Barry (Last year the 41% was 34%) 43% of total were MNCs Repeats: app. 25% (max. could have been 50% as total is twice is high), most repeats from US and Europe

Barry (Last year the 41% was 34%) 43% of total were MNCs Repeats: app. 25% (max. could have been 50% as total is twice is high), most repeats from US and Europe

Hello my name is Jacque Canfield and I am a Global OHS Manager for Nokia. We fall under the HR department and are responsible for safety health and wellbeing strategy, implementation and programs for our employees.

The headquarters in Nokia is in espoo finland. And with over 123,000 employees in 120 countries, sales in more than 160 countries, 9 mfg facilities, and a strong R&D presence Nokia has a strong global presence.

There is nothing on this slide that is “headline” news but each one is a driver for Nokia Wellbeing Programs. Nokias programs and strategies are driven around Employees wellbeing, productivity and engagement. Organizations understand that employee engagement is a force that drives performance outcomes. We are seeing habits previously seen in the West shifting to our Eastern populations….. Increase weight, increase diabetes…. And with this Nokia is seeing renewals come in higher than previous years. This isn’t just a Nokia trend but is seen globally. It’s a simple equation Less exercise and more food=higher weight which drives health outcomes. You can only negotiate renewals down to industry average. One of the challenges globally is that many of the cultures do not think it is the employers business or it is even taboo for us to have an opinion on employee health and wellbeing. Biometric Screenings, Health Promotions, Connection to the “total wellbeing” concept with a strong focus on mental health and its relationship to physical health and productivity. Focus on employees and engagement is a strong nokia driver.

The People Strategy is our high level business strategy and how we influence delivery to products and services. HR strategy ”people are at the core of everything we do”. Throughout the years, one of our biggest issues was segregation with programs and activities. One of our main drivers for the next two years is to harmonize and build on our best practices at a global level.

Employees will not participate in wellbeing initiatives or be engaged without employee commitment. We have global management programs that distinguish us from other companies. One being the True Nokia Leader—designed and implemented based off our weak employee survey results that showed a need to strengthen our focus on managers leadership skill. We launched the “leaders coaching leaders” where top mgrs take a coaching role to inspire other mgrs to improve. Good leadership and engagement are crucial in times of transformation and we believe the support structure this program promotes will do that. Top managers are identified thru our employee opinion survey from the emotional index and my manager sections. Owning your wellbeing is based off the employee survey as well looking at the social and physical wellbeing sections. Groups with low scores are encouraged to participate in facilitated sessions looking at wellbeing index. business groups was launched this year. The ways of working builds on the mgmt commitment by building a culture of trust and respect. Actively promoting flexible work schedules.

Change mgmt is a pilot program to address Business transformation activities. Mgr and employee based sessions to address the steps in change and tools we have available to help mgrs, impacted and non-impacted ee’s through those changes.

EAP services are not implemented Globally and there is a lot of resistance in some areas with management on the need.

Making the strategic choices for your population

The crucial relationship between mental health and work noted by Dame Carol Black (National Director for Health and Work Health, work and well being) in – Caring for our future. The benefits to the person, their family, the economy and the Exchequer from supporting someone with a mental health illness to gain or retain a job are significant.. Oxford Economics – Unum – March 2007 Key points: • Total number of IB recipients due to mental ill-health in 2006 was 1 million (40% of total IB recipients) • Similar numbers of IB recipients due to mental disorder as there are Job Seekers Allowance (JSA)recipients in the UK • Age profile of recipients due to mental disorder; younger people are least likely to claim, % ofrecipients within each group increases with age • Self-reported health-related illness (HSE) surveyshowed over 10 million working days lost due to stress,depression and anxiety in 2005/6 • Professional occupations had highest prevalence of stress/depression/ anxiety

