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Ginsters 'considering our people as well as place' office productivity network 251012
Ginsters aims to create a healthy, engaged workforce through initiatives that focus on physical and mental well-being, enhancing productivity, and fostering a supportive workplace culture. The company has implemented various health promotion strategies, including fitness programs, nutritional support, and community engagement, resulting in reduced health insurance costs and increased employee satisfaction. By investing in employee health, Ginsters not only improves its own workforce but also demonstrates the business case for workplace health initiatives to other organizations.
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Ginsters 'considering our people as well as place' office productivity network 251012
- 1. Ginsters – Consideringour people as well as the place Mark Duddridge – Managing Director Ginsters Jane Abraham – Healthy Workplace Advisor University of Exeter Medical School
- 2. What is theoverall goal? Healthy, engaged Well-managed workforces organisations • A high-performing, resilient workforce • Enhanced productivity Contributing to: • A well-functioning society • Better economic performance
- 3. What prevents usfrom working The two most common reasons : • common mental health problems • musculo-skeletal problems • Obesity related disease – High prevalence across population – Little or no objective disease or impairment – Most episodes settle rapidly, though symptoms often persistent or recurrent – Essentially whole people, with what should be manageable health conditions – Psychosocial factors important – especially in chronic disability – Long-term incapacity is not inevitable – Prime target for Vocational Rehabilitation. Plus other factors: • Unhealthy workplaces, managerial attitudes, organisational behaviour, poor leadership • chronic diseases – mental and physical. • lack of education and/or skills • deprivation, poverty, lack of jobs Similar problems occur right across the developed world.
- 4. But what doesthe future look like? It is likely that by 2050 1 in 9 adults of working age will be obese or overweight, and the number of people living and working with chronic conditions will rise steadily, affecting morale, competitiveness, profitability. In an increasingly competitive global economy, only the healthiest businesses will prosper. Companies that invest to support employees’ health will be fitter to survive. Retire at 68? Three-quarters of us will be too ill to even work that long... February 11, 2010
- 5. The needs ofthe worker • to be healthy enough to work • safe healthy workplaces - physically safe - emotionally healthy • good work: - job security - work varied and interesting - workers have some autonomy, control and task discretion - fair rewards (not just financial) for effort - supportive social relationships - worker engagement. The various countries of the world are at different stages in providing the above. The nature of work is changing in many countries.
- 6. Definition of aHealthy Workplace (from ‘WHO healthy workplace framework and model: background and supporting literature and practice’ Joan Burton, 2010) Environment Physical Wellbeing Psychological Social Economic A responsible business model
- 7.
- 8. A new visionfor health and work A Review of the health of the working-age UK population, commissioned in 2007 by the Secretaries of State for Health and for Work and Pensions. “At the heart of this Review is a recognition of, and a concern to remedy, the human, Working for a Healthier social and economic costs of impaired health Tomorrow and well-being in relation to working life in Britain. The aim is … to identify the factors that stand in the way of good health and to elicit interventions, including changes in attitudes, behaviours and practices – as well as services – that can help overcome them.” Working for a healthier tomorrow, 2008 Prevent illness, promote health, intervene early, improve the health of the workless.
- 9. The workplace. Findings of the Black Review (2008) • Patchy Occupational Health services • No national standards available to employers when they purchase occupational health or well-being services • Poor understanding of HWWB initiatives for employers • Employers unaware of the business case for investing in health and well-being • Accessible and affordable sources of support and advice rarely available for small and medium-sized companies (SMEs) • Employers inflexible about necessary adjustments for those with disabilities or chronic disease • Line managers’ behaviour crucial, but often little training • Often no policy on supporting mental health • Often no sickness-absence policies to enable early and sustained return to work And yet, the workplace provides great potential for prevention & promotion
- 10. Black Review 2008: Initiatives All intended to help maintain health, well-being and productivity and keep people in work. • The Workplace – health promotion, disease prevention, attitude and behaviour of managers, public sector as exemplar, OH fit for 21 st century, help for Small and Medium enterprises, OH Helpline, focus on mental health • Early Intervention - “fit notes”, Fit for Work services • Education and Training – all healthcare professionals, line managers • Collaboration, joint working – across government, across sectors, with Trade Unions, Council for Health and Work, Regional Co-ordinators • Concern for next generation – working with schools and institutions of higher education
- 11. Ginsters Today… 2300 Employeesin Cornwall (Samworth) Brand leader in the pastry market Over 3 million Ginsters pastries per week 2 million delivery calls a year
- 12. Mission Statement Our successdepends upon our constant respect for people, quality and profit. We believe that our most important asset is our people. Every individual will be treated with dignity and respect at all times, and be given every opportunity to develop to their maximum potential. We will continuously improve the quality of the facilities for our people, the products and service for our customers, and the partnerships with our suppliers. We earn our profits to reinvest in the future of the business for the benefit of our customers, our people, and the communities in which we work.
