healthy companies

Best Practice Case Studies for Healthy Companies in Northern Ireland

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Foreword

Northern Ireland employers are increasingly recognising employee health and wellbeing as a strategic priority, particularly during challenging economic times. The recognition that good work is good for health and that proactive management of employees’ physical and mental health can produce a range of significant business benefits is becoming increasingly apparent as is the acceptance that employees are at their most productive and creative when they are in an environment that supports their health and wellbeing.

Even a small ongoing investment in the wellbeing of your staff can pay big dividends for business. It can help add to the bottom line, reduce absenteeism and improve staff retention. Employers who make an initial commitment reap the rewards that come from having a motivated staff and a vibrant workplace.

At a time when employee engagement is viewed as a key differentiator between many successful businesses, the very clear link between employee engagement and employee health continues to emerge.

Without doubt, the Business Action on Health campaign has significantly impacted the strategic integration of health and wellbeing into everyday business in Northern Ireland. It has successfully engaged business leaders and effectively promoted the business case for investing in employee wellbeing.

The case studies in this booklet and accompanying CD represent best practice by Business in the Community members and each featured organisation has documented business benefits which followed the introduction of health and wellbeing interventions in their workplaces.

We aim to provide some insight into a number of the 150 companies that have successfully engaged with the campaign to date. I hope we will also challenge and inspire more employers to seize the opportunity and make good health and wellbeing a reality for current and future employees.

Bro McFerran, Chair of Business Action on Health Board

02 | Best Practice Case Studies for Healthy Companies in Northern Ireland

Table of Contents

Company Name Sector Page no

Allstate IT 04 Almac Health Care 05 Asidua IT 06 Clanmil Housing Housing 07 Diageo Food and beverage 08 DuPont Engineering and Manufacturing 09 Firmus Energy Energy 10 George Best Belfast City Airport Transport 11 Gilbert Ash Construction 12 HCL Telecommunications 13 IKEA Retail 14 Limavady Borough Council Public Service 15 Michelin Tyres PLC Engineering and Manufacturing 16 Mindwise Health Care 17 NACCO Materials Handling Group Engineering and Manufacturing 18 Northern Bank Ltd Financial/Investment Services 19 Novosco IT 20 Omagh District Council Public Service 21 Parker Green International Construction 22 Police Service of Northern Ireland Public Service 23

Best Practice Case Studies for Healthy Companies in Northern Ireland | 03

About Allstate Northern IrelandAllstate Northern Ireland (formerly Northbrook Technology of NI Limited) is a leading IT firm employing over 1,500 employees. Since its inception in 1999 the company has faced many recruitment challenges, from initial Y2K resource shortages to major skills gaps in new and emerging technologies. Allstate NI attracts talent through its marketplace reputation for the genuine care and wellbeing of its people and the company recognises the correlation between happy and healthy employees, satisfied customers and business results.

What Allstate Northern Ireland did:Allstate has focused on a programme driven by employees, volunteers and representatives of all employee groups.

A Health Promotion Team is responsible for the promotion and organisation of events and has built a portfolio which includes a bike to work programme, onsite reflexology and massage, flu jabs, ergonomic training and a healthy eating campaign.

The Sports and Social Group organises fun and social events catering to all tastes ranging from yoga and pilates to golf, cycling, soccer, gaelic football and beer and pizza events.

The Health and Safety Group is responsible for ensuring employees are safe within the workplace. Fire wardens and first aiders (including those who are Polish speaking) have been appointed at all sites.

“I have no doubt that our Work Life Balance and Wellbeing programmes have significantly contributed to our success this year. Our team has developed a robust programme of events which has differentiated our organisation and helped us meet our business objectives despite them seeming impossible at times. Not only that, our existing colleagues have continued to express their engagement and satisfaction in their relationship with Allstate NI. Wellbeing works for our business and our colleagues!”Bro McFerran, Managing Director, Allstate NIContact: Michael Riddell by e-mail at [email protected]


Sector: IT

Size: 1,500 employees

Location: Belfast

The impact Allstate NI’s wide ranging Work Life Balance Programme has become embedded within its culture. £81k was invested in 2010 which has:

• Helped secure 360 new high end IT jobs to NI, despite current market conditions • Helped Allstate NI become the vendor of choice, despite stiff competition from other Indian off- shore providers • Achieved a 98% satisfaction rating in the Work Life Balance section of 2009 annual employee survey

About AlmacEstablished in 2001, the Almac Group offers a range of pharmaceutical services to over 600 customers worldwide, including all the world leaders in the pharmaceutical and biotechnology sectors. Employing almost 3,000 staff globally, with approximately 1,800 in Northern Ireland, the company delivers tailored solutions that meet the individual needs and requests of its clients and is driven by a genuine commitment to the improvement of human health through the advancement of medicine.

What Almac didAlmac developed a health and wellbeing programme in response to a need to improve absenteeism, staff morale and motivation and attain maximum staff retention to ensure its sustainability in an ever demanding climate. The strategy developed focused on staff at all levels, from shop floor to senior management. It is driven from Board level and is multi-faceted. It looks at policy and practice, innovation versus established ideas and seeks to be proactive rather than reactive.

A pivotal component of Almac’s approach to health and wellbeing has been the commencement of an independent, on-site Occupational Health Service. This provides an on-site adviser supported through bi-monthly visits by an Occupational Health Physician. This new approach was launched in February 2008 and included:

• A charter issued to all staff outlining Almac’s commitment to employee wellbeing• Clear business measurements set and communicated from the outset• A Director level steering committee which endorses and promotes all wellbeing activity• Communication channels via employee forums, staff surveys, newsletters and intranet• Pre-employment medicals and health screening for employees throughout their working life

• Quarterly health promotion events often linked to national campaigns, themes, etc• Close linkage with Health & Safety to address risks and identify health issues

Almac employee’s working conditions have been enhanced through flexible working, emergency leave, critical/serious illness cover, Healthcare Scheme, funding of medical procedures, long service awards and an Employee Recognition Scheme.

