working well: a practical guide to building a healthy workplace louise aston campaign director, business action on hea

1. Working Well: A practical guide to building a healthy workplaceLouise AstonCampaign Director, Business Action on Health

2. Health and wellbeing has become an important issue, not only as part of the HR and corporate social responsibility agendas, but as a general business issue for UK boardrooms. This is because businesses are recognising that investment in employee health and well-being creates tangible business benefits. Research we conducted last year for the launch of Business in the Community�s Business Action on Health campaign found that the primary drivers of investment in health and well-being identified by Finance Directors and Chief Executives included opportunities to reduce the costs of sickness, absence and accident management, and private medical insurance (PMI), along with turnover and recruitment costs. However, the case for investment was also perceived as an obvious, intuitive one, based on the relevance of health and well-being to the organisation�s culture and espoused values, transcending purely financial calculations. Wellness: this encompasses the physical health of the workforce as reflected in levels of absenteeism, smoking, alcohol and drug use/misuse, musculo-skeletal disorders as well as nutrition, weight and physical activity. By promoting employee wellness, companies can reduce costs stemming from sickness absence, accidents and lost productivity. Employee engagement: this encompasses general employee mental health and well-being as reflected in levels of happiness, stress, sleep and presenteeism (under-performance by workers who are present at work but ill). Happy, committed employees are more productive, and add value to the organisation. Recruitment and retention: this reflects the degree to which the workplace community adapts to accommodate the health and well-being needs of a diverse workforce, including men, women, ethnic minorities, older people and those with disabilities. Adaptations include the design of the physical workplace environment as well as organisational practices such as flexible working. All of these enhance the organisation�s capacity to attract and retain the best people. Brand image: this encompasses attributes such as corporate and product reputation as well as customer satisfaction, which can be positively influenced by employee health and well-being programmes. A company which is seen to treat its employees well can attract more and better-quality recruits and they, in turn, are better able to engage and retain customers as ambassadors for the company. Health and wellbeing has become an important issue, not only as part of the HR and corporate social responsibility agendas, but as a general business issue for UK boardrooms. This is because businesses are recognising that investment in employee health and well-being creates tangible business benefits. Research we conducted last year for the launch of Business in the Community�s Business Action on Health campaign found that the primary drivers of investment in health and well-being identified by Finance Directors and Chief Executives included opportunities to reduce the costs of sickness, absence and accident management, and private medical insurance (PMI), along with turnover and recruitment costs. However, the case for investment was also perceived as an obvious, intuitive one, based on the relevance of health and well-being to the organisation�s culture and espoused values, transcending purely financial calculations. Wellness: this encompasses the physical health of the workforce as reflected in levels of absenteeism, smoking, alcohol and drug use/misuse, musculo-skeletal disorders as well as nutrition, weight and physical activity. By promoting employee wellness, companies can reduce costs stemming from sickness absence, accidents and lost productivity. Employee engagement: this encompasses general employee mental health and well-being as reflected in levels of happiness, stress, sleep and presenteeism (under-performance by workers who are present at work but ill). Happy, committed employees are more productive, and add value to the organisation. Recruitment and retention: this reflects the degree to which the workplace community adapts to accommodate the health and well-being needs of a diverse workforce, including men, women, ethnic minorities, older people and those with disabilities. Adaptations include the design of the physical workplace environment as well as organisational practices such as flexible working. All of these enhance the organisation�s capacity to attract and retain the best people. Brand image: this encompasses attributes such as corporate and product reputation as well as customer satisfaction, which can be positively influenced by employee health and well-being programmes. A company which is seen to treat its employees well can attract more and better-quality recruits and they, in turn, are better able to engage and retain customers as ambassadors for the company.

