modelo de gestión de colaboradores bitc guidelines final1

8/6/2019 Modelo de gestin de Colaboradores BITC Guidelines Final1

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BITC uBICrrTI uII:

mployee Wellness and ngagement

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HeadingContents

1. Executive Summary 3

2. Business in the Community (BITC) 4

3. BITC Workwell Campaign 5

4. Public Reporting Guidelines 7

5. BITC Workwell Campaign Steering Group 9

6. Company Public Reporting Framework and Case Studies 11

7. Metrics Framework Denitions 26

8. Employee Narrative Reporting 31

9. Other Useful Resources 33


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3BITC Public Reporting Guidelines

Heading1. ective mmay

K rCTI Employees are a critical company asset as they

are the means by which companies function.How companies manage their staff can determinebusiness performance, and its ability to succeedlong term.

Investors believe companies need to demonstratehow they are managing this asset effectivelyas they believe robust employee practices cancontribute to strong long-term business success.Specically investors consider employee wellness

and engagement matters to be investment relevant.

Other stakeholders are also interested in howcompanies manage employee issues. Potentialfuture employees are increasingly looking to workfor companies with progressive employee practices.The global war on talent is an increasing challenge ascompanies seek to recruit and retain the best staff.

Public reporting is a means by which investors,potential employees and other stakeholders cangain insights into how companies manage their staff,and as such companies should report more on such

matters in a frank, accurate and consistent manner.

The BITC Workwell Model provides an idealframework for public reporting on employeewellness and engagement as it represents astrategic, integrated and holistic approach.

BITCs Workwell Campaign Steering group hasdevised a Company Public Reporting Frameworkwhich is aligned to the four quadrants, and centralsegment of the BITC Workwell Model. It outlinescorporate input and output characteristics, and

associated metrics companies are reporting whichare linked with three different states of maturityof management of the issue: entry, intermediateand mature levels. As well as reporting quantitativemetrics, the Framework stresses the need forcompanies to accompany this with narrativereporting which will critically provide the context

in which to interpret the information. Companiesalso need to ensure their reporting begins with adescription about the employee footprint of theorganisation, which again provides the startingcontext for assessing the companys employeechallenges and resulting management practicesand performance.

Companies are encouraged to take into accountand adopt BITC Public Reporting Guidelines intheir reporting on employee wellness andengagement efforts.

Public reporting on employee wellness andengagement is an evolving work in progress andas time passes and practice becomes embedded,so the denitions for what constitutes an entry,an intermediate and a mature prole will shift. Theintention is for the Public Reporting Guidelines tobe updated periodically in an iterative process toreect changing best practice thinking. BITC wouldwelcome feedback and interest from companies andother stakeholders on their experiences using thePublic Reporting Guidelines and on how to improve theCompany Public Reporting Framework going forward.


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4 BITC Public Reporting Guidelines

Heading2. Bsiness in the Commnity (BITC)

BuI I TH CuITT fr rIB BuIWe are a business-led charity with a growingmembership of 850 companies, from largemultinational household names to small localbusinesses and public sector organisations.

We advise, support and challenge our members toimprove their performance to create a sustainablefuture for people and planet.

Our members work with us to dene what

responsibility looks like in the workplace, marketplace,environment, and the community and we sharewhat we learn about driving performance throughresponsible business practice.

Business in the Community is one of The PrincesCharities, a group of not-for-prot organisationsof which The Prince of Wales is President.

We work locally, nationally and internationallythrough a network of partners world-wide and have28 years experience of working with communitiesin greatest need.


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Heading3. BITC Wokwell Campaign

BITC WrKW CI A common good, business led campaign Business case led, values driven Elevates employee wellness and engagement

to being a boardroom issue Proactive approach to employee physical,

psychological and social health A strategic, integrated and holistic approach

to employee wellness and engagement Promotes public reporting on employee wellness

and engagement as key objective Responsible business practice mission critical

to long term sustainability

The campaigns vision is To create the mostengaged workforce in the world by inspiring everyorganisation to help their people ourish by: Proving the case Spreading good practice Providing support


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BITCs Wokwell Campaign

BuT TH Developed by business for business, the BITCWorkwell Model reects the realities of theworkplace and the complexity and interrelatednessof the factors that inuence employee wellnessand engagement. The Model is evidence based,

widely endorsed and positions employee wellnessand engagement as a strategic boardroom issuelinked to securing business objectives.

It provides a proactive, integrated and strategicframework for promoting employee wellness andengagement and articulates the inextricable linkbetween wellness and engagement to drivingsustainable performance.

The Model outlines actions that employers can taketo provide a context for their people to ourish. It also

promotes 5 ways to wellness that employees can taketo improve their own emotional and physical resilience.

Wellnessis comprised of the mutually supportiverelationship between the physical, psychologicaland social health of the individual. (Towers Watson)

Engaged employees work with passion, commitmentand trust to drive and sustain their ourishing

organisation. (BITC)

Engagement combined with wellness enablessustained employee performance.

The Model focuses on four principles that contributeto wellness and engagement. These are better work,better relationships, better specialist support andbetter physical and psychological health.

It demonstrates the top line business benets ofinvesting in employee wellness as better engagement,better recruitment and retention, better brand imageand higher productivity.

