National Academies Press: OpenBook

Health and Wellness Programs for Commercial Drivers (2007)

Chapter: Chapter 3 - Health and Wellness Surveys

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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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Suggested Citation:"Chapter 3 - Health and Wellness Surveys." National Academies of Sciences, Engineering, and Medicine. 2007. Health and Wellness Programs for Commercial Drivers. Washington, DC: The National Academies Press. doi: 10.17226/23161.
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31 3.1 Truck and Bus Industry Survey Results: Experiences with Employee Health and Wellness Programs 3.1.1 Survey Development In spring 2006, the research team initiated a survey process to develop and refine two surveys. The first survey was designed for motor carrier company managers (at truck and bus companies). The second survey focused on truck and bus drivers who currently drive for companies with a formal or informal health and wellness program. The instruments were based on similar surveys conducted with transit drivers in a previous TCRP synthesis. As a first step in the survey development process, the tran- sit surveys were reviewed and the questions revised to allow for comparability between the two research efforts. The ini- tial draft survey instruments were then reviewed by the research team and a panel of advisors, consisting of stake- holders experienced in health and wellness programs, includ- ing representatives from trucking trade associations, safety organizations, health consultants, and universities. Based on panel input, revisions to the surveys were made and the revised instruments were disseminated to the panel for final review and comment. At that point, a beta test of the survey instruments was conducted with a sample of motor carriers. Cognitive interviews with the carriers were con- ducted to ensure that the questions were interpreted as intended and to explore challenges in completing the surveys. This feedback was analyzed and incorporated into the final surveys. The instruments were finalized in May 2006. After the instruments were finalized, online surveys were cre- ated to allow for easier completion by respondents. The online surveys were pilot tested and reviewed by the research team to ensure that the formatting and questions were consistent with the paper surveys. A brief introduction and submission instruc- tions were included on both the online and the paper surveys. 3.1.2 Survey Instruments The survey instruments were designed to distinguish between truck and bus companies to allow for comparisons between the two groups and to provide the ability to analyze the data by industry segment. The manager and driver sur- veys are provided in Appendices A and B, respectively. 3.1.3 Survey Distribution The surveys were distributed through a number of means. Due to the focus on commercial driver health and wellness program structure, components, and effectiveness, efforts concentrated on distributing the surveys to motor carriers who currently had a driver health and wellness program. The surveys were distributed to trucking companies through the following means: • A fax notice to all American Trucking Associations (ATA) members (sent three times over a month); • A fax notice to carriers in five states through the respective State Trucking Association; • A fax notice to the NPTC Safety Committee; • Direct email notice to carriers on the ATRI distribution list for news releases and related ATRI information (500+); and • Direct email notice to carriers who attended one of ATRI’s Gettin’ in Gear train-the-trainer courses within the previ- ous 2 years. In addition, ABA and UMA distributed surveys to their respective memberships. The number of returns of surveys for both managers and drivers was relatively small. Discussions held with officials at each of the four commercial transportation trade associations (i.e., ATA, NPTC, ABA, and UMA) surmised that the reason was that very few companies, large or small, sponsor what the companies themselves consider to be identifiable employee health and wellness programs, particularly ones that involve commercial drivers. C H A P T E R 3 Health and Wellness Surveys