3. Quick quiz on workplace health:absenteeism Q: How much does sickness absence cost your organization? The first thing we�ll talk about is absenteeism. Everybody agrees that it�s important to keep sickness absence to a minimum. But do you know how much sickness absence actually costs�your own organization?� If you don't know, you're not alone - fewer than half of organizations monitor the cost of sickness absence, according to the CIPD. So let�s go back to the figure we saw in our �Help� video. Sickness absence costs an average of �659 per employee per year, times the number of employees in your organization.� How many people does your organization employ?� So, doing a quick calculation, approximately how much could sickness absence be costing your organization?The first thing we�ll talk about is absenteeism. Everybody agrees that it�s important to keep sickness absence to a minimum. But do you know how much sickness absence actually costs�your own organization?� If you don't know, you're not alone - fewer than half of organizations monitor the cost of sickness absence, according to the CIPD. So let�s go back to the figure we saw in our �Help� video. Sickness absence costs an average of �659 per employee per year, times the number of employees in your organization.� How many people does your organization employ?� So, doing a quick calculation, approximately how much could sickness absence be costing your organization?

4. Quick quiz on workplace health:productivity Q: True or false: unscheduled absence is the biggest contributor to lost productivity in the workplace Now, you�d probably guess that unscheduled absence is the number one cause of lost productivity in your organization. How many of you think this is true? If you said yes, you�d be wrong. A study by Watson Wyatt in the US found that the biggest contributors to lost productivity are: Stress (72%) Personal or family issues (59%) Chronic medical conditions (58%) Unscheduled absence accounts for 57% And here�s a surprising finding: 49% of lost productivity is caused by people who are coming to work but are actually sick � so shouldn�t be there in the first place - or are not fully engaged. Engagement is actually quite important to a company�s bottom line. The 2007 Towers Perrin Global Workforce survey found that companies that are good at engaging the hearts and minds of their employees achieve better financial results and are more successful in retaining their most valued employees than companies with lower levels of engagement. Now, you�d probably guess that unscheduled absence is the number one cause of lost productivity in your organization. How many of you think this is true? If you said yes, you�d be wrong. A study by Watson Wyatt in the US found that the biggest contributors to lost productivity are: Stress (72%) Personal or family issues (59%) Chronic medical conditions (58%) Unscheduled absence accounts for 57% And here�s a surprising finding: 49% of lost productivity is caused by people who are coming to work but are actually sick � so shouldn�t be there in the first place - or are not fully engaged. Engagement is actually quite important to a company�s bottom line. The 2007 Towers Perrin Global Workforce survey found that companies that are good at engaging the hearts and minds of their employees achieve better financial results and are more successful in retaining their most valued employees than companies with lower levels of engagement.

5. Quick quiz on workplace health:mental health Q: How much does mental ill health cost your organization? As we�re highlighting the importance of engaging hearts and minds, let�s talk briefly about a related topic - mental health. The impact of stress and other mental health problems on an organization�s bottom line is an important issue but a lot of employers don�t recognize this. Do you have any idea how much mental ill-health could be costing�your own organization?� If you don't know, you're not alone. A 2006 survey of 550 British businesses by the Shaw Trust found that 45% of employers believed that none of their employees were having mental health problems. And yet a 2005 CBI survey revealed that 36% of all absences were due to stress, anxiety or depression. In a labour force with 31.9 million employees, that amounts to approximately 80 million working days worth �9 billion a year in paid-out salaries alone. However, the Sainsbury Centre for Mental Health puts the cost figure at �25bn a year, or �1000 for every employee in the workforce. So let�s do the math: If mental ill-health costs �1000 per employee per year, how much is it costing your organization? As we�re highlighting the importance of engaging hearts and minds, let�s talk briefly about a related topic - mental health. The impact of stress and other mental health problems on an organization�s bottom line is an important issue but a lot of employers don�t recognize this. Do you have any idea how much mental ill-health could be costing�your own organization?� If you don't know, you're not alone. A 2006 survey of 550 British businesses by the Shaw Trust found that 45% of employers believed that none of their employees were having mental health problems. And yet a 2005 CBI survey revealed that 36% of all absences were due to stress, anxiety or depression. In a labour force with 31.9 million employees, that amounts to approximately 80 million working days worth �9 billion a year in paid-out salaries alone. However, the Sainsbury Centre for Mental Health puts the cost figure at �25bn a year, or �1000 for every employee in the workforce. So let�s do the math: If mental ill-health costs �1000 per employee per year, how much is it costing your organization?

