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  • Customer Experiences with Unique Wellness Approaches

    Sandy Rosenberg, VP Benefits and Absence Management KeyBank Deidre Serum, Director of Employee Benefits Best Buy Company Inc.

  • KeyBank Risk Reduction Study 2010-2013

    Sandy Rosenberg, VP Benefits and Absence Management

  • KeyBank: Who we are Headquartered in Cleveland, Ohio, Key is one of

    the nations largest bank-based financial services companies, spanning 14 states

    Assets of approximately $89 billion and 15,000 employees

    Provides investment management, retail and commercial banking, consumer finance and investment banking products and services in the U.S. and certain businesses, internationally

    KeyBank continues to be recognized for quality of service and high banking and corporate standards

    3

  • Employee Benefits

    We promote healthy lifestyles and build financial security through our benefit programs. Workforce Wellbeing Strategy Build a healthier workforce through focused solutions promoting

    risk reduction and sustainable results to better serve our clients.

    Benefit Strategy Sponsor competitive benefits to support a vibrant and productive

    workforce, enabling employees to achieve optimal health, wealth and wellbeing

    Benefit Priorities Maximize employee value while controlling corporate financial

    risk Engage employees in reducing risk and cost

    4

  • Key Medical Plan Fast Facts

    5

    Incentive:

    2011- 2013: $600 employee / $1,200 employee & spouse/partner Wellness Premium Credit 2014: $500 employee / $1,000 family HSA contribution (Earned Wellness Incentive)

    Initial Journey

    10,800 employees and 23,500 members currently enrolled Offered Online & Telephonic Wellness Coaching in 2011 Added onsite biometric screenings at larger sites in 2012 Implemented Reward portal and validated data in 2013

    Added LabCorp option in 2014

    Health Assessment

    Health Assessment Annual Exam

    Health Assessment Biometric Screening Coaching

    Physical Activity

    Wellness Premium

    Credit* and Raffle

    Wellness Premium

    Credit* and Raffle

    Webinar (3)

    Coaching

    Physical Activity

    * Employee and Covered Spouse/Partner

    Wellness Premium

    Credit* and Raffle

    2009 for 2010

    2010 for 2011

    2011 for 2012

  • Our Journey (cont.): Health Improvement

    How we are Getting there:

    Vendor integration extended beyond medical plan administrators to include Employee Assistance Plan as point of entry, as well as niche vendors such as Shape Up.

    Engaging diverse workforce through broad spectrum of tools in addition to telephonic and online coaching, such onsite wellness coach.

    Where we are Headed:

    Holding employees accountable for improving health by rewarding for achievement of outcomes vs. program participation or completion.

    Integrate with other employers to leverage community resources.

    Continue Know Your Numbers

    Introduce concept of goal-setting

    2012 2013 2014

    Establish target goals Link financial incentive to

    activity requirement only if numbers outside targets

    Tie 2015 financial incentive to achievement of 4 out of 5 target goals

    Refine Absence Scorecard

    6

  • Key Corp Participation Summary Calendar Year Results (1/1-12/31)

    7

    Highlights Health Assessment (HA) participation up and

    continues to be over the University of Michigan target participation rate of 50% or more in any one year**.

    Reversed downward trend Telephonic coaching participation up over 2X

    Telephonic coaching completions up over 3X Improvements in telephonic coaching doubled

    Health Assessment 2010 2011 2012 2013

    Completion Rate 15,292 12,193 10,827 11,231

    Biometrics 2010 2011 2012 2013

    Completion 2,216 10,266

    Wellness Coaching Overall Participation 2010 2011 2012 2013

    Enrollment 2,043 3,175 7,250 14,739

    Actively Engaged 728 2,789 7,150 14,360

    Completed/Satisfied 1,401 1,224 499 1,705

    Challenges 2010 2011 2012 2013

    Participation 8,942 13,496 5,384*

    Incentives 2010 2011 2012 2013

    Achieved*** 91% 9,227

    Outcome Metric Value 2010 2011 2012 2013 Q3

    Improved 102 249 385 733

    Stayed the Same 281 327 377 1,558

    Declined 8 34 46 251

    * Based on those receiving incentive credit. ** Since employee engagement is vital to the success of the program, this level of participation is necessary to impact desired outcome

    measures and to gauge the true health status of the population University of Michigan Research Center, January 11, 2011

  • Population Risk Overview

    Successes: The average number of self-reported health risks per HA participant dropped 28% going from an average of 2.11 risks per participant in 2010 to 1.51 in 2013.