3.2 Trucking Industry Manager Survey Results The questions on the manager survey were designed to determine the rationale for establishing company health and wellness programs, the structure and organizational support for the program, and program components. The questions also determined how program success is measured. The respondents to the manager survey (N = 24) represent both private and for-hire carriers in the truckload (TL), LTL, and specialized segments of the industry. 32 3.2.1 Why Start a Health and Wellness Program? Commercial drivers face a number of health and wellness challenges. Understanding those challenges is the first step in determining what a company health and wellness program should address and how it should be structured. The trucking managers were asked to rank (on a 7-point scale) driver health risks for the drivers at their respective companies. Unhealthy diet (mean = 2.2) and obesity (mean = 2.3) were the two great- est concerns. Trucking Company Description N % Truck 24 100% Private 8 33% For-Hire 12 50% TL 9 38% LTL 5 21% Specialized 2 8% Other 1 4% *Respondents were instructed to check all that apply; therefore totals may exceed 100%. Number of Drivers per Trucking Company Driver Type Mean Total Represented by Respondents’ Companies Fleet (company) Drivers 1,377 33,048 Independent Contractors 268 5,095 provide the rationale used to implement a program at the com- pany and the results are detailed in rank order. Reasons for Starting a Health and Wellness Program To reduce health care costs 84% To reduce occupational injury 84% To enhance productivity 84% To reduce accidents 74% To reduce absenteeism 68% To improve driver retention 63% To improve morale 58% To improve driver recruitment 21% To respond to or meet drivers’ requests 10% To comply with statutory requirements 10% *Managers were instructed to check all that apply; therefore, totals may exceed 100%. Company health and wellness programs range from sim- ple, low-cost approaches (having drivers complete a health risk appraisal, distributing company newsletters with health and wellness information in them, etc.) to more involved and expensive programs with numerous program components and infrastructure (onsite staff and fitness facilities, health coaches, etc.). When asked the approximate annual budget for the company health and wellness program, the responses ranged from $150 to $500,000, with a mean of $96,340. Respondents were asked to describe the allocation of resources within the company to health and wellness aware- ness, education, and behavior change. Health and wellness awareness had the greatest percentage with a mean of 45%, followed by health and wellness education (27%), and health and wellness behavior change (24%). As with any institutional change, the long-term success of that change rests on widespread support across the institu- tion. If the health and wellness program is sustained by the campaign efforts and focus of just one committed employee (e.g., a wellness program manager), then the likelihood for long-term success beyond that employee’s tenure is limited. Respondents were asked to detail the breadth of support for the company’s health and wellness program and a majority (60%) indicated that support was communicated to all employees by company leadership. The survey also asked a series of questions about organized labor support for the health and wellness program. However, none of the respondents indicated any organized labor rep- resentation at their respective companies. Even with top level support, without a clear focus or plan, health and wellness programs are subject to attrition. Man- agers were asked to identify the ways in which the company focuses the plans for the health and wellness program, select- ing all that apply. The results are listed in order of priority for the respondents. Sufficient financial support for the plan was indicated as the leading choice for ensuring the continued focus of the health and wellness program. Trucking Managers (N=24) Rated Driver Health Risks Unhealthy diet 2.2 Obesity 2.3 Stress 3.1 Uncontrolled hypertension 3.3 Sleep disorders 3.9 Drug/Alcohol use 4.9 1 = Greatest Health Risk; 7 = Least Health Risk The impact of the various driver health risks on driver health, safety, and productivity are all reasons for implementing a com- pany health and wellness program. Respondents were asked to

33 Support for the Health and Wellness Program Statement Percent Responding Our President communicates the importance of employee health and wellness to all employees (e.g., formal written memos; info. in employee orientation). 60% Managers actively promote participation in health and wellness activities. 35% The company has formally appointed an individual or individuals to lead the health and wellness program. 30% Management allocates adequate resources for the program (budget, space, information, or equipment). 30% A statement concerning employee health and wellness is in the company’s mission/vision statement(s). 25% The company has formally appointed a committee to lead or support the health and wellness program. 25% The company has employed an individual to lead the health and wellness program. 20% Ensuring That the Health and Wellness Program Plan Succeeds Allocated an itemized budget sufficient to carry out the plan. 67% Developed a plan for evaluating the stated goals and objectives. 50% Specified time lines in the plan for when activities/tasks are to be completed. 50% Prepared an operating plan that addresses health and wellness needs and interests of drivers. 47% Linked our health and wellness goals and objectives to the organization’s strategic priorities. 42% Established clear, measurable program goals and objectives. 33% Assigned specific responsibilities to an individual or group for the completion of tasks. 33% Incorporated appropriate marketing strategies to promote and communicate programs to drivers. 25% Organizational Environment Ensure all vehicles are maintained in ergonomically sound condition. 86% Promote responsible disability prevention and management (e.g., early return to work, restricted duty, etc). 76% Monitor facility heating, lighting, ventilation, and overall safety. 76% Provide drivers health benefit options (e.g. health insurance, disability, sick leave, etc). 76% Provide drivers with other benefits (e.g. vacation, child care, flex-time, tuition reimbursement, etc). 67% Offer assistance to help drivers address issues of work/life balance. 52% Recognize and reward driver successes. 43% Provide incentives to encourage drivers to participate in health and wellness activities. 38% Make healthy food options available in vending machines, snack shops, and cafeterias. 38% Provide drivers with release time to participate in health and wellness activities. 29% Reimburse drivers for health club memberships and/or other wellness activities. 19% Maintain an easily accessible health and wellness library. 14% Offer drivers peer support groups and mentoring opportunities. 5%