6. Quick quiz on workplace health:recruitment and retention Q: How much could neglecting the health and well-being of your employees cost you? Let�s look at an issue which relates to health but one which you may not have considered: recruitment and retention How many of you are experiencing difficulties in recruiting or retaining good people in your organization?� If so, you�re not alone. The number of employers experiencing retention difficulties climbed from 69% in 2005 to 78% in 2006. From CIPD research we know that the average organization�spends �7,750 to replace an employee.�That adds up if you�ve got a high staff turnover. Last year we did some research with YouGov that If you neglect the health and well-being of your employees, this increases the odds that people are going to leave. 59% of employees surveyed said they would consider leaving their job if their employer neglected health and well-being�in the workplace.� So if you neglect the health and well-being of your workforce, this could increase your recruitment costs. How much could it cost you? Let�s do the math again. The worst case scenario is that, over time, you could lose up to 59% of your workforce. That means = �7750 per employee x 59% x (number of employees), or �4573 X the number of employees. How much is that figure in your organization? YouGov research conducted last year shows that 59% of employees said they would consider leaving their job if their employer neglected health and well-being�in the workplace.� How many of your people could you afford to replace right now?�Do you think you're doing enough�to promote�health and well-being in your organization?� Let�s look at an issue which relates to health but one which you may not have considered: recruitment and retention How many of you are experiencing difficulties in recruiting or retaining good people in your organization?� If so, you�re not alone. The number of employers experiencing retention difficulties climbed from 69% in 2005 to 78% in 2006. From CIPD research we know that the average organization�spends �7,750 to replace an employee.�That adds up if you�ve got a high staff turnover. Last year we did some research with YouGov that If you neglect the health and well-being of your employees, this increases the odds that people are going to leave. 59% of employees surveyed said they would consider leaving their job if their employer neglected health and well-being�in the workplace.� So if you neglect the health and well-being of your workforce, this could increase your recruitment costs. How much could it cost you? Let�s do the math again. The worst case scenario is that, over time, you could lose up to 59% of your workforce. That means = �7750 per employee x 59% x (number of employees), or �4573 X the number of employees. How much is that figure in your organization? YouGov research conducted last year shows that 59% of employees said they would consider leaving their job if their employer neglected health and well-being�in the workplace.� How many of your people could you afford to replace right now?�Do you think you're doing enough�to promote�health and well-being in your organization?�

7. Business Action on Health Now that we�ve highlighted some examples of how health and well-being affects the productivity and profitability of organizations, I will tell you briefly how our Business Action on Health campaign works. Our vision is to create a society which values the health and well-being of all its people. We work to achieve this vision by helping employers understand why and how they should invest in promoting the physical and mental health of their workforce, their employees and the wider community. Now that we�ve highlighted some examples of how health and well-being affects the productivity and profitability of organizations, I will tell you briefly how our Business Action on Health campaign works. Our vision is to create a society which values the health and well-being of all its people. We work to achieve this vision by helping employers understand why and how they should invest in promoting the physical and mental health of their workforce, their employees and the wider community.

8. What does success look like? Improving Staff health and wellbeing Staff engagement and satisfaction Staff recruitment and retention Productivity Brand image Customer satisfaction and loyalty When we set up our Leadership Team for Business Action on Health, we asked each of our members to think about what success would look like. Specifically, what were the measurable benefits which they would result from investing in workplace health programmes? Here is the list they produced. Interestingly, some of these benefits have been documented by companies recognised as Big Tick winners in the Healthy Workplaces Award category of Business in the Community�s Awards for Excellence. When we set up our Leadership Team for Business Action on Health, we asked each of our members to think about what success would look like. Specifically, what were the measurable benefits which they would result from investing in workplace health programmes? Here is the list they produced. Interestingly, some of these benefits have been documented by companies recognised as Big Tick winners in the Healthy Workplaces Award category of Business in the Community�s Awards for Excellence.

