Workplace Wellness as a Competitive Advantage Dr Paul Litchfield Chief Medical Officer BT Group plc Buffalo, NY- 07 October 2010
About BT UK North America 4,300 Latin America 770 Russia/ 88,200 CEE 400 Western Europe 10,300 Middle East and Africa 200 Asia Pac 26,500 Operates in 170 countries 96,000 BT employees 130,670 with contractors 2009/10 revenues: 20.9 billion BT organisation BT Retail * BT Wholesale BT Global Services * BT Operate * BT Design and Innovate* Openreach * Global operations BT is one of the world s leading providers of communications solutions and services. Our principal activities include networked IT services, local, national and international telecommunications services, and higher value broadband and internet products and services.
Work reflects societal changes Work less physical more demanding reduced social contact Organisation downsizing raised retirement age shrinking margins People fatter less fit more physical and mental illness
Societal change is global Increasing heart disease, stroke, diabetes & cancer 35m deaths but more survive Rising costs of health and social care Impaired productivity and competitiveness 80% cases in low/middle income countries Dramatic increases in emerging markets Impact on BRIC economies world growth engine Inadequate State response Role of employers Market opportunities
The World Economic Forum Independent, international, not for profit organisation Foremost figures from business, government & academia Entrepreneurship in the global public interest Vision: building and energising global communities shaping global, regional and industry strategies catalyst for global initiatives to improve the state of the world
The importance of chronic disease 6. Asset price collapse 31. Chronic disease 6. Fiscal crises 6. Slowing Chinese economy 22. Global governance collapse 33. Pandemic 30. Infectious disease Global risks landscape 2010: Likelihood with severity by economic loss. Source: Global Risks 2010. World Economic Forum, 2010 A global emergency in slow motion
The impact on companies Costs Absenteeism Presenteeism Healthcare Pensions Benefits Productivity Engagement Retention Recruitment
Working towards Wellness Build the business case US$ 1 trillion productivity loss from top 7 Chronic Diseases US$ 700 /employee/yr savings from 3 major risk factors Interventions cheap but benefits high Describe models of good practice National Regional Global Influence thought leaders Collaboration with WHO (NCD Net) Work with ILO Global Agenda Council
The WEF Wellness App. developed by BCG Find out how Health = Wealth! Take 90 seconds to find out how much your company can save by investing in employee health programmes. This Wellness App is anonymous and helps you both estimate the health care costs and loss of productivity your business will suffer and identify the savings you can make by implementing given wellness programmes. http://wellness.weforum.org/
Ensure alignment with business objectives The People Strategy Key Themes 1. Connected performance 2. Engaged people 3. Excellent leadership 4. Transformed skills 5. Healthy environment
Create a rational and practical framework
Designing a programme Create the right environment Establish partnerships Keep it simple Reflect diversity Multiple communication channels Work at buy in at all levels Evaluate impact Sustain momentum Working Towards Wellness: Practical Steps for CEOs In Cooperation with BT Group
Work Fit addressing cardiovascular disease Programme to encourage small but sustained lifestyle changes Focus on nutrition and exercise Open to all but particularly suitable for the ageing male workforce Worked by providing information, support and incentives Helping people to make informed choices and lifelong change Planned for between 2500 and 5000 sign ups Operated in partnership with TUs & NGOs Use intranet and e-mail as primary media for content delivery
Planning and publicity Commissioned content from Men s Health Forum Teaser Campaign through company news channel LoB Communications to encourage sign up Open site to early registration Road shows with Unions throughout UK Governance forum established Communications team established
Incentives Pedometer Tape Measure Haynes Mini Manual Offers for Gyms and Diabetes Testing Offers for discounts on health products The place of financial incentives Attraction to programme Retention in programme
Innovation in presentation
Multiple communications channels In House Newspaper national regional E-Mail Web Sites Line of Business Initiatives Word of Mouth Road shows Posters Specialist Press National Press Stunts
Intranet site core element
Portal for advice & support Lifestyle Advisers E-Mail My Story External Links Health Questionnaire Letter to GP s
Rate of Participation by Gender & Age
Headline Results 16,366 people registered with the programme 5,714 people used the weight and exercise monitoring tool regularly Average weight loss of 5 lb(1 inch reduced waistline) for regular users At follow up 54% reported making lifestyle changes during programme 77% of these maintained or improved lifestyle changes Effectiveness equivalent to conventional health screening Celebrate success Publicise internally Try for media coverage
Smoking initiative Build on brand CSR linkage Same techniques Multi-national Sharper focus Timing After main programme minority appeal /? negative message Just before company smoking ban (buildings & vehicles) Current with some national / regional smoking bans Linked to national campaigns
Exercise refresh Leverage charity connection Time for getting ready for summer Open up to families internet portal
Condition focussed campaigns Target CDs relevant to business Mental health Cancer Diabetes Focus on work aspects Design to be international Increasing use of social media Podcasts Blogs Company You Tube Pre & post evaluations Consistent message -: Nutrition, Exercise & Substances
Impact on lost working time Sick pay saved = US$ 50 million per annum
And then came the recession!
Next wave: An integrated approach to wellness Drivers: 1. Improved understanding of the link between modifiable behaviours and illness 2. Better measurement of the impact of interventions 3. Recognition of the strategic value of wellness
Workplace Wellness Alliance Aims: Identify, enrol, recognize and highlight companies with gold standards Document and showcase work of excellence Support common metrics collaboration Develop international recognition partnership Activities: Bottom up metrics focused on behaviours More complex metrics for outcomes (US driven) Publication / benchmarking of corporate performance
The power of integration
The market is evolving fast Communication is key in behavioural change Individuals have high multimedia expectations Corporate clients expect to see a ROI Technology is getting cheaper Open environments remove barriers to market entry
paul.litchfield@bt.com