So, welcome, everybody. My name is Robert Quigley. It's a great pleasure to introduce my colleagues, Dr. Myles Druckmann and Dr. Philippe Gilbert. We represent an international council called the International Corporate Health Leadership Council, which is now in its 12th year. And coincidentally, we just had our annual meeting for the last 48 hours, which you're going to hear a little bit about. Of course, we already have a technical challenge, and I guess I should be looking for somebody with a red tag. I'm doing really well. It wouldn't work either. Try that. Try again. There we go. Good. So, here's the three of us. And I, again, wanted to say that we represent the leadership team of the International Corporate Health Leadership Council. And for those of you who don't know what it is, we have our own website. It's ichlc.org, and I invite any of you to go look it up and see what we are all about. This is our mission. We are a group of leaders in corporate health and medical services, including physicians, corporate executives, thought leaders, researchers, and other stakeholders. We assemble, and as I said, we just assembled for the last 48 hours, to exchange ideas and issue reports that will drive standards and policies leading to reduced risk and improvements in the delivery of health services to international business travelers, expatriates, and their families and employees in emerging environments wherever they may live or work. One thing that we as the leadership team are very proud of, despite the fact, inclusive of the fact that we've been doing this for 12 years, is that we have representation from the major companies in the world. It's truly a global forum. And you can see by some of the logos here of past and existing members, and they all come voluntarily. We have certain rules and regulations. One of them is Chatham House Rule, and the reason why we have that is it's a forum where corporate leaders can really speak what's on their mind with their peers and not have to worry that that's ever going to be commercialized and or shared with anybody. And to that end, when we put this council together, we made it a 501C6 nonprofit entity so that there's nothing commercial about it at all. It's just a think tank where we come up with driving what we think are best practices in this ever-evolving world of the corporate medical director. And as I'm sure you all appreciate, because you're living it just like we are, this world has changed so dramatically for the corporate medical director. Some of the recent work that we've done, you can access on the website. For example, I take you to the trend reports. We've just posted our third trend report. We put one out every four years, and this one is worth comparing and contrasting to the one in 2018 just to get a taste where we've memorialized what's happened to our world as corporate medical directors and what our responsibilities have now all of a sudden begun to include. What was a post which was often in the background is now in the very forefront in the C-suite, and we are now expected to drive some of the policies and procedures at the C-suite level because the C-suite can't do it themselves without compromising productivity, regardless of what sector we're in. I also want to thank the college very much for, again, allowing us to speak in this forum. As you can see, we've done this for the last number of years, and it's really a privilege for us to be able to share what we do as a council. I'm going to start right off by finding out what my two colleagues know or don't know, and I'm going to ask them a series of questions. I want them to go ahead and respond as they see fit. The first question is, what can corporate medical directors do to promote the three pillars of sustainability, economic, environmental, and social? I'll leave it up to you, Miles and Philippe. Okay, well, thanks everybody for your time today, and Rob, thanks for the first question here. And for those of you, I'll just raise a hand, how many of you have seen these 17 goals before? Okay, so that's a good news story. So we're aware of the sustainability goals, and it's become a really important tool within organizations to demonstrate their value, and we've circled there the number three, which is the health-related feature, and as we look at that, that's an obvious one for where the corporate medical director can play, but as you look at some of those other numbers there, you'll see that there are actually other areas that have become very topical. One that we spoke at our council about yesterday for quite a little while was climate-related health issues, and so I think that's going to be the next big thing on the agenda. But there are others as well. They're somewhat contentious in the U.S. I know that in Kentucky, for example, the millennial goals here are almost disregarded, and they're playing against the flow of where the rest of the world's trying to go when it comes to being a sustainable organization. But in Europe, they're incredibly powerful, and I think they're probably a little bit ahead of where we are in the U.S., and I've got my colleague here from France, Philippe, and I can probably give a first-hand view of kind of maybe within the corporate suite, particularly from the medical department, how relevant and important are these goals internally? Thanks, Miles. Definitely. I mean, as we all understand, companies now are measured against these indicators by rating agencies, by peers, by suppliers, by organizations, employees, and peer pressure groups. So I think the role of corporate medical advisors is to understand what does it mean, what's beyond these 17 objectives. What really means SDG 3, which is about health? What really means SDG 8, which is about decent workplace? And I think most importantly, understanding that the 17th one is about partnership, that it means it's not only for organizations to partner between one another, governments and institutions, organizations in the private sector, it's also for corporate medical doctors to know that they need to partner with their peers within the organizations and the many other government departments, you know, HR, HSE, security. We discussed the importance of this collaboration and partnership yesterday at the council. So I think what is important is to understand that we need to go beyond, I mean, what is the meaning of this, and translate these objectives one by one into practical programs. Just to remind you that SDG 3 is about, you know, chronic diseases, it's about mortality, it's about, you know, infectious diseases, it's about TB, malaria, and HIV as well. So very