An employee health and wellness program is not intended to be a stand-alone initiative within an organization. To suc- ceed, a health and wellness program must be developed in and complement an organizational environment which takes a holistic approach to employee health, wellness, and lifestyle issues. There are a number of ways to promote health and wellness within an organization. The following are the most frequently used methods in respondents’ companies. As part of the organizational environment in which a health and wellness program is introduced, company policies related to health, wellness, and safety are important ways to communicate to employees that safe and healthy behaviors are critical. The following company policies were also identi- fied by respondents as ways to foster an organizational com- mitment to health and wellness. Integrating the health and wellness program into overall company operations will ensure long-term success and send a very strong message that the health and wellness program is part of the organization’s primary mission and critical to achieving corporate goals. Health- and Wellness-Related Company Policies Seatbelt/safe driving practices 95% Alcohol/drug use policy 86% Emergency procedures 68% Smoke-free workplace 59% Tobacco restrictions 45% Healthy food options 23% The survey attempted to determine how company health and wellness programs are integrated into overall company operations. To do so, respondents were asked a series of state- ments regarding program integration and asked to check all that apply. The results are listed below. The linking of health and safety was cited by 53% of respondents as the most fre- quent method for program integration, along with training on health and wellness as part of new driver orientation. 3.2.2 The Health and Wellness Program A health and wellness program can be implemented using the simplest of steps, such as asking drivers initially to com- plete a health risk appraisal. The survey respondents were asked to provide details on their respective programs to give an overview of what health and wellness components were offered and what format or delivery method was used in their programs. When asked how long the company health and wellness program had been in place, respondents indicated a range of up to 18 years, with an average age of 3.3 years. The majority of respondents indicated the company’s health and wellness program was located in the safety and human resources departments of the organization. The survey queried whether the company performs fitness- for-duty evaluations for company drivers, to which 55% indi- cated yes. Most managers responding positively indicated driver evaluations were conducted prior to hiring. 34 Health and Wellness Program Integration Health and wellness activities are coordinated with safety programs. 53% Health and wellness information is integrated into new driver orientation and/or training program(s). 53% Health and wellness activities are coordinated with the employee benefits program. 47% Health and wellness activities are coordinated with the employee assistance program. 26% The health and wellness committee developed a mission/vision statement, established strategic priorities, and defined individual roles and responsibilities. 16% Health and wellness committee members serve as advocates at worksites. 16% Health and wellness activities are coordinated with the drug and alcohol testing program. 16% Health and wellness activities are coordinated with the workers’ compensation program. 16% Proceedings of the health and wellness committee meetings are communicated to drivers and their managers. 10% Health and wellness activities are coordinated with food services. 10% A health and wellness committee including drivers, organized labor leaders, managers, and representatives from other key departments meets regularly. 5% A health and wellness committee with membership other than positions listed in the line above meets regularly. 10%

