Ginsters 'considering our people as well as place' office productivity network 251012


Published on

Presentation given by Mark Duddridge, MD of Ginsters and Jane Abraham, Healthy Workplace Advisor at European Centre for the Environment and Human Health.
Workplace Trends Conference 2012: Wellbeing and Performance, Thursday 25 October 2012, One Bishop's Square, London, E1 6AD

Published in: Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • I suggest deleting this one because it refers to the previous Government’s overall goal.
  • The Challenges of supporting the programme: 24/7 Difficult to engage Manual and office ( perception of health etc Common health/wellbeing survey
  • EG March/April activities Summary of Scope Approx 1000 + engagements New clubs Starter spinning, slow running Lifestyle Allotments/letterboxing Heath Weight Club Nutrition/smoking (other activities conducted) Awareness campaigns – drugs/cholesterol/violence/advice Well-Being CAB Live Link (innovation)
  • I suggest deleting this one because it refers to the previous Government’s overall goal.
  • Ginsters 'considering our people as well as place' office productivity network 251012

    1. 1. Ginsters – Considering our people as well as the place Mark Duddridge – Managing Director GinstersJane Abraham – Healthy Workplace Advisor University of Exeter Medical School
    2. 2. What is the overall goal?Healthy, engaged Well-managed workforces organisations • A high-performing, resilient workforce • Enhanced productivity Contributing to: • A well-functioning society • Better economic performance
    3. 3. What prevents us from workingThe two most common reasons :• common mental health problems• musculo-skeletal problems• Obesity related disease – High prevalence across population – Little or no objective disease or impairment – Most episodes settle rapidly, though symptoms often persistent or recurrent – Essentially whole people, with what should be manageable health conditions – Psychosocial factors important – especially in chronic disability – Long-term incapacity is not inevitable – Prime target for Vocational Rehabilitation.Plus other factors:• Unhealthy workplaces, managerial attitudes, organisational behaviour, poor leadership• chronic diseases – mental and physical.• lack of education and/or skills• deprivation, poverty, lack of jobs Similar problems occur right across the developed world.
    4. 4. But what does the future look like? It is likely that by 2050 1 in 9 adults of working age will be obese or overweight, and the number of people living and working with chronic conditions will rise steadily, affecting morale, competitiveness, profitability. In an increasingly competitive global economy, only the healthiest businesses will prosper. Companies that invest to support employees’ health will be fitter to survive.Retire at 68? Three-quarters of us will be too ill to even work that long... February 11, 2010
    5. 5. The needs of the worker• to be healthy enough to work• safe healthy workplaces - physically safe - emotionally healthy• good work: - job security - work varied and interesting - workers have some autonomy, control andtask discretion - fair rewards (not just financial) for effort - supportive social relationships - worker engagement.The various countries of the world are at different stages inproviding the above.The nature of work is changing in many countries.
    6. 6. Definition of a Healthy Workplace (from ‘WHO healthy workplace framework and model: background and supporting literature and practice’ Joan Burton, 2010) Environment Physical WellbeingPsychological Social Economic A responsible business model
    7. 7. WHO Healthy Workplace Model
    8. 8. A new vision for health and workA Review of the health of the working-age UK population,commissioned in 2007 by the Secretaries of State for Health and forWork and Pensions. “At the heart of this Review is a recognition of, and a concern to remedy, the human, Working for a Healthier social and economic costs of impaired health Tomorrow and well-being in relation to working life in Britain. The aim is … to identify the factors that stand in the way of good health and to elicit interventions, including changes in attitudes, behaviours and practices – as well as services – that can help overcome them.” Working for a healthier tomorrow, 2008 Prevent illness, promote health, intervene early, improve the health of the workless.
