Forum E

Developing the business case for investing in corporate health and workplace partnership - indicators and instruments

For those who still need persuading that a best-practice health policy and partnership culture can impact on the bottom line of an organisation, then this Forum will share experiences, highlight initiatives, look at how to develop and implement ideas in the workplace and discuss ways of measuring the outcomes.

There is growing evidence of the economic benefits to organisations stemming from a worker-oriented corporate culture based on partnership and an exemplary company health policy. However, for numerous investors and company managers, measures such as technological leads, financial strength and business performance are still the only real indicators of commercial success.

Markets, technologies, strategies and organisations are changing at record pace; having to think and act in ever-shorter timeframes does not encourage the development of long-term concepts and patience. The impact of health and corporate culture on productivity, growth and competitiveness is often neglected - health is often demoted to 'a private matter' and viewed simply as a cost.

One of the main stumbling blocks is that health and culture are not easily quantifiable factors. The relationship between these 'soft' issues and key business figures is complex and subject to many uncertainties, with some managers needing to be convinced of the longer-term economic benefits of health promotion and the development of a more supportive culture.

However we are now entering a new period of understanding of the productive forces surrounding health and culture. Demographic and other changes are forcing a re-think of traditional attitudes. For example, sickness absence is now recognised as only the tip of the iceberg; the consequences for productivity and competitiveness of workers who have a health impairment but are still at work are more important by far.

A worker-oriented corporate culture supports value-based action and decision-making and promotes healthy lifestyles among employees, if opportunity is given.

Issues to be explored include:

  • What research and experiential evidence exists about the economic benefits of a company health policy and a worker-oriented corporate culture?
  • With what key figures can a health policy and culture development be measured and controlled?
  • What are the engines for a health policy and corporate culture?
  • How can health and culture be successfully "marketed" inside a company?

 

 

Speakers - Case Stories (30 / 31 October)

Facilitator:

Input presenter:

  • Prof. Dr. Holger Pfaff
    Institute and Policlinic of Occupational and Social Medicine, Department of Medical Sociology, University of Cologne, Germany

Case story presentations:

  • Bertelsmann AG, Germany:
    Gero Hesse
    Senior Vice President Human Resources
  • BP, United Kingdom:
    Caroline Minshell
    BP Regional OHA for the Eastern Hemisphere
  • Enterprise for Health (EfH) - EfH Survey Project
    Dr. Franz Netta / Bertelsmann AG & Dr. Viola Weber / BKK Bundesverband 
  • Ford-Werke GmbH, Germany:
    Dr. Erich Knülle
    Senior Medical Officer, Medical Services Cologne
  • Network "Corporate Health and Performance" (CHAP), United Kingdom:
    Prof. Dr. Kevin Holland-Elliott
    King's College Hospital, United Kingdom
    Director/Consultant, Department of Occupational Health & Safety
  • Unilever Deutschland Services GmbH, Germany:
    Dr. Olaf Tscharnezki
    Chief Occupational Physician


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