1. © 2015 CORENET GLOBAL
HOW WELL DO YOU KNOW WELLNESS?
By Craig Van Pelt
“Wellness is the number one trend in the world today”.1 That’s according to Deepak Chopra, former Chief of Staff at New
England Memorial Hospital and advocate for alternative medicine, who made the statement at the Meeting Professionals
International World Education Conference in the summer of 2014. It’s a bold statement, given the many important socio-
economic, political, financial and health issues that impact the world today. But regardless of where you rank wellness on
your personal list of world trends, there’s no doubt that the movement surrounding wellness—particularly wellness in the
workplace – impacts everyone on some level in a meaningful way.
The average work day for a U.S. full-time employee is now 8.7 hours, nearly 75% of which is spent at a place of work.2
These work and work-related activities take up the same approximate time as a person sleeps, eats and drinks each day.
What this means to a majority of workers is that their work space has a very real impact on the choices they make to
maintain a particular lifestyle. Because corporate real estate (CRE) professionals are often responsible for designing,
delivering and maintaining these spaces and the programs/services offered at many organizations, this is an opportunity
for CRE professionals to make a positive impact by thinking strategically and more fully understanding the implications of
wellness and ways to execute programs and initiatives in comprehensive and cost effective ways.
Delivering wellness-enabled work places requires understanding not only the benefits of well-designed physical spaces
and effective programs, but collaborating with other departments (e.g. IT, HR, finance, legal, procurement – to name just a
few) within the business to clearly define and assign responsibilities, while simultaneously evangelizing to leadership the
significance of these initiatives and the consequences of sitting idle. Because wellness programs touch so many different
parts of the operations of a business, CRE can lead by following best practices and providing the vision and broad
perspective needed for a holistic approach.
Examining Wellness
As momentum for this movement takes hold, it’s nearly impossible to examine a list of Megatrends3 without finding
healthcare or wellness. For instance, the World Economic Forum4 (WEC) annually canvases the knowledge,
observations and experiences of its Global Agenda Council Members to better understand and identify these megatrends.
Most recently, the WEC identified the growing importance of health in the economy as one of the Top 10 Trends of 2015.5
November 2015

2. © 2015 CORENET GLOBAL 2
MEGATRENDS FOR 2015
In most developed countries, aging populations are continuing to increase healthcare costs. From a business perspective,
there will be continued pressure to increase profit and decrease healthcare costs. 6 As both employer-sponsored health
insurance premiums and worker contributions continue to rise, all parties have a mounting financial stake to maintain and
improve the health of employees.7
Other publications predicted the advancement in technology will make tracking health and wellness easier, with a
multitude of phone apps, smart watches and wearables monitoring progress.8 This information/data can help employers
observe progression, measure successes and identify areas that need improvement, although there is some speculation
that proliferation of wearable technology may blur the boundary between work and home life.9 Nevertheless, there will be
an increasing amount of data available, if utilized responsibly, efficiently and effectively, that can support both the
employer and employee better understand the needs to be addressed and the appropriate means to address these
needs. This customization and focused approach is the difference between deploying an ad hoc response to wellness
versus a tailored approach that can ultimately reduce costs and more successfully treat employees.

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Components of Wellness
Given today’s 24/7 existence, the pressures of balancing careers, family, friends and other social and spiritual obligations
can be exhausting. This exhaustion and pressure can and does negatively impact many people. These same people
would probably define this as stress and accept it as normal part of living what many consider a successful life. However,
this notion is being challenged as more is learned about living a balanced life.
The National Wellness Institute has described six dimensions of wellness. These may be categorized as:
► Occupational: Identifies personal satisfaction and enrichment in
one’s life through work.
► Physical: Recognizes the need for regular physical activity. Optimal
wellness is met through a combination of good exercise/eating habits.
► Social: Encourages contributing to one’s environment and
community through becoming more aware of your importance in
society as well as the impact you have on multiple environments.
► Intellectual: Recognizes one’s creative, stimulating mental
activities and expanding his or her knowledge and skills.
► Spiritual: Recognizes the search for meaning and purpose in
human existence.
► Emotional: Encourages awareness and acceptance of one’s
feelings including the degree to which one feels positive and
enthusiastic about one’s self and life.
What’s most surprising about these six dimensions of wellness is that physical health is only one part of the equation.
Good physical health does not necessarily equate to being “well.” There’s much more involved to achieving balance when
it comes to wellness.
Wellness and the Workplace
The largest scientific and professional organization of psychologists in the world, the American Psychological Association
(APA), is weighing in on healthy workplaces. A national opinion poll conducted by the APA found that two-thirds of both
men and women believe work has a significant impact on their stress level. This is a concern for employers because job
stress is estimated to cost U.S. industry $300 billion a year in absenteeism, diminished productivity, employee turnover
Source: National Wellness Institute
SIX DIMENSIONS OF WELLNESS