Business benets

Employee actionsrecommended by ForesightMental Capital Report

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Employer actionsrecommended by BITC

* Using good work criteria dened byCoats and Lehki (September 2008)

TH BITC WrKW


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4. blic repoting idelines

TrTIC Brr IuBITC Public Reporting Guidelines are aboutmoving the agenda on from basic health andsafety compliance, to elevating wellness andengagement to become a boardroom issue.

Improved reporting on employee wellness andengagement will become an essential part ofresponsible business practice as it is the hallmarkof a sustainable business that is managing forthe long term.

ITr rCTIHenderson Global Investors is an independent fundmanagement company with 61.6 bn in assets undermanagement (as of 31st December 2010). For over30 years, we have been active in managing moneyon a Sustainable & Responsible Investment (SRI)basis (assets total 749.7m). Our SRI philosophycan be summed up as doing well by doing good, webelieve taking into account how companies manageenvironmental, social and governance (ESG) matterscan not only add value to investments, it is also theright thing to do.

Specically we have long held the view that thereis a direct link between good employee practices(or human capital management, HCM, as it isreferred to) and strong business performance.Given investing in successful businesses is at thecore of what we do, getting an understanding ofhow companies manage their staff is importantin identifying good investments.

Over the years, we have worked to explore thislink, and generate useful insights for our investmentactivities. Aside from exploring specic HCM issues

such as gender pay and workplace stress, we havecontinued to push more generally for greater publicdisclosure by companies. Contributions in thislatter area are much needed, as through our ownexperiences, we have found a lack of quality HCMreporting by companies. This in turn makes itdifcult to determine the relative effectivenessof management practices and how this links tobusiness performance. So often companies publiclyproclaim in their nancial annual reports thatemployees are our most important and valuableasset, and how our staff are critical to our success,

yet most fail to elaborate on this, asking investorsand other stakeholders to take it on faith that theyare managing this effectively.

Our recent efforts with regards HCM has includedworking with BITCs Workwell Campaign on developingtoolkits for UK companies on health, safety andwellbeing management, as well as on the developmentof reporting guidelines for companies in this area. Onthe latter point, we felt it was important to participatein the guideline development process to ensure theoutputs would also be meaningful and useful forinvestors. We hope the Guidelines will stimulatedebate and innovation and lead both to continuousimprovements in HCM management and reporting bycompanies and as a consequence, to better businessperformance and better investment decision-making.

In this time of global recession, despite the temptationto roll back or delay HCM programmes, we wouldargue it is even more imperative that companiesmaintain if not step up their efforts. The recessionrepresents an opportunity for companies to gaincompetitive advantage over peers. The businessenvironment is only going to become morecompetitive as it becomes more global. Although theworld population continues to grow, it also continuesto age (particularly in the industrialised economies),and its constituents increasingly discriminatory about

who it works for. We are convinced that employeewellness and engagement as an issue is fast becominga key challenge for the companies we invest in. Inturn, this requires a more strategic response in termsof board commitment, integration into core businessprocesses, along with clear communication andreporting to investors. The prize is not just to stop thewaste that ill-health and low motivation represents,but to grasp the business potential of enhancedemployee engagement and productivity.

My-Linh Ngo, Associate Director, SRI Research,

Sustainable & Responsible Investment (SRI)Henderson Global Investors.

Henderson is a strategic partner of the BITCWorkwell Campaign, and member of the SteeringGroup for BITC Public Reporting Guidelines.


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ITT CuIT CuTTIA set of draft BITC Public Reporting Guidelines,developed by BITC Workwell Campaign Steering Group,was previewed with investors at an event hosted byBITC, Henderson Global Investors, and UKSIF, thesustainable investment and nance trade association,on 21st March 2011. Given investors are a key audiencefor the data, the Steering Group wanted investorsviews to feed into the nal version of the Guidelines.

Delegates were invited to give feedback on: The quality and relevance of current reporting

on employee wellness and engagement based onIpsos MORI research and their own experiences; Their thoughts on the need for positioning

of reporting in terms of link back to securingbusiness objectives;

The key issues and metrics they would suggestcompanies prioritise reporting to help investorsbetter evaluate how companies are managingthis issue.

fBCKOverall, there was a strong consensus by investorsthat how companies manage employee wellnessand engagement was very important as it has acorrelation with business performance. Investorsbelieve such issues are relevant to all companies,although they recognise different aspects of theagenda have different levels of applicability forcompanies in different industries and geographies,and of different stages of maturity.

Investors want to see a business focus. They arenot interested in reporting for reportings sake.A clear message was that a company should notbe reporting against every criteria in the Company

Public Reporting Framework only those that arethe most relevant to its business and its sector.

Wellness and engagement is even more relevantat a time of global recession, as it represents anopportunity for companies to gain competitiveadvantage over peers.

Despite the need and desire for such information,the feedback overall from investors was that currentpublic reporting on this issue was not very good,both in terms of the low level of reporting, as well as

the quality of what was reported, as well as the lackof consistency in what was reported which prevented

benchmarking efforts. By standardising metricsinvestors can benchmark companies within andwhere helpful, across, different business sectors.

