你的公司是做什么的？它銷(xiāo)售的產(chǎn)品也好，提供的服務(wù)也好，是否能提高用戶(hù)的健康、安全、營(yíng)養(yǎng)或者幸福水平？在這個(gè)問(wèn)題上，你應(yīng)該將思路放寬一些。并非只有賣(mài)藥品的或是種有機(jī)紅薯的公司才能打出健康牌。如果你的公司生產(chǎn)的床墊能提高人的睡眠質(zhì)量，或是研發(fā)的軟件能保證火車(chē)不晚點(diǎn)，減少上班族的通勤壓力，那么你也完全可以把自己標(biāo)榜成一家“健康”公司。

其次，你的公司所從事的業(yè)務(wù)是否能提高本公司員工的幸福水平？這里指的不僅僅是你的公司的醫(yī)保計(jì)劃，也包括總體的工作作風(fēng)和企業(yè)文化。第三，人們是否相信你的公司為社會(huì)的健康做出了貢獻(xiàn)？在這個(gè)問(wèn)題上，公司賣(mài)什么已經(jīng)不重要了，重要的是它采取了其它什么方法回報(bào)社區(qū)和社會(huì)。最后，你的公司是否關(guān)注自身對(duì)環(huán)境的影響，是否設(shè)法減輕了自身對(duì)環(huán)境的損害？

以上四個(gè)問(wèn)題正是一本新書(shū)——《打造健康文化：商業(yè)的新要求》（Building a Culture of Health: A New Imperative for Business）中所關(guān)注的核心問(wèn)題。本書(shū)脫胎于今年四月在哈佛商學(xué)院舉辦、由羅伯特伍德約翰遜基金會(huì)贊助的一場(chǎng)同名會(huì)議。書(shū)的作者為約翰·奎爾奇和艾米莉·布德羅。

對(duì)于以上四個(gè)問(wèn)題，你給出肯定回答的程度越高——也就是說(shuō)，你的公司對(duì)他人健康的貢獻(xiàn)度越高，你的“健康文化”也就越堅(jiān)實(shí)。而企業(yè)一旦有了堅(jiān)實(shí)的健康文化，便會(huì)在其他方面獲得更多可以量化的效益。比如本書(shū)作者、哈佛商學(xué)院、哈佛陳曾熙公共衛(wèi)生學(xué)院教授奎爾奇和哈佛商學(xué)院研究員布德羅指出，擁有堅(jiān)實(shí)“健康文化”的企業(yè)一般總體醫(yī)療成本更低，曠工率、工傷水平也處于較低水平，而員工保留率、總體增長(zhǎng)水平、企業(yè)美譽(yù)度和股市表現(xiàn)則往往好于其他企業(yè)。

拿最后的股市表現(xiàn)來(lái)說(shuō)。今年年初，有研究人員對(duì)1996年以來(lái)獲得“企業(yè)健康成就獎(jiǎng)”（美國(guó)職業(yè)與環(huán)境醫(yī)學(xué)學(xué)院頒發(fā)的一項(xiàng)年度獎(jiǎng)項(xiàng)）的企業(yè)的長(zhǎng)期股市表現(xiàn)進(jìn)行了研究。在研究人員測(cè)試的每個(gè)情境中，多家“企業(yè)健康成就獎(jiǎng)”獲獎(jiǎng)企業(yè)的收益率都要顯著超過(guò)2001年至2004年的標(biāo)普指數(shù)，而且還經(jīng)常超出200%或以上。（財(cái)富中文網(wǎng)）

譯者：樸成奎

Consider what your company does for a moment. Does it make or sell something, or provide a service, that promotes health, safety, better nutrition, or wellness in its users? Feel free to think broadly here: Your company doesn’t have to manufacture meds or sell organic yams to qualify. If it makes comfy mattresses that help people sleep better, for instance—or builds software that keeps trains running on time, and therefore lowers commuter stress—consider it a yes.

Next, does it put a premium on its employees’ well-being? Here, think about not just the health plan it offers, but also the general work practices and culture at your job. Question 3: Does your company make a point (or seem to, anyway) of contributing to the broader community’s health? In this case, consider not so much the products or services it sells as the other ways it participates in the neighborhood and world around it. And finally, does it seem to pay attention to its affect on the environment, and try to lessen any negative impact?

Those four questions are at the core of a fascinating (and slim) new book, Building a Culture of Health: A New Imperative for Business, by John Quelch and Emily Boudreau—which grew out of a conference of the same name held in April at Harvard Business School and supported by the Robert Wood Johnson Foundation.

The stronger the “yeses” are to those questions—that is to say, the more they reflect your company’s engagement in the wellness of others—the more robust your company’s “culture of health.” And, importantly, companies with robustly healthful cultures reap other, more quantifiable benefits, too. A raft of evidence—which Quelch, who holds dual professorships at the Harvard Business School and the Harvard T. H. Chan School of Public Health, and Boudreau, an HBS researcher, helpfully compile and aggressively footnote—suggests that they may have lower healthcare costs overall, less absenteeism, better employee retention, fewer workplace injuries, stronger growth, improved corporate reputations, and even mightier stock performance.

Take the last of these. Earlier this year, researchers published an academic study examining the long-term stock performance of companies that had won the Corporate Health Achievement Award, an annual prize that the American College of Occupational and Environmental Medicine has bestowed since 1996. In every scenario they back-tested, various portfolios of CHAA–winning companies substantially outperformed the returns of the S&P from 2001 to 2014—often by 200 percentage points or more.