{"id":1106,"date":"2013-09-17T06:50:30","date_gmt":"2013-09-17T11:50:30","guid":{"rendered":"http:\/\/www.beerbusinessunplugged.com\/?p=1106"},"modified":"2013-09-15T16:44:27","modified_gmt":"2013-09-15T21:44:27","slug":"an-apple-a-day-keeps-the-doctor-away","status":"publish","type":"post","link":"https:\/\/www.beerbusinessunplugged.com\/?p=1106","title":{"rendered":"An apple a day keeps the doctor away……."},"content":{"rendered":"

\"AB<\/a>In an attempt to reduce injuries and workman\u2019s compensation costs during my first year at Coast Distributors in Oregon, we instigated a program run by the Oregon State University athletic department\u2019s physical therapists.\u00a0 The program started every work day with a series of 10 to 15 minutes stretching exercises.\u00a0 We implemented this practice and made it available, not only to warehousing, delivery and sales employees, but also to the administration.\u00a0 Almost immediately we saw a substantial reduction in injuries.\u00a0 In fact, after the first year, our premiums dropped over $250,000 and our experience rating dropped to reflect the positive results of the program.<\/p>\n

All beer companies do, and will\u00a0continue, to review internal cost structures.\u00a0 Sometimes these reviews come at the expense of revenue.\u00a0 The forward thinking companies look for ways to increase revenue.\u00a0 Foremost on the minds of many companies in this day and age is the Affordable Health Care Act (Obamacare) scheduled to begin in the fall.\u00a0 The concern from all levels of the industry is finding skilled and qualified talent.\u00a0 Once found, some companies, including Boston Brewing, have the new employees sign time bound non-competes.\u00a0 If the employee leaves, he\/she cannot work for another beer company for a year.\u00a0 This is one way to retain employees, however, this procedure could also be considered negative in the eyes of many employees.<\/p>\n

One of these forward thinking companies I recently visited was Monarch in Indiana.\u00a0 This organization created a unique way to not only control the Health Care issue, but also, reduce injuries and employee turn-over to almost zero.\u00a0 After crunching\u00a0the numbers, Monarch took a leap and hired a full-time\u00a0MD for their employees and their immediate families.\u00a0 Along with the physician, Monarch hired two RNs, and modified their offices to include a small medical center.\u00a0 Each employee and their family members are required to have a two-hour annual physical.\u00a0 The cost benefits have been nothing short of amazing and turnover, insurance premiums and workers comp claims have dropped to almost nothing.<\/p>\n

Physical therapy, and a well-equipped weight room and gym are provided for employees. \u00a0 The company removed all vending machines and replaced the unhealthy snacks with fresh fruit.\u00a0 These changes have provided the Monarch employees with improved health and nutritional options.<\/p>\n

Monarch’s forward thinking does not end here.\u00a0 \u00a0The company is converting their entire fleet of vehicles to propane gas with guaranteed pricing for three years, thus allowing gas to become a fixed cost instead of a variable one.<\/p>\n

The future success for companies like Monarch is not simply tied to their great portfolio or cost controls; it comes down to the quality of their people.\u00a0 Remember, an apple a day keeps the doctor away.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

In an attempt to reduce injuries and workman\u2019s compensation costs during my first year at Coast Distributors in Oregon, we instigated a program run by the Oregon State University athletic department\u2019s physical therapists.\u00a0 The program started every work day with a series of 10 to 15 minutes stretching exercises.\u00a0 We implemented this practice and made […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_s2mail":"yes","jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_newsletter_tier_id":0,"jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false}}},"categories":[1],"tags":[],"jetpack_publicize_connections":[],"aioseo_notices":[],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/p2xRTi-hQ","jetpack_sharing_enabled":true,"jetpack-related-posts":[],"_links":{"self":[{"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=\/wp\/v2\/posts\/1106"}],"collection":[{"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1106"}],"version-history":[{"count":10,"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=\/wp\/v2\/posts\/1106\/revisions"}],"predecessor-version":[{"id":1196,"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=\/wp\/v2\/posts\/1106\/revisions\/1196"}],"wp:attachment":[{"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1106"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1106"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.beerbusinessunplugged.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1106"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}