Presentation on theme: "UNILEVER INTRODUCING UNILEVER’S HEALTH & WELLBEING PROGRAMME"— Presentation transcript:
1 UNILEVER INTRODUCING UNILEVER’S HEALTH & WELLBEING PROGRAMME NIKKI KIRBELL AND SHEILA HEMINGWAY
2 TOPICS COVERED TODAYReturn on investmentWhy we have support systems at UnileverThe scope and size of UnileverThe Unilever business modelThe health and wellbeing strategyWorking examples from an R&D site in Bedford
3 2.99:1 6.38:1 1.07:1 10.44:1 RETURN ON INVESTMENT Presenteeism10.44:16.38:12.99:11.07:1Healthcare savingsAbsenteeismThere are lots of reasons why Unilever has an occupational health service and HWB programmes but for the business minded among the audience we have some statistics.In 2014, a Return on Investment (ROI) analysis was conducted. Healthcare and productivity were assessed and when healthcare and productivity savings were combined the ratio was 10.44:1 meaning for every Euro spent on Unilever’s health and wellbeing programme the programme saved the company €10.44.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 entityMargarine Unie (Netherlands)To understand the culture of paternalism and support offered for staff within Unilever we need to understand a little of the history of the company.Unilever was formed in 1930 – after the margarine union came about in 1927 (by the Van den Burgh and Jurgens companies based in the Netherlands who were working in oils, edible fats and some soap production).A merger took place with Lever Brothers Limited in the UK as competition for raw materials grew.William Lever had a vision to grow his business but also to provide welfare for his employees. The land he initially bought near Birkenhead was 56 acres – 24 acres for a factory site and 32 acres to house employees. The site is still one of our main bases in the UK with both manufacturing and R&D elements.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, 1890Invented by William Hesketh Lever in 1894Affordable Hygiene Against Cholera Outbreak in Victorian EnglandAt the port Sunlight village there were many features of 21st century living we like to see in our villages and towns – a library, schools, hospital, swimming pool, gym, tea rooms to name a few.Hence the beginning of the paternalistic nature of Unilever we see today with excellent support facilities for staff – physically and emotionally.How is this relevant today? Unilever has worked tirelessly to ensure that the support for the wellbeing of employees is not lost.
6 ABOUT UNILEVERUnilever 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.Today the company has grown into a global enterprise.The size and scope of our business reaches all corners of the globe and we feel we have a responsibility to nurture not only our customers but our employees as well.
7 190 174,000 7,500 €49.8 BILLION UNILEVER FAST FACTS GLOBAL TURNOVER OF AT END OF 2013190COUNTRIES INWHICH OURPRODUCTSARE SOLDEMPLOYEES GLOBALLY174,0007,500EMPLOYEES IN THE UK & IRELANDNot just selling soap and margarine any more!
8 JUST SOME OF OUR UK BRANDS…. Some of you may not be as familiar with Unilever but I can guarantee that you will know just some of our current brands.Many of which you will have in your homes today.Personal care, home care, foods etc are just some of the products.
9 OUR BUSINESS MODEL OUR BRANDS Strong brands and innovation are central to our ambition todouble in sizeOur operationsWe aim to develop innovativeproducts that address differentconsumer needs at differentprice pointsSustainable livingThe differentiator in our business model is our Sustainable Living Plan and the goal of sustainable living.Our peopleSustainable, profitable growthcan only be achieved with theright people working in anorganisation that is fit to winWithin the Unilever business model – our people feature as part of the sustainable living plan which sits at the core of our business model.
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.”The CEO believes staff welfare is vitally important and that filters through the company. Without support from company leaders, it would be near impossible for us to build wellbeing into the core of the business.