    9. 9. The workplace. Findings of the Black Review (2008)• Patchy Occupational Health services• No national standards available to employers when they purchase occupational health or well-being services• Poor understanding of HWWB initiatives for employers• Employers unaware of the business case for investing in health and well-being• Accessible and affordable sources of support and advice rarely available for small and medium-sized companies (SMEs)• Employers inflexible about necessary adjustments for those with disabilities or chronic disease• Line managers’ behaviour crucial, but often little training• Often no policy on supporting mental health• Often no sickness-absence policies to enable early and sustained return to work And yet, the workplace provides great potential for prevention & promotion
    10. 10. Black Review 2008: InitiativesAll intended to help maintain health, well-being and productivity and keep people in work.• The Workplace – health promotion, disease prevention, attitude and behaviour of managers, public sector as exemplar, OH fit for 21 st century, help for Small and Medium enterprises, OH Helpline, focus on mental health• Early Intervention - “fit notes”, Fit for Work services• Education and Training – all healthcare professionals, line managers• Collaboration, joint working – across government, across sectors, with Trade Unions, Council for Health and Work, Regional Co-ordinators• Concern for next generation – working with schools and institutions of higher education
    11. 11. Ginsters Today…2300 Employees in Cornwall (Samworth)Brand leader in the pastry marketOver 3 million Ginsters pastries per week2 million delivery calls a year
    12. 12. Mission StatementOur success depends upon our constant respect for people, quality andprofit.We believe that our most important asset is our people. Every individualwill be treated with dignity and respect at all times, and be given everyopportunity to develop to their maximum potential.We will continuously improve the quality of the facilities for our people,the products and service for our customers, and the partnerships withour suppliers.We earn our profits to reinvest in the future of the business for the benefitof our customers, our people, and the communities in which we work.
    13. 13. Our ApproachMotivation• Family business with desire to be a responsible member of local community• Attract investment and the best talent• Develop our own staffAn Integrated Local Programme covering• Local Sourcing• Education•Charity Links & programmes• Health & Well Being• Local Sport• Social Support• Environment
    14. 14. Healthy Workplace Project“ I’ve always been a great fan of partnerships and this project at Ginsters is a greatexample of how they can really deliver – even better than we could have imagined.” John Turner. Council Leader. Caradon District Council
    15. 15. Ginsters Healthy Workplace Project… when a project becomes a way of life• Building trust with safe and pleasant activities• Nurturing healthy behaviours both physical and emotional• Permission to grow personally and professionally• Better way of life for our staff and their families• Increased employee engagement• Helping the community to thrive• Pride in the Brand and their peers
    16. 16. Ethos ‘To treat people as adults’Educate and encourageOffer opportunitiesProvide choiceNon competitive and funBe truly inclusiveA board issue An organic process rather than a prescriptive one
    17. 17. Where did it all begin?• Natural extension of the learning culture• Workplace health assessments• Audit current practices and procedures• Linked into local authorities• Understand barriers and enablers• Staff unaware of key health issues• Listening to our staff and identifying their needs• Morally the right thing to do• Make it sustainable
    18. 18. Some baseline data To work with partners to provide the evidence to support the investment in health promotion within a workplace Initial data collected suggestedPerceptions of fitness vastly differed from the realityHigher than average levels of raised blood pressurePoor diet choices and nutritional awarenessVery poor fitness levels High % of smokers Main reasons given for not being physically activeNot enough time No facilities availableI can’t be bothered I am already fit enoughI am too old at 40! I need someone to exercise withThe walk/cycle routes are unsafeOf those that live within a 1/2 mile radius of Ginsters - 45% drive to work!