“People are Almac’s key resource and as a world leader in human health advancement we extend our “wellbeing” policy to our employees. Through our Occupational Health Strategy and service we strive to maintain and enhance the health and wellbeing of our employees whilst at work. The strategy devised and driven from Board level is multi-faceted, from senior management to the shop floor, from policy to practical, innovation to established ideas and is proactive rather than reactive.”Arlene Donnelly, Occupational Health Advisor, AlmacContact: Arlene Donnelly by e-mail at [email protected]


Sector: Health Care


Location: Craigavon

The impact• Sickness absence levels reduced from 10% to 3.5% in one division alone• Significant decrease in long term absence• Decrease in staff turnover• Increase in perfect attendance from 30% to 50% of all employees• Enhanced manager confidence• Employment growth and continued revenue increase• Enhanced motivation and morale among the workforce (measured through survey)

About AsiduaAsidua delivers world class integration, software and consultancy services to government and corporate clients. Employing 120 professionals, it is based in Belfast, Birmingham and Dublin. It considers its people as its company and is committed to enabling its employees to perform effectively in the workplace by encouraging a strong work-life balance and providing a supportive working environment.

Asidua’s company values underpin everything it does: “customer problems are our problems, people are our company, we seek innovation, we act with integrity and we continually learn so that we are best at everything we do.”

What Asidua didTo ensure staff reach their full potential, Asidua has implemented many policies and strategies through its working group ACE (Asidua Communication for Employees) which is made up of representatives of all grades from across the organisation.

Health and wellbeing is owned and led by the senior management team, forms a boardroom agenda item and is fully integrated into the company values. It is supported by its professional development strategy and professional performance review processes. These are transparent and communicated through the intranet and blog.

Making full use of its IT expertise Asidua offers employees the opportunity to make suggestions via an online forum, participate in an extensive training and development programme ALDIS (Asidua Learning and Development Information System) and provides health related material via its intranet.

Other areas where Asidua offers support and help to its employees include: • Bicycle salary sacrifice scheme• Training in diversity awareness, stress awareness and management

• Preventative healthcare scheme for employees and their families• Annual health screening• Flexible working

“Asidua’s company values place people at the heart of what we do, hence the health and wellbeing of employees is of paramount importance to Asidua. We believe that fostering an appropriate working environment through culture, policies, communication mechanisms, etc ensures that our employees are enabled to be productive and effective in managing all aspects of life, whether inside or outside work.”Angela Canavan, Chief Operations Officer, Asidua LtdContact: Johnny Wylie by e-mail at [email protected]


The impact• A reduction in absence, currently sitting at 0.9%• Early intervention with diagnostic scanning• 20% reduction in the levels of staff indicating stress-related issues• Improved employee morale, motivation and productivity

Sector: IT

Size: 120 employees

Location: Belfast

About ClanmilClanmil Housing is one of Northern Ireland’s leading social housing providers and currently manages over 2,000 homes throughout Northern Ireland. Clanmil has built an excellent reputation over the years as a housing company that provides quality and affordable housing to all in housing need. It employs around 180 staff, located throughout the province, 50 based in Headquarters in Belfast and the remainder employed at Independent Living Housing, Supported Housing and Housing with Care schemes. Typical employee groups at these schemes include Scheme Coordinators, Housing Support Workers, Care Assistants and Domestic Assistants.

What Clanmil didClanmil has focused on employee health and wellbeing since 2007, continuing to develop programmes which address its needs. Promoting awareness of health issues and encouraging and facilitating staff, tenants and residents to participate in health and wellbeing initiatives on an ongoing basis are its key priorities. Its most recent programme has been branded “Fit in Body, Fit in Mind” and has included activities such as:• Employee lifestyle assessments • Provision of smoking cessation mentors• Stress audits – delivered by Action Mental Health• Balanced Lifestyle training (stress awareness)– delivered by Action Mental Health• Participation in Belfast Marathon• Promotion of World Health Day• Getting active – Healthworks• Five-a-side football for men and women• Presentations on Nutrition and Managing Money• Back care awareness week• Masseur days• Healthy eating days – provision of fruit• Alcohol awareness

The programme is closely linked to its Health and Safety Policy and is approved by its Health and Safety Forum chaired by the Chief Executive. Health and wellbeing

activity is aligned to all HR policies, particularly managing attendance. Staff can avail of Healthcare provision and the employee assistance programme, while Occupational Health is proactive in ensuring reasonable adjustments for employees. Communicating by means of forums, intranet, coffee mornings, competitions and newsletters is an important element for success and ensures maximum impact.

“Clanmil recognises the long term benefits of health and wellbeing, both to the individual and to the organisation as a whole. As such health and wellbeing will, within Clanmil, continue to be promoted and support provided to its employees, tenants and residents in order to lead to healthier lifestyles.”Jim Pow, Business Improvement & Health & Safety Manager, Clanmil HousingContact: Jim Pow by e-mail at [email protected]


The impact• All employees have participated in the Health and Wellbeing programme• A large number of tenants and residents have participated in health and wellbeing initiatives• Increase in healthy eating• Increase in number of staff participating in some form of physical exercise• Reduction in sickness absence of 4.6% between March 07 and March 08• Reduction in attrition rates by 7.1%• Increased staff morale measured through evaluation

On wider societal impact, in a recent survey tenants were asked to rank in order of preference the type of activities they would like to see provided and they were unanimous in placing health promotion activities as their number one activity.

Sector: Housing

Size: 180 employees

Location: Across NI

About Diageo Northern Ireland Belfast PackagingWith 20,000 employees in over 80 countries, Diageo is the world’s largest premium drinks business. Producing internationally renowned spirits, wines and beers, Diageo brings iconic brands to over 180 markets worldwide.

Whilst making up less than 1% of Diageo plc, Belfast Packaging is proud of the contribution it makes to Diageo’s Global Supply organisation and function as a whole. Belfast Packaging employs over 160 people and operates both bottling and canning, producing around one million litres of beer per annum, comprising some 22 different brands including Guinness, Harp, Smithwicks, Budweiser and Carlsberg.