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and direct medical, legal and insurance fees.10 Forward-looking companies, led by corporate real estate professionals,
can see this as an opportunity to not only improve individual performance and attract and retain talent, but positively
impact the well-being of their employees. The APA has categorized psychologically healthy workplace practices into the
following five categories:
PSYCHOLOGICALLY HEALTHY WORKPLACE
The commonality of the APA’s psychologically healthy workplace is the focus on the individual. Based on these factors,
employers’ ability to include individuals in decision-making, acknowledging contributions and providing a safe and healthy
space for one to grow and develop both personally and professionally are essential parts in creating well-being.

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Additionally, according to the APA, the recognition of a work-life balance, whereby
understanding the demands of individuals, will result in a more productive workforce
for organizations looking to maximize their human capital.
A healthy workplace enables employee health and well-being while boosting
organizational performance and productivity. Corporate real estate professionals will
always be tied to structural capital, but human capital is the biggest driver of an
organization’s operations. Recent reports have provided evidence that health, work
behavior and the value of employees are linked.11 12
It can also add to the bottom line.13 After implementing a wellness program in the
mid-1990s, Johnson & Johnson estimated that wellness programs saved the
company $250 million on health care costs over a decade, with a return of $2.71 for
every dollar spent between 2002 and 2008. Effective wellness programs can also
increase morale, reduce health care costs and increase productivity – through
decreasing both absenteeism and presenteeism.14 Presenteeism – defined as
people who show up for work but underperform due to illness or stress – may be a
more significant impact to productivity than absenteeism.
Additional evidence is building that wellness and the physical workspace – combined
with the services and programs offered – are increasingly connected. One of the
organizations that has been exploring the relationship between workspaces and
people is Delos, which is bridging this gap through its WELL Building Standard. The
standard focuses on human health and wellness for structures and sets performance
requirements in seven categories that are relevant to occupant health in the built
environment – air, water, nourishment, light, fitness, comfort and mind. The first
such commercial structure to be certified as a WELL building (CBRE’s corporate
headquarters in Los Angeles) was awarded the 2014 CoreNet Global Innovators
Award. The building has more than 120 features ranging from lighting designed to
reflect natural circadian rhythms, hydration stations, live plants, exercise
opportunities, sit/stand work stations and desks built upon treadmills.
► Air quality through effective
ventilation systems
► Thoughtful cleaning protocol
using non-toxic cleaning agents
► Filtered water and regular
testing of water quality
► Healthy food options
► Shading and diming light
controls
► Dedicated physical activity
spaces (e.g. fitness center)
► Ergonomic workspace options
► Sound reduction surfaces and
sound barriers
► Programs to promote
awareness about wellness
► Integrated workspace design
to encourage collaboration and
idea sharing
► Physical space design that
aligns with the values of an
organization
► Personal and professional
development courses
► Free health screenings and
“coaching” to help reach goals
► Incentives to encourage
employee participation
► Rewards and reinforcement
programs
EXAMPLES OF WORKPLACE
WELLNESS INITIATIVES