Investors were clear that reporting on employeewellness and engagement needed to demonstrateits connection with business strategy, and as suchanalysis to quantify the risks and benets wasimportant, alongside more qualitative narrative.Evidence demonstrating impact is crucial. Oneinvestor observed, Company reports haveinsufcient KPIs and too many words sayingwhat is done without demonstrating the metrics.Another wanted to see specic activities theyundertake for the benet of their employees.

Investors wanted to see reporting that identied: Health and safety risks to the business; Evidence of talent management being used to

build a strong skills base; Employee engagement leading to improved

employee satisfaction and retention (staff willingto go the extra mile).

Reporting Guidelines should be:

Relevant for public and private sector organisations; Across all business sectors; Applicable to international businesses and to

medium enterprises.

Evidence of wellness and engagement canbe reported as: Reducing the accident rate; Minimising absenteeism; Motivating staff to deliver a better customer service; Reducing workplace stress; Improving the speed at which getting return to work

after injury.

Investors recognised and urged companies to usetheir reporting to create a clear narrative aroundtheir journey of improvement setting out thestages in developing a best practice model.


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5. BITC Wokwell Campaign teeing op

BrDr Paul Litcheld, Chief Medical Ofcer,BT Group (Chair)

Dr Frank Fox, Head of Occupational Health,Anglo American

Kay Talbot, Business Manager Health Services,British Airways

Jason Powell, CEO for Premier Medical Group,Capita and Dr Mark Ratnarajah, BusinessDevelopment Director, Capita

Tricia ONeill, Group Health Services Manager,Centrica

Rosalind Minto, HR Business Partner,London & South East, Compass Group

Sue Cruse, Director, Leadership Healthand Sustainability, GSK

Russell Turner, Operations Manager forOccupational Health, Marks & Spencer

Andy Buxton, Health & Wellbeing Manager,National Grid

Amanda Owen, Group Head of Safety,Health, Wellbeing and Diversity, RBS

TrTIC rTrBen Willmott, Senior Policy Adviser, CIPD

My-Linh Ngo, Associate Director, SRI Research,Sustainable & Responsible Investment (SRI)Henderson Global Investors

Jenny Dawkins, Research Director, ReputationCentre, Ipsos MORI

BuT TH TrI ruThe Steering Group was convened by BITC andis drawn from senior practitioners from FTSE 100companies identied by Ipsos MORI as exemplarreporting companies in its research ndings onPublic Reporting Trends May 2010. All of thecompanies represented are members of BITCand have provided thought leadership and overalldirection for the Public Reporting Guidelines.

TrI ru TrTIC rTrCIPD, Henderson Global Investors and Ipsos MORI

are strategic partners of BITC.

ur f rTrHIHenderson Global InvestorsThe Henderson SRI team has been active over theyears in addressing human capital management (HCM)issues, working with companies to encourage them tomanage it as well as report publicly on their efforts.

We have been engaging with BITC on HCM issues forsome time, and recently took a more involved role byparticipating in the Workwell Campaign as a memberof BITCs Boardroom Reporting Steering Group,(which helped input into the development of the BITCWorkwell Model), and the subsequent Steering Groupfor the development of these Guidelines to ensurethey are useful for investors. We will seek to raiseawareness of, and encourage uptake of the Guidelines,by both investors and companies.

For more information about Henderson SRI, visit:www.henderson.com/sri


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CHrTr ITITuT f r T (CI)CIPD research consistently highlights the importanceof high quality leadership and people managementskills to sustainable organisation performance. Thishas been supplemented recently by the government-commissioned MacLeod review, which highlightedthe link between enhanced employee engagementand improved business performance.

However evidence suggests UK people managementcapability lies behind that of our main competitors

and that we as a nation invest less in managementdevelopment.

Effective Human Capital Management reportingcan highlight the link between effective peoplemanagement, employee engagement and wellbeingand improvements to business performance andconsequently encourage organisations to invest inthe management and development of their people.CIPD is working with its members to encourage andsupport HR practitioners to generate high qualitypeople management information to help build thebusiness case for investing in people managementand development.

However it is equally important to raise this keyagenda within the wider business community if thereis to be a step change in the quality of HCM reportingacross UK plc.

BITCs Public Reporting Guidelines provide an excellentspringboard for achieving much greater understandingand prole at boardroom level of this key issue.

We believe that the CIPD, together with BITC and

Henderson Global Investors, are ideal partners in thisaim. Together we represent the HR, business andinvestor communities, all of which need to be engagedif there is to be substantive progress on this agenda.

I rIIpsos MORIs Reputation Centre has long beenhelping to provide evidence of the case for companiesengaging in responsible business practices andcommunicating their progress to key stakeholders.Our research often shows the impact of these issueson a companys reputation, and over the last fewyears we have been working with BITC on variousstatistical analyses to try and nd links betweenbest practice responsible business and enhancednancial performance.

We have conducted previous research for BITCsWorkwell Campaign on FTSE 100 companies publicreporting on employee wellness and engagement.Therefore, we were delighted to participate in theSteering Group to further develop the analysis ofreporting on these themes and update the researchshowing where the gaps are in current publicreporting on this agenda. It is good to see the keygaps addressed in these Guidelines, and we hope tosee progress in the quality of future public reportingto reect this timely advice. Ultimately it is aboutproviding investors with more useful information onthis key area of business performance, and helping

companies to realise the full benet from approachingemployee wellness and engagement strategically.