In seeking to drive health and wellbeing across the organisation it does so through engagement, empowerment and enthusiasm.

What Diageo Northern Ireland Belfast Packaging didHealth and wellbeing is driven from the very top of the organisation with corporate commitment demonstrated by resources, policies and procedures aimed at facilitation and support. A Diageo Zero Harm initiative commits every site to ensuring staff are safe and well every day, everywhere. Health and wellbeing is the lead agenda item at all site manager meetings.

An extensive action plan incorporates: • Occupational Health through a 3-tiered approach of prevention, detection and treatment • Individual Health Checks – BMI, cholesterol, glucose, blood pressure• Wellbeing assessments – confidential questionnaire• Focus Groups – assessing health and wellbeing needs, engagement• Don’t walk by – safety improvement reporting system• Free gym membership• Private healthcare• Eye care vouchers • Healthy eating options within staff canteen

“Diageo recognises it’s the whole person who comes to work; that individual health and wellbeing is paramount to business success; that spiritual and mental wellbeing is as important as physical health and is not just confined to the working environment.”Mike Keating, Health & Safety Manager, Diageo Global Supply, IBC BelfastContact: Joanne Doak by e-mail at [email protected]


The impact• Engaged employees – the “whole person” comes to work• Reduced absenteeism• Increased productivity• Staff retention• Greater teamwork• Innovation and improvement

Sector: Food & Beverage

Size: 160 employees

Location: Belfast

About DuPontFounded in 1802, DuPont puts science to work by creating sustainable solutions essential to a better, safer, healthier life for people everywhere. Operating in approximately 80 countries, DuPont offers a wide range of innovative products and services for markets including agriculture and food, building and construction, communications and transportation.

The Maydown plant in Northern Ireland employs 180 people and is the only European plant producing Kevlar®.

What DuPont didIn 2009 DuPont embarked on a major change program “DPS” (DuPont Production System). Health and wellbeing was included as an integral and critical part of this program having a specific strand entitled “Mindset and Behaviour.” The aims were:

• That each individual accept the need for change and respond positively to the challenges it represents• The organisation would foster an open, honest, and trusting environment• The organisation would create an engaged, flexible, and capable workforce at all levels

This programme was owned and led by Senior Management and there was a common desire to see its impact right across the organisation.

In order to assess needs, DuPont carried out a site culture assessment using multiple tools including an organisational survey, Health and Safety Executive Stress Management Standards survey, deep structured interviews with a representation of staff across the organisation and focus groups. The outcomes of the culture assessment were further reviewed through “mirror workshops” designed to create awareness and encourage open discussion. They involved the whole plant in defining a “from to” action plan ensuring all employees were fully engaged, fully committed and fully briefed.

In addition, a cross-functional employee forum was founded to ensure full implementation of any new initiatives across the organisation. This group took responsibility for communicating and driving change, while providing feedback to management.

All of this activity fully integrated with the ongoing work of the HR team which reviewed its various people policies and provided additional training to line managers.

“The success of DPS program at Maydown plant is based on the trust in people and the realisation that we can only be successful if every employee is involved and part of a team to make the plant better. As our plant vision summarises ‘working together to be world class’.”Tom Bollaert, Business Unit Manager, DuPontContact: Tom Bollaert by e-mail at [email protected]


Sector: Engineering & Manufacturing

Size: 180 employees

Locataion: Derry/Londonderry

The impact• Increased trust across the organisation• Marked improvement in employee wellbeing• Increased safety• Improved productivity and quality• Achievement of gold award Investors in People

About firmus energyfirmus energy is a local supplier of natural gas to both homes and businesses across Northern Ireland. The company has successfully connected over 8,000 customers, laying in excess of 500km of gas mains. With a strong customer focus, this award-winning company has grown rapidly since 2005 and now employs 75 staff in its Antrim headquarters.

firmus energy acknowledges that work is a key part of its employees’ lives and directly affects their health and wellbeing. It sees the success of the organisation as attributable to having a motivated and engaged staff and has placed a great focus on improving employee knowledge and awareness in health and wellbeing.

What firmus energy didIn March 2009, firmus energy’s Managing Director committed to the Business Action on Health pledge demonstrating the value it placed on employee health and wellbeing. Building on this, two HR employees became Healthy Workplace Champions, engaging management support to develop a healthy workplace culture. Health and wellbeing initiatives have been integrated within wider business strategies including HAZCON, a hazard control system which ensures a safe and clean working environment for all employees focusing on a reduction of workplace accidents and injuries.

Introduction of a staff suggestion scheme has successfully led to the provision of shower facilities, childcare voucher scheme and flexible working. firmus sees its success having been impacted by the inclusion of fun activities including internal team challenges, ladies self-defence training, charity challenges, and sporting events. The company intends to provide an on-site gym during 2011.

firmus puts its energy into employee health and wellbeing in the following ways:• Free voluntary health and lifestyle checks • On-line lifestyle questionnaires and personalised

health development plans • Health and wellbeing information points and notice boards• Information seminars delivered by specialists• Free flu jabs• Discounted gym membership• Blood donation day• ‘Fruit Fridays’

“firmus energy seeks to drive all of its initiatives using our three values – Clarity, Empathy and Integrity. These values are lived out throughout our company from top level down. They are what we are and we believe by investing in the health and wellbeing of our employees our company is a great place to work.”Sue Robinson, Central Services Manager, firmus energyContact: Sue Robinson by e-mail at [email protected]


The impact• Absence rates are currently at 2 days per employee per year• Turnover rate sits at 5.5% against the national average of 16%• 34% of staff who previously smoked have ceased since participating in smoking cessation• No accidents required staff to be off work• Improved staff morale, teamwork and upward and downward communication

Sector: Energy

Size: 75

Location: Antrim

About George Best Belfast City Airport (GBBCA)George Best Belfast City Airport is owned by Eiser Infrastructure and is a regional airport serving a range of destinations mainly in Great Britain and Ireland. The airport has continued to grow in recent years with over 2.6 million passengers per year, representing 49% of scheduled domestic air travel into and out of Northern Ireland.

