Your SlideShare is downloading. ×
0
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Occupational health Strategy & Planning: Dr. Ramnik Parekh
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Occupational health Strategy & Planning: Dr. Ramnik Parekh

276

Published on

Global HSE Conference | Sept 26 - 27 2013 | New Delhi, India

Global HSE Conference | Sept 26 - 27 2013 | New Delhi, India

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
276
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Dr. Ramnik Parekh, MBBS, DIM, DIH (London), FIAOH (Hon), FCGP (Hon) Director: UnitedHealth Parekh TPA P. Ltd. Matrix Medicare P. Ltd.
  • 2. Business Excellence (BE) is about developing and strengthening the management systems and processes of an organization to improve performance and create value for stakeholders. • BE is much more than having a quality system in place. BE is about achieving excellence in everything that an organization does (including leadership, strategy, customer focus, information management, people and processes) and most importantly achieving superior business results. “If you want to run a company that is sustainable beyond your life time, then yes, you should go ahead and adopt business excellence”. Kenny Yap, CEO, Qian Hu Corporation Lt, The first SME to win the Singapore Quality Award in 2004
  • 3. “Person, group or organisation that has a direct or indirect stake or interest in the organisation because it can either affect the organisation or be affected by it. Examples of external stakeholders are owners (shareholders, customers, suppliers, partners, g overnment agencies and representatives of the community or society. Examples of internal stakeholders are its people or groups of people.” -European Foundation for Quality Management (EFQM)(2010).
  • 4. Excellent organisations share a common set of beliefs. These beliefs captured a shared set of fundamental concepts that excellent organisations held to be true & committed themselves to be guided by. This set of eight beliefs were common to all of the excellent organisations.
  • 5.  Visionary leadership  Customer-driven excellence  Organizational and personal learning  Valuing workforce members and partners  Agility  Managing for innovation  Management by fact  Societal responsibility  Focus on results and creating value  Systems perspective  Focus on the future
  • 6.  Human Resource Planning  Employee Engagement  Employee Learning and Development  Employee Well-Being and Satisfaction  Employee Performance and Recognition
  • 7.  In order to excel, the organisation should develop and tap the full potential of its employees at the individual, team based and organisational levels.  Fairness and equality among employees must be practised and people at every level should be involved and empowered to make changes.  Employees should be cared for, rewarded and recognised so that they are motivated to perform to their best ability and stay committed to the organisation.
  • 8. Evolution and Health
  • 9.  If an organization is seeking to improve their health and safety performance, there is evidence to support adoption of a healthy workplace strategy which integrates efforts focused on: • physical work environment (traditional health and safety); • personal health resources (enabling healthy worker lifestyle practices);and • organizational culture (creating a positive work environment that enables employee engagement and the integration of health and safety behaviours).
  • 10.  A healthy workplace is one that enables physical, mental and social well-being of employees by engaging employees in a meaningful way to create healthy, supportive working conditions. The working conditions addressed by a healthy workplace fall under three key elements: 1. conditions of the physical work environment; 2. conditions that support and enable positive personal health practices; and 3. conditions that foster a supportive organizational culture. The three elements of a healthy workplace intersect one another. All three elements need to be addressed to achieve a truly healthy workplace
  • 11. Health is the Greatest Wealth: The key to future economic prosperity and business excellence ... – The European Network Enterprise Health , 2008  Organisations are today confronted with a wide range of challenges:  The contribution of employees to the value added factor has never been more important.  As their workforces grow older, many companies may well face problems replacing their essential skills and experience.  Health plays a crucial role in facing up to the new challenges. One of the key mainstays of economic and social development  Not only the basis for personal well-being but also the foundation for productivity, innovation and social cohesion.  Health not only governed by personal patterns of behaviour and people's resources, but it also embraces living and working conditions.
  • 12.  To have optimal performance, an organization needs to make a conscious effort to create the culture and work environment that will best enable employees to work safely, while creating high quality outputs in efficient timelines.  When employees feel respected, valued and satisfied in their jobs and the physical work environment is safe, they are likely to be more committed and productive in their work.  Creating healthy work environments & making health a top business priority creates:  increased employee satisfaction, motivation and productivity, and  in-turn decrease employee turn-over, absenteeism and insurance costs.  Positive conditions to attract and retain the best and the brightest talent.  Conditions to ensure a foothold in a competitive market place.