Today, Cisco has a global workforce, with technology centers (highlighted on the map above) located broadly to access engineering talent throughout the world. Cisco’s global employee population is divided generally equally, with about 1/3 of our employees in engineering, about 1/3 in sales, and about 1/3 spread across the remaining disciplines. This workforce profile reflects Cisco’s intense focus on delivering the right technology solutions to meet our customers needs. And because Cisco uses these same technology solutions to run its own business, Cisco has been better able to satisfy customers in new ways, drive collaboration across our global organization, and deliver ongoing productivity gains for our shareholders. How old is Cisco? 1984 – 24 years Cisco (NASDAQ: CSCO) enables people to make powerful connections-whether in business, education, philanthropy, or creativity. Cisco hardware, software, and service offerings are used to create the Internet solutions that make networks possible-providing easy access to information anywhere, at any time.Cisco was founded in 1984 by a small group of computer scientists from Stanford University. Since the company's inception, Cisco engineers have been leaders in the development of Internet Protocol (IP)-based networking technologies. Today, with more than 65,225 employees worldwide, this tradition of innovation continues with industry-leading products and solutions in the company's core development areas of routing and switching, as well as in advanced technologies What is our average age of employee? 38.5 years What is the average tenure? 4.6 years What is our revenue? ($ 40b)? FY07 $34.9 B, FY08 Projected $38is B….roughly $40B is correct Anything else that would show the breadth of Cisco and the complexity? Current Regular Headcount: 56,282 Total # of Current Managers: 10,143 Hire Rate Fiscal Year to Date: 15.07% Attrition Rate Fiscal Year to Date: 6.45%

The Wide World of Workplace Wellness Global Trends and Challenges Wolf Kirsten – International Health Consulting Barry Hall – Buck Consultants Jacque Canfield – Nokia Aggie Siemko – Cisco National Business Group on Health Annual Conference Washington, DC September 15, 2010

1 Older More long term “lifestyle” conditions Caring for others Obese with diabetes and/or heart problems In the kind of jobs more likely to have an impact on psychological health Working in knowledge-intensive or service industries Source: Bupa , The Oxford Alliance, RAND Europe and The Work Foundation: “Healthy Work: Challenges and Opportunities to 2030“ The Workforce of the Future…

4th Annual Global Wellness Survey Objective: Assess trends in employer-sponsored wellness strategies and practices Participants: 1,245 participating employers 47 countries 15 million employees All industry categories Reports: Global survey report Executive summary in 8 languages To be released in October 2010 www.BuckSurveys.com

3 Location of Employees Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

4 Global Prevalence of Health Promotion Programs Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

5 Globalization of Strategy Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

6 Globalization of Strategy Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

7 Why a Global Strategy? Going with globalization and global branding, e.g., part of global benefits strategy Standardization Quality control Leveraging best practices and expertise Dealing with fewer vendors (“economies of scale”) Becoming a global employer of choice

8 Key Challenge Striking a balance between global guidance and local factors / independence Differing goals and objectives Costs / productivity / safety / morale Prioritization of health risks Industrialized vs. developing countries Levels of public health Varying cultural and social norms Standard diet/nutrition Attitudes about smoking Conflicting health concerns Prevalence of obesity Attitudes toward mental health Willingness to address smoking

9 Top Employer Objectives Driving Wellness Initiatives Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

10 Health Issues Driving Wellness Strategy Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

Strategies Implemented to Address Stress 11 Preliminary (pre-publication) results from 2010 Global Health Promotion Survey

12 Legislation on Psychosocial Risks Stress risk evaluation is mandatory as of Aug.1 Dynamic process: should be repeated if e.g., changes during the manufacturing process or the organization of work relevant for health and safety of workers occur Implications: employers now taking note and implementing assessment systems Spanish Health and Safety Act (Ley 31/1995 de 8.11 “…developing a coherent overall prevention policy which covers technology, organization of work, working conditions, social relationships and the working environment.” Labor inspection includes evaluation of psychosocial risk management 12

13 Employers Taking Action France Telecom – Reaction to Suicides Company restructuring has been put on hold Crisis call-center and additional psychological support Company will from now on consult with union representatives before making any internal job transfers Training will be provided to managers on how to better identify depression amongst employees A new bonus scheme: 30% of bonuses of the top 1,000 managers will be based on social criteria. Measured by surveys on employee satisfaction and overall happiness and absenteeism rates under each manager. Some 800 offices will be renovated and around 300 "common rooms" installed where employees can have coffee, chat and relax together.

14 WHO Healthy Workplace Framework

15 Wolf Kirsten wk@wolfkirsten.com Tel: 49-30-89202277 www.wolfkirsten.com Barry Hall barry.hall@buckconsultants.com Tel: +1-617-275-8033 www.buckconsultants.com

Wellbeing in Nokia/2010/JS 16 The Well-Being Strategy—A Global Approach

Nokia Global Presence Strong R&D presence 16 countries. October 2009 Head office in Finland Device Manufacturing in 9 countries. Infrastructure Equipment Manufacturing in 4 countries. Sales in over 160 countries.