practically speaking, companies can make a change in the way they address these objectives, and that's the role of CMDs to support this evolution. Yeah, and these objectives are then memorialized in annual reports. So you'll often see a company's annual report if you go and see them. These SDGs are really, really key, and companies are looking for great stories about how they can tell, you know, their employees, their customers, and their shareholders that they're doing a great job, and that the medical director can really help create those really important stories on how they're helping not just their own employees, but actually their whole community. And with the council, you know, kind of, we were thinking back many, actually over a decade ago, we structured the way we saw the world into kind of three buckets that are very much mirror the sustainability objectives that we just looked at. And the way we looked at the world was how do organizations obviously affect their people, and how corporate medical directors can support their people. But location is important. So where are you in the world makes a difference, and what you can do to support your people in the place, so people place. And then finally, purpose. You know, what is the objective? What is our agenda? What are we trying to accomplish? What is our mission? And all of these things, I think, are tied together when you look at whether that's the social with the people, environmental being the place, and, you know, looking at the purpose of the organization. And then as you look at this, I think this is a great chart here. I won't be able to see it on the screen, just to look at some of the key words here. But you've seen that historically, you know, occupational health experts, corporate medical directors were very much focused on the workplace, and that's where they should be, and work safety, and you can see the key words there. You know, really through the pandemic, a lot of those roles and responsibilities have morphed, and you can see public health becoming a really important feature now. Population health, you know, how are you looking after not just your own employees, but you need to understand the whole health of your local community to be able to make the best decisions, you know, for your organizations and your people. So really quite a different shift in what the new remit is for a corporate medical director, and I think as we, you know, teach the new generation, and the new generation of medical directors come up through the system, you know, we're not as much focused on some of these things as maybe we should be, and that will really broaden, you know, their scope. Absolutely, and I may comment as a public health specialist, I'm not so much. So I can tell you, you know, at least in Europe, you know, corporate medical directors go through public health training because they understand that with their occupational health or occupational health medicine background, it is not enough to understand how to address the challenges of their communities, speaking of their employees, and they need the tools that public health would, you know, give them in terms of epidemiology, analysis, communication, information, and awareness. So I think that's very much the shift that we're seeing in terms of capacity building of these healthcare professionals. So question number two, gentlemen, if in fact there is alignment with this college, with the new CMD remit that you both just described, what should be the first priority for the corporate medical director to address McKinsey's The Great Attrition, with which we're so all very familiar? Yeah, we had an interesting discussion around this yesterday, and I kind of threw out a term that I'm seeing more beyond The Great Attrition. I think what we saw early, you know, mid-pandemic, we saw a lot of organization, a lot of people within organizations say, look, you know, I'm tired of working here, I'm leaving. And I think we've kind of maybe come to the end of that, and we're seeing what I call the great justification, meaning that organizations now coming out of pandemic are reflecting on what employees do they need, and we're seeing, you know, quite a few organizations, particularly I'm on the West Coast, so a lot of the tech companies really downsizing and really reviewing kind of what their needs are, and having to justify, you know, what their roles and responsibilities. So you've got this mix of people that are leaving of their own accord, but now you've got people leaving not of their own accord, their job has been redundant, or the company's going to go in a different direction, or the market is coming down, insurance rates are going up. So it's a real, I think we're in a real interesting period and challenging period coming out of this pandemic from an employee's perspective. It's very confusing, it's very challenging. I think a lot of people that had left, maybe the grass is always greener, and then you get there and you realize, gosh, you know, do I really, is it really that green? And that's putting a lot of stress, you know, on employees, and it's putting stress all the way through the system on their managers, and then all the way up through the organization. I would say particularly on managers, because we understand from publications that the number one element that would force an employee to leave the company is their manager, precisely, you know. So I think there's a real responsibility for these managers to understand that not only do they need to be able to manage their own stress and working habits, and we'll see that later on, but also how to manage their employees in a new dimension that, you know, mental health brings to their teams, actually. Yeah, and this next slide, I think, is important, and really, it's something that our council's been talking around about for literally a decade, is the concept of a global culture of health. And it's really topical today. I think organizations are trying to really get their arms around what that means, and it's also gone to the point where you're seeing a lot of ISO standards talk about a culture of health, or a culture that is supportive to their people. So there's new crisis management guidelines that just came out in October, and it was all about demonstrating the appropriate culture within your whole workforce. And there's a white paper that we did, which I think is still very relevant to, you know, building a culture of health within your organization. And we did have a methodology there, I think, which is the next slide. This is what we initially put back about in 2017, 2018, again, linking in