35 Health and Wellness Program Activities and Format/Delivery Method Used Activities Health Info Group Education Self-Study Computer Based/ Inter- Intranet Individual Counseling Not Offered Exercise/physical activity opportunities 45% 25% 10% 5% 20% 40% Nutrition training/information 47% 37% 26% 32% 16% 32% Weight management 42% 37% 16% 32% 26% 32% Nicotine prescriptions 37% 16% 5% 16% 26% 42% Smoking cessation 45% 20% 10% 20% 30% 40% Responsible alcohol use 40% 25% 5% 20% 25% 35% Cardiovascular disease prevention 42% 37% 11% 26% 21% 26% Medication management 42% 5% 0% 16% 16% 42% Medical self-care 37% 21% 11% 21% 5% 37% Threat assessment and management 28% 33% 6% 17% 6% 39% Infectious disease exposure precautions 28% 33% 6% 17% 0% 28% Flu shots 47% 42% 11% 16% 16% 26% Allergy shots 22% 11% 0% 11% 6% 61% Disease management e.g., diabetes, hypertension 56% 33% 11% 22% 28% 22% Screening for sleep disorders 33% 17% 11% 11% 17% 50% Ergonomics e.g., adjustments & devices 33% 39% 6% 17% 6% 22% Work & family education 22% 22% 17% 33% 17% 44% Personal financial management 11% 11% 22% 17% 28% 39% Stress management 33% 39% 17% 33% 28% 22% Mental health 39% 11% 11% 22% 33% 39% Fatigue awareness 39% 72% 17% 28% 22% 6% Communicating with Drivers and Their Families Communicate changes in policy and benefit options. 67% Distribute reminders to drivers and their families concerning upcoming activities and events. 67% Provide program activity updates. 50% Circulate information concerning the availability of community resources (e.g., financial counseling, alcohol/smoking cessation clinics, nutrition training). 50% Give drivers opportunities to communicate feedback through suggestion boxes, e-mail, surveys, etc. 50% Encourage ongoing dialogue by providing opportunities for driver input on health and wellness-related activities (e.g., work assignment and schedule design, accident and incident prevention, etc). 39% Provide timely feedback to drivers on how their input is used. 22%

Respondents were asked to detail program components offered and format or delivery method used. The respondents were also asked whether these health and wellness activities were provided to drivers’ families, and 70% indicated yes. Other program components or resources made available to drivers and their families include health fairs and blood drives. Maintaining interest and involvement of drivers and their families in the various health and wellness program activities requires regular communication, which can also be used to recruit new participants in the activities. Respondents were asked to identify ways in which the company keeps driv- ers informed. The results are listed in order of use. 3.2.3 Measuring Program Success There is little doubt that health and wellness programs, whether simple or more complex, will not survive without meas- urable success. Respondents were asked to provide a subjective view of participation in their programs by drivers and then to provide information on program performance measures. which driver health and wellness performance measures are collected and analyzed at 1-, 2-, and 3-year intervals. The results are detailed below. Other ways health and wellness programs are evaluated for effectiveness include assessing and monitoring the health sta- tus of “at-risk” drivers, regularly tracking participation by all drivers and monitoring driver satisfaction with the program. 3.3 Driver Survey Results A total of 23 driver surveys were completed; 20 by truck drivers (87%) and 3 by bus drivers (13%). Drivers were asked to choose categories best describing their current employer and the breakdown of responses is shown as follows: 36 Performance Measure 12 Months 24 Months 36 Months Not Collected Workers’ compensation claims/costs 65% 10% 25% 5% Disability claims/costs 58% 5% 21% 11% Driver turnover records 53% 11% 21% 11% Health care claims and utilization 50% 10% 15% 10% Health screening (e.g., blood pressure; cholesterol testing) 42% 11% 0% 37% Workplace facility assessment 40% 10% 5% 30% Fitness-for-duty assessments 37% 5% 16% 32% Absenteeism records 37% 5% 16% 32% Employee (Driver) Health risk appraisal 32% 10% 0% 47% Ergonomic analysis of vehicles loading/unloading 30% 15% 10% 35% Employee assistance program utilization 26% 0% 5% 42% Employee health & wellness needs/interest surveys 21% 11% 0% 42% Demographic information of drivers/ dependents 21% 5% 0% 37% Work schedule/shift assignment assessments 21% 11% 5% 42% Job satisfaction audit/survey 20% 15% 10% 40% Work/family needs assessment 11% 5% 0% 53% Organizational policy assessment 5% 5% 5% 47% Description of Current Employer N % Truck 20 87% Private For-Hire TL LTL 20 87% Specialized Bus 3 13% Charter 3 13% Tour 2 9% Regular route 1 4% Airport Express 1 4% Special operations 1 4% Contract services 1 4% *Drivers were instructed to check all that apply; therefore totals may exceed 100%. Driver Participation in Program Increased modestly 39% Decreased modestly 11% Increased substantially 5% Decreased substantially 5% Remained about the same 39% To measure program success, performance metrics must be collected and analyzed. Managers were asked to identify