The importance of employee well-being and the role it plays in productivity and engagement... Health and productivity are becoming a greater focus outside the United States. Health care costs are expected to rise globally, even in those markets where health care is largely publicly financed. Substantial growth of cost in health care for India and China. Acceptance of how deeply connected physical health can be to mental health. Excessive work hours, lack of work/life balance and fears about job loss are the foremost sources of stress that are impacting organizations today. Employees level of well-being can sustain — or erode — their level of engagement.

Focus Areas Intent People Strategy People are at the core of everything we do. Harmonize Global Programs and Activities. Promote awareness through effective communication, education and training. Identify and share best practices. Focus on sustaining world class employee well-being. Support engagement by offering world class services. Develop, promote and implement global well-being initiatives. Engage employees in the solutions journey and achieving personal balance. Nokia Strategy and Focus Areas

Elements of the Nokia Well-Being Programs

Management Commitment key to employee participation Management and Leadership Development Nokia Leaders are role models for addressing both personal and organizational well-being: True Nokia Leader Program Lead your own well-being coaches for managers. Facilitated sessions for teams based on the results of the Well-being Index. Ways of Working Building a culture of trust and respect. Building a work culture of trust training. Engagement programs for the R&D Community. Sustainable ways of working in a global, virtual and distributed organization.

Components of the Global Well-Being Programs Health and Well-being in Change Change is managed in a responsible and socially sensitive way. Programs on facing change from both employee and manager perspectives. Peer Support Groups. Counseling by the Health Services. Training on well-being and stress management Training on stress management. Well-being webinars. Well-Being Portal Source of reliable health and well-being information that helps Nokia employees to manage their own health and well-being. Tools to assess own health risks and advice

Health Services Around the World Employee Assistance Programs Offer Nokia employees services that help them to easily and reliably get consultations/counseling in problems related to health, well-being and other issues impacting work and life in general. Mostly used in the Americas and Asia, less frequently in Europe. Fitness Services Offer employees variety of fitness services. Gyms, fitness classes, hobby clubs, global and local fitness & wellness events.

2nd Annual Nokia Global 5K Run

Comprehensive Health Services—Major Country Variations

We need to make strategic choices all the time The better we understand the market and future dynamics the better equipped we are to make the right decisions.

Monitoring and Measuring Occupational Well-Being Listening to You employee opinion survey Well-being: Social Well-being and Physical Well-being index. Annual survey that measures employee engagement.

Global HR Well-being Index Wellbeing questionnaire developed as a joint venture with researchers from Stanford University and the Helsinki University of Technology. Piloted with the Global HR team. 61% participation. Roll-out plan to all Business Units this year. Survey results key findings: Job satisfaction is high, as is the satisfaction with life in general. The relationships with managers are good, they are easy to approach, receive feedback well and show their appreciation. The stress level is relatively high and symptoms of this are showing (difficulties in concentrating, irritation, sleep problems, etc.). Work is definitely not restricted to business hours. People don’t recover from work properly during evenings and weekends.

Thank you.

Launching a Global Healthcare Strategy September 2010

Ken Thorpe, PhD, ACPM Prevention 2008 Conference, Austin, Texas, Feb 21, 2008; Prevention for a Healthier America, TFAH, NY AcadMed, Robert Wood Johnson Foundation , Sep, 2008 Obesity in the public eye: Research report on the perceptions in the global media of obesity and its causes, May 2004 Adolescents in EU and USA may be the first to not Live Longer than their Parents Poor health is a global problem …and it is getting worse 350 million people will die and many more will be disabled worldwide in the next 10 years due to chronic illness. Coronary Artery Disease (CAD) is the leading cause of death worldwide. More than 180 million people worldwide have diabetes. The number is expected to double by 2030. There will be 2.3 billion overweight adults in the world by 2015 and more than 700 million will be obese. British rates of Obesity have doubled since the 1980’s 1:10 children under 11 obese Obesity in French children has doubled in last 10 years

