Rewards-based plan design and execution. In 2003 Safeway endured especially acrimonious labor strike concerning cuts to workers' health benefits. By 2005 Burd was guiding Safeway through a total benefit re-org. Abandoned tradition of corporations that pay for a set percentage of every worker's healthcare benefits, regardless of behavior. Offered to cover as larger portion of costs for non-union workers who agreed to live "well." (Why should Safeway equally subsidize the worker who smokes and the worker who does yoga?) Uses HSAs as carrot and stick: first $1,000, Burd funds; next $1,000 comes out of employee's pocket. Then employee's minority-obligation (e.g. 20%) for next stage of costs gets triggered. Company is a standard-bearer for how to align the financial interests of workers with their health -- and with the company's bottom line. Burd says Safeway's healthcare costs have remained flat since 2005. Now pushing for price transparency on medical procedures. 

Writing in WSJ:

"Safeway has done nothing more than borrow from the well-tested automobile insurance model. [T]he auto-insurance industry has long recognized the role of personal responsibility. As a result, bad behaviors (like speeding, tickets for failure to follow the rules of the road, and frequency of accidents) are considered when establishing insurance premiums. Bad driver premiums are not subsidized by the good driver premiums."