Case studies
A selection of examples from companies in New Zealand and around the world, to provide you with ideas and inspiration, and allow you to see the benefits these companies have experienced first hand.
1. EEO Workplace Work and Life Award Winner, 2008: Comvita New Zealand
This award recognises organisations that are able to demonstrate support for employees' work-life balance throughout their organisation or operating unit. In particular Comvita embraced the challenge of managing stress and workloads identified as issues by staff.
Comvita describes itself as a "mini multi-national". With 80 per cent
of its sales and more than half of its 250 staff in Australia, Japan, Taiwan, Hong Kong and the United Kingdom, it has come a long way from its origins in Paengaroa, near Te Puke, 34 years ago. The company is now the world's largest manufacturer of manuka honey and makes a range of health-related products.
Comvita stood out for the breadth and depth of its initiatives to boost staff health and wellness. In response to staff concerns around managing stress and workloads as the company expanded, Comvita formed an employee-driven wellness committee. It developed a work-life programme which formalised flexible working arrangements so people could adjust their hours to better handle work and personal commitments.
The programme also has a strong community focus, reflecting the company's support of grass-roots projects around the world. "It reflects a pro-active, long-term approach to caring for its employees as it does its consumers," says Philippa Reed. "Comvita is inspirational, and its policies and processes widely replicable".
Comvita chief executive officer Brett Hewlett says, "Healthier, happier people are bound to be more committed and productive. We're getting some extremely committed and talented people who appreciate the benefits and are really focused because of it."
To read more download: Comvita Case Study
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2. Centrica (formerly known as British Gas Business)
British Gas Business (BGB) employs some 2,500 employees at various UK sites. Staff work in telesales and debt collection, finance, human resources and information systems. A number of changes were made in an endeavour to increase employee focus on well-being at work, in the belief that a healthy workforce is good for business. BGB asked staff what they thought would improve their well-being through surveys and focus groups. The organisation implemented smoking cessation classes, introduced healthy eating options in the canteen, massage sessions and fitness classes, and involved family members in fun activities around the workplace such as Christmas parties and summer barbecues. In addition, a number of more innovative ideas included organisation of voluntary community schemes to encourage employees to undertake voluntary work for charities, and promotion of workplace raffles, football games and Christmas tree decorating competitions. These interventions were supported by traditional health, safety and HR support, such as the BSB Employee Assistance Programme, support for carers and flexible working options.
As a result of these and other activities over the period 2004 and 2006, BSB report that they achieved 12% reduction in staff absence and 25% reduction in staff turnover. A survey of employees showed increased employee engagement and commitment scores. BSB also reported wins in the Financial Times ŒGreat places to work≠, the Sunday Times 'Best companies to work for', a BBC Workplace Health Award and a European Call Centre Award.