people, place, and purpose, and looking at some of the interventions and methodologies to kind of get you to that culture of health. This is not, you just don't suddenly check a box and have a culture of health. So it's an ongoing evolution, and I don't think it ever ends, right? It's a never-ending challenge, and it's very much driven by leadership. And you know, leadership drives what the culture is. If you've got rotating CEOs, your culture keeps changing with every CEO, and that's challenging. But I think what the corporate medical director can do is try to guide what that culture is, particularly when you're looking at health, because there are some unique, you know, standards that are consistent. And speaking of cultural health, I think we reflected yesterday during this two-day session of the council on precisely what has changed in terms of, you know, post-pandemic, what this culture of health means. And we're absolutely fortunate to have two architects of this concept, you know, Raph Hebuse, who is in the room, and Richard Saphir as well, both brought together the importance of what is the role of corporate medical director than making sure how this culture of health would infuse every single segment of the company exactly as a mirror of what has been done 10 or 15 years ago with a culture of safety that is already in place in many organizations. So we're just lagging behind. And actually, that is our role, to follow what is, I would say, framework of culture of health has been developed, you know, to implement them and be the sort of catalysts that would allow this to be, you know, implemented at every level of the organization. Because it's not the responsibility of CMD only to drive health within the organization. It should be everyone's responsibility as is safety in other organizations. So this culture of framework has been highlighted here, you know, and coined by Richard Saphir and Judith Allen, and depicts very well what is new in reality, you know, opposed to the people, places, and purpose. What has changed post-pandemic is this dimension of mental health, emotional health, behavior changes that would not be possible, you know, to be implemented today, you know, without integrating these elements of connectedness, emotional connectedness. There was a session this morning on this topic, making sure that managers understand employees and employees alike between each other and with management as well. So as I said, infusing this necessity of connecting with people to bring mental and emotional health into all these sections of this, you know, the three pillars of, you know, people, place, and purpose. Because this is now the way organizations are run, you know, and this is what we see, you know, you didn't make reference to the great attrition or great justification. If mental and emotional health are not being taken care of into consideration, this is what's happening. Yeah, no, absolutely. And I think there's been a lot of presentations, there's a lot of discussion within the corporate communities around mental health. And I've never been that crazy about calling this mental health because, you know, as you say, as clinicians, we tend to be very clinical. And I think when you get into the corporate world, you're really talking about how do people cope with stress, how do they manage stress. And a lot of the symptoms are mental health related. So I think, you know, we need to be looking at what are the causes of people's stress and anxiety and depression. And it's not just their pure mental health and some of the, you know, the weaknesses that they have on that side. There's a lot of influencers. And I think, you know, if you look at the noncommunicable diseases, you know, 50% of diabetics are depressed. So you know, you can keep treating the depression. But if you manage the diabetes better, you know, the depression goes away. And I also think the workplace, one thing that a lot of organizations tend to throw in, and this has happened during the pandemic, a lot of companies have thrown a lot of money and a lot of technology and a lot of resources at people's mental health, assuming that they can check the box. There's over 1300 mental health apps in the marketplace, so it's an overwhelming, you know, experience trying to navigate all of that, but is it really making a difference? And I think, you know, what organizations need to step back on and where the medical director can play a role, because the HR has been really running this, they've been shopping around, you know, looking for the best apps and the best, you know, little things that looks really cool, but it's not necessarily, you know, valid, it's not clinically, you know, necessarily, you know, been evaluated, and there are standards now that also are out there, the ISO that you can see right there, standards that you can leverage and utilize to say, look, let's look at the sources and resources we're offering our employees and make sure that they meet these standards and that they are, you know, academically and clinically valid. So I think there's an opportunity, again, for the medical director to play a role with the HR manager, because the HR manager is not going to know about these things, probably, is not a, you know, typically an academic looking at the research and looking at what is the most practical and useful tool. So if I could just say, summarize what you just said, because this was actually a question and you did answer it, CMD is like a blueprint, CMD is like a plan, there's now a plan for it, it doesn't matter what sector you're in, and it's this ISO 45003, so it's worth looking that up and seeing how that applies to your organization. That was the first step that the corporate medical director can do. Philippe, how about the second step? I think the second step, as you said, refers to, as I alluded to, to infusing this culture at every stage of the organization. It starts with education and awareness and capacity building. The way a manager behaves and understands and listens to his or her team may not be natural. So that's not the role of the CMT to train, but rather to make sure that there's enough space for education and information for these individuals. And the same goes on for all of these topics. So there's nothing medical into this, you may notice, however, our role is to bring these consequences of poor management, of these poor practices, to say we do see the consequences at the extreme end of the spectrum when this is not implemented. We have employees that are stressed, extreme stressed, burnt out, living, suicidal, because all of this hasn't been implemented. So