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The Business School Year 2012/13 Module Code: 44210 Module Title: Health & Exercise Development Level: 5 Element: 3 Contents Chapter 1 .1 1.1 Overview .2 2 Chapter 2: Evaluation 2 2.1 of British Gas 2 2.2 AstraZeneca .3 2.3 of First ScotRail ..3 2.5GlaxoSmithKilne .3 3 Chapter 3 4 3.1 Discussion on the Reasons of Creating Staff Health and Lifestyle Programmes....4 4 Chapter 4 ..4 4.1. Evaluation on Targets Set for the Programmes4 5 Chapter 5 ..5 5.1 The monitoring and management of company set schemes.5 5.2 Fig.1.1 Diagram .6 6 Chapter 6 6 6.1 Cost and Benefits 6 7. Conclusion .7

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8. Bibliography .8 Chapter 1. Overview on current health and lifestyle programmes 1.1 Currently in the United Kingdom large business organisations such as British Gas Services, AstraZeneca, First ScotRail and GlaxoSmithKline are taking a considerable affirmative action towards the aspect of health and lifestyle programmes within their businesses to further improve the idea of wellness and health within work and lifestyle. Provided with the case studies from each company this report will refer to the Dame Carol Blacks review of the health of Britains working age population (2008) and Price Water House coopers report on building the case for wellness, so as to set a substantial background and study upon the aspect of health and lifestyle programs in the working world. The programmes costs can later on be translated to potential benefits, financial benefits in evident areas such as cost savings and profound revenue generations, larger reviews on customer satisfaction, attendance management and lower statistics on absenteeism. Furthermore programs such as Back care workshops, health promotion activities and assessments, integrated occupational health/human resources interventions, physiotherapy, company funded hospital cash plans and musculoskeletal and ergonomic improvement programs are some of health and lifestyle programs larger companies are taking into consideration for undoubtedly future benefits for their organisations.

Chapter 2. Evaluation of common content

Upon the aspect of evaluation the common content the aims and objectives come under a wide range of topics for large organisations, most common aims and objectives within the four case studies is to improve health issues to reduce absenteeism and employee satisfaction. 2.1: British Gas British Gas Services required its aims on the main aspect of employee satisfaction and improving health issues by introducing programs to reduce the factors of absenteeism. Therefore by introducing interventional objectives such as Back care workshops it provided employees with an opportunity and potential sense satisfaction to improve their wellness and health from programmes implemented by the company. Referring to Dame Carols Blacks review (2008) absence due to illness in the British economy in 2006 obtained substantial figures of 175 million days lost due to sickness every year. Moved over by providing health programs to improve health issues, the employees who HUBS Coursework Submission 7

took the programs on felt satisfied and absenteeism was improved and managed by up to 58%. 2.2: AstraZeneca AstraZeneca took a more assertive approach into its aims and objectives first and for most , by recognising that the employees are their most important resource, and recognising that their welfare is essential to maintaining high efficient standards. Hence, by introducing wider range of health and wellbeing initiativesthan British Gas Services provided them with the aims to improve employee satisfaction through the objectives of the incentives of providing fast track health care insurance and healthy eating options and more. In reference to the PriceWaterCoopers report 2008 it suggests that companies which operate on the belief of healthier and satisfied employees provide a more productive and efficient organisation. (Vahteraa et al 1999) refer to same case as healthier and satisfied employees produce enhanced results of efficiency and productivity within organisations. 2.3: First ScotRail First ScotRail provided a key aim which was to manage employee health more proactively to bring the wider awareness to potentially reduce sickness in absence due to stress, musculoskeletal injuries and lifestyle related factors in areas such as poor exercise levels and diets. Therefore to do this it would require the objectives of introducing interventions such as physiotherapy, a company funded hospital cash plan and more in order to meet their aims of decreasing absence levels and mange health more proactively. On the case of musculoskeletal injuries lifestyle related factors, Dame Carol Blacks report (2008 ) suggest that common musculoskeletal injuries and disorders are the major causes of sickness absence, mainly caused by a lack of intervention. Moreover it is clear that introducing the intervertions will aim to reduce absence due to musculoskeletal injuries and health problems within the company and as a result to improve lifestyle and employee satisfaction. 2.4: GlaxoSmithKline GlaxoSmithKline introduce a range of aims to ensure that their employees maintained themselves to be physically energised, mentally focused, emotionally connected with the companies current mission of services. Therefore inputting the objective of improve health and well being, healthcare benefits focused on the aim to prevent and access innovated proven treatments in areas such as weight management programs, musculoskeletal and ergonomic improvement programmes and smoking cessation support. Pricewaterhouse (2008) suggest that 64 minutes a day are lost through smoking for companies. The smoking cessation is one of incentives inputted to support the reduction these statistical problem to benefit the objective outcomes for the company to be more physically energised and mentally focused and create a wider sense of efficiency within the workplace.