11 MEDICAL & OCCUPATIONAL HEALTH GLOBAL STRATEGY Our global strategy focuses on health protection and promotion and covers three key areas:Health, Wellbeing and PerformanceTravel Related ActivitiesPrevention of Occupational Ill HealthPromote HealthSupport Agile WorkingExpand employee health programmeMeasure performanceControl risksErgonomicsWe seek to attain best practice in medical and occupational health.HEALTH, WELLBEING & PERFORMANCE:PROMOTE THE HEALTH OF OUR EMPLOYEES, WHICH BRINGS BOTH INDIVIDUAL AND BUSINESS BENEFITSROLL OUT OUR EMPLOYEE HEALTH PROGRAMME FURTHERPROMOTE MENTAL WELLBEING AND RESILIENCETACKLE LOCAL HEALTH RISKS SUCH AS HIV, MALARIA, DENGUE FEVER AND TUBERCULOSISENSURE BUSINESS CONTINUITY IN THE EVENT OF A HEALTH PANDEMICSUPPORT THE CONCEPT OF ‘AGILE WORKING’ FOR OUR EMPLOYEESPREVENTION OF OCCUPATIONAL ILL HEALTH:PREVENT WORK-RELATED ILLNESS AND OCCUPATIONAL DISEASESFORMULATE NEW OCCUPATIONAL HEALTH KEY PERFORMANCE INDICATORS (KPIS) WHICH WILL MEASURE OCCUPATIONAL HEALTH PERFORMANCEENSURE GOOD ERGONOMICS AT THE WORKPLACECONTROL SPECIFIC RISKS SUCH AS NOISE AND ALLERGENSTRAVEL RELATED ACTIVITIES:PROVIDE ADVICE ON IMMUNISATION AND PREVENTATIVE MEASURES (CHEMOPROPHYLAXIS) FOR ALL BUSINESS TRAVELOFFER ADVICE BEFORE, DURING AND AFTER TRAVELImmunisationTravel advice
12 UK WELLBEING PLANWorking towards ensuring both mental and physical health are an equal priority within our organisation:A culture supporting an holistic approach to healthLine managers lead and manage things that influence and support a culture of health and wellbeing in the workplaceExcellent 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 homeLamplighter, Unilever’s global health, wellbeing and performance programme.The programme is born from Unilever’s mission is to help people look good, feel good and get more out of life.This sentiment applies to our employees just as much as our customers and consumers.As such, Unilever strives to create a positive organisational culture in which employees actively think about health and wellbeing.The UK&I Wellbeing Plan supports all Unilever organisations in the UK&I and should ensure both mental and physical health are a priority within our organisation.It offers employees a combination of physiological and nutritional assessments as well as mental resilience tools and bespoke diet and exercise advice to help promote optimal health, wellbeing and performance.It’s widely known that an individual’s health affects not only their personal life, but their professional life too.A company of healthy employees is more likely to benefit from positive work behaviours, reduced absence rates and healthcare costs and increased productivity and engagement.
13 LAMPLIGHTER IN THE UKA common framework with a common set of tools under four pillars – each with specific national and site KPI’sLeadership & ManagementCommunication & CultureBuilding Resilience & Developing Employee WellbeingSupportManagers 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.The plan has four pillars - Leadership & Management, Communication & Culture, Building Resilience & Supporting Employee Wellbeing and Support.Of these four, Leadership & Management is the most fundamental, as it is a key enabler of the rest of the plan and particularly the creation of a climate across the organisation in which there is no barrier surrounding wellbeing which is a primary objective of this plan.Each site takes ownership of putting in place a local wellbeing team, led by the site leader, who is responsible for implementing their site plan aligned to their own population needs.The central Health and Wellbeing team within MOH oversees the whole programme, with close collaboration with HR and Communications for consistency and alignment.
14 Lamplighter Mental health manager awareness training Onsite health checksMindfulness training onlineLamplighterEmployee Assistance ProgrammeUnilever Personal Resilience toolSome examples of the types of programmes that make up the Lamplighter programme in the UK&I.Get Active fitness challenge
15 WHY WELLBEING IS SO IMPORTANT TO UNILEVER Wellbeing benefits not only employees but the business as a wholeAll 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 wellbeingManagers are also equipped with the skills necessary to deal with health issues and as a result have a more engaged and resilient workforceTackling the issue from different angles (top down / bottom up) by producing a robust range of training, support and tools is essential to suit the diverse employee groups and means we are more likely to achieve the main objectives of the programme and embed the principles into the business long term.