EXECUTION STRATEGY Through HealthConnections, build a culture where health is a priority. Engaged Leaders: Demonstrate business value so leaders recognize and reward behavior that supports a healthy and productive workforce Health Assessment: Provide tools for employees and their families to assess and understand their health risks Health Intervention: Deliver customized disease prevention and health management programs using the most effective combination of personal, virtual and onsite resources Health Incentives: Design integrated health and well-being programs that provide incentives for healthy behaviors Life Balance: Provide relevant programs and services that help employees and their families resolve problems, enhance resiliency and maintain a balance between work and home Enhance the health and well-being of employees and their families leading to healthier, more fulfilling lives and greater productivity Deliver innovative health enhancement programs to Cisco employees and their families. Internal Partners: Collaborate with global internal partners to understand their unique environments and to help promote HealthConnections Operational Excellence: Strengthen partner relationships so they can work together to create and manage next-generation programs Education and Personalization: Develop communication programs that motivate employees and their families to engage in their health Measure Success: Collect and manage aggregate data to evaluate and evolve programs to maximize effectiveness and control cost Leverage Technology: Utilize Cisco innovations and technology to inspire employees, customers and partners

Cisco Demographics San Jose, CA Herndon, VA Lowell/ Chelmsford, MA Ottawa, Canada Raleigh, NC Richardson, TX London Brussels Tel Aviv Bangalore Shanghai Singapore Sydney Dubai 300+ office locations 1/3 Engineering/IT, 1/3 Sales, 1/3 all others Average age: 38.5 years Average tenure: 4.6 years

Making Health a Priority…Everywhere HealthConnections is the global brand for health plan insurance, life balance programs and health enhancement programs Define health as encompassing all aspects of a person’s well-being. Acknowledge the impact life balance can have on health. Extend core global programs to all Cisco locations complemented by local initiatives.. Facilitate access to locally appropriate care and promote the use of credentialed providers and evidence-based care. Create and sustain a global health education campaign.

Getting Started on Global Deployment GIQ Global Inquiry Questionnaire completed for 16 countries Prioritized countries - Based on headcount, -Local readiness to change – both external and internal environment -Business needs What were we looking for ? Readiness to change Existing programs Legislation

Responsibility for Health Who should bear primary responsibility for employees' health? Almost 80% of Cisco’s target countries see a role for Cisco relative to employee health

What health enhancement programs are currently being offered? * No, but has plans to implement in the next 1-2 years

Phase One Countries Prioritized based on available resources in country and potential to validate value of investment by improved health outcomes. Higher employee headcount and readiness to change were key factors Allows corporate centers of excellence (COE) and HR operations to focus limited resources Phase One countries Mexico Pilot Country (Target launch date: October 15th) United Arab Emirates UK & Ireland India Germany

HealthConnections Global Rollout Family Services Employee Assistance Program (EAP) Personal Health Assessment Integrate the following programs among current country offerings Rebrand all programs under HealthConnections and integrate messages from all Cisco partners so communication to employees appears seamless. Connects to one global brand.

The Time is Right…and Demand is There Cisco has offered the HealthConnections program for the last 5+ years in the US to enhance health and resilience. U.S. employees are becoming more engaged in their health and program. Program has saved approximately $12 million in projected health costs in 2009. Projected savings in productivity costs is $1.6 million. Requests from local HR teams outside the U.S. to assist their employees with stress management and other health and productivity issues has quadrupled over the last year. Local HR teams are beginning to see the link between health and productivity—there is a demand for HealthConnections programs. HealthConnections offerings can help differentiate Cisco in local markets.

Global Personal Health Assessment

Global Personal Health Assessment Features Confidential, voluntary online questionnaire about medical history and lifestyle habits Takes 15-20 minutes Helpful, (but not necessary) if employees have health numbers, such as blood pressure, blood glucose, cholesterol Participants receive personalized health report with personal health risks and recommend health activities

Global Personal Health Assessment Employee Perspective Learn about personal health risks and opportunities for behavior change Connect to targeted programs to improve health First point of engagement; gateway to personally relevant services Improved health  improved quality of life, productivity, engagement Provides insight for health discussion with physician Manager Perspective Healthier, more engaged & productive employees. This will impact job performance and personal motivation. Cisco Perspective Assessment participation leads to better employee health which increases productivity and reduces costs. Aggregate data informs Cisco about health needs enabling us to provide & improve necessary services.