    From 2010 to 2013 KeyCorp had larger reductions in risk than the comparative data for 8 of the 15 risks. Repeat participant results (7,245): 59% of the medium and high risk participants lowered their number of risks, with 49% improving enough to move to a lower health risk status. 88% of the low and medium risk repeat HA participants maintained or improved their health risk status (only 12% shifted to a higher risk status).

  • Risk Transitions: Comparative Data

    9

    KeyBank had a lower percentage

    of members in the High and Medium Risk categories

    AND higher percentage in the Low Risk

    category than the comparison client and book of business in both

    years

    76% 77% 72% 75% 70% 70%

    17% 18% 20% 18% 22% 22%

    7% 6% 8% 7% 8% 8%

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    70%

    80%

    90%

    100%

    2010 2013 2010 2013 2010 2013

    KeyCorp Banking Client Book of Business

    Risk Transition 2010 - 2013

    Low Medium High

  • Medium Risk1,232 16%

    Low Risk6,177 78%

    High Risk197

    41%

    Medium Risk194

    40%

    Low Risk, 91 19%

    High Risk482, 6%

    High Risk2010 2013

    Risk Migration

    10

    59% of High Risk

    participants moved to a lower risk

    status

    45% of Medium Risk participants moved to a Low Risk

    status 13% moved to High Risk

    status

    90% of Low Risk participants maintained Low Risk status

    Low Risk6,177 78%

    High Risk482 6%

    High Risk, 163 , 13%

    Medium Risk514

    42%

    Low Risk555

    45%

    Medium Risk1,232 16%

    Medium Risk2010 2013

    High Risk482 6%

    Medium Risk1,232 16%

    High Risk, 59 , 1%

    Medium Risk, 568 , 9%

    Low Risk5,550 90%

    Low6,17778%

    Low Risk2010 2013

  • 0 1000 2000 3000 4000

    BP

    BMI

    Chol

    Absent Days

    Job Satisfaction

    Life Satisfaction

    Relaxation Medication

    Perceived Health

    Exercise

    Stress

    Tobacco

    Risk Reduction 2010 - 2013

    Members At Risk in 2010 Members Still At Risk in 2013

    11

    Risk Factor Impact Tobacco Risk

    33% of the repeat HA participants who smoked in 2009 quit before 2012

    Weight Risk (2010 BMI >=27.5)

    9% decreased BMI to

  • 0 1000 2000 3000 4000

    BP

    BMI

    Chol

    Absent Days

    Job Satisfaction

    Life Satisfaction

    Relaxation Medication

    Perceived Health

    Exercise

    Stress

    Tobacco

    Risk Reduction 2010 - 2013

    Members At Risk in 2010 Members Still At Risk in 2013

    12

    Significant Risk Improvements

    Days Absent Exercise Cholesterol Perceived Health Stress High blood pressure

    18% Reduction

    63% Reduction

    69% Reduction

    61% Reduction

    61% Reduction

    84% Reduction

  • 13

    Risk Improvement Comparative Data

    KeyBank had higher percentages of risk

    reduction than the comparison client in all but 5 categories

    Book of Business results were better

    than KeyBank in only 3 categories BMI, Cholesterol, and Relaxation Medication

    0% 20% 40% 60% 80% 100%

    Blood Pressure

    BMI

    Cholesterol

    Absent Days

    Job Satisfaction

    Life Satisfaction

    Relaxation Medication

    Perceived Health

    Exercise

    Stress

    Tobacco

    Risk Reduction Percentage 2010 - 2013

    KeyCorp Banking Client Book of Business

  • Summary of Lessons Learned and Critical Success Factors

    Incentives drove participation

    Attestation was a good starting point

    Robust communication plan is critical

    Defined measures of success to optimize the plan performance

  • Whats Next?

    Continue validated health screening data Revise outcome goals to meet program objectives Set personal goals for attainment in future years to receive wellness incentive Sustain a meaningful incentive with employer contribution to a Health Savings

    Account Continue to measure results driving personal accountability and decreased

    aggregate population health risks

  • BEST BUYS APPROACH TO WELLNESS

    AS OF APRIL 2014

  • Vision

    The success of Best Buy depends on the wellbeing of our employees. A

    healthy and engaged workforce is our competitive advantage.

    Best Buy can be a partner, but only an individual can take control of their

    health.

    We welcome all employees and their families to be a part of Be Healthy a