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![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](https://image.slidesharecdn.com/sustainablefacilitymanagementstrategy-workplacewellbeing-140731230359-phpapp02/75/Sustainable-Facility-Management-Strategy-Workplace-Wellbeing-21-2048.jpg)
Uploaded byGreen Initiatives 绿色倡议
Sustainable Facility Management Strategy - Workplace Wellbeing
The document discusses the detrimental impact of non-communicable diseases on workplace productivity and employee health, with a focus on the increasing prevalence of conditions such as obesity, cardiovascular diseases, and chronic pain. It emphasizes the importance of implementing comprehensive workplace health initiatives that can prevent these issues and promote overall employee wellbeing. The report outlines various strategies and programs that businesses can adopt to enhance employee health, thereby improving productivity and reducing healthcare costs.
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Sustainable Facility Management Strategy - Workplace Wellbeing
- 1. 上海惜安健康咨询有限公司 | AWBHealth Management Healthy Business, Better World! 健康企业，和谐世界！! Work place wellbeing- Wise Investment Dr. Sean Li Zhi
- 2.
- 3.
- 4. Our Food has changed AWB
- 5. 100,000 chemicals are used by Americans About 1,000 new chemicals are introduced each year AWB
- 6. We Move Less and Less AWB
- 7. Neck & Back Pain Obesity High blood pressure Burn Out Low Energy High blood Cholesterol AWB
- 8. Companies have to cope the consequence of the declined health of their staff AWB
- 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.
- 11.
- 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. 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. Cardio-‐vascular disease are the leading cause of death globally Source: World Health OrganizaOon AWB
- 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. Global cancer rates expected to increase by 50% to 15 million by 2020 Source: World Health OrganizaOon AWB
- 17. Produc=vity losses are 5 =mes greater than the costs of care Source: "Working Towards Wellness:, World Economic Forum2010 AWB
- 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. 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. 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. 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. 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. 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. Employee is your mostvaluable asset Might even be your only competitive advantage AWB
- 25.
- 26.
- 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. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Case Study – KAI KANG ACTION The Results AWB
- 29. To ensure the SustainableGrowth of your company making the Right Investment: Employee Health AWB Thanks