  • 13. • In 2007, Dofasco (a steel plant taken over by AcelorMittal) : By supporting worker healthy lifestyle practices, there was opportunity to reduce lost time injury by 46%. • MDS Nordian reduced sick day usage to 4 days per year, compared to 7.4 days on average. • Delta Hotels decreased employee turnover to 19-22% compared to 40- 60% in their sector. • Irving Paper decreased short-term disability costs by over 50% in 5 yeas, with a savings of over $80,000. • Prudential Insurance showed a 46% decrease in benefit expenses. • Coors Brewing Company showed an 18% drop in absenteeism. • At one company: an obesity management campaign, decreased 7 out of 10 health risks, reduced health care expenditures by $184,582 and saw productivity improvements of $127,173.
  • 14.  Johnson + Johnson (3.8 : 1)  Union Pacific Railroad (4 : 1)  Citibank (4.56 : 1)  Pepsi-cola, Motorola, Dupont (1.9-6.1 : 1)
  • 15.  Companies with HIGH employee engagement saw:  13.2% improvement in net income growth  19.2% improvement in operating income  27.8% improvement in Earnings per Share  Companies with LOW employee engagement saw:  3.8% decline in net income  32.7% decline in net income growth  11.2% decline in EPS (Source: ISR. 664,000 employees world wide, one-year study, 2006) Business Performance Employee Engagement
  • 16.  Most economic gains have been from advances in technology  As pace of technology has slowed, more focus on human capital  Human capital now one of few remaining differentiation's for competitive advantage • Rising costs of healthcare • More people living longer • And maybe staying in work longer • We have become obese • More epidemics • Increasing average age of workforce • Fewer full-time employees • Post baby-boom deficit of skilled employees • Continuing shift of healthcare costs from state to private sector The world has been changing
  • 17. Business Performance Personal Performance & Productivity EngagementHealth
  • 18.  Modifiable risk factors such as smoking, lack of exercise, alcohol use, poor nutrition, obesity and hypertension increase an employer’s healthcare expenditures by 25% and are currently estimated to account for 2.1% GDP.  It is estimated that in India productive years of life lost to cardiovascular disease alone will almost double between 2000 and 2030.  Around 17% of males and 15% of females above the age of 15years have a Body Mass Index of above 25.  Reducing just one health risk increases an employee’s on the job productivity by 9% and cuts absenteeism by 2%.
  • 19.  Major Non Communicable Diseases (NCDs) like Cardiovascular Diseases, Diabetes, Cancer and Chronic Respiratory Diseases contribute to 53% of all projected deaths and 44% of Disability Adjusted Life Years in India.  Over 2005 – 2015 while deaths from infectious diseases, maternal and perinatal conditions and nutritional deficiencies are expected to decrease by 15%, deaths from NCDs are expected to increase by 18% and most significantly deaths from diabetes are expected to increase by 35%.  India by 2015 is projected to lose US$237 billion in national income on account of deaths due to CVDs, stroke and diabetes.
  • 20.  Organizations invest an average of US$ 290 in labor costs to generate US$ 1,000 in revenue. By helping employees work longer and have more productive lives, organizations can protect this asset in the face of growing labor shortages globally.  Workers with chronic disease are cause as much as 400% more Productivity losses than the cost of treating chronic disease. Examples:disability, unplanned absences reduced workplace effectiveness, increased accidents and negative impacts on work quality or customer service.  Depression, as well as fatigue and sleeping problems – conditions or risks that are often co-morbid with chronic diseases – have the largest impact on productivity. As with healthcare costs, more risk factors multiply the losses in productivity.
  • 21. Reliance Industries Limited’s CASHe Concept
  • 22. Change Agent for Safety, Health & Environment  To inculcate best practices in the field of occupational health and safety, an innovative idea was introduced in 2003 by RIL medical team i.e“CASHe” (Change Agent for Safety, Health & Environment).  This innovative project with a proactive preventive approach comprising team work of Medical, Safety, Environment and technical department has established a landmark in the field of occupational Health.  Through CASHe program, Reliance experience proves that occupational health pays for itself and does not require additional investments for controlling workplace hazards
  • 23. CASHe Philosophy  A model and initiative for development of OHS at manufacturing sites of Reliance  Started with pilot project at seven RIL sites, now extending to 12 sites, Oil & Gas business & offices also.  As per our HSE policy, we at Reliance believe that • Safety of a person overrides all production targets. • All injuries, occupational illness as well as safety & environment incidents are preventable. • Reliance shall strive to be a leader in the field of management of Occupational health, safety & environment. To achieve these objectives we have to focus on prevention because prevention is not only better but cheaper than cure.
