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UNILEVER INTRODUCING UNILEVER’S HEALTH & WELLBEING PROGRAMME NIKKI KIRBELL AND SHEILA HEMINGWAY.

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Presentation on theme: "UNILEVER INTRODUCING UNILEVER’S HEALTH & WELLBEING PROGRAMME NIKKI KIRBELL AND SHEILA HEMINGWAY."— Presentation transcript:

1 UNILEVER INTRODUCING UNILEVER’S HEALTH & WELLBEING PROGRAMME NIKKI KIRBELL AND SHEILA HEMINGWAY

2 TOPICS COVERED TODAY  Return on investment  Why we have support systems at Unilever  The scope and size of Unilever  The Unilever business model  The health and wellbeing strategy  Working examples from an R&D site in Bedford

3 RETURN ON INVESTMENT 10.44:1 6.38:12.99:1 1.07:1 Healthcare savings Absenteeism Presenteeism This means that in year one, the program saved €10.44 for every Euro spent

4 THE BEGINNINGS OF UNILEVER WHO ARE WE? Unilever was formed in 1930 from two companies: Margarine Unie and Lever Brothers It was a full business merger, operating as a single business entity Margarine Unie (Netherlands) Lever Brothers (UK)

5 THE MAN AND THE VISION “ To make cleanliness common place; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding, for the people who use our products” William Hesketh Lever, 1890 Invented by William Hesketh Lever in 1894 Affordable Hygiene Against Cholera Outbreak in Victorian England

6 ABOUT UNILEVER Unilever is one of the world’s leading suppliers of fast-moving consumer goods. Our products are sold in over 190 countries and used by 2 billion consumers every day.

7 190 COUNTRIES IN WHICH OUR PRODUCTS ARE SOLD GLOBAL TURNOVER OF €49.8 BILLION AT END OF 2013 EMPLOYEES GLOBALLY 174,000 7,500 EMPLOYEES IN THE UK & IRELAND UNILEVER FAST FACTS

8 JUST SOME OF OUR UK BRANDS….

9 OUR BUSINESS MODEL OUR BRANDS Strong brands and innovation are central to our ambition to double in size OUR OPERATIONS We aim to develop innovative products that address different consumer needs at different price points OUR PEOPLE Sustainable, profitable growth can only be achieved with the right people working in an organisation that is fit to win SUSTAINABLE LIVING The differentiator in our business model is our Sustainable Living Plan and the goal of sustainable living.

10 PAUL POLMAN - CEO “Under the Unilever Sustainable Living Plan we want to improve the health and wellbeing of a billion people around the world. A key part of that is the wellbeing of our own people, not only their physical health, but just as importantly their mental health, particularly at times of change and uncertainty. By listening and responding to their emotional needs we give people a much better chance of fulfilling their true potential, which is good for them and good for the company.”

11 MEDICAL & OCCUPATIONAL HEALTH GLOBAL STRATEGY Health, Wellbeing and Performance Travel Related Activities Prevention of Occupational Ill Health Promote Health Support Agile Working Expand employee health programme Measure performance Ergonomics Control risks Immunisation Travel advice Our global strategy focuses on health protection and promotion and covers three key areas:

12 UK WELLBEING PLAN Working towards ensuring both mental and physical health are an equal priority within our organisation: A culture supporting an holistic approach to health Line managers lead and manage things that influence and support a culture of health and wellbeing in the workplace Excellent information, support and care to employees who experience ill health for whatever reason and energising employees to be the best they can be at both work and home

13 LAMPLIGHTER IN THE UK A common framework with a common set of tools under four pillars – each with specific national and site KPI’s Leadership & Management Communication & Culture Building Resilience & Developing Employee Wellbeing Support Managers who understand physical and mental wellbeing as a core element of their people management, and leaders who consider an individuals total wellbeing as part of business decision- making and capability building. A performance culture is a healthy and resilient culture, where mental and physical health are actively discussed, managed and understood to be intrinsic to success. Given that a performance culture needs to be a resilient culture, interventions, tools and techniques will be put in place that build organisational, team and individual wellbeing to meet the needs of the business and the needs of our people. Anyone in Unilever should be no more than one click, one phone call or one discussion from the help they need if they are experiencing any issues with their health and wellbeing.

14 Unilever Personal Resilience tool Get Active fitness challenge Lamplighter Employee Assistance Programme Onsite health checks Mindfulnes s training online Mental health manager awareness training

15 WHY WELLBEING IS SO IMPORTANT TO UNILEVER Wellbeing benefits not only employees but the business as a whole All 7,500 employees in the UK and Ireland have 24/7 access to support when and where they need it, as well as a comprehensive range of training, information and tools to enhance their wellbeing Managers are also equipped with the skills necessary to deal with health issues and as a result have a more engaged and resilient workforce

16 COMMENTS FROM EMPLOYEES “The support network that the company has put in place has really helped me from Line Manager to Occupational Health” “Very eye opening and educational training session which has catalysed a desire to learn and understand more” “It's a great opportunity to have this health check, quick and easy, onsite. Provides early indication of long term health issues - I would always opt into this sort of programme”. “We’re off to a great start. Changes like this take time, it’s as much culture change as anything”

17 BENEFITS TO THE BUSINESS Employee engagement Work related ill health Recovery times Absences from the business Reduction of 25% in 1 year Working days lost due to mental health after implementation of our mental health programme

18 WORKING WITH EXTERNAL AGENCIES UK Government Responsibility Deal pledges: Occupational Health Standards Mental Health, Wellbeing and Resilience Healthier Staff RestaurantsPhysical Activity in the Workplace Chronic Conditions Guide and Unpaid Carers Physical Activity Inclusion Health and Wellbeing Report Physical Activity Guidelines

19 A UNILEVER SITE PERSPECTIVE FROM R&D IN BEDFORDSHIRE Wellbeing Plan – Communication & Culture

20 EVENTS FEBRUARY – HEART AWARENESS Wellbeing Plan - Support

21 HEALTH FAIR – SHOWCASING EMPLOYEES’ HOBBIES AND PASTIMES Wellbeing Plan - Support

22 VOLUNTEERING Wellbeing Plan – Building Resilience & Developing Employee Wellbeing

23 COLWORTH COMMUNITY CHOIR Wellbeing Plan – Leadership & Management

24 CHOIR FEEDBACK  It's fulfilling - it uses a different set of muscles to my work – it’s so good to do something physical and creative that isn’t sport and on a social level, there is a real sense of community  LOVE, LOVE, LOVE Thursdays... even when feeling jaded from the week it gives me a real lift and I can't stop smiling all afternoon. Did Gareth realise that he is a therapist as well as being a fantastic musician and choirmaster?  We aim to improve our standard without taking things too seriously - great mood of positivity that does spill over into the workplace

25 QUESTIONS?


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