Mars-BITC-Workwell1

Report
BITC Workwell Model in Practice
Sales
Helen Wray
Mars Chocolate UK
Wellbeing Manager
1
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Our Company
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At a Glance
• Family owned for nearly 100 years
• 2011 net sales of more than $30 billion
• More than 70,000 associates in 73
countries
• 401 sites, including 134 factories
• Diverse business: Petcare, Chocolate,
Wrigley (Gum & Confections), Food,
Drinks, Symbioscience
• Iconic brands known the world over
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Billion Dollar Brands
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At a glance
Our objective as a company
To know Mars, Incorporated is to understand our
heritage, the Five Principles that guide us every day,
and the objective of mutuality which is at the heart of
how we operate, and has helped us become a
successful global food business.
Quality, Responsibility, Mutuality, Efficiency and
Freedom are the Five Principles that unite us across
generations, geographies, languages and cultures.
Our business objective, first expressed by
Forrest E. Mars, Sr. in the early 1930s, calls upon us
to create mutual benefits for all of our stakeholders.
This objective, and the stewardship of the Mars
Family, inspire us to put our Principles into action in
every thing we do, and strive to make a difference to
people and the planet through our performance.
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The Five Principles
Quality
Responsibility
Mutuality
Efficiency
Freedom
The consumer is our
boss, quality is our
work and value for
money is our goal
As individuals, we
demand total
responsibility from
ourselves; as
associates, we support
the responsibilities
of others
A mutual benefit is a
shared benefit; a
shared benefit will
endure
We use resources to
the full, waste nothing
and do only what we
can do best
We need freedom
to shape our future;
we need profit to
remain free
We believe that the
standard by which our
business relationships
should be measured is
the degree to which
mutual benefits are
created. These benefits
can take many different
forms, and need not be
strictly financial in nature.
Likewise, while we must
try to achieve the most
competitive terms, the
actions of Mars should
never be at the expense,
economic or otherwise, of
others with whom we
work
How is it possible to
maintain our principles,
offering superior value for
money and sharing our
success? Our strength lies
in our efficiency, the ability
to organize all our assets –
physical, financial and
human – for maximum
productivity. In this way, our
products and services are
made and delivered with the
highest quality, at the least
possible cost, with the
lowest consumption of
resources; similarly, we
seek to manage all our
business operations with the
most efficient processes for
decision making
Mars is one the world’s
largest family owned
corporations. This family
ownership is a deliberate
choice. Many other
companies began as
Mars did, but as they
grew larger and required
new sources of funds,
they sold stocks or
incurred restrictive debt to
fuel their business. To
extend their growth, they
exchanged a portion of
their freedom. We
believe growth and
prosperity can be
achieved another way
Our company is
dedicated to the highest
quality in all the work we
do. Quality is the
uncompromising standard
for our action, and it flows
from our passion and our
pride in being part of the
Mars community. Quality
work, which results from
our personal efforts, is the
first ingredient of quality
brands and the source of
our reputation for high
standards
We choose to be different
from those corporations
where many levels of
management dilute
personal responsibility. All
associates are asked to
take direct responsibility for
results, to exercise initiative
and judgment and to make
decisions as required. By
recruiting ethical people
well suite to their jobs and
trusting them, we ask
associates to be
accountable for their own
high standards
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Putting our Principles into action to
create mutual benefits
The Five Principles
Making a difference to people and the planet through our
performance is part of our measure of success. Our focus
areas include: our operations, our supply chain, health and
nutrition, brands and our working environment
People
Planet
Through Performance
Creating mutual benefits for
Associates, our customers and
consumers and our Mars
communities
Making a difference by responsibly
sourcing our raw materials,
making our site operations
completely sustainable in a
generation and using our brands
as catalysts for change and to
encourage consumer participation
in sustainability
Driving growth through quality
and constant improvement
Maintaining our financial
Freedom so that we can make a
difference over the long term
Making a lasting difference
Our Operations
Health & Nutrition
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Supply Chain
Our Brands
Working at Mars
Health & Wellbeing
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Why is Health & Wellbeing Important to
Mars?
At Mars, we believe
associates are at the heart of
our business and drive our
performance. Supporting
associates in managing their
health & wellbeing is a
mutual benefit to Mars,
our associates and their
families. Understanding
wellbeing and the impact on
performance is key
in delivering our business
objectives and our ability to
compete in a competitive
market both today and
tomorrow.