our role is to not only communicate this to the management, I think we see this later on, to say, you know, for them to understand what would be the consequences if this is not implemented. So speaking their language, but also being a catalyst to implement this at all levels across the organization. And that's a perfect segue to the next slide, which I'm going to ask Miles to comment on. And I'll just reemphasize what Philippe just said. Going back to what I said when I gave my opening remarks, we as corporate medical directors have been thrust into the C-suite, and it's our job to protect the workforce, it's our job to justify, as Miles has already articulated, but it's our job to communicate properly. And if we can't communicate, which is what Philippe's point was, if we can't communicate with the C-suite, they're not going to listen to us. The C-suite, all they care about at the end of the day is what's my quarterly report look like, what's the stock look like, and how's our productivity, so I can give that information to the board. If we just go into the C-suite and say, we need this amount of dollars to fund these resources without speaking their language, you can be rest assured you'll be showing the exit. So let's start thinking and changing our way of thinking, how do you communicate with the C-suite? So Miles, I just teed you up for this slide. Yeah, I mean, it's a really key point, and it was a major discussion amongst the group, because the challenge is, you know, as corporate medical directors, you usually know what you think is the right answer. The question is getting it, getting across the line. And I think, you know, where we are today, and I just had a couple, you know, health and wellness conferences, and a bunch of global HR directors were speaking, and they said, you know, look, you have to come in demonstrating a return on investment. You actually have to show kind of what the numbers are, what the numbers mean, so you need to speak their language. But you've got to balance that with a good story, because people are captured still by an important story, a positive thing, hopefully, right, but also the consequences of a negative thing. So this concept of a key performance indicator, KPI, you know, you've got the hard numbers, the hard stuff that you need to have, and then you need the soft stuff, but you need to have both. And it also has to be concise. We had a CEO speak to us a couple years ago at the council, and he said, you know, I was an executive at P&G, Procter & Gamble, and when you were a junior manager, you would write a 10-page report. When you were, when you got a promotion as a senior manager, you did a five-page report. And when you present to the CEO, it's in one page. So you have to be perfectly concise, and every word has to make a difference. And all the superfluous stuff, they don't want to hear, they want to get down to the brass tacks. And so as a CMD, you know, learning that language, learning how to kind of pitch this story, and the guy said, look, it would take us three weeks, three to six weeks, just for that one pager, just to go through it and wordsmith it, to present it. So the CMD, as part of that team, you know, needs to learn that language so that they can help get that message across, ultimately, to get that program in place that they want. And there's, you know, lots of examples of this type of activity. You know, there's lots of opportunities for where the CMD can play a role, and there's a lot of research out there that demonstrates really powerful messages. And again, I think all of our challenge has been how to package that in a smart way. The first bullet there, with the travel limitations, some great research done around if you're over two weeks traveling, you know, the mental health issues go up dramatically. So this should be guiding your travel policies, right? So how do you get in front of them for travel policies? And the whole concept of, you know, mental health first aid, mental health first responders, we see a lot of organizations, and we had a lot of discussion at the council about that, too. You know, one medical director had launched this, you know, mental health kind of floor warden type person, you know, and starting slowly with two people being trained. Not an expensive program. I think it was like 60 to 100 bucks, you know, a person for training. And so they're realizing that this is an important issue that they need to manage. And then another CMO said, well, that's great, we've been doing it for a while, but the problem we're seeing is, is that, you know, the police and the ambulance show up at our office because, you know, these advisors go way too far, and they start, you know, saying the wrong thing, and they start treating people instead of just directing them to the appropriate resources. So I think, you know, again, with all the best intentions, you know, setting up a program that manages mental health is multifactorial, and, you know, having that mate with you, whether it's a buddy system, and this starting in the mining industry, because they were dealing with a lot of the stressors there, you've got a low, you know, basically a colleague that is your touch point, so that you don't maybe have to go to the manager, maybe the manager is going to look at you differently if you say you're all stressed. So if you go to a buddy, you've got a buddy system. So I think there's lots of great ways for organizations, based on the kind of work you're doing, to find the right, you know, program that works. And I would say one of the most important words here is effective. I mean, we are physicians, so that means that these programs need to be evidence-based, you know, written, the academic value of these services needs to be demonstrated, and again, back to your discussion of how shall we speak the C-suite language, the only way is to be able to demonstrate that it is valid, there's an academic consensus beyond this list, which is, by the way, not exhaustive, of course, but it's not, you know, a fancy app or a cool program that would not last because, you know, not effective. So I think that's our role and our duty to make sure that this happens within our organizations. So Philippe, you just brought this up again, and I think if we emphasize this, we can never emphasize it too much, the value of speaking the language of the C-suite. Sometimes they just want to see, Miles's point, not 10 pages, one page, justification for your mental health program, and part of the ways you can justify it is with metrics. And in this particular slide, Philippe, if you want to comment about the consequences