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6. Company blic repoting famewok

ITruCTIIn developing a Company Public Reporting Framework,the Steering Group looked at what companies arecurrently reporting on wellness and engagementbased on their own practice, the FTSE 100 reportingtrend research conducted by Ipsos MORI (March 2011),as well as consider the latest thinking on best practice.Common threads emerged such as staff survey results,staff turnover, sickness absence trends and talent andskills development.

A clear and early conclusion was that one size

doesnt t all when its comes to employee wellnessand engagement reporting. As such there was no easyway of benchmarking this data. Frequency of reportingvaried as did the amount and detail of managementinformation reported on publicly. Companies were atdifferent stages of implementing employee wellnessand engagement policies. Different companies indifferent sectors will use different interventionsthat support the demographics of their business.Our steering group covers mining, air travel, energysupply, pharmaceuticals, retail, business services /outsourcing, food service and banking.

The Steering Group recognised that aligning companyreporting to the BITC Workwell Model is a means ofadding value. This leads to greater consistency ofreporting and creates a platform for benchmarkingcompany performance on wellness and engagement.The Steering Group set out to construct a frameworkfor reporting on wellness and engagement linked tothe BITC Workwell Model. The aim was to map for eachof the four quadrants, and central segment of theModel, the corresponding:

Input or management characteristics e.g. thecompany approaches, policies and initiatives.

Output or outcomes characteristics e.g. theresulting actions demonstrated in the workforce and/ or organisation as a whole, and their corresponding.

Metrics e.g. the quantitative measure report thatprovides hard evidence that management (andinvestors) need to see to determine whether theinterventions were working.

The metrics selected were kept as generic aspossible (rather than by sector specic, althoughcompanies are encouraged to consider and explainwhy some metrics are more relevant to their businessthan others) and were graded according to differentlevels of practice entry level, intermediate level,and mature level. This categorisation illustratesthe evolutionary stage at which a company is atwith regards management of employee wellbeingand engagement:

Entry level is often no more than a statementof values, or intent to shift company culture or

workforce behaviour. It is linked to very basicsupporting metrics.Intermediate level is where we start to see wellness

and engagement practices embedded within thecompany and results owing from that commitmentto long term change.

Mature level is where business benets start to owfrom actions and where companies can be seen to betaking strategic and long term decisions supportedby hard metrics that include return on investment.

The Framework contains simple descriptors which arange of disciplines from HR, health and safety, talent

management or employee engagement can interpretsilo metrics to gain a picture of how sets of measuresadd up to a holistic and integrated policy that willimpact on business performance.


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fTrITAccompanying the reporting suggested in thetemplate Framework below, companies arerecommended to provide some narrative reportingon the past, and existing, employee composition anddynamics, or the employee footprint, to draw theparallel with carbon footprinting, where companiesmap out their carbon impacts along the value chain.Such employee audit information is useful for theaudience as it provides the context on which theycan judge the effectiveness of future managementpractices and associated targets.

NarrativecommentarycomplementingthemetricsreportingCompanies should not rely solely on reportingquantitative metrics. Narrative reporting shouldaccompany the statistic, given the context forinterpreting the data. The commentary should beopen and frank, highlighting the ongoing challengesas well as the successes.

MetricsSuch metrics may be in an aggregated ordisaggregated form, and may include a combination

of management (process) metrics and performance(impact) metrics. There should be time series dataassociated with the metrics so the audience getsa sense for the performance trend and trajectoryof travel. Performance metrics should also include abalance of leading and lagging indicators. The audienceis looking for evidence which demonstrates the costs /risks avoided as well as the benets realised. In someinstances, qualitative narrative, in the form of casestudies, can be helpful in demonstrate the impactof company efforts.

The proposed metrics are intentionally genericalthough there is a recognition that a one size tsall to metrics development is not possible. Howeverthese metrics do represent a useful basis on whichto considering reporting. As such companies areencouraged to comply or explain why, in their specicinstances, such a proposed metric is not appropriate,and propose alternatives.


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TH BITC WrKW

rICIEmployee wellness and engagement managementbest practice is dened according to the followingprinciples:

1. Demonstrating a robust employee wellness andengagement strategy linked to securing businessobjectives.

2. Ensuring a strategic approach to skills and talentthat meets current and future business needs.

3. Ensuring employee communication and voice

supports engagement.4. Taking a proactive approach to building physical

and psychological resilience to support sustainableperformance.

5. Providing a safe and pleasant environment thatsupports wellness and productivity.

Business benets

Employee actionsrecommended by ForesightMental Capital Report

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* Using good work criteria dened byCoats and Lehki (September 2008)


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Creating a happy, engaging environment good work which, according to a WorkFoundation report by Coats and Lehki (September 2008) is characterised by:

A management style and an organisational culture that

promotes mutual trust and respect Employment security Talent management Job design: task and variety challenge Autonomy, control and task discretion Non monotonous and repetitive work Employee voice

LEVEL InputcharacteristicsThe company demonstrates:

OutputcharacteristicsThe workforce / organisationdemonstrates:

Metrics(Mix of management,impact KPIs)*

ENTRY Clear values and principlesfor employee behaviour. A culture of respectand ethical behaviour.