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Chapter 3. Discussion on the reasons of creating staff health and lifestyle programmes 3.1 There is a clear range or profound purposes of creating staff health and lifestyle programmes, one of the allocated reasons is the sense of employee and satisfaction through the different factors of wellbeing and wellness. Companies design programmes based around wellbeing and wellness factors for the employee as it potentially provides the aspect of commercial sense for the organisation. PriceWaterHouse (2008) shows available literature within the aspect of commercial sense on different ranges of return on investments with a variety or benefits from the designed programmes. Targeting absenteeism and presenteeism, medical cost, programmes targeting musculoskeletal issues all found high returns of investment. Therefore rationale and reasons of health and lifestyle programmes present opportunities of wellbeing and wellness to endorse satisfaction for employees and they also returns of investments for companies. Dame Carol Blacks review (2008) suggests that organisations are introducing these programs for direct finical gain which is partly the source of return in investment. Therefore companies are recognising that if these initiated programmes are not introduced the cost of sickness and absence has the chances to threaten the business itself. Kay .G, Paul .E, Denise .B and Jeremy .D also agree that companies should continue to recognise to input these programs to reduce business threats and mainly decrease levels of absence and improve health issues.

Chapter 4. Evaluation on targets set for the programmes 4.1 British Gas Services had a clear target when introducing the Back Care program which was essentially to reduce absence which is attributed to back pain, this led to back related absence being reduced by up to 43% after one year of participation. Employee satisfaction was identified as Mark Murkowski and technical engineer stated that the back care changed his life as the service was at high standard and reduced his levels of absence as well AstraZeneca inputted their new health and wellbeing programme strategy to offer better services than in previous years. Thus targeting to offer enhanced framework improved promotion, management and measurement of activities globally within the organisation health and wellbeing program to initially provide a sense of efficiency and innovation within the current programmes. Therefore targeting to prevent work related bad health through the program, to potentially improving engagement and energy levels throughout the organisation.

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Wellbeing initiative programs for First ScotRail were quoted by the HR director as the target within the programs was to encourage staff to be more involved to try the programs companies provided. Therefore by encouraging employees to get involved it provides a base of positive team work which is required for business to prosper within the current economic situation. GlaxoSmithKilne introduced team resilience programmes to focus their predominant targets on, expertise, execution, behaviours and self-awareness within the health and wellbeing initiatives. Therefore by inputting their targets provide expert information will endure positive execution which will determine the changes into improving behavioural change and self-awareness though health programs introduced within the company, Showing positive measurable results as staff satisfaction increased by 21%.

Chapter 5. The monitoring and management of company set schemes 5.1 The aspects within the management and monitoring of the operating schemes which is based on employee needs and values, thus founded in a case of implementation framework by PriceWaterHouse (2008) suggesting that it should be carried under plan, execution and management. The plan should carry out an in depth analysis and investigation on employee health, needs motivations and willingness to change. Also to value an understanding on the programmes which are offered, understanding organisational risks and priorities in direct relation to workplace wellness, to therefore take consideration in the series of initiatives which are provided to comprehend the types of initiative programmes to positively fulfil the organisations needs. Therefore executing should be implemented by concluding a set of key performance indicators to analyse and evaluate possible outcomes and impacts, which can be seen as monitoring potential consequences and influences of the schemes. Moreover ensuring that programme engages employees through appropriately designed incentives within the set schemes. The appropriate manor to manage the situation would be to maintain evaluation and management steps in a continuous process which notify the current plan and execution of the cycle, Therefore monitoring systems provided by companies should provide clear and confidential visuals to assure a sense of employee satisfaction and understanding. The management process should have the clear outline in identifying the cost and benefit data of the schemes to commence the financial impact modelling to illustrate investment return. Dame carol black review shows monitoring and managing the schemes in a quantitative form by researching statistical based information in the areas of unemployment, health inequalities and more. A profound aspect upon the quantitative study to monitor and manage scheme was statistics on work related illness by industry in figure 1.1. As the main basis of the schemes is to improve wellbeing and health issues, taking considerable action in gathering information from other sources of study especially statistical provides an outlook on monitoring and managing current business industry issues upon the factors of health. Therefore companies should implement these sources of monitoring managing current schemes.