of what happens when there's an employee who's suffering from depression, what does that do in terms of the ripple effect in the entire organization? It doesn't matter what sector you're talking about. You know, definitely we see the sort of direct effects, the most obvious ones that we all know of, and the consequences in terms of implication, involvement of employees, and, you know, consequences in terms of their work, their capacity to deliver, and the consequences as well on their teammates. I think I'm just back to the previous point, Rob. I think these are the sort of schematics and diagrams or messages we should be able to convey as well, as medical directors, to say, you know, someone who's unfit, someone who's suffering will have a direct consequence at some point on the bottom line of his business unit, on his team, on his department, because he or she will be away, he or she will be distracting the rest of the team, and if you want to move to the next slide, I guess, you know, the consequences as well will be, in terms of cost, direct related ones, related to the treatment, you know, healthcare, and the support this person would need, and that's, again, the duty of the company to do so, to support them. But also, everything that is indirectly related to the missing in action employee, absenteeism, presenteeism, recruitment costs as well, and employee turnover beyond the repetition as well, which is extremely intangible matters as well. So, all of these as consequences that can be, you know, valued in dollars, I guess. Yeah, and the only other point I'll make there just quickly is, you know, just speaking to one of our staff in marketing, and she said, well, how's it been going? Well, it's pretty good, but, you know, we had a marketing person in another area quit, and it's taken us nine months to recruit a new one, and during those nine months, it's been terrible, because I'm doing my job, plus I'm doing their job, so any kind of, you know, loss in one place impacts much more broadly than that individual person. It affects the whole group, potentially, and, again, it's something that the manager needs to be able to pick up on, that you're actually stressing everybody out if you're down one staff, and a lot of us, over this pandemic, have been short-staffed. And to put it in dollars and cents, correct me if I'm wrong, gentlemen, but the ROI, again, speaking the language of the C-suite, is about $4 to 1, so it really is a 1 to 4, depending on how you want to look at it. It's worthwhile, and, again, those are the kind of arithmetical formula that the C-suite understands. All right, let's change to question five. Is work-life balance the solution, or is it life-work balance? Well, this was, you know, the juxtaposition of the two words, and I think it's really important. Now, I'm looking across the room here, and how many of us are, oh, I shouldn't say the age, but boomers, how many of us are boomers here in the crowd? Okay. So, again, a smaller number now, and I think when, and I'm talking amongst our, us being the group, but I know that when I was, you know, younger and working, we were just working, you know, we loved to work. We were there. We were 24-7. You know, we didn't care if we got called in the middle of the night. We'd work weekends. You know, that was exciting. You know, we did all kinds of crazy stuff. We, you know, we just, we was expected that we were going to be there and expected that we were able to do it, and I think, you know, we, and the boomers have now gone into the senior roles, and now we're kind of being leaders, but we now have five generations of employees, you know, that we're supporting, and the work-life balance has shifted, and, you know, the younger people are now focused, as they should be, on their life first and the work second, and I think that that's really an important concept for everyone for leadership to understand is that, you know, work sits now as a specific segment of what we do. It doesn't, you know, it doesn't, we don't mean, we aren't who our work, right, and I think this is an interesting little saying, which I can't read because it's too small there, so I'll read up here. I don't believe you have a work-life balance. You have a life balance where everything you do complements your life's work, so I think it's kind of an interesting, you know, new view, and I think, you know, from a management perspective, as a CMD and leader of your organization, understanding the needs best of your employees, and Ray quoted a guy, a fellow Philadelphian, who I know, Hal Rosenbooth, who wrote a book. I believe the title was, you know, the second most important person is the customer, and the number one is your employees, and I think, and Hal is infamous, and I met the guy, he's quite an eccentric character, but he started one of the first travel management businesses, and he had an attrition rate over, like, five years of, like, 2%, and he is a diaspora of everyone that's worked for him that will work for him and die for him because he treated his people so well. So I think, you know, the key thing here is that we continue to focus and need to focus on our employees, and, you know, where we are, again, in the old days, gosh, it was what's my position, my title, give me my title, I need a better title, it's been two years now, why can't I get a vice something in front of my name, and, you know, what my bonus structure's going to be. You know, the new generations are looking beyond that now. You know, they want to know, okay, holiday time, what about the purpose of your organization? I want to know what your vision is. I want to work for an organization that has aligned with my values and where my vision is going. And I think as a corporate medical director, you know, we are really key in playing that role. And interestingly, there was some data that was shown at our council meeting yesterday around climate change, so we had a whole discussion around that. And they basically analyzed who is the most reliable resource for discussing climate-related events and the impact on health particularly, and number one was their doctor. So we're still considered, you know, a primary source of truth, and even through the pandemic and the crisis, we have a real powerful position to be able to communicate, you know, to our employees, the importance of all these new important factors that are influencing people's satisfaction in the workplace. And one of the things also that I think the medical director can play a key role is, and this is something which is often missed when we're talking about mental health, is, you know, we often, companies