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Sustainable Facility Management Strategy - Workplace Wellbeing


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Dr Sean shares corporate wellness trend in the world and in China, challenges and opportunities companies are facing to make their wellness initiative successful, and how to measure return on investment.

Dr Sean is the Deputy General Manager at AWB China. He is also a Registered Surgeon and Registered Safety Engineer of China, also a Food Safety Manager of US. He has 15 years of medical working experience with multidisciplinary environment – Surgery and GP, Health/Medical Management, Health promotion/Protection and safety management experience in industry companies. He is experienced in working effectively for management, coordination, team leading, with excellent skills in problem solving, critical thinking, and communication. He has built professional relationship with employer and clients like International SOS, Conoco, Philips, Chevron, Global Doctor etc.

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Sustainable Facility Management Strategy - Workplace Wellbeing

  1. 1. 上海惜安健康咨询有限公司 | AWB Health Management Healthy Business, Better World! 健康企业,和谐世界!! Work place wellbeing- Wise Investment Dr. Sean Li Zhi
  2. 2. The  World   AWB
  3. 3. has   Changed   AWB
  4. 4. Our  Food  has  changed   AWB
  5. 5. 100,000  chemicals  are  used  by  Americans   About  1,000  new  chemicals  are  introduced  each  year   AWB
  6. 6. We  Move  Less  and  Less   AWB
  7. 7.      Neck  &  Back  Pain   Obesity     High  blood  pressure   Burn  Out   Low  Energy   High  blood  Cholesterol   AWB
  8. 8. Companies  have  to  cope  the  consequence  of  the   declined  health  of  their  staff   AWB
  9. 9. >  3%  of  our  global  economic  poten=al  ...  Gone   US  $2  trillion  of  global  produc=vity  is  lost   each  year  due  to  non-­‐communicable  diseases   hur=ng  the  global  economy   AWB
  10. 10.   AWB
  11. 11. AWB
  12. 12. Source: "Chronic Disease: Notes and Reports", Centers for Disease Control; World Economic Forum; World Health OrganizaOon   60%  of  all  deaths   result  from   non-­‐communicable  diseases  today   It  will  be  75%  of  all  deaths  by  2025   AWB
  13. 13. k Source: Green  Paper  on  the  Health  of  Employees  in  Chinese  Enterprises  2013   AWB Repeated  Stress  Injury                                                neck-­‐back  pain                                      is  the  top  ranking  issue                    Chinese  employee  is  facing  
  14. 14. Cardio-­‐vascular      disease                                      are  the  leading  cause  of  death  globally   Source: World Health OrganizaOon   AWB
  15. 15. Every  10  seconds  a  person  dies  from     diabetes  related  causes   Source: "Chronic Disease: Notes and Reports", Centers for Disease Control; World Economic Forum; World Health OrganizaOon   AWB
  16. 16. Global  cancer  rates              expected  to  increase  by  50%  to        15  million  by  2020   Source: World Health OrganizaOon   AWB
  17. 17. Produc=vity  losses  are   5  =mes  greater                                                                                                                                                            than  the  costs  of  care   Source: "Working Towards Wellness:, World Economic Forum2010   AWB
  18. 18. But  there  is  a  way  to  reverse  this  trend   80%  of  cardiovascular  problems   40%  of  cancers        can  be  prevented      By  healthy  eaOng,  physical  acOvity,  stop  smoking  and  reducing   alcohol  drinking,  and  professional  Medical  Management.       AWB
  19. 19. Wellbeing = ? MORE •  Employee engagement •  Productivity •  Innovation •  Creativity •  Loyalty •  Employees’ caring reputation •  Good advertising LESS •  Presenteeism •  Absenteeism •  Staff turnover & related recruitment and training cost •  Healthcare cost •  Emergency visit •  Short or long term disability AWB
  20. 20. Medical     Ea=ng   Physical  Exercise   Emo=onal     Office  environment     Advanced   •  Upgraded  health   insurance     •  Medical  Clinique  or   general    doctor  on-­‐site   VaccinaOon   •  Health  Risk  Assessment   •  Health  status  report   •  Staff  canteen  with  healthy   food  choices    and  food   safety  management     •  Food  corners  with  healthy   food  choices  available  at   anyOme   •  Healthy  food  recipes  and   recommendaOons   •  Weight  loss  program   •  Gym  faciliOes  in  office  and   open  all  Ome  for  usage   •  Fitness  coaches  available   •  Fitness  equipment   available    at  anyOme  for   employees   •  Psychiatrist  on-­‐site  and   available  for  support   •  EAP  program  with   Support  hotline   •  Regular  team  building   acOviOes    organized   •  Regular  social   gathering  events   •  Volunteer  program   •  Health  &  Wellness   related  seminars   •  Office  supplies  provided   for  opOmized  well-­‐being     •  Natural  light   •  Green  plants   •  Filtered  water   •  Air  purificaOon  system   •  Clean  kitchen  dining  area     with  fridge,  microwave   •  Outdoor  green  space   •  Annual  workplace   wellness  audit   Basic  Plus   •  Annual  health  check-­‐up   •  Basic  health  insurance     •  Staff  canteen  with  basic   food  choices   •  Vending  machines  with   soda  drinks     •  Dedicated  eaOng  area     •  Basic  membership  card   offered  in  fitness  center   •  Badminton  or  other  sport   •  Cash  reclaim  for  fitness   acOviOes   •  Regular  team  building   acOviOes    organized   •  Social  gathering   between  colleagues   •  Natural  light   •  Fresh  air  system   •  Water  staOon   •  Green  plants   •  Basic  pantry   Basic     •  Annual  health  check-­‐up   •  No  commercial  health   insurance   •  No  staff  canteen   •  No  vending  machines   •  Only  convenience  stores  or   restaurants  nearby   •  Dedicated  eaOng  area   •  No  membership  card   offered  or  gym  faciliOes   available   •  Out  of  date  fitness   equipment   •  No  support  available     •  Basic  communicaOon   between  colleagues   •  No  green  space  nearby   •  No  sufficient  space   •  Lack  of  access  to  natal   light   Different  levels  of  wellness  systems  in  companies   AWB
  21. 21. AWB “Interested  in  Wellness”   “Engaged  in  Wellness”   “Geng  Sophis=cated  about  Wellness”   “Integra=ng  wellness  into  core  business   systems”   Analy=cs   No  data  analysis   No  follow  ups   Simple  survey  &  tracking   Some  data  analysis   Assess  available  employee-­‐specific   data   IdenOfy  key  cost  driver   Development  of  a  standard  program-­‐ assessment  form  to  track  metrics  and   results  every  6  to  12  months   Strong  data  analysis   Regular  follow  up   wellness  metrics  are  factored  into   performance  reviews   regular  survey  to  evaluate  the   programme   Complete  business  plan  with  ROI   Constantly  refining  and  tracking   metrics  for  use  in  business  and   strategic  decision.   Corporate   Engagement   No  C-­‐suit  engagement   Sporadic  iniOaOves  from  different  level   Mid  or  high-­‐level  manager  act  as   "Wellness  champion"   No  C-­‐suit  engagement   HR  engaged   Wellness  champions  at  all  levels   Vision  defined,  aligned  with  key  cost   driver   C-­‐suit  engagement   Top-­‐down,  boaom  up   Program  100%  aligned  with  business   vision   Strengthen  internal  coordinaOon   All  level  fully  engaged   parOcipaOon  levels  are  high  among   almost  all  groups  of  employees   Seek  opportuniOes  to  collaborate  with   other  companies  as  well  as   community-­‐based  groups   Por]olio   of  Ac=vi=es   Pursue  a  few  simple  but  effecOve   acOons   Various  exisOng  acOviOes  but  not   structured  and  targeted   Striving  to  idenOfy  and  target  risk   factors  more  accurately   EffecOve  incenOve  program,  cash,  gib,   points,  et   Develop  internal  acOviOes  while  also   working  with  external  stakeholders  to   enhance  their  employees’  environment     Enable  employees  to  track  their   progress  towards  a  wellness  objecOve   online   Constantly  coordinaOng  various   iniOaOves,  especially  those  with  key   external  stakeholders  (community,   government,  etc)   overall  program  is  regularly  reviewed   and  modified   Four  stages  of  Companies’  Health  &  Wellbeing  Ini=a=ves
  22. 22. Where  is  the  Missing  Bit? •  Porholio  of  acOviOes   •  Corporate  Engagement   •  Robust  AnalyOc   To  Demonstrate:   •  Value  CreaOon   •  Align  with  and  support  of  business  strategy   AWB
  23. 23. AWB Why  PromoOng  Health  in  the  workplace?   •  How important is your People to your Business? •  How do you attract and retain your talent? Pre-­‐Industrial   Industrial   Post-­‐Industrial   My  men  can  work  harder  than   your  men   My  machines  are  bigger,  faster   and  more  powerful  than  your   machines   My  people  are  smarter,  more   creaOve,  more  customer-­‐ oriented,  more  producOve   than  your  people  
  24. 24. Employee is your most valuable asset Might even be your only competitive advantage AWB
  25. 25. Approach AWB
  26. 26. AWB
  27. 27. Officially  launched  in  Beijing  on  March  2013,   the  12-­‐weeks  “Kai-­‐Kang”  AcOon,  the  Health   &  Wellness  PromoOon  Program,  offered  a   wide  range  of  services. The  Program   56   33   54   64   46   58   0   10   20   30   40   50   60   70   Energy   Lifestyle  -­‐  AcOviOes   Overall  score  (all  8   categories)   Before   Aber   54%   25%   21%   66%   24%   11%   Normal   Overweight   Obese   Par=cipants‘  weight   Case  Study  –  KAI  KANG  ACTION Par=cipants‘  health  score   AWB
  28. 28. 0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   100%   Case  Study  –  KAI  KANG  ACTION The Results AWB
  29. 29. To ensure the Sustainable Growth of your company making the Right Investment: Employee Health AWB Thanks