While a major focus of the GBBCA is on its customers’ needs for safety, efficiency and consistency, it is also very clearly focused on its workforce of 1,500 across the site. It understands and believes that the health, work and wellbeing of its employees is of paramount importance.

What GBBCA didGBBCA works on the principle that work is a positive aspect of people’s lives and has developed its approach to health and wellbeing based on this assumption. It believes that this approach has helped it attract and retain excellent people, always taking care to keep them healthy at work. It does this by listening to its people and understanding their needs. Health and wellbeing within GBBCA is part and parcel of its overall commitment to corporate responsibility and is driven and led from the top of house downwards.

Its approach has incorporated:• Development of an Employee Health and Wellbeing Policy and annual action plans• A Personal Development Plan aimed at tailoring personal development opportunities• A Healthcare Plan• Use of an employee attitude survey to better understand opinions, values and perceptions• Establishment of a Health and Safety Committee• Fortnightly meetings between managers and employees to ensure that staff are continually involved• Participation in the Belfast Marathon • Friday charity mornings

• Team building events• On site gym• Healthy lunches

To complement all of these services and activities, GBBCA ensures that its HR Policies are consistent and family friendly. It seeks to rehabilitate staff who become disabled, provides flexible working conditions, maternity and paternity leave, and has its own reward strategy in place. It recognises long service and provides tangible rewards to staff who have no absence.

Communication plays a big part in GBBCA with an open door policy, one to one meetings with employees, people forums, City News bulletins and Departmental notice boards.

“We believe it is not only important to encourage our employees to participate in our Employee Health and Wellbeing initiatives but also, when possible, ensure that the family and friends of employees have sight of and access to the many initiatives that GBBCA have in place.”Stephen Patton, Senior Human Resources Executive, George Best Belfast City AirportContact: Stephen Patton by e-mail at [email protected]


The impact• Increased productivity and high retention levels• Low absenteeism (2%)• Decrease in long term sick absence (from 3.3% to 0.8% over a 3 year period)• Increased employee morale and enhanced performance• Decrease in employee litigation claims• 6% increase in employees volunteering for health and wellbeing initiatives

Sector: Transport


Location: Belfast

About Gilbert-Ash LtdGilbert-Ash NI Ltd is a Northern Ireland based general building contractor, operating throughout the UK and the Republic of Ireland. With a current turnover in excess of £100m, the company carries out contracts across all sectors of the industry and is renowned for its ability to construct the most difficult and complex projects in a non-adversarial and flexible manner, in keeping with its vision of “providing a consistently good experience for all our customers.” Gilbert-Ash has a special corporate culture that involves all staff in the policy and running of the company.

What Gilbert-Ash didGilbert-Ash has invested heavily in the health and wellbeing of its employees for a number of years. While safety is of paramount importance, the company realises the clear link between good health and good work. It has been actively involved with Buildhealth, a major workplace health initiative for the construction industry, and also the Business Action on Health campaign. Health, safety and wellbeing within the company is driven by HR, yet fully integrated into the organisation with active involvement by senior management, line management and employees. In order to fully integrate health and wellbeing into its overall business strategy, Gilbert-Ash has reviewed its HR policies to meet the needs of its employees and its business.

Gilbert-Ash continuously monitors and reviews progress, refining and developing a live and active plan which best meets the needs of its people and its ever changing business. It is also proactive in gaining the commitment of its subcontractors to deliver the same to their employees.

Some of the activities/initiatives which GA has introduced include:• A companywide health plan• Cardiac risk assessments for all employees• Site Health Management Plans• Men’s Health Week programmes

• Establishment of Return to Work (Rehabilitation) plan and policy• Cycle to work scheme• Smoking cessation clinic• Alcohol and drugs policy and procedures• Health Awareness Toolbox Talk Programme

“To date this industry has been concerned primarily with the safety of employees and our methodology in the prevention of accidents. This link with Business Action on Health has created an opportunity to demonstrate our commitment to the good health of all those employed in construction. I believe a workforce that looks after its health is more invigorated, motivated and ultimately more productive.”Eddie O’Neill, Managing Director, Gilbert-AshContact: Maria Bradley by e-mail at [email protected]


The impact• A motivated and invigorated workforce with reduced levels of absenteeism• Increased awareness of work-related health risks and a focus on prevention• Employee driven health and wellbeing• Commitment by employees to return to work • Positive impact on home/family life

Sector: Construction

Size: 120 employees

Location: Belfast

About HCLHCL is a Business Process Outsourcing Company with 2,000 employees in Northern Ireland (1,300 in Belfast and 700 in Armagh) with an average age of 24. It provides contact centre solutions and back office support for a range of leading clients. Much of the work is outbound sales which can be more pressurised than inbound customer services and HCL prides itself in its approach to health and wellbeing and attributes its commitment to this in having impacted positively on absence levels, attrition rates and employee engagement.

What HCL didHCL has an established health and wellbeing strategy which has a three-fold focus on cancer, mental health and physical health. It is owned and driven by the senior leadership team and currently focuses on physical health, attempting to target the less engaged by establishing on-site initiatives including weight watchers, smoking cessation clinics and gym classes.

When developing its action plan, HCL closely monitored responses provided by employees through the surveys including employee engagement audits, Carecall feedback reports and evaluation of events. The company continues to run health and wellbeing weeks on a quarterly basis and has proactively encouraged employees to engage in physical activity through discounted gym membership.

HCL has worked very closely with its catering provider to promote healthy eating in both of its in-house bistros.

It has taken a proactive approach to addressing mental health awareness, having trained managers in mental health awareness with a much more in-depth training provided to HR practitioners. HCL has provided information and support to its employees on financial health. This has been particularly relevant in the current economic climate.