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One Certainty
No organisation will be successful in a globally
competitive market without healthy and productive
people
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Population Trends - the threat to a
sustainable workforce
– Changing Employee Populations
(aging)
– Non-communicable disease
– Talent Shortage
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Wellbeing at Mars - Gallup’s
Wellbeing Finder
We believe that wellbeing underpins engagement and
productivity.
Gallup have been exploring the demands of a ‘life
well lived’ to understand what differentiates
lives that are spent thriving from those that are
spent struggling or suffering.
The five elements are:
Career Wellbeing – liking what you do each day
Social Wellbeing – strong relationships and love
in your life
Financial Wellbeing – effective management of
economic life
Source: Wellbeing - The Five Essential Elements by Tom Rath and Jim Harter Gallup Press, 2010
Physical Wellbeing – good health and energy
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The Evidence is Compelling:
Sustained engagement & productivity depends on wellbeing
• In the most successful companies, leaders at all levels
realise the inextricable link between wellbeing and
productivity (BITC Workwell)
• Commonly the strategic objective of a workplace wellbeing
programme is to promote health and support engagement
whilst at the same time benefit from the secondary
outcomes of improved productivity through reduced
absenteeism and presenteeism as well as an improved
employer reputation.
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Better Physical and Psychological
Health
Create an environment that promotes healthy
behaviours
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Wellness – an investment not a cost
Awareness Education –
Action - Wellness
The cost of doing nothing is
far greater than the cost of
doing something
Dee Eddington
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Behaviour – Symptoms
– Chronic Disease Illness
Strategies
• Build a culture of wellbeing through business
strategy
• Provide targeted associate education
• Provide wellness capability & infrastructure
• Train Line managers
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Wellbeing Capability & Infrastructure
The Mars Winning with
Wellness programme aims
to provide all
associates with
opportunities to be
informed about their
health and help them to
make choices about how
to lead healthier
lifestyles.
We focus on diet and
nutrition, physical
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Wellness Capability : Mars UK Links with
External Agencies
P4: Physical Activity in
the Workplace
H1: Chronic Conditions
Guides
H2: Occupational Health
Standards
H4: Healthier Staff
Restaurants
H5:Smoking
Cessation/Respiratory
health
H6: Staff Health checks
H7. Mental Health
Adjustment
H8. Young People in the
workplace
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Wellness Capability:
Making it Easy
Continuous elements & focussed events
supported by workplace well-being
champions:
•On-site exercise classes and discounted gyms
•Wellness focus weeks and campaigns
•Continuous free or supported physical activities e.g.
football, circuit training, badminton, yoga
•Physical activity challenges
•Smoking cessation support
•Healthy cafeteria food options
•Social activities: theatre trips, quiz nights
•Health Kiosk, on site massage, chiropody
•Resilience Workshops
•On-site and rapid access physiotherapy
•On-site occupational health
•Private healthcare
•Associate Assistance Programme
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Targeted campaigns - Identifying needs
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Absence & Modified Work Data
EAP Management Information
Physiotherapy Data
Employee Surveys
Health Surveillance Data
Biometric Data
External Trends
Engagement Survey Results
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Case Study: Sales Wellbeing Strategy
Purpose: To support and promote the health &
wellbeing of field based associates not able to
easily access on-site activities.
Introduced 2012:
• Resilience Workshops
• Health Roadshows
• Physical Activity Challenge
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Sales Plan
• 4 hour performance under pressure workshop
• Information about smoking cessation, diet and
nutrition and physical activity related topics
and health concerns
• Information about our associate assistance
programme
• Opportunity to have BP, cholesterol, BMI and
glucose checks, advice and follow up with a
qualified nurse
• Sports Relief activities
• 238 associates in 34 teams of 7 took part in a
16 week pedometer challenge
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Our Results
•89% said the campaign positively
supported their energy levels and
resilience
•68% said that the challenge had helped
them to make long term changes to
support their wellbeing
•Decreased absence in sales due to mental
health related issues
•Decrease in reported stress levels
•Increase in reported the quality of
sleep
• Increase in reported daily productivity
Sources: GCC end of survey report,
internal survey & absence metrics
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Better Relationships
Promote communications and social connections
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Site Involvement Teams: Promoting Associate
Engagement
Communication, Consultation & Contribution
• Meet four weekly
• Representative from each division
• Chaired by senior Manager
• Promoting a better place to work
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Mars Volunteer programme
• Pupil Mentoring
• Reading Buddies
• Charity Mentoring
• Skills for Life
• Work Inspiration
• Team Volunteering
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Out & About in Slough
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Sports and Social Club
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