9. The latest benchmarking research we have conducted with FTSE 100 companies and companies participating in our Corporate Responsibility Index shows that health and wellbeing is now being taken seriously as a business issue.The latest benchmarking research we have conducted with FTSE 100 companies and companies participating in our Corporate Responsibility Index shows that health and wellbeing is now being taken seriously as a business issue.

10. This year�s FTSE 100 research has shown significant increases since the first benchmark last year: Overall, 81 FTSE 100 companies are reporting commitment or activity to increase the health & well-bring of their employees, up from 68 last year.This year�s FTSE 100 research has shown significant increases since the first benchmark last year: Overall, 81 FTSE 100 companies are reporting commitment or activity to increase the health & well-bring of their employees, up from 68 last year.

11. FTSE100 companies are also reporting more consistently across all their communications channels. In addition: 25 companies are now reporting on progress, 23 with quantitative measures, up from seven last year. For the first time, one FTSE100 company (GSK) is reporting on the financial impact of health & well-being programme. FTSE100 companies are also reporting more consistently across all their communications channels. In addition: 25 companies are now reporting on progress, 23 with quantitative measures, up from seven last year. For the first time, one FTSE100 company (GSK) is reporting on the financial impact of health & well-being programme.

12. Companies participating in Business in the Community�s Corporate Responsibility Index were given an opportunity to report on their health and wellbeing programmes. Health & wellbeing was the most frequently selected social impact area across CR index participants, with 80 completing this section (72% of CR Index participants).Companies participating in Business in the Community�s Corporate Responsibility Index were given an opportunity to report on their health and wellbeing programmes. Health & wellbeing was the most frequently selected social impact area across CR index participants, with 80 completing this section (72% of CR Index participants).

13. What are some of the examples of best practice which we�ve seen at BITC? Here are some examples of many which we�ve seen since the campaign�s launch: Parcelforce Worldwide, facing high absence and accident rates as well as low employee satisfaction, implemented a workplace health and safety programme which reduced sickness absence and accident rates and compensation claims as well as improving productivity and customer service. What are some of the examples of best practice which we�ve seen at BITC? Here are some examples of many which we�ve seen since the campaign�s launch: Parcelforce Worldwide, facing high absence and accident rates as well as low employee satisfaction, implemented a workplace health and safety programme which reduced sickness absence and accident rates and compensation claims as well as improving productivity and customer service.

14. GSK - since 2002, the programme has reduced work-related mental illness by 60 per cent and decreased absence relating to mental ill health by 20 per cent, saving �2.4 million. In 2007 an ergonomics improvement team (EIT) made changes to a production line that lowered operational costs by �140,000 by reducing waste and increasing product output. GSK - since 2002, the programme has reduced work-related mental illness by 60 per cent and decreased absence relating to mental ill health by 20 per cent, saving �2.4 million. In 2007 an ergonomics improvement team (EIT) made changes to a production line that lowered operational costs by �140,000 by reducing waste and increasing product output.

15. Foyle Food Group � despite running its operations on extremely small margins, this abattoir�s health and wellbeing programme includes a 45 minute MOT for all its 840 employees, as well as a health awareness programme in Russian, Polish & Portuguese initially for its 400 migrant employees now rolled out and accessible right across Northern Ireland. Foyle Food Group � despite running its operations on extremely small margins, this abattoir�s health and wellbeing programme includes a 45 minute MOT for all its 840 employees, as well as a health awareness programme in Russian, Polish & Portuguese initially for its 400 migrant employees now rolled out and accessible right across Northern Ireland.