HCL works hard to make its health and wellbeing programme fun. It has been very innovative in its themed approach, with activities including:

• Female Cancer awareness month – “Scared Pink” Halloween event• Male Cancer awareness month – “Movember campaign” when male employees grow moustaches to raise awareness

HCL also offers an employee assistance programme, on-site Occupational Health Nurse, phased return to work, job share opportunities, mentoring programmes and workplace buddy programme.

“Creating a structured Health and Wellbeing Strategy makes good business sense. At HCL we treat our ‘Employees First’ and we continuously look at ways to encourage employees to adopt a healthy lifestyle. Most of our initiatives are employee driven which creates a culture of involvement and fun. The support from Business in the Community’s Business Action on Health Campaign has been invaluable during 2009/10.”Paul Duddy, HR Director, HCLContact: Paul Duddy by e-mail at [email protected]


The impact• Attrition has dropped by 30% in the past 2 years• 5% improvement in absenteeism• 5 – 10% increase in employee engagement across all sites• Increased activity in all health and wellbeing activities• 35% increase in healthy eating options• 20% reduction in fried food consumption• Increased contribution to charities

Sector: Telecommunications


Location: Belfast and Armagh

About IKEA BelfastIKEA Belfast is part of a global organisation with 317 stores. The Belfast store employs 300 co-workers.

IKEA’s human resource idea stipulates that it takes a dream to create a successful business idea but it takes people to make dreams reality. In line with a number of corporate values, it seeks to encourage and promote a happy and healthy team of co-workers.

What IKEA didIKEA Belfast began to actively focus on employee health and wellbeing in 2008. An evaluation was carried out of the existing activities. Through the evaluation it became apparent that many activities were already in place but were not being used in a consistent way.

The topic of health and wellbeing fitted in with a number of other human resource related issues such as absence management, employee satisfaction survey, employee relations and employee benefits. As a result the following actions were undertaken:

• A health and wellbeing brand was developed• Absence monitoring was reviewed and revised• Wellbeing weeks were held regularly to include awareness around issues such as money management, healthy eating and health checks• Employee assistance programmes, counselling, smoking cessation, occupational health and free fruit provided for all employees

IKEA Belfast continues to build on its health and wellbeing strategy by linking it more closely to its charity of the year and also looking at how it can improve the food options in the canteen.

“Health can have an impact on work, but work can also impact co-workers’ health. Once you realise there is an overlap, it makes sense to work actively with health and wellbeing.”Bob van Geldere, HR Generalist, IKEA BelfastContact: Bob Van Geldere by e-mail at [email protected]


The impact• A large majority of co-workers participated in one or more health and wellbeing activities• A number of underlying health issues were brought to light for which the co-workers have been referred to their GP• A further 10 co-workers have successfully stopped smoking after attending a smoking cessation session• 85% stated that the health & wellbeing activities encouraged them to think about their health• 65% of co-workers have taken practical steps to address their own health and wellbeing

Sector: Retail

Size: 300 employees

Location: Belfast

About Limavady Borough CouncilLimavady Borough Council is one of Northern Ireland’s 26 District Councils serving a population of over 32,000. The main economic activities in the Borough are in the services industry, manufacturing and construction. Tourism is an area of increasing employment opportunities and many of the Council’s activities are geared towards helping to increase the number of visitors to the area. The Council employs some 167 staff based in six locations.

What Limavady Borough Council didLimavady Borough Council recognises that the health of individual employees goes far beyond themselves, affecting their families, colleagues, workplace and the wider community. The Council has consistently surveyed its employees since 2004 on work life balance, physical activity, health and wellbeing and has included the Health and Safety Executive Stress Management Standards in the 2010 survey. The results of these surveys continually provide the Council with data on health at work, physical effort, diet, mental effort, stress, etc which gives a good baseline from which to draw up a strategic plan.

Working closely with Foyle Health @ Work and using a business model which addresses leadership and management, health and wellbeing and physical environment, the health and wellbeing strategy was integrated into HR, Health and Safety and organisational development strategies.

Some activities included:• Management training (managing attendance, health and wellbeing)• Introduction of Fresh Fruit Friday• Healthy eating workshops• Health checks• Concessionary rates at leisure centres• STEP challenge, lunch-time cycle scheme • Stress management seminars• Introduction of Carecall

• Staff development days• Introduction of performance reviews• Education programme in relation to cancer, chest, heart and stroke• Weight management club

“Over the last year, Limavady Borough Council has delivered best practice and built a business case for investment in workplace health and wellbeing for others to follow. It makes sense – a healthy and fulfilled workforce is at the heart of delivering effective public services.”Liam Flanigan, Chief Executive, Limavady Borough CouncilContact: Sandra Kelly by e-mail at [email protected]


The impact• Reduction in absenteeism of 4 days per employee• Managers clear on the range of tools to promote health and wellbeing among employees• 63% of employees have taken part in Fresh-Fruit- Friday• 31% of employees attended healthy eating workshops• 48% of employees took part in the 6 week STEP challenge• 46% of employees availed of the leisure centre discounts• Improved employee engagement• Increased attendance of staff at training courses

Sector: Public Service

Size: 167 employees

Location: Limavady

About MichelinMichelin manufactures and sells tyres for a variety of vehicles including cars, bicycles, motorcycles, aeroplanes, earthmover vehicles, farm equipment, heavy-duty trucks and the space shuttle. Recognised as the technological leader in the tyre industry, Michelin Tyre Plc employs almost 4,000 people across the UK. The Ballymena factory is the only truck tyre manufacturing site in Ireland and operates on a site of approximately 112 acres, employing over 1,000 people. As an international company, Michelin has always focused on contributing to the local communities in which it has an operational base.

What Michelin didSince its inception in France over 100 years ago, Michelin has always looked after its workforce. This philosophy is still part of how Michelin operates and health and wellbeing is driven from the top of the organisation through the annual corporate objectives. This informs the five year business plan which incorporates “stretching” objectives around employee wellbeing into which management and employees can feed in.

