DTE Energy is a Michigan-based energy company with 10,000 team members at 100 locations across 22 states. As a diversified energy company, DTE is involved in the development and management of energy-related businesses and services nationwide.
DTE has a long history of supporting employee health and wellbeing. In 2018, DTE’s leadership deepened that commitment by setting the goal of achieving a best-in-class culture of health and wellbeing.
DTE aims to equip, encourage and inspire team members to be physically thriving, emotionally resilient, socially connected and financially secure. The foundation rests upon its cohesive multi-disciplined Health & Wellbeing team, comprised of dedicated wellbeing coordinators, athletic trainers, registered dietitians and exercise physiologists. The team provides personal 1:1 support, delivers extensive health education, and connects employees to appropriate resources. Employees are also supported by a 200-person Wellbeing Champion network and 19 local wellbeing committees.
A key distinguishing factor of DTE's program is its exceptional support from leadership exemplified by an executive-level committee with accountability for inputs and outcomes, ensuring a comprehensive approach to program success.
Contact Person: Karen Personett
DTE’s program has achieved participation rates exceeding 85%, effectively curbed the prevalence of critical lifestyle-related medical conditions, and substantially reduced workers' compensation claims and workplace injuries. The combination of individual-level resources and organizational support has contributed to high employee satisfaction.
- Broad scope encompassing physical, emotional, social, and financial well-being supported by extensive programming in each of these areas
- Deep integration of well-being into benefit plan design and corporate policies
- CEO support and CFO leadership and champion role are very unusual and commendable
- Executive-level leadership committee with accountability for inputs and outcomes
- Integration into operations model and executive performance measures
- Measurement of relative reduction in rates of lifestyle-related medical conditions
- Objective culture change evaluation compared to benchmarks
- Well-being included in company operating model, service keys, and leadership principles.
- Health and well-being training tailored to leaders and employees.
- Chronic condition management.
- Multimodal and multimedia communications.
- Health and well-being reporting processes.
- Benchmarking and gap analysis.
- Good use of experience with safety improvement.
- Leaders incentivized to support well-being.
- Multi-level WELCOM approach with support from leaders and champions.
- Physical and virtual environments aligned to support wellness efforts.
- Strong participation.
- Use of MarketScan comparison group.
- Reduction in injury rate.
- Reductions in estimates for prevalence of most conditions.
- Address SDH.
- Effective use of cross-functional teams.
- Integration with DEI efforts.
- Statement from CEO and participation levels
- Staffing investment in wellbeing
- Required health and wellbeing training for leaders and employees
- Identified leading and lagging indicators to measure
- C-suite support and tying this to existing safety culture
- Statement of support from CEO and other senior executives
- 33 full time staff
- 18 stated annual goals – but phrased as increase, track, or achieve without specific numbers attached – still impressive!
- Benchmarking and gap analyses – founded on based-practice research
- In 2018, DTE increased its investments in wellbeing and prevention to constitute 7% of healthcare spending
- H&WB activities and support are expected from all leaders
- 200 WB champions and 19 WB committees
- 5 years of participation in HLR shown
- Number of employees participating in events appears high, and increasing over time – but the data are shown as activities not unique participants
- Claims analysis compares pre additional investment period (2017-2018) to post period (2019-2021)
- The reduction in MSK events (shown as a trend for the post vs. pre period) is impressive – comparison to an external norm like MSN would have been useful
- WC claim trends are impressive in comparison to the 2017-2018 period – but appear to be increasing 2020-2022
- Use of sophisticated statistics
- Innovative culture of health assessment method provided by HealthNext
- Innovative Site Scan Culture Check approach
- In my view, both health improvement efforts (organizational and individual) exceeded standards. There was a significant number of programs designed to “meet individuals where they are” on the individual side, and a commitment from management in the form of wellness investment, the Executive Leadership Committee, the physical environment, and how the wellbeing initiative ultimately can impact business performance.
- Organization outcomes also exceeded standards. While the worker injury data was suspect four other measures conducted by survey showed significant improvement over time, although not every variable could be controlled.
- Well written and organized application. I agree with the statement that DTE is distinguished by its extraordinary level of leadership support, favorable investment, targeted goals, integrated HWB interventions, incentives and disincentives for HWB behaviors, and data-driven approach using established evidence-based methods.
- Impressive COHWB framework organized around the four dimensions of financial security, physically thriving, emotionally resilient, and socially connected.
- Additional financial and leadership support, including the Wellbeing Executive Leadership Committee (WELCOM) and champion network is impressive.
- Program participation has been sustained at high levels. Program components are extensive and well communicated.
- Favorable improvements in areas of workers’ compensation and work-related injuries
- Strong systemic and cultural approach to OH and Wellbeing including policy/standards change (50-minute meetings, break reminders, sit/stand desks in work environment).
- Manager/Leader education and “Stand Up” sessions where leaders track/document coverage of wellbeing topics to staff. Organizational approach to culture change measured by Gallup Qs.
- Logistic Regression to assess difference in difference comparing DTW lifestyle risk trend (Logistic Regression with difference in difference statistical analysis measure of risk) progression vs. industry trends. (Assumes programs make the difference?)
- DTE reduced probability of conditions/expected claims by 87 claims across all conditions. Predicted probability changes are very small or neutral in many conditions (Alcohol, CAD) but more pronounced in a few (Lipids and Weight).
- Strong participation at 88.5% (2017-2022)
- Health and WB training for leaders
- Use of ongoing measurement and Health and WB dashboards, Annual WB Culture Reports
- Good (Six Sigma) analytic approach to benchmarking, gap assessment and goal setting behind the strategy to close gaps and improve program.
- Overall program is very comprehensive and well designed.
- Holistic approach to health and wellbeing as well as culture of health and wellbeing
- Strong leadership engagement
- Sustained effort
- Well laid out goals and metrics as well as related strategy to address gaps.
- Multi-method multi measures approach to evaluation
- Good detail on condition prevalence reduction and disability reduction analyses