$150 billion lost

The productivity loss price tag related to stress.
The share you want to minimize.

The damage goes far beyond.

80% ACCIDENTS

Stress-related distraction or sleepiness account for an estimated 60 to 80 percent of accidents on the job.

$58 BILLION

Left untreated, prolonged stress can raise the risk for developing chronic–and costly–diseases. —Heart disease, Diabetes, Cancer, etc.

26% ABSENT

An estimated one million workers miss work each day because of stress. Costing companies an average of $602 per employee per year.

$23B DEPRESSION

Stress increases the risk for mental health problems. Depression alone is estimated to result in$23 bilion a year in lost workdays.

60% PRESENTEEISM

Presenteeism is the phenomenon of employees coming to work yet not functioning up to their capabilities on the job.

46% HEALTH CARE

Workers who report feeling stressed incur healthcare costs that are 46 percent higher than for non-stressed employees.

Health and wellness are daily habits to incorporate into our lives.

With 150 million Americans going to work every day, corporate America is not only in the best position to change our nation’s health, but has a responsibility to do so.

—Harvard Business Review

Our approach is to shift people’s relationship with health from one where health is something thought about and “practiced” annually at the doctor’s office, to one where health is practiced daily through incorporating new lifestyle habits learning how to handle the number one killer around the world: STRESS.

mid adult italian woman banging her head against a wall outside office building. Horizontal shape, copy space

Why most corporate programs fail?

Failure in corporate programs stem from the same reasons personal programs fail: good intentions, wrong approach. Companies are given cookie-cutter wellness programs usually consisting of a popular diet and a popular exercise program combined with a generalized rewards program.This is perceived by the employees and executives as “something else” to add to the long list of things they have to do daily. These programs are dead on arrival for the same reasons fad diets and exercise programs fail. Success is only achieved through the creation of a new culture, there is where the shift towards living a life of wellness occurs not through random acts of healthy living.

This is perceived by the employees and executives as “something else” to add to the long list of things they have to do daily. These programs are dead on arrival for the same reasons fad diets and exercise programs fail. Success is only achieved through the creation of a new culture, there is where the shift towards living a life of wellness occurs not through random acts of healthy living.

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Our difference

Our corporate wellness programs are created specifically for your company after an extensive assessment. We analyze demographics, corporate environment, existing work culture, yearly objectives for the different company divisions, interaction and productivity levels.

The Three Pillars

that make our programs successful

Surround Sound

Our wellness programs bring the built environment, company policies, and leadership messaging under a single mission of wellness. We help you create a new culture of wellness putting health in “surround sound,” within the organization. Our work starts from the CEO, along with the leadership team to ensure that health and wellness are kept top of mind tying all wellness activities back to a broader company strategy. Creating seamless wellness experiences results in participation rates of over 80 percent.

Keep it Personal

When health is made personal and put in real-life terms, people discover the value that health can hold in their lives — and that provides the strong call to action. We understand that people don’t strive to get healthy because it’s the right thing to do in some abstract sense. Health is usually a means to an end. The individual wants to be there for family, to get off diabetes medication, to perform better at work. If the company can tap into those personal motivations, it can better communicate the value of health. We teach employees how to maximize their energy to improve their performance both at work and at home. Making the program more relevant to everyday life dramatically increased the number of people engaging in it.

Collective Effort

Wellness needs to be done with employees, not to them, or the effects will not last. When employees feel a system is their own, engagement increases. We believe in “grassroots” partnerships and harness the power of shared accountability to sustain engagement. This kind of empowerment encourages many employees to become health and wellness representatives. Building a community of health champions helps spread the message and ensures the program’s reach. It also keeps people accountable and gives them the support they need at those inevitable derailing moments.
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