- 13. Our Approach Motivation • Familybusiness with desire to be a responsible member of local community • Attract investment and the best talent • Develop our own staff An Integrated Local Programme covering • Local Sourcing • Education •Charity Links & programmes • Health & Well Being • Local Sport • Social Support • Environment
- 14. Healthy Workplace Project “I’ve always been a great fan of partnerships and this project at Ginsters is a great example of how they can really deliver – even better than we could have imagined.” John Turner. Council Leader. Caradon District Council
- 15. Ginsters Healthy WorkplaceProject… when a project becomes a way of life • Building trust with safe and pleasant activities • Nurturing healthy behaviours both physical and emotional • Permission to grow personally and professionally • Better way of life for our staff and their families • Increased employee engagement • Helping the community to thrive • Pride in the Brand and their peers
- 16. Ethos ‘To treat people as adults’ Educate and encourage Offer opportunities Provide choice Non competitive and fun Be truly inclusive A board issue An organic process rather than a prescriptive one
- 17. Where did itall begin? • Natural extension of the learning culture • Workplace health assessments • Audit current practices and procedures • Linked into local authorities • Understand barriers and enablers • Staff unaware of key health issues • Listening to our staff and identifying their needs • Morally the right thing to do • Make it sustainable
- 18. Some baseline data To work with partners to provide the evidence to support the investment in health promotion within a workplace Initial data collected suggested Perceptions of fitness vastly differed from the reality Higher than average levels of raised blood pressure Poor diet choices and nutritional awareness Very poor fitness levels High % of smokers Main reasons given for not being physically active Not enough time No facilities available I can’t be bothered I am already fit enough I am too old at 40! I need someone to exercise with The walk/cycle routes are unsafe Of those that live within a 1/2 mile radius of Ginsters - 45% drive to work!
- 19. How to Act •Map existing initiatives – Absence management procedures – Health promotion and occupational health – Canteen – food available – Flexible working – Management practices – Communication – Stress management – Audit of skills – CSR activities
- 20. The process year1 Holistic and alternative therapies Baseline data – understand barriers to healthier lifestyles Active listening and engagement Audit policies and procedures Identify quick wins and introduce opportunities for free activity Involve families Free fruit available across business Communicate - noticeboards, team meetings, intranet, newsletters to home address, plasma 24 hour gym Rehabilitation and GP Referral Publish policies Highlight key health issues Work with local groups for additional funding to improve pathways
- 21. The process yr2 Encourage ‘natural’ peer influencers to take responsibility for programme Facilitate activities and pass on 50% cost Health promotion campaigns linked to world health calender Occupational Health prevention programme Engage the ‘unengaged’ – re-evaluate Positive psychology and mental health training for all Incorporate CSR objectives into programme Volunteer programmes – elderly, natural environment, sports coaches, homeless Support training for interested staff – smoking, climbing, weight management, spinning Launch informal learning programme Improve canteen menu
- 22. The process yr3 Allotments Staff ownership Tackle difficult social health issues – domestic violence Live link to CAB and financial awareness courses Full cost of activities met by participants Work with disaffected young people Opportunities for migrant workers to explain culture to colleagues and families Mentoring to chain of supply Link into education programme with schools Embed into everything Ginsters do Host events for business on healthy workplaces Continue to react and evolve to need