Global Family Services

Global Family Services Confidential, free, practical advice and referral service for employees and members of their immediate household. Available 24/7/365 worldwide Referral services to credentialed providers in the areas of: Child care Education (for children and adults) College assistance Elder care Adoption Resources for breastfeeding Working Mother/Parent support Child Welcome Kit for new families

Global Employee Assistance Program (EAP)

Global Employee Assistance Program (EAP) Services Wide range of services: Relationship counseling (marital, parenting, peers, etc.) Emotional issues (depression, anxiety, loneliness, grief) Life transitions (marriage, divorce, births, deaths, mid-life, etc.) Resilience and stress management Crisis intervention Referral to legal and financial services Management consultation (performance management coaching, conflict resolution) Onsite Critical Incident Stress Response (CIRS)

Putting it all together

Implementation Process Corporate HealthConnections team drives implementation efforts that are core to all countries Work closely with local HR to understand & implement country specifics. In each country, we will identify other health resources that can be linked for employees. Brand HealthConnections for global program recognition. Programs will evolve over time. In-depth communication plan developed country by country

Local HR Roles and Responsibilities Help assess local needs. Help determine who is eligible in each country. Determine appropriate communication avenues and deploy communication locally. Help identify existing programs and resources to augment online programs in the personal health assessment Advise/lead any in-country work-council process/approach. Participate in quarterly meetings to monitor progress and suggest improvement efforts. Help monitor programs and help with ongoing promotion efforts.

Metrics for Global HealthConnections Program Engagement in Health as a Priority An increase in employees’ awareness and understanding of their health, how they can manage their health, and the benefits they and their families will realize by being actively involved. Meaningful participation in the HealthConnections programs and services offered to Cisco employees and their dependents. Demonstrated efforts by health partners to support Cisco’s vision. Improved health outcomes Improvement in baseline metrics which are determinative of the health of the Cisco employee population. Employees and their dependents are receiving appropriate preventive care. Employees and their dependents have access to the services necessary to treat their conditions. Satisfied, Productive Workforce A more engaged workforce producing better results. A reduction in Cisco’s absenteeism rates. Cost-Effective Health Care Cisco’s health care trend rates are below the rates experienced by the local markets in which Cisco operates.

Interest in Expanding HealthConnections Globally is Growing Everyday

Process—Developing a global platform and refining it at the local level Get Integrated Health team moving in one direction Communicate VSE and implementation process to global HR partners, get feedback and secure their buy-in Talk to other groups within Cisco about global communication efforts: Communication, Diversity and Inclusion, Green initiative Audit current health programs, communication channels, vehicles, messages and infra-structure for Phase One countries; test HealthConnections brand and messaging Work with global HR partners to determine needs for local leadership support and employee communication Interview PPC, IPS and vielife employees from each local market Assemble implementation teams in each local market and agree on roles and responsibilities Customize global message platform for each local market Develop communication tactics and work plans for local implementation Draft announcement message that outlines HealthConnections business strategy and implications for local markets Draft communication materials specific to each country (culturalize and translate, if needed) Train global HR partners about how to use the HealthConnections brand and how to use communication templates Collaborate with global HR partners to review materials they develop before dissemination Train HRC representatives so they are prepared to answer employee questions HealthConnections Goes Global 2 1 3 4 Create VSE and define implementation process Understand intercultural issues and infrastructure Refine messages and develop tactics Draft materials and train global HR partners Complete July - Aug Aug - Sept Aug - Dec

Email goes out to Phase One countries (culturalize and translate, if needed) CEC article Spotlight article on HealthConnections website Update HealthConnections website Hold Webcast for each country Local collateral (TBD) Local collateral (TBD) Ensure that HealthConnections is positioned strategically; introduce Family Services and rebrand EAP Review results and anecdotal comments from HR reps, managers and employees; review statistics; plan ongoing communication strategy and messaging Introducing HealthConnections to Employees Outside the U.S. Communication Timeline—Phase One 3 4 Run campaign for the personal health assessment 2 1 Launch HealthConnections , Family Services and EAP Assess Effectiveness; plan next steps Weeks 1- 3 Weeks 3- 4 Weeks 3- 4 Follow-up Educate employees about health risks and why it’s important; integrate messages about health screening events in countries that have already done them). Promote the value of the personal health assessment and incentives (if applicable) Email goes out to Phase One countries (culturalize, translate) Update HealthConnections website Local collateral (TBD) Newsletter Posters Postcards Cisco Now Email goes out to Phase One countries (culturalize, translate) Update HealthConnections website Local collateral (TBD) Posters Postcards Table tents / cards Highly dependent on local collateral Pre-launch Activities: Begin educating about health risks