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that have a wider societal impact too. One such initiative is the Armed Forces


Enriching wellbeing


Wellbeing has been a buzzword in business circles for quite a few years now, but how effective are our practices and are we missing something? Jan-Hein Hemke, Managing Director of Facilicom UK, thinks FM managers should ensure programmes aren’t too inward focused if they are to achieve the desired results. Taking care of our colleagues and clients


is an essential part of facilities management and essential to sustainable business success. It is why the concept of wellbeing has gained such popularity in recent years; leading to initiatives from standing desks to more flexible working hours and plenty in between. CIPD research shows that: “55% [of


organisations surveyed] say wellbeing is on the agenda of senior leaders” and according to the Reward & Employee Benefits Association (REBA): “Employers have a median annual spend of between £51 and £75 per employee on wellbeing when they have a formal strategy in place”. The benefits of a good wellness programme


in terms of improved productivity, morale and health mean it has a proven return on investment for businesses. The reputational dividend of demonstrating you care about the people you work with shouldn’t be overlooked either; it can be a real help when it comes to retention and recruitment in particular.


Ticking boxes


The risk is that we become complacent and, after implementing a few initiatives, think the wellbeing box can be ticked and we can return to concentrating on ‘core business’ practices. There is a twofold problem with this approach.


36 fmuk For a start, wellbeing must be an ongoing


process. As the business and people in it develop, requirements will alter and the programme needs to accommodate these changes. This may be due to organisational development, or an unforeseen external factor. For example the growing awareness of the issues surrounding mental health may impact on the way a business operates. The second concern is that wellbeing


should be a core business practice itself, not an add-on. It is not something to be picked up and dropped on a whim, but needs to be central to the organisation through good times and bad. In fact, it can easily be argued that in bad times it is even more important, as you’ll really need everyone pulling together.


A holistic approach


Wellbeing should not be expected to work in isolation either. It must be linked to businesses’ facilities management processes, health and safety procedures, and wider corporate social responsibility (CSR) strategies. In fact, the welfare of society and our environment could be said to be the ultimate in CSR. All businesses we want to make a profit,


but we know we have a responsibility to play a positive role in society too. We think, therefore, that when appraising wellbeing, companies shouldn’t just consider internal initiatives; important


as


they are. A more holistic approach means supporting enterprises


Covenant. This is a promise from the nation that those who serve or have served, and their families, are treated fairly. We strongly believe that we have an obligation to help protect the wellbeing of those who are prepared to sacrifice so much in defence of our way of life. After all, without them we might not have a business at all. This isn’t just a matter of signing a piece of paper. We are actively recruiting former service personnel – including advertising on armed forces job boards and attending job fairs – so that they can continue to use their skills and experience and develop long-term careers in the civilian sector. This wider approach to prosperity also


incorporates fair treatment and wages, which is why we are so vocal in support of the Living Wage Foundation and the premise of the Equality and Human Rights Commission Cleaning Task Force. These initiatives benefit our own employees, but our involvement is about creating a fairer society, not just improving the wellbeing of colleagues. Similarly, in order to deliver effective


wellbeing strategies, it is vital to tackle workforce injustice. This should go beyond simply complying with the provisions in the Modern Slavery Act 2015. There is no place in our society for exploitation of this kind. It’s up to responsible businesses to ensure that no-one in their supply chain is being abused or neglected.


Wellbeing for all


There is still work to be done convincing every one of the value of wellbeing practices and implementing them within businesses, but in order to achieve true value from programmes the time has come to expand their reach beyond individual initiatives. Incorporating wellbeing into overarching corporate strategies will have t h e greatest impact and mean the benefits are felt by the widest possible audience.


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