This paper reviews the evolution of ExxonMobil's employee wellbeing program, the Culture of Health, and learnings that have been gathered from 14 years of the program's expansion. The Culture of Health program began in the United States as an initial health and wellness offering, and has evolved in to a full wellbeing program that includes participation incentives, biometrics, a health assessment and awareness campaigns. A global Culture of Health pilot program was launched in 2013, which proved to be successful and led to the global Culture of Health program roll out that is occurring at locations around the world today. The main factors that have contributed to the success of Culture of Health include the integrated framework that surrounds key program components, the organizational support provided by various internal ExxonMobil teams, and the robust set of centralized tools and resources that enable Culture of Health advocates to efficiently promote the program and raise awareness among employees. Through the evolution of Culture of Health and the launch of the global pilot program, fundamental learnings have been obtained that provide insight to how a comprehensive wellbeing program can be adapted for a variety of global audiences. This paper discusses the factors that are critical for program success, including existing organizational and operational mechanisms, central guidance and leadership engagement, in addition to aspects that may not be necessary for program success, like monetary incentives. At ExxonMobil, employee safety and health are the cornerstones of its corporate culture. In the words of ExxonMobil's Chairman and CEO, Darren Woods, "Our efforts to protect the safety and health of our employees, contractors and communities are at the heart of what we do every day." The ExxonMobil Culture of Health program was created in 2003 as part of an effort to keep health and wellbeing at the forefront of employees’ daily lives. From its launch in the United States to its continued global expansion, the Culture of Health program has provided key learnings and best practices for implementing and sustaining a successful global wellbeing initiative. This manuscript will provide background on the Culture of Health program including its evolution, objectives, integrated framework, tools, key learnings, and future development. The Culture of Health program has been implemented across the ExxonMobil global organization, reaching employees throughout its integrated business segments. ExxonMobil employs 70,000 people and 200,000 contractors in a global reach that spans six continents and nearly every country. The corporation's annual average earnings for the past four years was $22.5 billion. ExxonMobil is structured in to four segments: 1.Upstream, including Exploration, Development, Production, Power and Gas Marketing, Research and XTO Energy 2.Downstream, including Refining and Supply; Fuels, Lubes and Specialties; Marketing, Research and Engineering 3.Chemical, including Manufacturing, Marketing and Research 4. Corporate, including Safety, Security, Health & Environment, Human Resources, Public and Government Affairs and Law.
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