create toxic environments to work. And, you know, we may not see it. It may be very subtle. Toxic is probably the wrong word, but it's, there's a very inefficient, painful way to work. And I think young people pick up on this very quickly. They pick up on inefficiencies incredibly quickly. You know, my daughter and her boyfriend, her boyfriend says at work, I mean, they do almost everything wrong. I could be doing this way more efficiently. Another, you know, kid of my friend's who was working in payroll and realized everything was screwed up. Why don't we do it this way? And she's now got a big promotion. So I think, you know, using, you know, younger people's energies and interests, it can improve the workplace. And I think that's one of the key factors. Yeah, so let's go to number six. Is there any evidence mental health services integrated into the corporate culture can have a positive impact on sustainability? So if we look at this continuum, this graphic continuum here, for so many decades, in the decades that all of us boomers lived through, everything we did was reactive. And I think this whole Deloitte Center for Health Solutions talked about, let's leave that behind us, the reactive approach to any problem, regardless of what we're talking about. And let's be proactive. And to your point, Myles, let's engage, let's engage the young people that are now making up most of the workforce. Because who knows, they're going to have, as you just gave us two quick examples, family ones, they're going to have solutions that we may not have even have thought of. I'm going to keep things moving along here, because I want to have time for the audience to talk. So we already talked about the ROI on mental health programs, which is part of the CMD's role to champion that with the C-suite. And to make sure that when they're communicating, we've said this three times now, they're communicating in their language. And their language is usually numbers. So these kinds of numbers, which have been proven time and time again, are very, very effective. I want to change the direction here, and I want to bring up a couple of organizations that we have seen, as council members, that we think is doing the right thing. And we endorse what they're doing, because they're applying all of these issues that we've just talked about in terms of being able to get the behavioral health elements of their culture of health across the finish line. And the first one that comes to mind is Johnson & Johnson and we're privileged to have the global medical director of J&J on the council, in fact he's here today, and I'm sure that he would have some comments about this when we get to the commentary part, but J&J has really set the bar of how do you integrate mental health services into your culture of health and in turn your sustainability agenda. So these issues aren't mutually exclusive, it's all part of a force to get us across the finish line with these sustainability goals. Do you want to comment on this, Philippe? I guess the comment is, from what we understand, it becomes everyone's responsibility, it's not a top-down approach, it becomes management's responsibility, line manager's responsibility, employees towards each other, and every department in reality. HR don't see HR matters only with their HR lenses. Health is somewhere part of the component and so on and so forth with other departments. So I guess that's what makes J&J special with regards to this cultural health, because all these ingredients that are listed here have in a way a health component embedded into it, and that's probably what's changing, what's probably most challenging for many of our organizations, to let the management understand that at some point having a vision, a commitment to protect the health of their employees is equally important as having a good EAP program, for instance. It reminds me of an example that may not be relevant here, but I worked once with a corporate organization in Sri Lanka, it's far away from here, but a CEO had a vision. He said, you know, I want people that leave my organization to be healthier than when they join a company, you know, and knowing that there's a lot of NCDs, non-credible diseases in Sri Lanka, but the vision this CEO had is, I want to make sure that I'll make a change in their lives health-wise, you know, physical health-wise. So I think having this embedded at every single level of the organization probably makes it a successful deployment. Yeah, and I think, you know, when you look at the complexity and the work that goes into putting all these programs and systems in place, it can be overwhelming, and I hearken back to a new CMD that was just starting with a company, and he said, you know, we need to develop a wellness program. How do I start? You know, where do I start? And sometimes when, I guess, when you look at some of the best practice programs, it can be pretty daunting for the smaller organizations, medium companies, and I think everyone's maturity level is different in their organization as to where they are. So you can't expect to go from, you know, zero to, you know, 200 miles an hour, you know, in 3.3 seconds. So unless you have this very special vehicle, but you're going to look at, you know, identifying some of the best practices, and again, within your organization, benchmarking is key. So I think if you've got some good other organizations to benchmark from, that can really help you in explaining the value of, hey, this is why we need to do what we do, this is where we need to go, and if you've got a CEO that envisions themselves in a couple years to be something like J&J, then this is where they have to go. And so, but it does take effort, it takes a team, and as this slide importantly, you know, looks at, you've got to be able to measure it. You've got to, you can't just say, hey, look, we have a lot of pretty pictures, and everyone's eating yogurt, and everything's great. You actually have to demonstrate, you know, that the value is there, and you have to, and it's not just a one and done thing. You've got to demonstrate it over time, and also, wellness doesn't happen quickly. So this data takes time, and it takes commitment, and it's, when we talk about sustainability, we were talking about, you know, the world goals, but we're also talking about sustainability of these programs. How do you sustain them over time? How do you keep them fresh? And it's an ongoing work. So getting the data, analyzing it, looking at what is working, what is not, adapting to it, adapting to a changing workforce, adapting to different countries that you're working