Michelin’s Ballymena plant has its health and wellbeing programme closely aligned with health and safety through a site Health and Safety Steering Committee Team, site Departmental Safety Committee and a Health and Wellbeing Team which incorporates personnel from HR, Health and Safety, Occupational Health and Communications.

Michelin works closely with its Occupational Health provider to deliver an effective service to its employees which includes:

• Pre-employment, fork-lift truck and ‘fit for the future’ medicals• Sickness absence assessments• Rehabilitation planning• Health promotion and lifestyle advice• Audiometry testing, lung function assessment and

drugs and alcohol screening• Emergency response/first aid• Heart start training• Physiotherapy and podiatry advice• Cycle to work scheme• Employee assistance programme and healthcare scheme• Gym facilities and personal training at the Michelin Athletic Club

Michelin continually seeks ways to improve the ergonomics of the work posts in the factory and invests annually to improve the working environment for employees. It ensures employee awareness activities through the internal employee television system, posters and notice boards, staff meetings, home mail shots and via its corporate magazine.

“At Michelin Ballymena people are our biggest asset, so maximising the health and wellbeing of each employee is core to our business success.” Kathy Simpson, Factory Personnel Manager, MichelinContact: Sharon Mullan by e-mail at [email protected]


The impact• Reduction in days lost due to workplace accidents• First industrial site within the 72 Michelin factories to be awarded the Michelin Safety performance award• Early intervention by Occupation Health Division• Reduction in sickness absence• Uptake in smoking cessation by employees and their family members• Increased contribution to local charities



Location: Ballymena

About MindwiseMindWise (formerly Rethink in Northern Ireland) employs 100 staff and is one of the largest voluntary sector providers of mental health services in the province. It supports approximately 1,500 people a year and works to ensure that all those at risk of, and affected by, severe mental illness and other mental health difficulties have choice, hope, support and the opportunity to recover a better quality of life.

In recognition that its success is based on the commitment and dedication of its workforce, MindWise focused on employee health and wellbeing and in turn positively impacted sickness absence.

What MindWise didIn July 2008, Healthy Return@MindWise was launched.

Healthy Return, originally developed in Scotland, showed that 70% of employees off work long term (20+ days) who engaged in the programme regained their health and returned to work within five weeks at an average cost of £700 per case.

Based on a bio-psychosocial model the approach is non-medical and proactive. Employees are given help and support from a case manager offering specialist interventions and regular ongoing review.

MindWise has appointed a number of inhouse case managers who received eight days intensive training from Healthy Return to provide them with the necessary skills and expertise to support staff on long term absence.

To support the programme and the organisation’s wider health and wellbeing agenda, organisational policies and procedures, for example, family friendly policies are being reviewed to reflect the ethos behind the Healthy Return programme.

“MindWise recognises that staff are extremely committed and dedicated to the work that they do in a challenging work environment. We prioritise health and wellbeing and work with our service users and advocate a holistic approach - so it makes sense that we use this same model when addressing staff wellbeing. Staff have voiced their support for the programme and those that have accessed it have talked about the very real benefits they’ve experienced.”Julie Hill, Director of Workforce Development, MindWiseContact: Julie Hill by e-mail at [email protected]


The impact• Costs of sickness absence reduced by 43% within one year • Staff turnover remains low at 2.6%• 80% of staff believe MindWise cares for its staff and 88% believe it’s a good organisation to work for with 100% committed to the mission, vision and value statements• 20% of the workforce has benefited from the programme since it started

Sector: Health Care

Size: 100 employees

Location: Belfast

About NACCO Materials Handling Group (NMHG)NMHG Materials Handling Group Ltd designs, engineers, manufactures and sells a comprehensive range of lift trucks and aftermarket products. It is a global operation and has bases all over the world including Scotland, the Netherlands, USA, China, Italy, Japan, Mexico, the Philippines, Brazil and Northern Ireland. The lift trucks are marketed under the two registered brand names of Hyster and Yale.

The Craigavon plant commenced production in 1980, employs over 620 staff and recognises the importance and benefits of employee engagement, advocating the principle of “a healthy workforce is a happy workforce.”

What NMHG didWhile NMHG has always focused on the wellbeing of its employees it is only in more recent years that it has taken a strategic approach to looking at the key issues faced by staff and seeking to develop a holistic approach to addressing these.

NMHG encourages employees to communicate closely with HR and the Occupational Health Advisor who holds a pivotal role within the organisation coordinating return to work, flexible working, alternative duties, workplace adaptations and working from home. The company has recently committed to the Business Action on Health Pledge providing a visible sign to employees of its ongoing commitment to their health and wellbeing.

Other activities undertaken include:• Headfirst in the Workplace – mental health awareness programme to increase awareness of mental health issues and to promote a positive approach to employing people with mental health problems• Cholesterol Checks – a local pharmacy came on site to conduct cholesterol screening • Blood Pressure Monitoring – 89 blood pressure checks completed • Men’s Quick Fix Programme through the Ulster Cancer

Foundation to foster a lifelong approach to men’s physical and mental health issues• Managing absence – adopted a more proactive attitude and approach to absence management• Health and Wellbeing Challenge, in partnership with the Southern Health and Social Care Trust to increase physical activity and improve diet and nutrition• Clubpulse discounted fitness scheme

“There is a distance between even the most competent management and leadership. One of the qualities which defines the distance is the characterisation of the workforce how best to maximise this performance.A manager will resist proactive people interventions as ‘messy and dangerous,’ a leader will embrace employee welfare as being sound people-sense as well as good business sense.”William Kerr, HR Manager, NACCO Materials Handling GroupContact: Jacqui Metcalfe by e-mail at [email protected]


The impact• Corporate ability to identify and address mental health issues at work• Early intervention and referral of cases to GP as a result of onsite screening• Increased awareness through Men’s quick fix• Decrease in regularity and duration of absence• Increase in employees seeking guidance from HR and the Occupational Health Advisor in relation to sickness absence• Enhanced employee morale and performance• Improved retention and decreased training costs


Size: 620 employees

Location: Craigavon

About Northern BankNorthern Bank is part of Danske Bank Group and is one of the leading Banks in NI, with 82 branches across the Province, employing 1,800 staff. As an employer it recognises the importance of employee engagement and knows the benefits of a healthy, happy workforce who are proud to contribute to its ongoing success.