Skills development policiesand training programmes.

A learning culture ofcontinual development.

Company funded trainingtime per person.

Attention to job design. A sense of empowerment. Results of annualjob satisfaction orengagement survey.

Formal mechanisms forconsultation with employees.

A collaborative teamworking ethos.

Length of tenure of staff.

INTERMEDIATE Board director with directresponsibility for employeewellness and engagement.

Collaborative behaviourwith evidence of takingpersonal responsibilityfor health and wellbeing.

Leadership and peoplemanagement training.

Understanding of andalignment with businesspriorities.

Proportion of senior positionslled by internal applicants.

Trend results of annualengagement survey andintermediate pulse surveys.

MATURE Management scorecardsthat include performanceon employee wellness andengagement.

Joint initiatives betweenthe company and employeerepresentatives to promotehealth and wellbeing.

Trend for engagement alignedto the strategic goals of thecompany as measured throughmultiple channels at leastquarterly.

BTTr WrK

* Note: Only additional metrics (to the Entry Level) are listed for each progressive evolutionary level.


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x ITHKI

Glaxo Smithkline (GSK) is one of the worlds leadingresearch-based pharmaceutical and healthcare companiesand is headquartered in London. Created in 2000 out ofthe merger of GlaxoWellcome and SmithklineBeecham,GSK operates in more than 70 countries and employsover 90,000 people worldwide.

SpecicissueimprovingorganisationalstyleandmanagementcultureLeaders need to better empower staff. GSK has establisheda link between leadership behaviours, business strategy and

delivery on the corporate mission which is to improve thequality of human life by enabling people to do more, feelbetter and live longer.

RationaleEnergy for Performance is a short training programmefor senior leadership within GSK UK and worldwide inmaximising energy levels through increased self awarenessand skills in managing the quantity, quality, focus and forceof their energy. The programme positively impacts keyleadership behaviours such as exible thinking, developingpeople and building relationships.

ManagementfocusandmetricsEmployee surveys improved scores across the leadershipbehaviours that empower and engage. The improvementwas statistically signicant. Staff whose leaders had takenthe course were a lot more positive when commenting onmanagements behaviours than those whose leaders had not.

ReportingfrequencyThe results of the employee survey are covered in theannual CSR report available online and in printed format.There are internal management reports.

LessonslearnedYou need critical mass to transform the businessenvironment and sustain this transformation. Benets fromtraining are maintained when all leaders in an area of thebusiness have completed Energy for Performance training.

GSK now see this training as a part of leadership

development not solely a health and safety initiative.

C ru

Compass Group is a multinational business specialisingin catering, cleaning and facilities management. It fulllsbig in-house contracts to provide catering in the education,healthcare, business and industry, facilities management,defence, offshore, in store and sports and leisure sectorsand has a high-end luxury catering operation, RestaurantAssociates.

Specicissueexpertiseandcompetence(talentmanagement)Compass Group is creating an internal talent pool to

expand the business and meet growing customer demand.This reverses a previous tendency to hire externally.

RationaleIn 2009 Compass launched Evolve in the UK, aninternally assessed Level 4 qualication in business andadministration. Middle managers are selected by interviewand assessment centre and numbers of candidates arelinked to business forecasts. Evolve combines externally andinternally taught modules with in-company placements andstretch goals.

ManagementfocusandmetricsOver six months, 50 per cent of Evolve candidates move onto bigger and better jobs within Compass. A comparison ofbusiness unit performance reveals prots rose on average6 per cent in parts of the company where there are Evolvecandidates. The cost of recruitment has fallen.

ReportingfrequencyA quarterly HR report details the number of candidatesgoing through the Evolve programme. The HR team receivea monthly report on Evolve. There is no mention of Evolvein the Compass annual reports as this deals only with globalmatters.

LessonslearnedThe business needs to map its internal skills against aqualications framework. A company needs to become anapproved centre of a national awarding body. In Compassscase it uses Edexcel. Compass has called on an external

consultancy to deliver specialist training.

MATURE LEVELMATURE LEVEL

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Good relationships at work and at home provide the social capitalwhich individuals need to maintain mental health and engagement.

Promoting and enabling better communication and social cohesion

to support good relationships in the workplace particularly among: Line manager Team colleagues Support networks

Relationships outside work (family and friends) can also be supported throughexible working practices and through involvement in social initiatives.




ENTRY Flexible working policies

including job shares.

Flexible attitudes to changes

in work practice.

Proportion of workforce with

exible working arrangements.Family-friendly policies(maternity and carerresponsibility) and facilities(e.g. crche)

Loyalty to the company. Proportion of women returningafter maternity leave.

Promotion of team working. Pride in the job. Proportion of take-up ofpaternity leave.

Grievance cases as a spot rate.

INTERMEDIATE Managers appraisals thatare linked to their peoplemanagement capability.

A perception of organisationaljustice.

Trend data for grievancesupheld.

An employee volunteering

policy.

Personal development with

skills learnt in the communitybrought back into the company.

Volunteering commitment.