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But the best designed, “healthiest” workplace can still be a toxic place to work if it
is managed poorly. Ineffective programs can also simply raise costs without a
noted improvement in the health or well-being of employees.15 Organizations
such as the Society for Human Resource Management (SHRM) Foundation are
leading the way by promoting employee well-being and strategies to improve the
health of employees through practical tools, techniques and resources. A
differentiator in this approach is recognizing wellness programs as a strategic
objective for the business, not simply an added benefit to employees. According
to recent research by the SHRM Foundation, employee health status directly
influences work behavior, attendance and performance.16 Effectively
implementing wellness programs creates the platform for a healthier and more
engaged workforce, which is critical in an increasingly competitive business
environment.17
Wellness Trends in Corporate Real Estate
In real estate terms, many have associated the “green movement” over a decade ago to the most recent wellness trend.
More specifically, is wellness a long-term trend that will become an accepted, and in fact, expected part of conducting
CRE business now and in the future, similar to the green movement? Trends have been described as large, measured
shifts that influence both our values and behaviors. The wellness movement meets this criterion. Wellness has moved
beyond a concept and fad into the consciousness of our everyday vocabulary, but not necessarily directly associated with
corporate real estate.
Although wellness is certainly on the radar screen for many organizations, based on a review of predicted trends for
corporate real estate, the wellness topic is not necessarily seen as a top priority. In fact, the topic of wellness was not
mentioned in many corporate real estate trend reports we researched. However, many of the CRE strategic priorities and
objectives directly reference the desired outcomes of successful wellness initiatives. Further, taking a step back and
examining the issue from a broader perspective, the fingerprints of the wellness movement on business are everywhere.
Time.com predicted that there will be more workplace wellness programs as one of their Biggest Workplace and Career
Predictions for 2015, citing “a healthier workforce is a more productive one”.18 Forbes.com envisaged that “recruiting with
work/life balance” was one of their top business trends that will drive success in in 2015.19
The goal of wellness programs is to positively impact employee health which directly influences work behavior,
attendance and performance. In fact, highly effective programs have been shown to decrease turnover rate.20 This is a
WORKPLACE WELLNESS DEFINED
“An organized, employer-
sponsored program that is
designed to support employees
(and, sometimes their families) as
they adopt and sustain behaviors
that reduce health risks, improve
quality of life , enhance personal
effectiveness, and benefit the
organization’s bottom line.”
-Berry, Mirabito and Baun, 2010
Harvard Business Review

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crucial factor. The Global Corporate Real Estate Trends 2015 report published by JLL reported that the demands on the
senior leadership of corporate real estate are increasing. One of the increasing demands noted by the JLL survey –
consisting of 544 CRE executives from more than 350 companies and 36 countries –was the attraction and retention of
talent, which 56% indicated was increasing in demand. The same study found that only 21% of the CRE professionals
were responsible for social performance tracking (e.g. health and well-being).21 Reports have shown that an increasing
number of people want to work for an organization that supports a work/life balance and is concerned with the health and
well-being of their employees.22
Armed with this information, there appears to be a gap between the CRE professional’s limited responsibility for tracking
wellness and their increasing demand to attract and retain talent, which is implicit in implementing and measuring effective
wellness programs and initiatives. Consequently, this is an opportunity for CRE professionals to take a leadership role
within organizations and continue to add more value.
The Emerging Trends in Real Estate 2015 report produced by PwC and the Urban Land Institute ranked wellness/health
features in buildings as being of moderate importance.23 The fact that this issue ranked near the bottom is of less
significance than the fact it is on the list, ranking above green buildings and risks from extreme weather. The list also
includes such core real estate drivers as construction costs, land costs and vacancy rates. Acceptance of wellness as a
real estate issue builds credibility and awareness.
IMPORTANCE OF ISSUES FOR REAL ESTATE
1 2 3 4 5
Risks from extreme weather
Green buildings
WELLNESS/health features in buildings
Deleveraging
Affordable/workforce housing
NIMBYism
CMBS market recovery
Future home prices
Transportation funding
Refinancing
Infrastructure funding/development
Vacancy rates
Land costs
Construction costs
Importance of Issues for Real Estate in 2015:
Real estate/development issues
1 5432
No
Importance
Moderate
Importance
Considerable
Importance
Great
Importance
Source: Emerging trends in Real Estate 2015, PwC and the Urban Land Institute, page 8. Based on U.S. respondents only

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A CoreNet Global survey of its membership in 2015 found that 80
percent of respondents believe corporate wellness initiatives
represent a “significant trend”, while only 20 percent indicated they
were a “passing fad”. Further, the survey found that 62 percent of
the participants reported that their companies had instituted
wellness initiatives in the last six months. Another CoreNet
Global/Johnson Controls study in 2014 found that an overwhelming
97% believe a strategy on health, wellness and well-being brings
additional value for the business. This study found that increased
productivity, employee satisfaction and engagement are the main
business values for wellness.24
Addressing the question of what will the future workplace look like
and how can corporate real estate professionals play their part will
be paramount as business evolves. A report prepared by CBRE
entitled Fast Forward 2013: The future of work and workplace
examined the ideas, trends and behaviors of tomorrow’s
professionals.25 A similar theme was identified – the attraction and
retention of talent will be the number one competitive advantage in
2030. A paradigm shift is taking place in which employees will opt
to work with you, as opposed to working for you. This holistic
approach is a core part of a healthy workplace. The report – which
conducted interviews and surveys – found that experts, leaders and
youths all expressed the need for workplaces in 2030 to support
well-being. As a result, these demands will influence both building
and workplace design. The central theme behind this push will be
the recognition that a workplace should create business value. The
report finds that as the wellness movement develops, there will be
a strong blend between personal and professional lives. Because
of these dynamics, workers will want to have the flexibility and the
options to live a more fulfilling life with more healthy choices within
an environment that encourages and supports a well-rounded and
happier person.