Northern Bank seeks to promote among its staff a commitment to community involvement as part of its corporate responsibility strategy.

What Northern Bank didIn April 2009 Northern Bank launched its internal wellbeing programme under the branding of ‘Northern Well-being Get Fit for Life.’ The programme promoted the physical, social and mental wellbeing of its employees and meets the following key objectives:• Empower employees to make informed and accessible choices to improve their wellbeing• Help employees reduce stress and promote resilience• Create a more productive, attractive and corporately responsible place to work

The programme was integrated into Northern Bank’s wider HR agenda which includes talent management, performance management, employee engagement, employee relations and employer branding strategies, as well as the bank’s CR agenda.

With senior buy-in, it committed to the Business Action on Health pledge and launched the programme through a practical ‘walk the talk’ - each Executive Team member pledging to change one personal behaviour to improve their own wellbeing.

A wellbeing committee of internal and external stakeholders and local champions communicated and co-ordinated activities at local level.

In addition, Northern Bank reviewed and ensured all policies were clear and consistent and provided ongoing help and support to line managers. It introduced an online Well-being Hub to provide a central point for employees and their families to access diverse wellbeing information, support and tools. This has become an integral part of its ongoing programme with themed wellbeing campaigns.

“Northern Bank through the “Northern Well-being Get Fit for Life” programme was keen to live up to its brand values of integrity, accessibility, commitment, value creation and expertise. We were able to encourage many people to become involved in making it theirs and empowering their colleagues to become involved. It has been an incredible journey with staff doing many innovative things to impact on their physical, mental and social wellbeing.”Orla King, HR Partner, Northern BankContact: Orla King by e-mail at [email protected]


Sector: Financial/Investment Services


Location: Across NI

The impact• Increased employee engagement (measured through engagement survey) • Reduction in absenteeism by 0.8% in one year• Staff attraction – people apply to work in the bank as a result of the Fit for Life programme• 90% participation in the Employee Opinion Survey; 80% participation in Wellbeing survey• Staff believe that ‘Northern Bank cares for the wellbeing of its employees’ (score 75/100)• 86% of participants in a smoking cessation programme stopped smoking• Contributions to Northern Bank’s charity of the year increased by £27k in 2009

About NovoscoNovosco is one of Ireland’s leading providers of virtual and cloud based IT infrastructure and network services and offers the highest level of accreditation in Ireland for virtualisation solutions supporting a customer base of over 200 customers throughout Ireland.

Novosco recognises that the company’s reputation is due to its employees and understands the benefits in having a healthy workforce who enjoy coming into work every day. Health and wellbeing is therefore a vital objective of the business.

What Novosco didSince early 2008 Novosco has been promoting health and wellbeing within the organisation, permeating from directors right throughout the organisation. Health and wellbeing is a key business priority and is integrated into Novosco’s business plan. The Novosco Evolution Team (NET) which comprises employees and management is the channel through which its health and wellbeing programme is communicated.

To date some of the activities/initiatives include:• Neck and back strain – workplace acupressure massage sessions are held fortnightly with all employees having the opportunity to attend• Weekly fruit deliveries have now increased to twice weekly following feedback from the employee survey• Healthy breakfasts – during company meetings hot breakfasts are provided for all staff, however there is now the option of having fresh orange juice, yoghurt and cereal• Health, Safety and Wellbeing Workshops – all employees have attended workshops covering a range of areas including recognising stress, dealing with stress, work life balance, issues with sleep and workplace safety• Daily walking groups• Health promotion leaflets are available in the lunch area for all staff to read, these cover such things as

diet, smoking cessation, cancer detection among others• Action Cancer Big Bus• Staff volunteering

“Within Novosco initiatives such as those supporting the health, safety and wellbeing of employees, promotes employee engagement within the workplace, delivering and contributing towards business objectives whilst maintaining positive employee relations with employees who enjoy coming into work.”Susan Magee, HR Manager, Novosco Contact: Susan Magee by e-mail at [email protected]


The impact• 81% of employees in the Novosco Employee Survey (2010) responded favourably to the health and wellbeing initiatives within Novosco• Employee absence has remained very low at 0.98% average (2010), a decrease of 0.2% from 2009• Staff attrition is also very low at 1.22% average (2010), compares with 2.08% in 2009.• Employee engagement is high, demonstrated in the employee survey results with a 90% response rate and 87% of scores having improved on the last survey

Sector: IT

Size: 52 employees

Location: Belfast and Dublin

About Omagh District CouncilOmagh District Council in County Tyrone, covers the second largest local council area in Northern Ireland with a population of just over 50,000.

The Council has some 380 employees spread across five main sites within Omagh town and delivers a range of council services. In the Council’s Corporate Plan, five strategic themes are identified that provide the framework through which the Council’s vision will be delivered. One of these themes is quality of life for the people of the district and its employees thus the focus on health and wellbeing.

What Omagh District Council didHaving identified that the Council should support staff in maintaining an appropriate work-life balance and assist them to deal with the pressures of modern day living, it launched its health promotion strategy in 1996 following a ‘Planning for Real’ exhibition when staff gave their views on what initiatives they would like to see introduced. A steering group from a cross-section of the organisation contributed to designing a menu of health promotion activities aimed at raising awareness of health issues and encouraging behavioural changes.

