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.

你的公司是做什么的？它销售的产品也好，提供的服务也好，是否能提高用户的健康、安全、营养或者幸福水平？在这个问题上，你应该将思路放宽一些。并非只有卖药品的或是种有机红薯的公司才能打出健康牌。如果你的公司生产的床垫能提高人的睡眠质量，或是研发的软件能保证火车不晚点，减少上班族的通勤压力，那么你也完全可以把自己标榜成一家“健康”公司。

其次，你的公司所从事的业务是否能提高本公司员工的幸福水平？这里指的不仅仅是你的公司的医保计划，也包括总体的工作作风和企业文化。第三，人们是否相信你的公司为社会的健康做出了贡献？在这个问题上，公司卖什么已经不重要了，重要的是它采取了其它什么方法回报社区和社会。最后，你的公司是否关注自身对环境的影响，是否设法减轻了自身对环境的损害？

以上四个问题正是一本新书——《打造健康文化：商业的新要求》（Building a Culture of Health: A New Imperative for Business）中所关注的核心问题。本书脱胎于今年四月在哈佛商学院举办、由罗伯特伍德约翰逊基金会赞助的一场同名会议。书的作者为约翰·奎尔奇和艾米莉·布德罗。

对于以上四个问题，你给出肯定回答的程度越高——也就是说，你的公司对他人健康的贡献度越高，你的“健康文化”也就越坚实。而企业一旦有了坚实的健康文化，便会在其他方面获得更多可以量化的效益。比如本书作者、哈佛商学院、哈佛陈曾熙公共卫生学院教授奎尔奇和哈佛商学院研究员布德罗指出，拥有坚实“健康文化”的企业一般总体医疗成本更低，旷工率、工伤水平也处于较低水平，而员工保留率、总体增长水平、企业美誉度和股市表现则往往好于其他企业。

拿最后的股市表现来说。今年年初，有研究人员对1996年以来获得“企业健康成就奖”（美国职业与环境医学学院颁发的一项年度奖项）的企业的长期股市表现进行了研究。在研究人员测试的每个情境中，多家“企业健康成就奖”获奖企业的收益率都要显著超过2001年至2004年的标普指数，而且还经常超出200%或以上。（财富中文网）

译者：朴成奎