How Denver International Airport Has Built Sustained Wellness Engagement

One of the busiest airports in the world, Denver International Airport (DEN) supports nearly 40,000 employees. Operating within a 24/7, high-stress, safety-sensitive environment creates unique challenges, from managing a large and diverse workforce to navigating shift work and operational complexity—challenges DEN has approached with thoughtful intention and strategic focus. Those efforts have yielded measurable results. In fact, Chris Peña, wellbeing and engagement support administrator II, reports that employee engagement and participation in wellness offerings have increased by 40% in less than five years.

Driving this progress is a comprehensive wellness strategy supported by leadership, guided by a clear operating plan, and informed by data—including employee feedback that measures effectiveness and fuels continuous improvement. Wellness at DEN is deeply ingrained in the culture, making it the norm rather than an add‑on benefit. It’s woven into daily operations, onboarding, communication, and leadership conversations. Using the City and County of Denver’s four pillars of wellness—physical, mental, financial, and professional—the support at DEN creates an environment where employees can work safely; recover effectively; and build long, sustainable careers.

Defining Engagement at DEN

Engagement is defined as active, sustained participation in wellness initiatives. It’s more than just awareness. Engagement includes:

• Logging activities in Vitality, DEN’s employee wellness platform
• Attending classes
• Using the fitness facilities
• Completing certifications (e.g., CPR, Stop the Bleed, Psychological First Aid)
• Progressing toward wellness incentives.
  

Measuring Engagement at DEN

Chris highlights the importance of the 7 Benchmarks: A Framework for a Well Workplace approach in driving the success of DEN’s wellness strategy and its rise in employee engagement, emphasizing the value of collecting meaningful data and continually evaluating the strategy as it evolves. To specifically measure and evaluate engagement, multiple data points are used, including:

• Percentage of employees earning Vitality points
• Incentive achievement rates
• Frequency of logged activities
• Participation in challenges and classes
• Facility usage.

To better understand these metrics, feedback surveys, dashboard reporting, and year‑over‑year analysis are gathered and tracked, reinforcing the focus on both growth and sustainability.

Strategies That Have Increased Engagement at DEN

To sustain high levels of engagement, wellness remains a core priority for DEN. It’s embedded into DEN’s culture in ways that support participation, making it part of the daily operations rather than an additional responsibility. This intentional focus reinforces the value of supporting employee well-being while strengthening the organization as a whole. Chris attributes the increase in engagement to the following strategies.

• Early and consistent exposure.
  From the very beginning of an employee’s journey with DEN, wellness is a priority. Wellness is integrated into New Employee Orientation through “Welcome to DEN Wellness” sessions, where employees learn about Vitality, fitness facilities, incentives, and available resources. Wellness is aligned with organizational goals and embedded into daily operations. Leaders actively model and support wellness, creating a culture where well-being is visible, valued, and normalized.
• Removing barriers for easier participation.
  Access is not a barrier—Employees, regardless of their work shift, can take advantage of wellness initiatives through three 24/7, on-site fitness facilities and flexible participation options. Free certifications, including CPR, Stop the Bleed, and Psychological First Aid, further enhance accessibility. This ongoing flexibility and responsiveness to employee needs have increased participation while prioritizing employee wellness and safety. As barriers have been reduced, wellness incentive achievement has increased from 19% in 2019 to over 60% in 2025.
• Regular communication and visibility.

  To ensure wellness is consistently visible across the organization, DEN utilizes a variety of communication methods, including the DEN wellness newsletter, ExperienceDEN, intranet postings, and direct outreach.

• Alignment with operations and goals.

  Wellness at DEN is intentionally aligned with Vision 100, the first phase of the airport’s strategic plan to prepare for serving 100 million annual passengers in the coming years. As the organization prepares to meet increasing operational demands, wellness is positioned as a critical tool for workforce readiness, productivity, and long-term sustainability. This approach directly supports DEN’s vision to emerge as the nation’s preeminent aviation thought leader, as well as its mission to, through the power of its people, be the best in class.

• Incorporation of employee feedback.

Employee feedback plays a significant role in the success and sustainability of wellness at DEN. By actively listening to employees, DEN learns what employees value most, allowing wellness to evolve in meaningful ways. Employee feedback directly informs program design and supports continuous refinement to ensure employee interests and needs are met.

Chris’s advice to other organizations who are starting or working to improve their wellness strategy is clear: “Start with leadership commitment, build a supportive environment, listen to employees, and measure outcomes. Integrating wellness into safety, training, and daily operations creates lasting cultural impact.”

The Denver International Airport is a 2025 Well Workplace^® Award recipient. Click here to review a complete list of award winners.

A new award platform is coming in 2026! Interested in applying for a Well Workplace Award? Learn more about the Well Workplace Award application process here.

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  Ashton Sholund

  Wellness Content and Information Specialist

  Wellness Alliance

  As a Wellness Content and Information Specialist at the Wellness Alliance, Ashton is passionate about supporting employee well-being and advancing workplace wellness initiatives. With over 12 years of experience as a certified health coach, Ashton has worked extensively in the worksite wellness sector, empowering individuals and organizations to prioritize health and create sustainable wellness strategies. Outside of work, she enjoys group exercise classes and participating in a monthly book club to nurture both her physical and mental well-being.