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Conclusions
The wellness movement is gaining momentum. Its impact and import can be found and observed in many different forms
– ranging from the quality of air we breathe to the better understanding we have about the importance of mental health.
The changing face of health and healthcare can be seen in the choices we are offered, the environment that surrounds us
and the technology we use to track and measure our well-being. It comes as no surprise that these factors are
overlapping into our workplaces, since this is where many of us spend such a large percentage of our time. Employers
should capitalize on these opportunities as a differentiator, not only because it will benefit the employees, but because
wellness programs that positively impact employee health directly influence work behavior, attendance, performance and
the bottom line.
Corporate real estate leaders can use this opportunity to be proactive – instead of reactive – and deliver strategic value to
their organizations. Wellness programs will be a corporate mandate for many organizations as the competition for talent
continues to intensify. These programs will be manifested in both the built environment and the associated physical
amenities, along with preventative health monitoring and treatment. Fostering an engaged workforce through
encouragement and support (both personally and professionally) will be an essential part of a holistic approach that
creates a productive and fulfilled workforce.
Corporate real estate is uniquely positioned due to its role in providing facilities and designing and delivering the
workspaces that nurture and promote health and well-being. Understanding the role and responsibility that employers
have for their employees’ overall wellness is the first step in creating a synergetic relationship that builds trust and loyalty.
If this understanding is embedded in the decision-making process of an organization, the context of Dr. Chopra’s bold
statement regarding the importance of wellness, is not simply hyperbole, but a recognition and acknowledgement of the
role wellness plays in everyone’s life. Now is the time for CRE professionals to pick up this torch and light the way for their
organizations.    
CoreNet Global is the world’s leading association for corporate real estate (CRE) and workplace professionals, service
providers and economic developers. Over 9,500 members, who include 70% of the Fortune 100 and nearly half of the
Forbes Global 2000, meet locally, globally and virtually to develop networks, share knowledge, learn and thrive
professionally.

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Helpful Wellness Resources
http://gethealthapp.com/
http://www.nationalwellness.org/
http://www.rand.org/pubs/research_reports/RR254.html#download
http://www.rand.org/topics/workplace-wellness-programs.html
https://www.apaexcellence.org/resources/creatingahealthyworkplace/
http://www.heart.org/HEARTORG/GettingHealthy/WorkplaceWellness/WorkplaceWellnessResources/Workplace-
Wellness-Resources_UCM_460461_SubHomePage.jsp
http://www.shrm.org/Research/SurveyFindings/Articles/Documents/2015-Employee-Benefits.pdf
https://hbr.org/2014/03/what-great-corporate-wellness-programs-do/
https://www.bc.edu/.../case_MetLife_Health-Wellness.pdf
----------------------------------------------------------------------------------
“Employees are tired of sacrificing so much of their
lives for their employers. They want a better way to
balance work, family, and a sense of personal
purpose. In fact, 70% of workers in the U.S. – and
87% of workers worldwide – are not fully engaged
and personally invested in their work. And as that
number continues to increase, the rate of innovation,
productivity, and real outcomes that drive the
business forward will only get smaller.”
Dutton, S. “3 Converging Trends that are Changing the Future of Work.”
November 17, 2014. Digitalist.com