16. Examples of best practice AstraZeneca � integrated programme Health promotion activities, home-work balance initiatives, ergonomically-designed physical working environments Results: increased productivity, reduced occupational illness and absence; increased employee pride and advocacy and national recognition AstraZeneca launched an integrated programme of health promotion activities, home-work balance initiatives, ergonomically-designed physical working environments; fitness opportunities, healthy eating menu options, medical assessments, EAPs, fast-track healthcare insurance, rehabilitation/return to work programmes.� The scheme increased productivity, reduced occupational illness and absence; increased employee pride and advocacy and gained national recognition �AstraZeneca launched an integrated programme of health promotion activities, home-work balance initiatives, ergonomically-designed physical working environments; fitness opportunities, healthy eating menu options, medical assessments, EAPs, fast-track healthcare insurance, rehabilitation/return to work programmes.� The scheme increased productivity, reduced occupational illness and absence; increased employee pride and advocacy and gained national recognition �

17. Examples of best practice Boots � Change One Thing programme Consumer health and well-being promotional campaign extended to staff Nearly 2000 employees signed up to Commit to Get Fit or Commit to Quit Programme rolling out to schools in 2008 Boots:� successful Change One Thing programme for customers extended to include staff.� Nearly 2000 employees have signed up to Commit to Get Fit or Commit to Quit and >5,000 involved in healthy workplace activities in last year.� The programme is now being extended to schools. �Boots:� successful Change One Thing programme for customers extended to include staff.� Nearly 2000 employees have signed up to Commit to Get Fit or Commit to Quit and >5,000 involved in healthy workplace activities in last year.� The programme is now being extended to schools. �

18. Examples of best practice Standard Life Healthcare Web-based health management system with interventions targeting nutrition, activity, sleep and stress Results: Results almost �1 million cost savings with 13% reduction in staff turnover and 26% improvement in productivity. Standard Life Healthcare� developed a web-based health management system with interventions targeting nutrition, activity, sleep and stress.� Results included almost �1 million cost savings with 13% reduction in staff turnover and 26% improvement in productivity. Standard Life Healthcare� developed a web-based health management system with interventions targeting nutrition, activity, sleep and stress.� Results included almost �1 million cost savings with 13% reduction in staff turnover and 26% improvement in productivity.

19. What can you do to promote the health of your workforce? Assess where you are on health and well-being Commit time and resources to take positive action Tell others why, what and how change must happen Integrate with business strategy and objectives Organize programmes with measurable targets Nurture your key partners to achieve change Now, some of you may be thinking, this is all very well for large organizations but what practical steps can my own organization take to promote health and well-being? Our campaign partner, the global HR consultancy Towers Perrin, came up with a 12-step programme which large companies can undertake to set up a workplace health programme in their organization. To ensure both large and small organizations can incorporate the Towers Perrin principles, we�ve distilled the key elements of that framework into a somewhat simpler model with the acronym A.C.T.I.O.N.: Assess where you are on health and well-being Commit time and resources to take positive action Tell others why, what and how change must happen Integrate with business strategy and objectives Organize programmes with measurable targets Nurture your key partners to achieve change I will go into a bit of detail about each of these now. Now, some of you may be thinking, this is all very well for large organizations but what practical steps can my own organization take to promote health and well-being? Our campaign partner, the global HR consultancy Towers Perrin, came up with a 12-step programme which large companies can undertake to set up a workplace health programme in their organization. To ensure both large and small organizations can incorporate the Towers Perrin principles, we�ve distilled the key elements of that framework into a somewhat simpler model with the acronym A.C.T.I.O.N.: Assess where you are on health and well-being Commit time and resources to take positive action Tell others why, what and how change must happen Integrate with business strategy and objectives Organize programmes with measurable targets Nurture your key partners to achieve change I will go into a bit of detail about each of these now.