- 23. What are wedoing? • On site fitness suite • Active workplace co-ordinator • Around 15 regular physically based activities • Taster Sessions (canoeing, horse riding, archery, orienteering, snowboarding, scuba diving) • New menus in Restaurant + Free Fruit for all staff • Free water stations across the site • Chiropody/Podiatry/Reflexology • Smoking Cessation • Slimming club and nutritional sessions • Team games • Dog walking, gardening, path clearing • Fund raising for charities linked to activities • Health Surgeries (Drugs, alcohol, BP, BMI, diabetes, audio and weight management) • Passion @ Academy - After Work Hobby Sessions (camera club, allotment talks, holiday web search)
- 24. Successful employee engagementhas led to innovative activities • Allotments on site • Linked to employee development meetings • Added to monthly board report • Free Fruit for all staff • Passion at the Academy • Free use of bikes (adults and children) • Slow running / walking clubs • Own staff used as champions and trainers for beginners • CAB Live Link • Activities linked to raising funds for charity • Promoted /celebrated via internal magazine, notice boards and weekly briefing sessions • Staff write their own accounts for company magazine
- 25. Business Case Ginsters is able to demonstrate to other businesses the economic viability of investment in health promotion within the workplace 2004/5 Insurance Premium Reductions (cost per eligible employee) Health 2005/6 2006/7 2007/8 338.44 336.88 306.45 288.81 This is a direct result of the reduction in the number of claims by employees Reduction in cost of Employer of choice advertising and agency fees indicate the trend of Year 2006 2007 2008 candidates approaching Number of 2481 3641 3764 Ginsters direct and the Applicants impact of excellent staff Advertising Costs £507.43 £338.05 £181.26 stability
- 26. Business Benefit • Engaged Employees – increased positivity scores by 10% in three years • Reduced Costs of recruitment and selection(£9500pa) just based on Labour turnover reduction • Reduced Health Insurance costs (£10,000pa) • Employer of Choice = less agency and advertising (£10,000pa)
- 27. Ginsters Health &Wellbeing - Summary Learning and Exercise Consultation/Advice Community Development Training Rooms School/Student Visits Blue/Green Gym Referrals/Rehab/ Return to Work Open Learning On-line/virtual Occupational Health/ Resource Bakery Visits On Site Activities Medical Facilities Private Consultation Engineering/Technical Student Projects Rooms Resource Room Allotments/Kitchens Mental Wellbeing Business to business Massage Kitchen/Process Rooms Nutrition Passion at the Environmental Cares Challenges Lifestyle Academy Management Financial (CAB) Music/Laughter/Dram a Safety in the Workplace
- 28. Learning captured andutilised Assess and react to demands Ensure people feel encouraged and not pushed Safe environment with real people Celebrate successes appropriately Free at first, then introduce charges with buy in Make it part of the learning and development programme Involve families wherever possible Promote, celebrate and update and communicate as part of your normal communication strategy
- 29. Building trust andmorale • Commitment • Local Investment • Brand • Visible investment in staff • Fully inclusive • Barrier/myth breaking • Involves families • Develops new skills/attitudes • Confidence
- 30. In Summary • Fun •Better local partnerships • Improved our health and well being and also our wider communities too • Sustainable • One business! • Confident and tough A very good investment indeed!
- 31. What is theoverall goal? Healthy, engaged Well-managed workforces organisations • A high-performing, resilient workforce • Enhanced productivity Contributing to: • A well-functioning society • Better economic performance
- 32. [email protected] [email protected] Mobile: 0044 (0)7703 886652
Editor's Notes
- #3 I suggest deleting this one because it refers to the previous Government’s overall goal.
- #12 The Challenges of supporting the programme: 24/7 Difficult to engage Manual and office ( perception of health etc Common health/wellbeing survey
- #29 EG March/April activities Summary of Scope Approx 1000 + engagements New clubs Starter spinning, slow running Lifestyle Allotments/letterboxing Heath Weight Club Nutrition/smoking (other activities conducted) Awareness campaigns – drugs/cholesterol/violence/advice Well-Being CAB Live Link (innovation)
- #32 I suggest deleting this one because it refers to the previous Government’s overall goal.