All 23 respondents were male, ranging in age from 22 to 57 years old (mean = 32.8). Years of experience driving a commer- cial vehicle ranged from 1 to 36 years, with a mean of 8.14 years. Participants in the Gettin’ in Gear train-the-trainer course are provided with a personal health risk appraisal form at the start of the course. The purpose of the appraisal is to get the trainers thinking about personal health issues and the impact those issues have on job performance and lifestyle. Likewise, the trainers are encouraged to start their own driver training sessions by asking drivers to complete a personal health appraisal form. Respondents to the driver survey include those from companies who previously have participated in the Gettin’ in Gear training. in place and the respective driver’s participation in the pro- grams seem to point to the relative newness of company- sponsored health and wellness programs. However, it is believed that this might also be more a reflection of how health and wellness programs are defined rather than by how long the programs have been in existence. When carriers were approached to participate in the surveys for this synthesis, many indicated a lack of a formalized health and wellness program. However, upon further discussion with them, it appears many carriers did indeed have a number of program components and simply had yet to connect the pieces enough to want to refer to them as a coordinated health and wellness program. Overcoming the perception that a health and well- ness program must be all-encompassing will likely prompt other carriers to adopt individual program components, eventually working toward a full and integrated health and wellness program. Obviously the best programs in the world will not benefit drivers if there is not active participation in those programs. Drivers were asked their participation level in the respective programs and the responses are detailed as follows: 37 Have you ever completed a personal health risk appraisal form? Yes, at this company 78% Yes, on my own or elsewhere 13% No, never have 9% Current Health Status of Drivers Very healthy 9% About average for my age 78% Not very healthy 13% Commercial Driver Health Risk Factors Sleep disorders 2.7 Drug/alcohol use 3.2 Stress 3.6 Obesity 3.8 Unhealthy diet 3.9 Uncontrolled hypertension 5.8 1 = Greatest Health Risk; 7 = Lowest Health Risk The drivers were asked to rate the status of their overall health. The majority (78%) report current health status as average for their age. Only 9% of the respondents reported being very healthy. Drivers were asked to assign a ranking to a series of health risk factors facing commercial drivers today, with 1 being the highest priority (or greatest health risk) to 7 being the lowest health risk. The responding drivers viewed sleep disorders and drug/alcohol abuse as the two greatest health risk factors for commercial drivers. Interestingly, the two highest rank- ing health risks as identified by the managers in their survey, obesity and unhealthy diet, were among the lowest concerns in the drivers’ rankings. Conversely, the two highest concern risk factors on the driver survey, sleep disorders and drug/alcohol use, ranked last in the manager survey. When asked how long the company’s health and wellness pro- gram had been in place, the drivers responded with an average of 2.2 years, ranging from zero to 3 years. When asked how long the responding driver had participated in the company program, the average was 1.5 years, with a range of zero to 2 years. The responses to questions concerning the length of time the various company health and wellness programs have been How active are you in your company health and wellness program? Very active 15% Moderately active 45% Barely active 25% Not at all active 15% Drivers were asked to indicate the level of management support within their company for the health and wellness program by choosing all that apply from a series of state- ments on management support. The responses are detailed at the top of page 38. Drivers were asked where responsibility for the company health and wellness program resides in their respective com- panies. The overwhelming majority (91%) indicated the company safety department as the home for the health and wellness program. Other responses included operations and medical/occupational health. As indicated, companies can begin a health and wellness pro- gram in simple, progressive steps by instituting any number of program components. Drivers were asked whether the com- pany performs fitness-for-duty evaluations on company driv- ers, to which 25% of the respondents indicated yes. No descriptions of the evaluations were provided by responding drivers. Other program components were detailed and drivers were asked to indicate whether or not the activity was available at their company and to indicate their level of par- ticipation in each. To help gauge the success of company programs, drivers were asked whether individual participation in the program has changed over the past 2 years. The majority (76%)