20. Taking A.C.T.I.O.N. on workplace health Assess where you are on health and well-being Assess where you are on health and well-being. I�ve been talking to you today about the benefits of investing in the physical and mental health of employees. But all of you sitting here in this room must have your own ideas about the importance of this issue for your organization. Perhaps people are concerned about physical health issues such as weight management, diet, fitness or musculoskeletal health. Or perhaps there is a desire to manage stress or other aspects of mental health more effectively. Or perhaps you want to address an issue which impacts on your organization�s performance - such as absenteeism, engagement, recruitment or retention - and want to explore health promotion as one way of doing this. The important thing is to understand why health is important and take some sort of organizational snapshot with measurable indicators that you can use to benchmark progress. Assess where you are on health and well-being. I�ve been talking to you today about the benefits of investing in the physical and mental health of employees. But all of you sitting here in this room must have your own ideas about the importance of this issue for your organization. Perhaps people are concerned about physical health issues such as weight management, diet, fitness or musculoskeletal health. Or perhaps there is a desire to manage stress or other aspects of mental health more effectively. Or perhaps you want to address an issue which impacts on your organization�s performance - such as absenteeism, engagement, recruitment or retention - and want to explore health promotion as one way of doing this. The important thing is to understand why health is important and take some sort of organizational snapshot with measurable indicators that you can use to benchmark progress.

21. Taking A.C.T.I.O.N. on workplace health Commit time and resources to take positive action Commit time and resources to take positive action If you�re serious about improving health and well-being, you need to commit time and resources to address it as you would any other important business issue. At least one senior person in your organization should be responsible for leading on this issue. It also helps to have a small project team with people responsible for co-ordinating and promoting health-related activities, monitoring and disseminating information about the results. Commit time and resources to take positive action If you�re serious about improving health and well-being, you need to commit time and resources to address it as you would any other important business issue. At least one senior person in your organization should be responsible for leading on this issue. It also helps to have a small project team with people responsible for co-ordinating and promoting health-related activities, monitoring and disseminating information about the results.

22. Taking A.C.T.I.O.N. on workplace health Tell others why, what and how change must happen Tell others why, what and how change must happen As with any change initiative, communication is vital to the success of a workplace health programme. It�s important to set out clearly: The purposes of your programme; What issues will be addressed; What interventions are planned; How progress will be measured; and, most importantly; How people can participate.Tell others why, what and how change must happen As with any change initiative, communication is vital to the success of a workplace health programme. It�s important to set out clearly: The purposes of your programme; What issues will be addressed; What interventions are planned; How progress will be measured; and, most importantly; How people can participate.

23. Taking A.C.T.I.O.N. on workplace health Integrate with business strategy and objectives Integrate with business strategy and objectives In order to succeed, health and well-being needs to be understood as a business issue, rather than as a bolt-on �nice to have�. Take the time to think through the business case for change, particularly how investing in the improvement of physical and mental health of employees will create measurable returns for the organization as well as benefits for individuals. Integrate with business strategy and objectives In order to succeed, health and well-being needs to be understood as a business issue, rather than as a bolt-on �nice to have�. Take the time to think through the business case for change, particularly how investing in the improvement of physical and mental health of employees will create measurable returns for the organization as well as benefits for individuals.

24. Taking A.C.T.I.O.N. on workplace health Organize programmes with measurable targets Organize programmes with measurable targets Whatever interventions you plan, the measurement of return on investment is extremely important. In our Business Action on Health campaign, we focus on four key performance indicators: Wellness: this encompasses the physical health of the workforce as reflected in levels of absenteeism, smoking, alcohol and drug use/misuse, musculo-skeletal disorders as well as nutrition, weight and physical activity. Engagement: this encompasses general employee mental health and well-being as reflected in levels of happiness, stress, sleep and presenteeism (under-performance by workers who are present at work but ill). Retention and turnover: this reflects the degree to which the workplace community adapts to accommodate the health and well-being needs of a diverse workforce, including men, women, ethnic minorities, older people and those with disabilities. Adaptations include the design of the physical workplace environment as well as organisational practices such as flexible working. Brand image � this encompasses attributes such as corporate and product reputation as well as customer satisfaction, which can be positively influenced by employee health and well-being programmes. Organize programmes with measurable targets Whatever interventions you plan, the measurement of return on investment is extremely important. In our Business Action on Health campaign, we focus on four key performance indicators: Wellness: this encompasses the physical health of the workforce as reflected in levels of absenteeism, smoking, alcohol and drug use/misuse, musculo-skeletal disorders as well as nutrition, weight and physical activity. Engagement: this encompasses general employee mental health and well-being as reflected in levels of happiness, stress, sleep and presenteeism (under-performance by workers who are present at work but ill). Retention and turnover: this reflects the degree to which the workplace community adapts to accommodate the health and well-being needs of a diverse workforce, including men, women, ethnic minorities, older people and those with disabilities. Adaptations include the design of the physical workplace environment as well as organisational practices such as flexible working. Brand image � this encompasses attributes such as corporate and product reputation as well as customer satisfaction, which can be positively influenced by employee health and well-being programmes.