  • 24. Employee Engagement and Involvement • To bring about a positive change and continual improvement in occupational health practices so as to prevent morbidity and mortality due to Occupational hazards, resulting in hazard free environment for our employees and contract workers from the grass roots to the highest level. • To achieve fruitful project execution, the CASHe team in consultation with project coordinator developed a strategy which includes • A road map like detail action plan, • Weekly review meetings, • Awareness and attitude change towards OHSE through shop floor & intranet portal trainings, • CASHe booklets distribution, • Monthly progress reviews, • Medical surveillance and periodic workplace monitoring.
  • 25. Result in terms of Safety & Health • A Resounding Success: from 2003 to till date nearly 1300 projects are completed • A significant improvement across the sites in Awareness and attitude towards compliance with OHSE • Attitude of workers towards work practices, • Use of PPEs and • Importance of Housekeeping. • Benefits of CASHe are outstanding. There were many valuable projects which helped for workplace improvement • CASHe program also helped significantly in construction & designing of new projects.
  • 26. Celebrating Participation For last 10 years intersite competition of CASHe was held at various RIL sites and awards were distributed under various categories :  Best CASHe Trophy - • Major sites • Polyester sites, E & P  Best Site Trophy • Major site • Polyester site, E & P  Special(Appreciation) Prizes • Best Innovative Project • Best Ergonomic Project • Best Inspired Project (copied from any other plant / site, credit should be given to the source) PLUS National and International Recognition
  • 27. In reality CASHe initiatives are not any cost expensive instead these are the cost beneficiary. In first implementation of CASHe program in 2003-04 earning 4,00,000 US $ against investment of 20,000 US $ and this is continuous gain till date.
  • 28. Cost 50% 75% 88% 100% Improvement Attitude correction Trending Target Engineering / Investment Awareness Improving Workplace
  • 29. Hindustan Unilever Limited’s Vitality Index Concept
  • 30. HUL Experience Approach: Our Assets – Our Brands and Our People Both Assets Need to Embody Vitality They raised questions:  Is there a surrogate for Personal Vitality?  Can we measure something as holistic as Health with reasonable accuracy?  Are there a few important factors to enable us to make a Reasonable Assessment of Health? Answer: “VITALITY INDEX”  a Surrogate for Personal Vitality  A Composite of 4 carefully chosen Critical Health Determinants  Tested and validated with a small sample within the organisation
  • 31. HUL Experience
  • 32. HUL Experience
  • 33. HUL Experience
  • 34. Tobacco Use Unhealthy diets Physical Inactivity Harmful Use of Alcohol Cardio- vascular Diabetes Cancer Chronic Respiratory HUL Experience
  • 35. Covering 150000 employees HUL Experience
  • 36. • Periodical medical evaluation – <35 years: once in three years – 36-45 years once in two years – > 45 once every year or if in the red zone • Components – Clinical evaluations, biochemical tests – Specific investigations like Mammography, Pap smear (>35 years) – PSA testing (>50 years) – CT angiography – preventive angioplasties • Nutritional Menu and counseling • Prevention of substance abuse e.g. smoking • Intranet based monitoring and health education. HUL Experience
  • 37. The question is no longer whether companies should invest in comprehensive workplace health promotion, but how best to design, implement and evaluate these programs for optimal results. Interventions don’t need to be large to make a difference. “People want to stay with organizations that have a demonstrated ability – and an ongoing process – to retain good people. The moment individual contributors who have the respect of their peers walk out the door, others are more inclined to follow.” Towers Perrin Global Workforce Study – Canada 2005
  • 38. Step One: Gain „Demonstrable‟commitment • To ensure there is buy-in from senior leadership, unions, and other key stakeholders. Step Two: Form a committee – „Shared Leadership‟ • To plan and implement a healthy workplace strategy. Step Three: Do a needs assessment • To determine key organizational issues, as well as the needs and wants of employees and management. Step Four: Analyze the results • To prioritize issues identified by the needs assessment and problem-solve solutions.
  • 39. Step Five: Develop a workplace health plan • To have a 3 to 5 year healthy workplace strategy, and to identify a clear vision of the intended outcome. Step Six: Develop program action plans • To choose evidence-based activities and assign responsibilities/actions that logically align with the vision/strategy. Step Seven: Review and evaluate • To recognize success and identify opportunities for improvement.
  • 40.  Dr. T. Rajgopal, Hindustan Unilever Ltd.  Dr. R. Rajesh, Reliance Industries Ltd.  Prof. Dr. Dr. h.c. Mult. Rita Süssmuth, President of the European Network Enterprise for Health  “Achieving Business Excellence –Health, Well-Being and Performance” –Publisher Bertelsmann Stiftung, BKK Bundesverband  “Healthy Workplaces: Journey to Excellence”- Health and Safety, Ontario, Canada, 2011  “Implementing Business Excellence – A guidebook for SMEs”-Dr. Robin Mann,Musli Mohammad, Ma Theresa A. Agustin for Asian Productivity Organisation  European Foundation for Quality Management  “Business Excellence Framework” – Singapore Quality Awards Organisation
  • 41. William Hesketh LEVER (Port Sunlight) “If we leave the human factor out of our business calculations, we shall fail every time” Thank You

×