indicated that participation has either remained constant or increased by some degree. Given that the average length of participation in the company’s health and wellness programs by respondents is 1.5 years, it logically follows that in the past 2 years participation would be on the rise. The real gauge of success of such programs is how long drivers stay engaged over the long-term and are able to see measurable improve- ments in individual health. Respondents were asked several questions regarding the effectiveness of the health and wellness messages promul- gated by the company. Indicators are that the health and well- ness messages are effectively being delivered (79% yes) and 38 Statement Percent Responding Our President or CEO communicates the importance of employee health and wellness to all employees (e.g., formal written memos; incorporated into employee orientation). 92% The company has an individual to lead the health and wellness program. 91% A statement concerning employee health and wellness is in the company’s mission/vision statement(s). 89% Management allocates adequate resources for the program (budget, space, information, or equipment). 89% Managers actively promote participation in health and wellness activities. 78% The company has formally appointed a committee to lead or support the health and wellness program. 67% Program Component Available (All that apply) Participate in the most (All that apply) Employee health risk appraisal 100% 92% Nutrition and diet advice/assistance 100% 86% Weight management program 100% 68% Physical fitness programs 100% 63% Blood pressure screening 100% 62% Stresses safe driving practices/promotion of seat belt use 100% 62% Makes healthy food options available 100% 50% Encourages drivers’ family members to participate in health and wellness programs 100% 50% Ensures all vehicles are maintained in ergonomically sound condition 100% 42% Offer drivers peer support groups and mentoring opportunities 100% 38% Offers assistance to help drivers address issues of work/life balance 100% 38% Ergonomics training/screening 100% 25% Driver fatigue management training 100% 25% Stress management training 100% 13% Help to quit smoking or use of tobacco 100% 0% Drug/alcohol program assistance 100% 0% Regular distribution of health and wellness informational materials 94% 75% Company provides other incentives to participate in health and wellness activities 75% 38% Sleep disorders screening/treatment 75% 25% Provides drivers with release time to participate in health and wellness activities 63% 38% Maintain an easily accessible health and wellness library 63% 25% Reimburses drivers for health club memberships or other activities 63% 13% Occupational medicine department/nurse 63% 12% Physical fitness equipment is available 25% 38%

understood by most drivers at the company (68% yes). When asked what percentage of drivers in the company actively participates in the health and wellness program, respondents gave an average of 61.2%. To improve participation by other drivers, respondents were asked an open-ended question about program improvements designed to get participation from a larger group of drivers. Responses included offering a weight room, company sports team and, interestingly, a gov- ernment mandate regarding driver health and wellness program participation. In the question on available program components, 25% of the respondents indicated the availability of physical fitness equipment, but they specifically mention such program fea- tures as a way to increase driver participation. Given that the majority of drivers responding to the survey are LTL truck drivers, the availability of a weight room makes sense because those drivers return to the terminal or company facility on a regular (perhaps daily) basis. It is not clear how much use a weight room would provide in the long-haul truckload seg- ment where drivers do not return to the company facility with any regularity or frequency. 3.4 Key Survey Findings • Health and wellness programs do not need to be all encompassing to begin to address driver health issues. Programs can be started simply by administering a health risk appraisal to drivers to determine the most pressing needs. • Although this limited sample of managers and drivers seems to have a disconnect in their ranking of priority for driver health risks, it appears that the health and wellness program components being offered by companies and used by drivers do address the concerns identified by both groups. • Both managers and drivers believe that support for the health and wellness program from the highest levels of the organization exists and is evident in the messages commu- nicated to drivers. • Integrating the employee health and wellness program throughout the organization’s operations is critical for long-term success. • The value of involving drivers’ families in the health and wellness program is understood and being accomplished by making program components available to family members. • To support the adage that “what gets measured gets accomplished,” it appears that companies are tracking var- ious performance metrics to identify where the health and wellness program is having the most effect and where addi- tional resources are needed. 39 Individual Driver Participation in Program Remained the same 23% Decreased modestly 6% Increased modestly 18% Decreased substantially 12% Increased substantially 35% Does not apply 6%

Next: Chapter 4 - Health and Wellness Program Case Studies »
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TRB's Commercial Truck and Bus Safety Synthesis Program (CTBSSP) Synthesis 15: Health and Wellness Programs for Commercial Drivers explores health risks facing commercial truck and motorcoach drivers. The report examines the association between crash causation and functional impairments, elements of employee health and wellness programs that could be applied to commercial drivers, and existing trucking and motor coach employee health and wellness programs. In addition, the report includes several case studies on employee health and wellness programs in the truck and motorbus industries, focusing on the elements that appear to work effectively.

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