in, adapting to mergers, and different groups that come in, and different leadership that has different views. So it's a never-ending, you know, challenge of adaptation and modification, but I think, you know, the CMD can be the North Star, because, you know, you're the person of truth when you're looking at the health of your people, and I think you want the CEO to look to you, you know, with that view, that you are, hey, we're going to do what's right for you, and quite frankly, the CMD has never been in a more powerful position coming out of the pandemic. I mean, for most of you that have been through this, of course, and have had to go to your leadership and make some really tough, courageous decisions, and you were right most of the time, I think, or at least hopefully you put it in the right perspective. They have a lot of, you've got a lot of capital, a lot of social capital potential there, and I think it's an important time now to really try to drive that through your organization. All right, Myles, thank you for that. I always wanted to end the talk by saying data is the new currency. So data is the new currency, and continue to keep that thought in your mind. Myles, would you and Philippe be kind enough to put the microphones back in the stand, and I want to get some feedback from the audience in terms of their experience or their thoughts on, number one, a culture of health, number two, incorporation of a behavioral health program, an emotional health program into that culture of health. Why don't you tell us some of your thoughts, and we'll start with you, Madam. First of all, thank you so much for sharing your information. I happen to be a P&G physician as well, so, but I think, and as a physician who's in a company of non-physicians, and I think everybody here can relate, you always have to kind of say, why are you here, right? And I would like to, my question is twofold. How do you, when many times the metrics that are used are a bit short-sighted, how have you been able to convince to look more long-term? Because some of these programs don't take six months or a year or even two years. It's more long-term. So, that's one, and the other thing is, is I'm finding it challenging because I'm doing a lot of, I think we're doing a lot of great programs in at least my business unit, I guess you could say, but it's with an ever-changing workforce that is the grassroots is changing a lot faster, where there's always somebody new. How have you been able to adjust to that, getting that message through when there's always somebody new coming in every three years or sometimes, because that's just the tenure that some people have, so that they can move up in the company. So, if you could address those two challenges that are just very real. Yeah, I mean, I'm going to talk about it. So, I would say a couple things. First of all, coming out of our session, one of the messages that was really clear was collaboration. So, you know, you can't, don't expect to be able to do this all yourself. So, you need to find a way to align with some of your peers. So, that could be, obviously, HR. We had a security director come in here to talk and say, hey, you've got to be aligned with security because security has an agenda that you're a part of as well. Safety, of course. So, it's kind of aligning with those people and ultimately convincing them, you know, that, hey, this is a priority that we need to maintain. And again, if you come up with some numbers, that's also going to help. And if you don't have the numbers, go to, you know, financing and try to find those numbers. But this collaboration, I think, is really key so that you're not in an island and you're part of a team that's trying to, you know, push things along. But it is very hard in a large organization with lots and lots of turnover. And a lot of companies are going through lots of turnover and you don't really know. And that's where the culture kind of gets mushed up. You don't know, does the guy really want to do this, does he not? And it does take time for them to settle at their feet as well. So, timing is also important. You know, it might not be the right time to push certain things. And I think from a business perspective, that's very, very important too, is the timing of when you go and do things. And you just can't say, you know what, it's not the right time now. I can tell you a lot of companies right now, their management says the brakes are on. There's no more money for anything. We're reassessing everything we've done to make sure that what we have actually right now is useful. So maybe that's not the right time to push something new. But you want to socialize that. All right. Good answer. I'm going to ask Marcelo for his question. Hi, folks. I'm from J&J. So, I thought I could give some context into, you know, a page like that. And then I'll have a quick point to make, point slash question. You know, it took us about 10 years to go from kind of a generic program to what's on the slide. And at the point that slide was created, we had about 250 people working in our group full-time under the occupational medicine group. So, to give you a sense of the scale, you cannot do this with three people and have a global international program with all these parts. You have to build it up. It takes time. It does take a long-term vision. It takes support from the leadership, but it can be built. One of those ingredients for us that's worked well, and it's where I'm leading to my question, we often had staff in multiple countries that were there by law. You needed to have a doctor in this country, you know, for example, Brazil or Colombia. And then we looked for people who could also deliver wellness programs, who could also be good communicators, who could also do some of the other stuff that it was supporting. And so, when we were selecting staff, we often had staff that could do multiple things for us, not just the spirometry or the phlebotomy, but could also talk about wellness and nutrition and movement. And that was part of our success, which leads me to the question. It's been really hard to get people and staff, and that's becoming, as we go forward, particularly with the focus less about movement and less about nutrition, because we kind of put the things in place. Now we're going, you know, shifting even more to mental health. Getting the right staff that has that expertise is getting really hard, harder than ever before. And even hiring third-party companies that will provide that service is getting difficult. And so, if you had any insights into that, you know, hiring the right talent, that's, I think, a