Promotion of working acrossorganisational boundaries.

Pride in the team. Proportion of requests forexible working accepted.

MATURE Managers that are developedto be coaches / mentors.

Continuous improvement inskill levels and performance.

Performance trendin external surveys ofemployee engagement.

Promotion of externalrelationships withprofessional bodies andacademic institutions.

Pride in the company. Proportion of entitled stafftaking up maternity leavesharing arrangements.

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BrITIH IrW

British Airways is a global airline and has recentlymerged with Spanish airline Iberia. BA is now partof International Airlines group, a merger that wascompleted on 1 January 2011.

SpecicissuegoodrelationshipsatworkpromotingandenablingbettersocialcohesionBA is committed to building an inclusive and diverseculture where every colleague feels valued and respectedand drawing on the different knowledge and perspectiveswithin its business to create innovative and exible thinking.

It is important for the airline to attract and retain the rightpeople and to ensure that it reects the diversity of itscustomer base.

RationaleThere are established policies in place that cover mobilityand disability as well as age, race, gender, religion andsexual orientation. The Diversity and Inclusion Team providetraining guidance and specialist advice to ensure that allcolleagues understand how to apply discrimination law inthe workplace. The team also work with local champions toensure that the company maximises talent and delivers bestpractice around inclusion in the workplace. BA publishes amonthly e-newsletter updating colleagues on current issuesaround inclusion, and diversity training is mandatory for

all managers. An inclusive culture can directly impact onBAs customer perception and increase its reputation forexcellent customer service.

ManagementfocusandmetricsBAs colleague survey collects information aboutthe diversity and demographics of its workforce. Inaddition, trend data is reported, to look at any areasof disproportionate representation.

ReportingfrequencyWorkforce diversity in terms of percentages of differentgroups is included in the companys CSR report, two boardreports and an annual report.

Lessonslearned

The Diversity and Inclusion Team are continuously workingto further embed and integrate diversity and inclusioninto the business. There are ve employee network groupscovering gender, disability, faith, ethnic background andsexual orientation. They provide invaluable advice to othercolleagues help with designing new products and offerguidance on cultural differences linked to new routes.The current focus of work is around managing conictresolution to drive greater dignity and respect into theworkplace and using the opportunity of London 2012 todrive greater improvements in the journey process forall BAs disabled customers.

rK & Cr

British retailer Marks & Spencer has over 700 storesin the UK and over 300 spread across more than 40countries. It specialises in selling clothing and luxuryfood products. In 1998 it became the rst British retailerto make a pre-tax prot of over 1 billion.

SpecicissueemployeecommunityengagementThe company wanted to communicate with the entireworkforce, to help people adopt healthier lifestyles andnot just focus on the tiny minority (3 per cent) of sicknessabsence cases.

RationaleMarks & Spencer developed a platform, planahealth.com,to create social support networks, and promote volunteering.The website offers advice on wellbeing including healthy diet,exercise, and better work life balance. The site contains atelephone helpline as well and a list of external healthcarespecialists. Staff sign up to health pledges.

ManagementfocusandmetricsStaff joining the scheme complete a health questionnaireto assess their general level of health. One in seven ofthe Marks & Spencer workforce has signed up to a healthpledge many involving communal activities such as aday a month volunteering for the charity of their choice.Staff undertaking pledge activities are monitored everytwo weeks.

ReportingfrequencyUse of the site is fed back to Marks & Spencer occupationalhealth on a monthly basis enabling management to pinpointpotential healthcare issues at regional or branch level. Detailsof employee health pledges appears under How We DoBusiness in the companys annual report.

LessonslearnedPilot the project. Get a feel for what employees want andkeep the offer simple. Do not try to do too much too soon.Return on investment is not measured.

Do not be inuenced by preconceptions. Virtually all Marks& Spencer workers had access to a PC at home and many

were accessing the website on their i-phone or ipad.

INTERMEDIATE LEVEL INTERMEDIATE LEVEL

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Today evey bsiness is looking o ways in which it canmaintain shaeholde vale and the ate o change and the needo innovation is elentless. aks and pence have alwaysealised that bsiness sccess diectly coesponds to thehappiness and health o its people. health amewok whichis as ocsed and innovative as o bsiness stategy enhanceso ability to delive the healthy and engaged people who willbing that sccess.

RussellTurner,OHOperationsManagerUKandInternational,Marks&Spencer


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TIWI BuII CIT

Nationwide Building Society provides nancial servicesboth directly, and through approximately 750 high streetbranches. Nationwide is a major provider of both mortgageloans and savings in the UK. It has remained in theownership of its members and was the only major buildingsociety to retain its mutual status.

SpecicissueconsultationandmotivationNationwide has a very low staff turnover (around 12 percent) and many employees have been with the businessfor between 20 and 30 years. HRs brief was to deliver highlevels of employee engagement across the business andprovide the basis for leadership development.

RationaleA detailed staff satisfaction survey completed by more than80 per cent of staff provides management insights. 360degree feedback on managers provides a leadership proleof the qualities that inspire staff and drive the business.

ManagementfocusandmetricsSurvey results give insight into where employee wellnessand engagement is highest. For example, branches with thelowest levels of sickness, highest levels of staff turnoverand branches where highly engaged staff deliver highersales and customer satisfaction.