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Fig.1.1 http://www.dwp.gov.uk/docs/hwwb-working-for-a-healthier-tomorrow.pdf

Chapter 6. Cost and Benefits 6.1 British Gas services within their costs of implementing the set health programs found return on investment which was for every 1 invested 31 was the return. Therefore producing profound benefit as the employee is gaining from participating also the company is benefiting by gaining 3000% in return of investment. AstraZeneca upheld cost savings of 500k to 700k saved through improved productivity after counselling programmes, also saved 80,000 on health insurance costs for psychological illness. More over producing large cost savings to benefit the business cash plans. This is a major benefit as employees gain better wellbeing and maintain the companies approach to innovate and create competitiveness in a global environment. First ScotRail introduced a company funded a company funded hospital cash plan and other interventions which benefited the company by decreasing absence from 6.2% to 4.2% saving the 3 million annually, this is a large saving as they have tackled health proactively. GlaxoSmithkilne didnt not provide cost figures within their case study, but provide business benefits such as increasing staff satisfaction by 21%, HUBS Coursework Submission 11

increasing the aspect of performance and productivity for 7%-13% and days due to musculoskeletal levels fell 33%. Dame Carol Black review stated that the average length of time for employees with musculoskeletal issue is two weeks more than the average for other conditions, therefore reducing the days of productive work by33% on the aspect of musculoskeletal concerns is a major benefit for the organisation to capitalise maintenance and improvements upon the situation.

Chapter 7. Conclusion 7.1 In conclusion upon the analysis of the selected organisation programmes it produces the aspect on how effective the different the programmes are more over providing recommendations which can lead to improvements. Consequently a profound effective role on all the programmes is that they are very cost effective when it comes to the condition return of investment. As the majority of companies are gaining return on investment through health and wellbeing programmes its produces an effective manor to provide satisfaction for the companies and employees. Ronald J. Ozminkowski, Rodney L. Dunn, Ron Z. Goetzel, Richard I. Cantor, Jan Murnane, and Mary Harrison (1999) took this case of return of investment with American companies stating that despite certain accountable limitations the return of investment for companies it is almost certain if appropriately designed health programmes are taken in by companies which provides large monetary savings for organisations. in order for this to happen the Dame Carol Black review (2008) recommends that the clear importance of physical and mental health of the working society in relation to, social attainment, personal and family issues should be taken into consideration by organisations to produce appropriately designed programmes which leads to effective return of investment. Employee satisfaction is a key factor upon how effective these programmes are when endorsed appropriately within organisations. Within the four case studies employees comment on how satisfied they are by their company awareness on the factors of health, wellness and wellbeing therefore showing how effective the programmes were. Jasna Auer Antoncic, Bostjan Antoncic (2011) say that employee satisfactions and good relationships in organisations leads to innovative expansion which produces effective efficient produces within a working environment. Employee satisfaction therefore profits the effectiveness of the programmes implemented by their companies positively within the four company case studies. Dame carol black report recommend that the government should launch a major drive to promote the understanding of a constructive relations between health and work among employers, therefore to give them a wider range or information to potentially offer a sense satisfaction in knowing the health occurrences and how to benefit from health programmes. The programmes have great effect in a wide range of areas if designed appropriately therefore eliminating the chances of ineffective causations, as a result companies should maintain and look to innovate programs to lead to

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potential rise of success in business and also looking after employees with potential risk to health problems such as musculoskeletal and mental issues.

8. Bibliography Jasna Auer Antoncic, Bostjan Antoncic. (2011). "Employee satisfaction, intrapreneurship and firm growth: a model", Industrial Management & Data Systems,. Industrial Management & Data Systems. 111 (4), 589-607. Ronald J. Ozminkowski, Rodney L. Dunn, Ron Z. Goetzel, Richard I. Cantor, Jan Murnane, and Mary Harrison. (1999). A Return on Investment Evaluation of the Citibank, N.A., Health Management Program. American Journal of Health Promotion. 14 (1), 31-43. Jussi Vahteraa, Mika Kivimkib,Jaana Penttia,Tres Theorellc. (2000). Effect of change in the psychosocial work environment on sickness absence: a seven year follow up of initially healthy employees. Journal of Epidemiology and Community Health. 54 (7), 484-493. Kay Greasley, Paul Edwars,Denise Baker-McClean and Jeremy Dale. (2012). Why do organisations engage in HR initiatives ?a test case of a health and wellbeing intervention. Employee Relations. 34 (4), 443-462. Dame Carol Blacks. (2008). Working for healthier tomorow. Available: http://www.dwp.gov.uk/docs/hwwb-working-for-a-healthier-tomorrow.pdf. Last accessed 16.12.2012. Reports and reviews PriceWaterCooper report, 2008. Building the case for wellness. Dame Carol Blacks review,2008 working for a healthier tomorrow Case studies GlaxoSmithKilne case study British Gas Services case study AstraZeneca case study. First ScotRail case study. http://jech.bmj.com/content/54/7/484.short

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