Sickness amongst employees affects growth, morale and productivity and increases healthcare costs. These were some of the findings in a recent paper released by Dr. Robert Allen, MD, Regional Medical Director, North Asia, International SOS.
Despite the fact that even the most rudimentary efforts by employers in encouraging healthier lifestyles can reduce illness and alleviate its adverse effects on the business, only 41% of Fortune 500 companies have incentives to encourage health and fitness according to Hewitt Associates.
With poor staff fitness costing US companies an estimated HKD 101 billion per year, HR Managers investing in company health programmes may be able to significantly reduce lost revenue due to illness. According to the World Health Organisation, the annual combined cost for China, India and Russia from heart disease, strokes, and diabetes is over a HKD 7.7 trillion. Predominately, employees tend not to participate in programmes unless there is an incentive to do so or where the company makes the effort to pay all related costs or heavily subsidise activities – or both. But the enormous savings to an organisation makes these programmes a necessity.
For a successful wellness programme there must be a strong commitment to occupational health and safety and an understanding of the workforce’s health through questionnaires and health checks. Specific health issues may be addressed through specially designed programmes and if, for example, a number of the workforce smokes, group quit support sessions may be offered. In addition, effective internal communications and interactive education programmes are a necessity. Behaviour change programmes, health coaches, incentive programmes, detailed reporting and a 24/7 medical line are advisable steps for companies seeking to make a serious dent in poor fitness and fix the root causes of an unhealthy workplace such as stress, sleep, nutrition and fitness.
Healthcare multinational Johnson & Johnson implemented a comprehensive health promotion wellness programme in 1979. Employees were offered a health profile, a risk assessment for smoking, blood pressure or cholesterol, an invitation to participate in a health management programme and a US$500 discount on healthcare. To date, over 90% of all employees have participated in some aspect of the programme. By offering these incentives – employees not opting for the health profile lose the US$500 discount – Johnson & Johnson have calculated that US$8.8 million is saved in annual medical savings.
A corporate wellness programme may also offer support to business travellers, providing and accurate health information to increase their understanding of health risks and the likelihood that they will engage in preventive measures. Indeed, 22-64% of travellers to the developing world report health problems. Such information may include up to date travel information highlighting danger spots and security risk profiles vaccinations, and more, all play a part in ensuring the well-being of the employee is covered wherever they are in the world.
International SOS – Case Study
After US Airways Flight #1549 crash landed in the icy Hudson River after 3:30 p.m. on January 15, 2009, could you answer this question from your CEO within minutes: “Did we have any employees on board?” IBM could, and did, and immediately contacted its Crisis Management Team which activated a crisis plan.After quickly logging into an online traveler tracking tool—International SOS’ Traveller Locator Service, the Crisis Management Director was able to identify that the sales specialist was indeed on Flight #1549.
Through phone contact with colleagues IBM was able to confirm that the sales specialist made the flight and was on US Airways Flight #1549. Shortly after the emergency landing, the miraculous news spread quickly how everyone aboard the plane survived and many watched the passengers and crew being pulled out of the water on TV.
After being rescued, the IBM sales specialist opted to get on another flight back to Charlotte that evening. The International tracking tool enabled IBM Travel Assistance toquickly able to put together the crash data with the staff member’s itinerary, booked via IBM’s Online Travel Reservations. Having a reliable system to track travellers is essential for a company such as IBM that has a large volume of business travellers. “Support from my direct management team as well as the broader IBM executive team was tremendous,” said the sales specialist. “They offered to send a Crisis Management Team to New York to pick me up, get me into dry clothes, check me into a hotel or drive me home...whatever I needed… In addition, several executives were in touch with my husband throughout the evening, updating him and assuring my entire family that everything was OK.”
Paul Arkwright
Publisher
