Presentation Transcript

1. BITC Workwell Model in PracticeSales Helen WrayMars Chocolate UKWellbeing Manager 1
2. Our Company
3. 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
4. Billion Dollar Brands
5. 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.
6. The Five Principles Quality The consumer is our boss, quality is our work and value for money is our goal 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 Responsibility As individuals, we demand total responsibility from ourselves; as associates, we support the responsibilitiesof others 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 Mutuality A mutual benefit is a shared benefit; a shared benefit will endure 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 Efficiency We use resources to the full, waste nothing and do only what we can do best 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 Freedom We need freedom to shape our future; we need profit to remain free 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
7. The Five Principles Putting our Principles into action to create mutual benefits 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 Creating mutual benefits for Associates, our customers and consumers and our Mars communities Making a lasting difference Planet 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 Through Performance Driving growth through quality and constant improvement Maintaining our financial Freedom so that we can make a difference over the long term Our Operations Health & Nutrition Supply Chain Our Brands Working at Mars
8. Health & Wellbeing
9. 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.
10. One Certainty No organisation will be successful in a globally competitive market without healthy and productive people
11. Population Trends - the threat to a sustainable workforce Changing Employee Populations (aging) Non-communicable disease Talent Shortage
12. 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 Physical Wellbeing– good health and energy Community Wellbeing– involvement with the area where you live Source: Wellbeing - The Five Essential Elements by Tom Rath and Jim Harter Gallup Press, 2010
13. 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.
14. Better Physical and Psychological Health Create an environment that promotes healthy behaviours
15. Wellness – an investment not a cost Lower cost, higher productivity The cost of doing nothing is far greater than the cost of doing something Dee Eddington Higher cost, lower productivity
16. Build a culture of wellbeing through business strategy Provide targeted associate education Provide wellness capability & infrastructure Train Line managers Strategies
17. 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 activity, stress management and smoking cessation.
18. 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
19. Wellness Capability: Making it Easy Continuous elements & focussed events supported by workplace well-being champions: On-siteexercise 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
20. Targeted campaigns - Identifying needs Absence & Modified Work Data EAP Management Information Physiotherapy Data Employee Surveys Health Surveillance Data Biometric Data External Trends Engagement Survey Results
21. 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 Case Study: Sales Wellbeing Strategy
22. 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 Sales Plan
23. 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
24. Better Relationships Promote communications and social connections
25. 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
26. Mars Volunteer programme Pupil Mentoring Reading Buddies Charity Mentoring Skills for Life Work Inspiration Team Volunteering
27. Out & About in Slough
28. Sports and Social Club