ReportingfrequencySurvey results are aggregated for internal management. Abroad summary is published in Nationwides annual report.

LessonslearnedLeaders can create a demotivating environment. Feedbackfrom staff satisfaction survey prompted a new leadershipprogramme for middle managers around motivating andretaining staff.

MATURE LEVEL

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ationwide has always taken a eal inteest in employeeengagement becase not only is it the ight thing to do (beinga good copoate citizen) bt o people insight data clealy

shows a tangible link between engagement levels and highlevels o bsiness peomance. We want to emain mbene o sevice in etail nancial sevices and engaging witho people is one o the keys to deliveing that.

AndreaCartwright,HeadofHR,Nationwide


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ENTRY Attendance / absencemanagement policiesthat are not punitive.

Fewer spells of short termabsence and shorter durationof extended absences.

Sickness absence asa spot rate.

Access to occupationalhealth advice.

Increased trust in thecompany and its agents.

Uptake / utilisation rate foroccupational health service.

Manager dened adjustmentsto aid rehabilitation and speedreturn to work.

Improved cooperationwith return to work plans.

INTERMEDIATE Health and wellbeing policieslinked to enhanced personaland business performance.

Improved physical tness andpsychological resilience.

Sickness absence asa trend over time.

Access to EmployeeAssistance Programmes(EAP) that provide a broadrange of advisory serviceson a condential basis.

Greater responsibility inaddressing issues thatmight impact on work.

Uptake / utilisation ratefor Employee AssistanceProgramme (EAP) andrelated schemes.

Access to specialistadjustments advisory services.

More exibility in adaptingto work and customerrequirements.

Duration of extended absences.

MATURE A comprehensive frameworkof resources and services thataddress prevention, earlyintervention and rehabilitationfor both physical andpsychological health issues.

A shared responsibility forovercoming obstacles todelivering high performance.

Sickness absence trendsbroken down by major causesand benchmarked againstrelevant indices.

Rate of rehabilitation intotheir own job for workersabsent for an extended period.

Customer satisfactionof employees making useof services provided.

Better specialist support can help teams manage health issues atwork or facilitate a more efcient return to work for those off work.

Better support and interventions to manage health and wellbeing

can be provided by: Occupational health Human resources Employee assistance / counselling Training for line managers and employees

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CTrIC

With almost 37,000 employees, Centrica is the UKsbiggest energy supplier.

Specicissueattendancemanagement(interventionsin/treatmentsofexistingconditions)Centrica reports on the results of triage offered to BritishGas engineers suffering musculoskeletal disorders.

RationaleTriage is designed to help people return to work and itinvolves prioritising interventions according to severity

of the condition. It comprises: telephone based advice from a physiotherapist ; written health guidance; face-to-face physiotherapy.

ManagementfocusandmetricsTriage has contributed to a reduction of absence forwork related musculoskeletal disorders from 37 daysin 2008 to 25 days in 2009.

ReportingfrequencyExternally Centrica reports on the results of thissupport within its corporate responsibility and itsannual board report.

Lessonslearned

Signicant organisational change takes 6-12 months toimpact on someones wellbeing. Building the resilience ofindividuals is building the resilience of the organisationand its ability to respond to change.

CIT

With a 2.7 billion turnover and 36,800 employeesCapita Group Plc is the UKs leading provider of businessprocess outsourcing and occupational health services.

SpecicissueattendancemanagementFormal day one absence monitoring and casemanagement.

RationaleCapita is moving towards paperless reporting and is inthe process of rolling out an online CRM platform which

will provide real time data capture and analysis.ManagementfocusandmetricsA training programme designed to support line managershas resulted in a 30 per cent reduction in absence over2 years and 400 savings per employee.

ReportingfrequencyInternal reporting on absence data and case informationis fed back to managers constantly.

LessonslearnedIn time, Capita and its customers will be able to dashboardkey employee welfare information and health outcomes datato inform corporate strategy and governance.

INTERMEDIATE LEVELINTERMEDIATE LEVEL

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mployee wellbeing is a key acto in detemining anoganisations long-tem potability. Centicas health andwellbeing stategy ecognises that we need peventativeand speedy access to emedial inteventions when needed,to ense we meet o bsiness commitments. ood

mscloskeletal health is key o many o o employeesin thei day to day activities and we invest in peventativeactivities to keep people well and active. dditionally, bypoviding access to ealy physiotheapy advice and teatmento employees ecove moe qickly and eceive inomationto manage thei ongoing mscloskeletal health.

GraemeCollinson,GroupDirector,Health,Safety&Environment,Centrica


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r BK f CT

The Group, with over 148,000 employees in 50 countries,has responded to the global nancial crisis by embarkingon a strategic plan to return it to stand alone strength. Indoing so, the Group embarked on a signicant restructuringprogramme that has directly and indirectly affected alarge number of employees.

SpecicissuesupportourpeoplethroughchangeThe Group proactively promoted and utilised the counsellingservice provided by Lifematters in assisting those employeesand their families affected by the restructuring programme.

