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“Is your glass half-full or half-empty?”
Implementing a Wellbeing Strategy in
Scottish Water
Is your glass half-full or half-empty?
Wellbeing and Resilience
Definitions
Wellbeing - The health of an organisation, and crucially the people in it,
doing some...
Wellbeing Programme – Guiding Principles
We aim for our people to be “equipped, engaged , enthused and
energised.”
We will...
Target issues that are important to employees
• Working	in	a	way	
that	enhances	
employees	
lifestyles	
• Belief	in	our	vision	
and	values,	being	
part	of	a	meaningful	...
An example of a Physical Wellbeing initiative
Global Corporate Challenge 2015 – 152 SW Participants
72%
64%
76%
75%
79%
76%
An example of an Emotional Wellbeing Initiative
Ruby Wax presenting to top 500 in SW
Example of an Agile Initiative
Fixed, Fluid, Field or Free
Example of an Energising Initiative
Water Aid Trip to Zambia 2015
Recognise the importance of leaders at all levels
SW Team Leaders
Building Personal Resilience
5 Pillars of Resilience
Energy
Inner Drive
Future Focus
Flexible Thinking
Social Support
….. ...
Has it made a difference?
Winner of Scotland’s Best Large Employer 2015
“Key to success is the organisation’s approach to ...
Lessons Learned
• Be clear about the aims of your Wellbeing Programme
• Go where the energy is – target issues of importan...
QUESTIONS?
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Session 12 - v3 Wellbeing

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Session 12 - v3 Wellbeing

  1. 1. “Is your glass half-full or half-empty?” Implementing a Wellbeing Strategy in Scottish Water
  2. 2. Is your glass half-full or half-empty?
  3. 3. Wellbeing and Resilience Definitions Wellbeing - The health of an organisation, and crucially the people in it, doing something for themselves, the organisation and the communities in which they live and work. What contributes towards an employee’s enjoyment, engagement and happiness at work.” Resilience - “Not just surviving but thriving whatever challenges are faced”
  4. 4. Wellbeing Programme – Guiding Principles We aim for our people to be “equipped, engaged , enthused and energised.” We will achieve this by: •  building adaptive capacity and resilience •  encouraging employees to think about work as ‘what they do’ rather than ‘where they go’ to do it •  implement a Wellbeing Programme that enables employees to ‘bring their whole self to work’.
  5. 5. Target issues that are important to employees
  6. 6. • Working in a way that enhances employees lifestyles • Belief in our vision and values, being part of a meaningful enterprise and suppor<ng ac<ve engagement in life and wider society • Posi<ve health and bodily func<oning, exercise and good nutri<on, physical safety and access to good health care and informa<on PHYSICAL EMOTIONAL AGILEENERGISED •  Emo<onal resilience; promo<ng feelings of self-confidence, self- esteem, trust and co- opera<on and suppor<ve rela<onships Scottish Water’s Wellbeing Model
  7. 7. An example of a Physical Wellbeing initiative Global Corporate Challenge 2015 – 152 SW Participants 72% 64% 76% 75% 79% 76%
  8. 8. An example of an Emotional Wellbeing Initiative Ruby Wax presenting to top 500 in SW
  9. 9. Example of an Agile Initiative Fixed, Fluid, Field or Free
  10. 10. Example of an Energising Initiative Water Aid Trip to Zambia 2015
  11. 11. Recognise the importance of leaders at all levels
  12. 12. SW Team Leaders
  13. 13. Building Personal Resilience 5 Pillars of Resilience Energy Inner Drive Future Focus Flexible Thinking Social Support ….. over to Helen
  14. 14. Has it made a difference? Winner of Scotland’s Best Large Employer 2015 “Key to success is the organisation’s approach to training and development, health and wellbeing, workplace environment, flexible working opportunities and engagement in company CSR initiatives.” (Business Insider) 84% employees agree that “Scottish Water demonstrates a commitment to my personal wellbeing and resilience” (Your Voice Employee Survey 2015)
  15. 15. Lessons Learned • Be clear about the aims of your Wellbeing Programme • Go where the energy is – target issues of importance to employees • Measure from the start, and recognise you are in it for the long haul • You can do quite a lot with not a lot of resource • Communicate frequently - and carefully • Recognise the importance of leadership buy-in • Build strong foundations through building personal resilience
  16. 16. QUESTIONS?

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