This page contains a Flash digital edition of a book.
Clockwise from top left: The iAM tracks activity, with data then downloaded; New Leaf’s DIY Health Check; HSBC’s ‘My Health and Wellbeing’ scheme and gym


addition to its gym, with 75 studio classes a week, it also offers physiotherapist support, all managed onsite by Nuffield Health. All employees are invited to join the gym for a monthly fee, which incorporates a Nuffield Health MOT so individuals can gain an understanding of their current wellbeing, with pointers for improvement. But as Peter Robotham, head of


performance and reward at HSBC, points out, this is the tip of the iceberg: “Wellbeing today for our 8,000 staff ranges from healthy living – access to fitness facilities and onsite food preparation – through regular health assessments and medical cover to curative solutions. This is why we’ve looked at ways of joining up and leveraging all the functions of our wellbeing providers. “If an employee is visiting one of our


physios for treatment, for example, we ask whether he or she has spoken to the occupational health team for a desk- based assessment focusing on posture. We also encourage individuals to talk to our occupational health team through our confidential Open Line service if they are unhappy at home or work, to identify psychological issues before they turn into long-term absence. This is about helping employees to deal with problems such as


october 2012 © cybertrek 2012


bereavement, marital break-ups or work- related change at an early stage.” Under the banner of ‘My Health


and Wellbeing’, HSBC also offers local and national events and outreach initiatives designed to evoke a sense of community. These include fitness challenges supporting charities, triathlon competitions and sports clubs run by Nuffield Health. Nuffield’s ‘Meet the Expert’ events, which disseminate educational material about an array of wellbeing subjects, are proving popular at lunchtimes, while a health and wellbeing microsite includes a regular e-newsletter with 7,000 subscribers. There are also fitness centres and


programmes, as well as discounted gym memberships, for the network of HSBC offices and employees across the UK. “Different things push different people’s buttons, so you need plenty of ideas and activities,” says Robotham. “We do concern ourselves with how we can appeal to those who aren’t yet switched on. We’ve been recognised for travelling in the right direction, but we still have work to do to reach all employees.” As a result of its health and wellbeing


programme, HSBC has seen a drop in psychological-related absence from 26 per cent in 2010 to 20 per cent in 2011.


The 2011 employee engagement survey showed that 71 per cent of staff believe they have a good work/life balance, while 69 per cent agreed that HSBC is a great place to work – both figures representing year-on-year increases.


STRONG EVIDENCE Other case study-based evidence is coming to light. As a result of a two- year organisational People Strategy, the British Library saw staff absence drop from an average of 10.2 to 7.5 days per annum, with an associated yearly saving of £160,000. Staff turnover halved from 12 per cent to 6 per cent. Danone UK introduced an Active


Programme that returned a reduction in staff turnover from 20 per cent to 15 per cent, and a 22 per cent rise in employee engagement with the business. Danone was subsequently named London’s healthiest workplace by the BBC. This body of evidence will continue


to proliferate as the case for investing in employee wellbeing strengthens. But providers must ensure programmes are informed, inclusive and integrated if they are to succeed on a sustainable basis.


healthclub@leisuremedia.com neena dhillon


Read Health Club Management online at healthclubmanagement.co.uk/digital 85


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