16 COMMENTS FROM EMPLOYEES “The support network that the company has put in place has really helped me from Line Manager to Occupational Health”“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”.“Very eye opening and educational training session which has catalysed a desire to learn and understand more”“We’re off to a great start. Changes like this take time, it’s as much culture change as anything”Comments taken from surveys and analysis of some of the elements within the Lamplighter programme.
17 BENEFITS TO THE BUSINESS Reduction of 25%in 1 yearWorking days lost due to mental health after implementation of our mental health programmeBENEFITS TO THE BUSINESSEmployee engagementRecovery timesAbsences from the businessRefer to ROI slide.Work related ill health
18 WORKING WITH EXTERNAL AGENCIES UK Government Responsibility Deal pledges:Occupational Health StandardsMental Health, Wellbeing and ResilienceHealthier Staff RestaurantsPhysical Activity in the WorkplaceChronic Conditions Guide and Unpaid CarersPhysical Activity InclusionHealth and Wellbeing ReportPhysical Activity GuidelinesTo highlight our commitment to the wider community, Unilever has signed up to 13 pledges, 8 of which relate to our employee wellbeing.
19 A UNILEVER SITE PERSPECTIVE FROM R&D IN BEDFORDSHIRE A Vitality team was formed on site at Colworth several years ago with members from across the site plus a senior manager to try and bring the community together - promoting healthy lifestyles and enabling employees to become more connected.Using the themes and support from the Lamplighter programme manifested in the MOH team being regularly linked with the local PH Nurses to support site events such as health fairs and roadshows around the workplace.A quarterly update of information and a large booklet of all clubs on site was produced with detailed dates, times and contact details for all activities to ensure awareness for new employees and this was shared electronically with a few hard copies to hand out.As you can see – this relates to the Communication & Culture pillar of the wellbeing plan.Wellbeing Plan – Communication & Culture
20 EVENTS FEBRUARY – HEART AWARENESS Events we have held have been always varied and tried to be as inclusive for employees as possible.Initiatives covering aspects of men’s health, women’s health, skin and hearing health, ergonomics, healthy eating and sleep to name a few.Wellbeing Plan - Support
21 HEALTH FAIR – SHOWCASING EMPLOYEES’ HOBBIES AND PASTIMES The last event we held, we used the employees knowledge. Rather than being prescriptive about promoting specific healthy hobbies/lifestyles, we felt the population were intelligent and well able to share their expertise and experiences with a vast range of hobbies and pastimes – from juggling, bell-ringing, fly fishing, photography and sailing to name a few.By using our own in-house experts and enthusiasts to demonstrate their ‘craft’ other employees felt able to get involved and show an interest. New societies were formed after the health fair to include craft and photographic clubs.Mixed in with the hobby stands were also representatives from MIND, Relate and The Richmond Fellowship – all of whom can help various aspects of mental health. Thus trying to give a balance of physical and psychological support outlets.Wellbeing Plan - Support
22 Wellbeing Plan – Building Resilience & Developing Employee Wellbeing VOLUNTEERINGAnother initiative which we have taken time to open out for employees, is the opportunity to volunteer in the local community with the help of the local volunteer bureau in Bedford to highlight suitable projects for small teams to be involved with.All Unilever employees are given a day a year to volunteer and this was facilitated across the country.At Colworth, in the last two years, teams have gone to over ten local projects and one international project where we held sewing workshops to make clothes for deaf children in a school in Kedowa in Kenya.Wellbeing Plan – Building Resilience & Developing Employee Wellbeing
23 COLWORTH COMMUNITY CHOIR The Colworth choir was formed in June 2013, giving an opportunity to experienced or novice enthusiasts the chance to come together and sing under the care and nurturing of an experienced musical director.The choir has grown, with up to 65 members and has now performed as part of a mass choir at Royal Festival Hall and other smaller venues such as the Castle theatre Wellingborough and Derngate in Northampton.Port Sunlight also has a choir now and it is being trialled at Leatherhead after the success in Colworth.Wellbeing Plan – Leadership & Management
24 CHOIR FEEDBACKIt'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 communityLOVE, 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