25. Taking A.C.T.I.O.N. on workplace health Nurture your key partners to achieve change Nurture your key partners to achieve change This may sound a bit soft but is actually very important. Improving health and well-being in an organization is not something which can be imposed by management. You probably know from your own experience that you can�t make someone stop smoking or lose weight or get enough sleep so that they can come to work feeling alive and engaged. Nothing will happen until individuals decide that their health and well-being � and that of their colleagues - is a priority worth investing effort to improve. And you can recruit other partners to support this effort as well, whether it�s your in-house occupational health specialist, a local health club, a health management or HR consultancy or others in your local community. Nurture your key partners to achieve change This may sound a bit soft but is actually very important. Improving health and well-being in an organization is not something which can be imposed by management. You probably know from your own experience that you can�t make someone stop smoking or lose weight or get enough sleep so that they can come to work feeling alive and engaged. Nothing will happen until individuals decide that their health and well-being � and that of their colleagues - is a priority worth investing effort to improve. And you can recruit other partners to support this effort as well, whether it�s your in-house occupational health specialist, a local health club, a health management or HR consultancy or others in your local community.

26. Taking A.C.T.I.O.N. on workplace health Assess where you are on health and well-being Commit time and resources to take positive action Tell others why, what and how change must happen Integrate with business strategy and objectives Organize programmes with measurable targets Nurture your key partners to achieve change So, just to recap: Assess where you are on health and well-being Commit time and resources to take positive action Tell others why, what and how change must happen Integrate with business strategy and objectives Organize programmes with measurable targets Nurture your key partners to achieve change No matter how big or small your organization is, these are ways you can take action to create measurable returns on your investment in workplace health. So, just to recap: Assess where you are on health and well-being Commit time and resources to take positive action Tell others why, what and how change must happen Integrate with business strategy and objectives Organize programmes with measurable targets Nurture your key partners to achieve change No matter how big or small your organization is, these are ways you can take action to create measurable returns on your investment in workplace health.

27. Where does the Business Action on Health campaign go from here? In the long term we aim to: Continue promoting the business case for investment in employee health and wellbeing, as recommended by Dame Carol Black in her review. Increase and improve reporting on health and wellbeing as a business issue. We�re aiming to ensure that large companies are reporting on health and wellbeing, both internally to their employees and boards and externally to investors and other stakeholders in the wider community. Expand the mindsets of HR and line managers beyond �occupational health� to �health and wellbeing� Encourage businesses to work in partnership with all their stakeholders, including suppliers, in promoting health and wellbeing of the workforce We can�t do everything overnight, of course, and no organisation can achieve perfection straight away. But it�s important that everyone here today commits to do something. We�re all on this journey together. Where does the Business Action on Health campaign go from here? In the long term we aim to: Continue promoting the business case for investment in employee health and wellbeing, as recommended by Dame Carol Black in her review. Increase and improve reporting on health and wellbeing as a business issue. We�re aiming to ensure that large companies are reporting on health and wellbeing, both internally to their employees and boards and externally to investors and other stakeholders in the wider community. Expand the mindsets of HR and line managers beyond �occupational health� to �health and wellbeing� Encourage businesses to work in partnership with all their stakeholders, including suppliers, in promoting health and wellbeing of the workforce We can�t do everything overnight, of course, and no organisation can achieve perfection straight away. But it�s important that everyone here today commits to do something. We�re all on this journey together.