really common struggle right now, harder than I think it was 10 years ago. Philippe, do you want to take that question? Well-trained, well-supported, well-coached, can deliver as well, you know, even better than physicians. So, that's probably one of the times where revisiting the organization of these teams could, you know, support identifying nurses, for instance. You know, that nurses have left the ER and those people to do something or maybe nothing. You know, but you need to offer them a job. Okay. Let's take another question here, if we can. Thank you. Perfect. Yes, sir. Matthew Dinell. I'm from New York. I'm a physiatrist as well as a preventive medicine and gave a great talk. I had two-part question series. The first is looking at your slides and analyzing the mental health pandemic that we are currently in. The approach on musculoskeletal injuries and pain, can you comment on that and how that's being addressed with mental health, especially once they get past the acute phase of chronic pain, musculoskeletal, cancer? Then the second question is utilizing the built environment. Can you comment on the public health piece on the built environment and any interventions that have may or may have been successful in promoting and preventing mental illness, both as secondary or tertiary prevention? I'll start with a general response to that the best I can in the 30 seconds we have. We all know there's a plethora of literature out there where finally there's peer-reviewed documentation that there is an association between the NCDs and mental health. I mean, you know you do it for a living. That's no secret. However, we're still not messaging that well to the appropriate stakeholders. So you and I might know that and Miles and Philippe might know that and most of the people in this room might know that, but until such time as the, I don't like to use this word, but the stigma is out of the way and we can say, look, this is actually real, this association. It's this association that's causing so much presenteeism and absenteeism and it needs to be discussed. It needs to be the forefront of discussions now in the C-suite as part of this messaging that we're talking about now, using the right language and the right languages to show the C-suite on the one page, the correlation between the behavioral health issues that are a consequence of the musculoskeletal ones or vice versa, the chicken or the egg, I don't know, and there's examples in both directions. But the literature's there, it's powerful, but it's hidden away in that literature. I'm going to ask the gentleman over here to his question and if you have the follow-up, the second part, you can come up and talk to these guys because we only have about a minute left. I want to get as much as we can. Yes, sir. Yeah, actually, I'm Dr. Madhwani from India and my experience with these corporate occupational programs, I've been working for Unilever. They also have an excellent program like Johnson & Johnson and we've been tracking over the years, year on year, the physical mental health and it works very well. The challenge lies, the management commitment is there, but challenge lies down and we had the supply chain, the safety, the HR involved, but it is the employees. Until and unless the employees take the health themselves in their hands, it is their health, you know, so we have to make more responsibilities lower down. And the other thing that is important is ESG, environment, social governance, which has come into forefront all over the world and companies which have good ESG with all these policies, they do well on the public market. So, any views on how we can improve the, you know, behavior change? The challenge is to bring about the change. So, any views on that? I think it's a really important point because different communities, different cultures have different levels of leaders in the whole concept of their own personal health, right? And there's no one-size-fits-all for everyone, right? When we were running kind of wellness programs in China, for example, you know, the whole message of a diet has three different colored vegetables, right? So, that doesn't work in the U.S., right? So, I think, you know, we need to tailor the specific concerns. In India, you know, diabetes is huge, so the question is how do you start to talk about, you know, the types of foods you're eating that might influence that and also understand what the implications are, you know, for your health instructors? Because part of it is education, too. It's getting the education, getting more and more education to your employees so that they understand the risks. A lot of the time, they're not fully aware of what those implications are. And so, you have, they have, depending on your workforce, you know, if you have blue-collar workers, white-collar workers, they're going to have a lot more understanding. Great answer, and that's a whole topic of discussion. Clearly, the operative word there is challenge, and the operative word is got to be messaging by the right people in the right locale. Philippe, I'm going to have you answer this gentleman's question. We've got one last question. I think, as you said before, don't do this alone. Use others, and if that's the case, when it comes to communication, social specialists, anthropologists, speech society representatives, peer groups, leaders, look in a way that you can understand what this is doing, what you're looking for, what are the ones that are probably not appropriate, but don't do this alone. Don't work in a vacuum. Yes, sir, you got 10 seconds. As a compliment to all of this great program, my name is Dr. Michael Caldwell from Harry Medical College. We're the only historically black school occupational medicine program that remains in the United States. We've done something on alcohol. We have signed a sole five-year licensing agreement with Alcohol Change UK, so we own the trademark Dry January USA. We have a poster, 506. We think that could be a really great compliment to what you're doing. Please stop by, and Dry January USA really is an important component to address mental health and well-being. It is evidence-based, and we got a lot of work to do, so thank you. Thank you, sir, very much for sharing that with us, and we'll be sure to go over there. That's all the time we have. I want to again thank the college for the opportunity, and thank all of you for your time and participation.

mental health services

corporate cultures

sustainability

health services

employee well-being

corporate medical director

mental health programs

work-life balance

sustainable business practices