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References & End Notes
1 Meeting Professional International’s World Education Conference, Minneapolis, MN. August 3, 2014.
2 Bureau of Labor Statistics, U.S. Department of Labor, American Time Use Survey. (2014 results released in June 2015)
Accessed October 2015 from: http://www.bls.gov/tus/
3 Megatrends may be defined as global, sustained and macro-economic forces of development that impacts business,
economy, society, cultures and personal lives thereby defining our future world and its increasing pace of change.
4 The World Economic Forum is the International Institution for Public-Private Cooperation to shape the global, regional,
national and industry agendas.
5 Accessed October 2015 from: http://reports.weforum.org/outlook-global-agenda-2015/top-10-trends-of-2015/
6 The Great Eight Trillion Dollar Trends to 2020. Bain & Company. (2011). Accessed October 2015 from:
www.bain.com/.../BAIN_BRIEF_8MacroTrends.pdf
7 2014 Employer Health Benefits Survey. (2014). September 2014. The Henry J. Kaiser Family Foundation. Accessed
October 2015 from: http://kff.org/report-section/ehbs-2014-summary-of-findings/
8 Accessed October 2015 from: http://www.businessinsider.com/andreessen-horowitz-startup-trends-2015-1?op=1
9 Accessed October 2015 from: http://www.businessnewsdaily.com/7616-top-workplace-trends.html
10 Accessed October 2015 from: https://www.apaexcellence.org/resources/creatingahealthyworkplace/
11 Soeren, et al. Workplace Wellness Programs Study. Santa Monica. Rand Corporation. (2013). Accessed October 2015
from: http://www.rand.org/pubs/research_reports/RR254.html#download
12 Lebowitz Rossi, H. “5 hallmarks of successful corporate wellness programs.” April 13, 2015. Fortune.com. Accessed
October 2015 from: http://fortune.com/2015/04/13/corporate-wellness/
13 Chapman, Larry S., (2012) “Meta-Evaluation of Worksite Health Promotion Economic Return Studies: 2012 Update”.
American Journal of Health Promotion: March/April 2012, Vol. 26, No. 4, pp. TAHP-1-TAHP-12. Accessed October
2015 from: http://chapmaninstitute.com/articles/05_TAHP_26_4_Meta_Evaluation_2012.pdf
14 Berry, L., Mrabito, A. and Baun, W., “What’s the Hard Return on Employee Wellness Programs?” Harvard Business
Review. (December 2010). Accessed October 2015 from: https://hbr.org/2010/12/whats-the-hard-return-on-
employee-wellness-programs

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15 Accessed October 2015 from: http://www.nytimes.com/2014/09/12/upshot/do-workplace-wellness-programs-work-
usually-not.html?_r=0
16 Chenoweth, D. Promoting Employee Well-Being: Wellness strategies to improve health, performance and the bottom
line. Society for Human Resource Management Foundation. (2011). Accessed October 2015 from:
http://www.shrm.org/about/foundation/products/pages/healthwellbeingepg.aspx
17 It should be noted that wellness programs may vary greatly by geography. Multi-national companies will have to be
prepared to understand cultures and variations in care and treatment for different locations around the globe. Boston
College developed a case study on the global approach of wellness programs.
18 Nemko, Marty. “The Biggest Workplace and Career Predictions for 2015.” December 30, 2015. Time.com. Accessed
October 2015 from: http://time.com/3649892/work-career-trends-2015/
19 Altman, Ian. “Top 10 Business Trends That Will Drive Success in 2015.” December 9, 2014. Forbes.com. Accessed
October 2015 from: http://www.forbes.com/sites/ianaltman/2014/12/09/455/
20 Berry, L., Mrabito, A. and Baun, W., “What’s the Hard Return on Employee Wellness Programs?” Harvard Business
Review. (December 2010). Accessed October 2015 from: https://hbr.org/2010/12/whats-the-hard-return-on-
employee-wellness-programs
21 Elevate to Excellence: Global Corporate Real Estate Trends 2015. (2015). JLL. Accessed October 2015 from:
http://www.jllapsites.com/research/elevating-to-excellence-global-corporate-real-estate-trends-2015/
22 Valet, Vicky. “More than Two-Thirds of U.S. Employers Currently Offer Wellness Programs, Study Says.” July 8, 2015.
Forbes.com. Accessed October 2015 from: http://www.forbes.com/sites/vickyvalet/2015/07/08/more-than-two-thirds-
of-u-s-employers-currently-offer-wellness-programs-study-says/
23 Emerging Trends in Real Estate 2015. (2015). PwC and the Urban Land Institute. Accessed October 2015 from
http://uli.org/research/centers-initiatives/center-for-capital-markets/emerging-trends-in-real-estate/
24 Accessed October 2015 from:
https://resources.corenetglobal.org/knowledgecenteronline/SearchByTopicAndResource.aspx?ID=1739
25 Fast Forward: The future of work and the workplace. (October 2014). CBRE. Accessed October 2015 from:
http://www.cbre.com/Research-Reports/Future-of-Work