*3.2. Workplace Health Governance and Planning Strategies*

Increases in the weighted percentage of worksites responding "yes" to implementing workplace health governance and planning strategies were observed (Table 2). There were statistically significant differences across years in responses among questions pertaining to having an assigned coordinator for employee health promotion or wellness (*p* = 0.04), having a staff responsible for employee health promotion or wellness (*p* = 0.02), and including funding for health promotion or wellness in the worksite's budget (in the past month) (*p* = 0.04). Among all worksites, all of the six strategies assessed were reported in less than twenty percent of worksites. All of the reported governance and planning strategies assessed significantly varied across industry sectors (*p* < 0.001). The 'Construction' sector reported the lowest adoption of five of the six governance and planning strategies, including having a health promotion or wellness committee (4.4%) and having a coordinator responsible for employee health promotion or wellness (6.2%). Other sectors that reported lower uptake of strategies include 'Other Services', 'Transportation and Warehousing', 'Wholesale and Retail Trade', and 'Health Care and Social Assistance'. Conversely, the 'Educational Services' sector had the highest adoption of strategies, followed by 'Public Administration' and 'Information, Finance, and Management Services'.



Note: Unweighted sample. Industry classified and grouped by NAICS 2-digit sector codes: Health Care and Social Assistance (62); Wholesale and Retail Trade (42, 44–45); Information, Finance, and Management Services (51–55); Other Services (56, 71, 72, 81); Education Services (61); Construction (23); Manufacturing (31–33); Public Administration (92); Transportation and Warehousing (48–49); All Other Sectors (11, 21, 22); \* statistically significant using chi-square test, *p* < 0.0001.


**Table 2.** Weighted percentage of worksite responses to implementing workplace health strategies by industry sectors, survey years and worksite sizes.

Note: Weighted percentage (95% confidence limits); \* Significant Differences for Sector, † Significant Differences for Year, ‡ Significant Differences for Size.

#### *3.3. Workplace Health Governance and Planning Strategies: Multivariable Analysis*

The adjusted model further illustrated the significant differences in implementation of workplace health strategies between sectors. In 2016, 'Educational Services' were estimated to have the greatest odds of having a coordinator responsible for employee health promotion/wellness (OR = 17.44, 95% CL: 8.85–30.56), health promotion/wellness committee (OR = 23.41, 95% CL: 13.09–41.87), staff responsible for employee health promotion/wellness (OR = 14.01, 95% CL: 8.25–23.81), funding for health promotion/wellness in budget (OR = 3.36, 95% CL: 1.97–5.71), written objectives for employee wellness/health (OR = 3.33, 95% CL: 1.95–5.69), and stated mission or goal regarding improvement or employee health status (OR = 3.32, 95% CL: 1.95–5.68), compared to 'Wholesale and Retail Trade' (Table 3).