A small budget was set aside for these activities and over the years, the following initiatives have been implemented:• Monthly visits from Occupational Health Consultants for health advice • Four free sessions with a local occupational psychologist• Healthcare plans• Regular fitness checks and cancer screening and awareness• Free Fruit Day for all staff on a quarterly basis• Staff restaurant healthy options• Walking programmes• Pampering days and yoga on site to encourage relaxation and de-stressing

• First Aid courses for staff• Concessionary rates at the Omagh Leisure Complex• Stress Awareness sessions for staff and managers• Mental Health Policy revised and renamed Health and Wellbeing Policy• Risk assessments for employees absent due to work related stress• Reward and recognition for no absence through enhanced healthcare plan

In addition to all of these ongoing activities, the Council has also established a resource library at each of its sites. This library provides health promotion books and CD’s all of which are updated and rotated around the various sites on an ongoing basis.

“The Council’s Health Promotion strategy is making a difference in a constantly changing and evolving climate. The vision for a health promotion strategy has embraced the concept of a holistic approach, with many employees having benefited since the strategy was introduced and employees availing of services to assist their rehabilitation into the workplace following long-term absence. It has required time, effort and resources but has delivered results.”Briege Woods, HR Officer, Omagh District Council Contact: Briege Woods by e-mail at [email protected]


The impact• Staff satisfaction survey – 79% indicated that they were satisfied with their work environment and 63% felt motivated when working for the Council• A reduction of two days in its absenteeism rate from 2005-2008• A reduction of three days in its absenteeism rate from 2006-2009• Reduction of 17% for absenteeism due to stress over the three year period from 2007- 2010


Size: 380 employees

Location: Omagh

About Parker Green InternationalParker Green International is an established private property development and investment company with Irish Head Offices in Newry and satellite offices in Central and Eastern Europe. Founded in 1996 by Dr Gerard O’Hare CBE, the company specialises in developing premier shopping centres and mixed-use developments in the North and South of Ireland, which have been regarded as fine examples of urban regeneration.

What Parker Green International didIn 2009, Parker Green implemented a Workplace Health Strategy in order to improve the office environment, maintain a happy and healthy workforce, enhance brand reputation and address absenteeism to ultimately fulfil its duty as a socially responsible employer. With senior management buy-in, Parker Green surveyed all staff and developed a Health and Wellbeing action plan linked to wider business strategy.

Based on initial survey results, actions and activities implemented by Parker Green included:• Regular Health and Safety audits• Stress and time management training• Weekly fruit initiative with a 50:50 contribution by employee/employer• Male and female cancer awareness interventions• Internal health campaigns• Personal trainer and nutritionist• Reduced Gym membership fees• Cultural days• Volunteering and charitable activities• Private healthcare

Parker Green has reviewed policies including return to work, home working and teleconferencing in support of flexibility and work/life balance. In recognition of the importance it places on health and wellbeing, it has allocated a budget, staff resourcing and ongoing communication to the programme.

“At Parker Green, we value our people, they’re our greatest asset and as a socially responsible company, it is our duty to ensure our employees are as happy and healthy as they can be. The Workplace Health Strategy we implemented not only reduced absenteeism, but boosted group morale and cohesiveness which in turn strengthened team commitment to successfully achieve our corporate goals, despite the doom and gloom of the economic recession.”Dr Gerard O’Hare CBE, Group Managing Director, Parker Green InternationalContact: Emma Trainor by e-mail at [email protected]


The impact • Reduction in absence levels by up to 50% over 12 months • Increased employee morale and productivity • Increased uptake in activities and charitable contributions • Education of wider families in Health and Wellbeing

Size: 37 employees

Location: Newry and Central/Eastern Europe

Sector: Construction

About the Police Service of Northern Ireland (PSNI)The Police Service of Northern Ireland’s purpose is to make Northern Ireland safer for everyone through professional, progressive policing. Its approach is proactive and community-driven, working together to identify and solve problems. The PSNI wanted to dramatically improve the health and wellbeing of its employees and required a solution that would:• Bring together all wellbeing action plans, initiatives and resources• Engage and empower managers to take an interest in the health and wellbeing of their staff• Provide access to external wellbeing resources and support• Be completely confidential

What PSNI didThe PSNI along with the Police Federation for Northern Ireland, developed the well-being hub™, a secure online environment drawing together all of the PSNI’s wellbeing action plans, initiatives and resources, to help it meet its ambitious targets for improving the health and wellbeing of its employees. The aim was to incorporate the hub into its overall culture and build it in to a long-term strategy, aligning it with the business goals and brand values for the PSNI, rolled out through autonomous district and departmental wellbeing teams.

The wellbeing hub was launched in April 2009, following results from a wellbeing survey and as part of its wellbeing campaign ‘Feeling Well, Doing Well.’ The launch coincided with the re-branding of the ‘Occupational Health and Welfare Branch’ to ‘Occupational Health and Well Being.’

Other initiatives which the PSNI has implemented include:• Cycle to work scheme• Health Patrol Lifestyle – voluntary programme offering a free health check for all permanent staff• Action Cancer and the ‘Big Bus’ Visits• Launch of PSNI Cancer Support Association –

1st April 2009• Extended Physiotherapy Scheme allowing all permanent staff access to physiotherapy

“85% of our resources are people and even in these financially stringent times the health and wellbeing of our people remains a high priority in ensuring the delivery of a personal, professional, and protective policing service to the community of Northern Ireland.”Dr Geoff Crowther, Chief Medical Officer, PSNIContact: John Henderson by e-mail at [email protected]


The impact• Cycle to work scheme – within one year over 1,400 employees purchased bikes • Health Patrol Lifestyle – almost 1,300 people have taken part in Health Patrol Lifestyle. In a recent survey 9 out of 10 people who had used it within the last year considered their health to be good (or above)• Action Cancer Big Bus – 79% found the big bus to be effective• Extended physiotherapy scheme – It has been estimated that for every £1 spent on the scheme, £7 is saved in loss of productivity



Location: Northern Ireland

Business in the Community is a unique movementin the UK and Ireland of over 800 member companies(almost 250 of which are in Northern Ireland), witha further 2,000+ engaged through our programmes and campaigns. We operate through a local networkof more than 100 business led partnerships and60 global partners.

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