassadors, employee leaders, vendors and community resources.
- Highly visible contracted wellness team comprised of a full-time program manager, operations coordinator, as well as registered dietitians/health coaches and diabetes educators.
- Integrated health assessment, biometric and preventive health screening and coaching program.
- Individual health coaching sessions with multiple delivery opportunities (on site, online, telephonic).
- Innovative health improvement campaigns engaging employees, teams, and families with a focus on nutrition, physical activity, financial wellness, happiness, and family health.
- Electronic access to screening results and coaching goals via wellness portal.
- On-site fitness facilities at select locations.
Vice President Human Resources
2311 Highland Ave. S.
Birmingham, AL 35205
Since its inception in 2011, the LIVESMART program has sustained high levels of engagement, with over 82% employee participation and 52% participation among spouses with health benefits. Since 2011, more than 100 employees have quit tobacco, 400 have initiated/improved their exercise levels, 100 have lowered their body weight, 60 employees lowered their blood glucose levels, and over 200 have lowered their blood pressure levels. In the last four years these high levels of participation have sustained health improvements resulting in a significant health risk migration to a lower risk category by 33% (n=484) of the employee population. Based on an evaluation of repeat health measures between 2011-2014, risk reduction was demonstrated in all areas of health risk, and most notable in the areas of body mass index, blood pressure, blood glucose, physical activity, triglyceride levels, and tobacco use.
To measure the financial success of the program, a program evaluation was conducted to include a four year review of repeat measures of participants in the LIVESMART program, along with corresponding health care cost claims to include both medical and pharmacy costs. The overall health care cost savings was $1,656,000. ONI invests $1,089,900 annually - including all wellness program expenses as well as the rich financial cash incentives. Therefore the overall net cost savings was estimated at $556,100. This net cost savings results in a return of investment ratio of 1.52:1 based solely on health care costs.
- Excellent progressive incentives, risk stratification methods and program evaluation
- This among the best applications I’ve reviewed in over 10 years as a reviewer
- Strong executive and middle management support
- Integration of wellness into health and safety culture
- High participation rates of employees and, especially, spouses
- Very comprehensive and highly integrated program supported by Table 1 and HERO score
- Club concept with accomplishment rewarded even for the Bronze who engage in program
- Much higher rate of participation than is typical with $300 incentive provides evidence of strong culture, excellent communications and ease of access to program
- Extremely impressive risk reduction results including BMI and other biometric risk factors
- Medical cost savings substantially exceeding fully loaded program costs including the cost of financial incentives (which could have been considered cost neutral if integrated into health plan design) and data warehouse
- Tied to corporate values.
- Inclusion of dependents.
- Leadership support. HERO scorecard.
- Comprehensive communications.
- Ambassadors and employee involvement.
- Includes financial, emotional, and family well-being.
- 82% participation.
- Risk migration to lower categories. Financial analysis with actual claims data.
- Reduction in body mass index, blood pressure, blood glucose, physical activity.
- Triglyceride levels, and tobacco use.
- 1.52:1 ROI based on healthcare costs.
- Broad program offerings.
- 82% participation of employees and 52% spouses
- ROI of 1.52 to 1.0 for health costs
- Demographics (81% male and 54% laborers) difficult work force to impact and yet they did
- Broad program integration (safety, dental financial)
- HERO score of 180
- Concept of “health clubs” was innovative
- Overall health costs results were impressive
- Great letter of support from chairman Craft O’Neal
- Contains most elements of best practice programs
- 82% participation of employees – 52% of spouses
- $1.0 million annual investment in program
- Turnover 5%
- 2500 emps /4500 deps covered by medical plan
- Very comprehensive
- Reasonable incentive program - $300 annually plus $400 reimbursement for recreational programs
- On-site screening and coaching for 80 locations in 40 states
- HERO scorecard – 180
- Impressive risk reduction results across the board
- Reasonable ROI estimate of 1.52: 1.00
- Well done – good description of analyses
- CEO and sr. leadership support in welcome letter; ROI 1.52:1; very challenging industrial population based in the south (AL) with high rates of obesity; Strong communications with employees, program hits all the basic wellness categories; steady increase for program participation now at 82% which is a best practice, integrated incentive strategy: HERO score card very high 180
- Integrate safety, absence and disability
- Overall participation rates high and growing (including a breakdown by operating units)
- Use of integrated data warehouse and ongoing reporting activities
- Use and report risk stratification
- Data and reporting structure is solid, but the analytic component is weak (per below)
- Good senior management commitment and vision
- Good risk reduction
- Good program funding
- 82% participation for employees, and 52% participation from spouses
- Comprehensive program offerings; integrated with health benefits, safety, and disability
- Five years of healthcare costs included; ability to evaluate impact with integrated data warehouse
- 78% of population maintained low risks status
- 1:52:1 ROI
- Support at the CEO/Chairman level is impressive. Integrating the wellness program into the safety program is smart strategy, especially given O’Neal’s metal industry focus
- The range of program offerings seems relatively strong, with a variety of awareness, motivation and skill building options. The range of environmental and policy efforts are not clear from the application. Participation rates among employees and spouses are impressive. Use of the HERO Scorecard is smart management
- Focusing on a wide range of outcomes in the evaluation effort is smart management. Evaluation methodology for health outcomes is reasonable for a relatively small company. Health improvement outcomes are good
- High participation, strong cultural support
- Comprehensive program elements
- Comprehensive communications across modalities
- Management support – CEO and mid management
- Leveraging and combining with Safety as well as addressing all dimensions of Well-being including financial
- Clear and effective incentive design – Metallic levels
- Multiple metrics for on-going reporting
- Very high engagement – 82% for employees and 52% for spouses
- Good demonstration of impact on risk including both biometrics and lifestyle
- ROI 1.52 – Cost savings analysis with and without outliers. 5 year trend par non par
- Comprehensive approach and organizational commitment. Good program engagement, including with family members. Positive health risk improvements. Cost savings based on participant vs. non-participant comparison
- Good program for far flung workforce in demanding industry