    19. 19. How to Act• Map existing initiatives – Absence management procedures – Health promotion and occupational health – Canteen – food available – Flexible working – Management practices – Communication – Stress management – Audit of skills – CSR activities
    20. 20. The process year 1 Holistic and alternative therapies Baseline data – understand barriers to healthier lifestyles Active listening and engagement Audit policies and procedures Identify quick wins and introduce opportunities for free activity Involve families Free fruit available across business Communicate - noticeboards, team meetings, intranet, newsletters to home address, plasma 24 hour gym Rehabilitation and GP Referral Publish policies Highlight key health issues Work with local groups for additional funding to improve pathways
    21. 21. The process yr 2 Encourage ‘natural’ peer influencers to take responsibility for programme Facilitate activities and pass on 50% cost Health promotion campaigns linked to world health calender Occupational Health prevention programme Engage the ‘unengaged’ – re-evaluate Positive psychology and mental health training for all Incorporate CSR objectives into programme Volunteer programmes – elderly, natural environment, sports coaches, homeless Support training for interested staff – smoking, climbing, weight management, spinning Launch informal learning programme Improve canteen menu
    22. 22. The process yr 3 Allotments Staff ownership Tackle difficult social health issues – domestic violence Live link to CAB and financial awareness courses Full cost of activities met by participants Work with disaffected young people Opportunities for migrant workers to explain culture to colleagues and families Mentoring to chain of supply Link into education programme with schools Embed into everything Ginsters do Host events for business on healthy workplaces Continue to react and evolve to need
    23. 23. What are we doing?• On site fitness suite• Active workplace co-ordinator• Around 15 regular physically based activities• Taster Sessions (canoeing, horse riding, archery, orienteering, snowboarding, scuba diving)• New menus in Restaurant + Free Fruit for all staff• Free water stations across the site• Chiropody/Podiatry/Reflexology• Smoking Cessation• Slimming club and nutritional sessions• Team games• Dog walking, gardening, path clearing• Fund raising for charities linked to activities• Health Surgeries (Drugs, alcohol, BP, BMI, diabetes, audio and weight management)• Passion @ Academy - After Work Hobby Sessions (camera club, allotment talks, holiday web search)
    24. 24. Successful employee engagement has led toinnovative activities• Allotments on site• Linked to employee development meetings• Added to monthly board report• Free Fruit for all staff• Passion at the Academy• Free use of bikes (adults and children)• Slow running / walking clubs• Own staff used as champions and trainers for beginners• CAB Live Link• Activities linked to raising funds for charity• Promoted /celebrated via internal magazine, notice boards and weekly briefing sessions• Staff write their own accounts for company magazine
    25. 25. Business Case Ginsters is able to demonstrate to other businesses the economic viability of investment in health promotion within the workplace 2004/5 Insurance Premium Reductions (cost per eligible employee) Health 2005/6 2006/7 2007/8 338.44 336.88 306.45 288.81 This is a direct result of the reduction in the number of claims by employees Reduction in cost of Employer of choice advertising and agencyfees indicate the trend of Year 2006 2007 2008 candidates approaching Number of 2481 3641 3764 Ginsters direct and the Applicants impact of excellent staff Advertising Costs £507.43 £338.05 £181.26 stability
    26. 26. Business Benefit• Engaged Employees – increased positivity scores by 10% in three years• Reduced Costs of recruitment and selection(£9500pa) just based on Labour turnover reduction• Reduced Health Insurance costs (£10,000pa)• Employer of Choice = less agency and advertising (£10,000pa)
    27. 27. Ginsters Health & Wellbeing - Summary Learning and Exercise Consultation/Advice Community Development Training Rooms School/Student VisitsBlue/Green Gym Referrals/Rehab/ Return to Work Open Learning On-line/virtual Occupational Health/ Resource Bakery VisitsOn Site Activities Medical Facilities Private Consultation Engineering/Technical Student Projects Rooms Resource RoomAllotments/Kitchens Mental Wellbeing Business to business Massage Kitchen/Process Rooms Nutrition Passion at the EnvironmentalCares Challenges Lifestyle Academy Management Financial (CAB) Music/Laughter/Dram a Safety in the Workplace
    28. 28. Learning captured and utilisedAssess and react to demandsEnsure people feel encouraged and not pushedSafe environment with real peopleCelebrate successes appropriatelyFree at first, then introduce charges with buy inMake it part of the learning and development programmeInvolve families wherever possiblePromote, celebrate and update and communicate aspart of your normal communication strategy
    29. 29. Building trust and morale• Commitment• Local Investment• Brand• Visible investment in staff• Fully inclusive• Barrier/myth breaking• Involves families• Develops new skills/attitudes• Confidence
    30. 30. In Summary• Fun• Better local partnerships• Improved our health and well being and also our wider communities too• Sustainable• One business!• Confident and tough A very good investment indeed!
    31. 31. What is the overall goal?Healthy, engaged Well-managed workforces organisations • A high-performing, resilient workforce • Enhanced productivity Contributing to: • A well-functioning society • Better economic performance
    32. 32. Mobile: 0044 (0)7703 886652