Wellbeing What is it Can it be measured and increased

1
WellbeingWhat is it? Can it be measured and
increased?

• Eric TeasdaleVP Global Health Wellbeing
  Chief Medical Officer
• Philip Gibbs Lancaster University Management
  School
• Sue ConnellyGlobal Health Wellbeing Manager

2
Wellbeing in AstraZeneca
Eric Teasdale
3
History
From the Physical problems of the 70s and 80s

• Dermatitis, Occupational Asthma, Poisoning, NIHL,
  lots of injuries

To the Mental problems of the 80s and 90s

• Business becoming international
• Maximising profits from existing products
• Stress cases presented - stress management
  workshops

4
late 90s
HEALTH BEING WELL (WELLBEING)
ILL HEALTH
MAXIMISE ENERGY LEVELS KEEPING THE BATTERY
CHARGED
5

• A leading Pharmaceutical Company. RD manufacture
  and marketing of prescription medicines
• 6 important therapy areas Cancer,
  Cardiovascular, GI, Infection, Neuroscience
  Respiratory
• 66,000 people, manufacturing in 20 countries,
  medicines available in 100 countries, RD in 7
  countries
• Committed to a responsible approach to business
• Health and safety issues remain a fundamental
  Company consideration

Our Corporate Responsibility Standards ensure
that we act appropriately and consistently
6
We will have energy and commitment at work when
we create an environment in which we.
Maximising energy levels

• feel positive and enthusiastic about what we are
  doing
• have a clear sense of purpose
• have confidence in our ability to meet the
  challenges
• are proud of our contribution to the companys
  success

7

30 of the costs in this company are People 100
of the value of this company is People
D
C.F.O - AstraZeneca
8
Commitment and Resources
9
AstraZenecas Safety, Health Environment Policy
The first to be agreed by the Board when the
Company was established recently updated
AstraZeneca SHE Policy AstraZeneca aims to be
amongst the pharmaceutical industry leaders in
SHE and will operate as a responsible member of
society committed to continual improvements in
all aspects of SHE performance
Aim to eliminate all work-related injuries and
cases of ill health by providing a safe and
healthy work environment and promoting health
wellbeing.

• Integrate SHE considerations into all activities
  across the AstraZeneca Group of companies
• Manage SHE as a fundamental component of our
  governance systems and ensure compliance with
  applicable SHE-related laws and regulations
• Train, empower and require individuals to take
  personal responsibility for safety, health and
  the environment
• Aim to eliminate all work-related injuries and
  cases of ill health by providing a safe and
  healthy work environment and promoting health
  wellbeing
• Aim for continuous improvement in the
  sustainability of all our activities by, amongst
  other things, economising on the use of natural
  resources and working to eliminate pollution
• Monitor existing and emerging SHE risks, assess
  their significance and manage their potential
  impact on people, the environment and the
  business
• Monitor our SHE performance and communicate
  openly with our stakeholders.

10
Embedding Resilience
Organisational success / individual wellbeing
Organisational success / individual wellbeing
11
Fast Forward
Flexible Working Arrangements
Lifestyle friendly leave
Planning meetings (International)
Health Promotion
Green Commuting
Work - Home Balance
Rehab./RTW programmes
Social / Fitness Opportunities
Fast-track Health care Health Insurance

• Restaurant
• Healthy Options

Well-screen medicals

• Services
• Treatment
• Physiotherapy
• Counselling (CALM)

Attendance management
Performance management
12
- part of a global world of Benefits
Enhancing the wellbeing of employees and families

• A diverse portfolio of high quality exercise
  leisure services
• Each location offers a tailor-made wellbeing
  programme
• State of the art fitness suites
• Organised Social and Sports programme
• Childcare support
• Actively contributes to attracting, developing
  and retaining employees

13
Communication opportunities
14
Measurement
15
Safety Health

• Main causes of ill heath are
• Musculo-skeletal
• Work related stress
• Skin disorders
• Work related travel illness

16
Should we focus on health or more exactly ill
health (related to work)
or
Being well (energy etc, committed, motivated,
innovative, creative . . .)?
Wellbeing
17
The Value of Measuring Wellbeingand Productivity

• Good health is good business
• Our health strategy is informed
• The burden of psychological ill-health is reduced
• The productivity of those at work is improved
• Corporate Responsibility is enriched

18
Development Validation of the Global Wellbeing
Indicator (GWI)
Philip Gibbs
19

• Introduction to the concept of Wellbeing
• Global Wellbeing Indicator
• Study 1 Development of the GWI - AZ Results
  2006
• Study 2 Validation Pilot within an AZ
  Department

2
20
Global Health Wellbeing Agenda

• Develop a company-wide strategic tool for
  assessing the wellbeing of AZ and its employees
• Develop a Global Wellbeing Indicator (GWI) by
  June 2008
• Be part of a long-term initiative to help monitor
  and report on organisational health and the
  wellbeing of AstraZeneca and its employees

21
Global Wellbeing Indicator

• Doing more with existing AZ Employee Opinion data
  (Focus)
• Focus 2006 Opinion Survey
• No. of distributed surveys 63,935
• No. of returns 54,769
• Response Rate 86
• Very rich source of data, capable of more
  significant analysis

22
Study 1 Investigating employee perceptions

• Performed own data analysis of FOCUS 2006 data
• Identified groups of inter-related variables, to
  see how they are related to each other as a basis
  to build a Structural Model of Wellbeing
• Principal Component Analysis (PCA) Maximum
  Likelihood Factor Analysis (ML)
• 11 Principal Components were initially identified
• 10 Factors identified with ML
• Pragmatically interpreted by experts in the field
  utilizing existing theory at Lancaster University

23
(No Transcript)
24
Data Reduction

• Each of the identified factors had a number of
  Focus question items loading on them
• To reduce and select the appropriate items for
  further analysis a cut off value of 0.5 was
  adopted
• For example the Innovate Supportive Working
  Climate Factor had 10 question items with
  loadings above 0.5

25
Factor 1 Innovative Supportive Working Climate
26
Statistical Analysis

• Structural Equation Modelling
• Validation Stage 1
• Developing the GWI

27
Reporting the GWI

• Each factor has been colour coded into scales
  indicating the level of priority with set cut-off
  points
• Red High Priority (50-59)
• Amber Medium Priority (60-69)
• Green Low Priority (70-100)
• AZs GWI results for Focus 2006

28
An example of how the 10 Factors were reported
Factor 1 Innovative Supportive Climate (ISC)
This factor reflects AZs organisational climate,
expressing insights into the ability to innovate,
express opinion, and challenge opinion.
Global Score 64
29
AZ GWI 2006 Results
30
Study 2 Testing the GWI within an AZ Department

• The previous study was replicated at a micro
  level within an AZ Department 559 employees
  took part
• The GWI was tested through examining the model
  against a traditional stress screening tool
  (ASSET) developed by Faragher, Cooper
  Cartwright (2004) and a positive state-like
  capacity tool (PCQ-24) developed by Luthans,
  Youssef Avolio (2007).
• Qualitative research methods were adopted in the
  form of follow up interviews focus groups
• All the interviews were semi-structured

Results

• Evidence for convergent validity as the GWI
  scales were found to be strong predictors for
  some of the ASSET and PCQ-24 outcomes

31
Results for an AZ Department GWI 2008 Results
32
Cautionary Note

• We are not claiming that this list of the 10
  major factors offer a complete description of
  wellbeing
• Rather these factors merely appear to be the most
  important and the best way of summarizing the
  body of Focus 2006 data

33
Definitions of Wellbeing Summary
Sue Connelly
34
Health Wellbeing Framework
AstraZenecas success is dependent on the
wellbeing of its people We believe that promoting
wellbeing leads to a healthier, more energised
work environment and increases effectiveness This
dynamic and positive working environment helps us
to attract, develop and retain top talent, and
reduce the impact of ill-health.
35
Wellbeing The Organisation

• Intelligent leadership
• Respect, recognition and support for individuals
• Positive environment
• Well-designed roles
• Focus on health
• Occupational health programmes
• Optimum work/life balance
• Flexibility, family-friendly policies

36
Wellbeing The Individual

• Self-belief
• Dignity, self-awareness
• A balanced life
• Harmony between physical health, relationships,
  self development, emotional stability, ethical
  values and working life
• Time and energy management
• A lifestyle that includes home life, wider
  family, leisure, social activities and time alone
  as well as work
• A future we look forward to
• Ideas, hopes, enthusiasm

37
Our future challenges the 95 5 rule !

• Promotion of health wellbeing
• Encouraging and helping employees to feel fitter
• Psychological fitness mental resilience rather
  than therapy
• Support employee effectiveness
• Optimising performance maximising energy
• Prevention of sickness absence
• Rather than rehabilitation

38
Our journey
Moving from measuring ill-health as a business
cost
to
Measuring and promoting good health (wellbeing)
as a business benefit
Our aim Energy, commitment, motivation,
innovation creativity