RationaleIn addition to promoting the support services availablethrough Lifematters, RBS worked closely with their serviceproviders to produce support packs intended to developthe capability of managers in effectively communicatingchange, dealing with emotions at work, delivering newsof redundancy and rebuilding morale after restructure.

ManagementfocusandmetricsQuarterly statistics on Lifematters usage are analysedto identify any issues and shape the health and wellbeingstrategy and interventions. Employee feedback is invitedon the service provided by Lifematters and the annualemployee opinion survey invites feedback on wellbeingwithin the Group. In 2010, 68% of employees indicated thatthe senior management of their business was interestedin their wellbeing

ReportingfrequencyThe company publishes a Safety, Health and WellbeingReport, a downloadable document linked to its corporatewebsite. Headline data are also available through RBSssustainability report.

LessonslearnedLine Managers have a key role in the health and wellbeingof our people. RBSs intent is to provide Line Managers withthe knowledge, information, tools and supporting servicesthat they need to support their teams.

INTERMEDIATE LEVEL

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We ecognise the impotant ole that ine anagesplay in the health and wellbeing o o people. intent isto povide ine anages with the knowledge, inomation,tools and sppoting sevices that they need to sppot theiteams, paticlaly thogh peiods o change.

AmandaOwen,HeadofGroupSafety,HealthWellbeingandDiversity


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Create a safe and pleasant work environment by:

Promoting a physically safe working environment with optimal airquality, temperature, noise, lighting and layout of work spaces.

Promoting healthy behaviours such as emotional resilience whichbuilds self esteem, healthy eating, physical activity, smoking cessations,sensible drinking and avoidance of drug misuse.




ENTRY Suitable and sufcient healthand safety training for workersand managers.

Awareness of risks tothemselves and othersimpacted by their activities.

Statutory health and safetyreporting.

Provision of advice on personalbehaviours that promoteimproved health and wellbeing.

An understanding of keybehaviours on current andfuture health status.

Workforce demographicsmarking health status.

INTERMEDIATE An internal qualitymanagement system forhealth and safety withanalogous requirementsplaced on contractors.

Acceptance of someresponsibility for the healthand safety of themselvesand others they are workingwith directly.

Trend health and safety data.

Provision of companyprogrammes and campaigns topromote health and wellbeing.

Participation in programmesand campaigns to improvetheir own health and wellbeing.

Trend in workplacedemographics markinghealth status.

MATURE A certicated, externallyvalidated health and safetymanagement system (e.g.ISO 18001) with analogous

requirements placed oncontractors and suppliers.

Commitment to sharedresponsibility to prevent allavoidable harm to themselves,their colleagues and the public.

Trend health and safetydata aligned to strategiccommitments and measuredthrough multiple channels.

Provision of an integratedhealth promotion systemthat addresses both physicaland psychological wellbeingand incentivises sustainedimprovement.

Sustained behaviouralchange that benets theirown health and wellbeing andthat of those around them.

Trend in objective measuresof health and wellbeing.

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rCH

BT employs some 89,000 people in the United Kingdomof whom around 26,000 engineers work in the Openreachdivision which is responsible for installation, support andmaintenance of the rst mile access network from thedoor to the exchange.

SpecicissuepromotingemotionalresiliencethroughchangemanagementOpenreach is in the middle of a major planned technologyinfrastructure build to create a high speed bre networkwhich will provide super fast broadband to most of Great

Britain. This has led to a phenomenal pace of change inways of working which runs the risk of increased levelsof employee stress.

RationaleBT has developed an integrated approach to wellbeingthat links health and safety with managing change welland protecting mental health. An integral part of that hasbeen the development of a mental health toolkit to providepractical support in the prevention, early intervention andrehabilitation of employees. Openreach has tailored thetoolkit to meet its own specic needs and has incorporatedit into its management of change.

ManagementfocusandmetricsOpenreach measures change management capabilitythrough annual and quarterly satisfaction surveys whichare completed by around 60 per cent of staff. Emotionalresilience is measured through both these surveys bythe level of sickness absence and the number of bullyingand harassment instances and the number of grievancesbrought by employees. Figures are broken down by regionand managers focus on identifying the areas of the businesswhere employees are impacted the most and tackle thisby a range of measures including the mental health toolkit.

ReportingfrequencyMonthly gures are available on absence and grievance.Quarterly reports provide detail on employee engagementand are published internally for managers at a unit level.

LessonslearnedOpenreach often has to go beyond the metrics to get theinsight. Its employee survey asks specic questions suchas does my manager do a good job in explaining reasonsbehind major decisions. A managers role is to help theirstaff cope with change and mitigate its effect. If changeisnt managed sickness rates go up.

TI rI

National Grid is an international electricity and gascompany and one of the largest investor-owned energycompanies in the world. National Grid owns the high-voltage electricity transmission network in England andWales and operates the system across Great Britain. Italso owns and operates the high pressure gas transmissionsystem in Britain and its distribution business deliversgas to 11 million homes and businesses.

Specicissuescardiovascularriskandengagement.National Grid has developed and implemented an

engaging, multi layered approach to helping employeesunderstand and address some of their cardiovascular risksby implementing a range of assessments, wellness kiosks,activity programmes, educational material and workshopsas part of its developing wellbeing strategy.

RationaleCardiovascular disease, including heart attacks and strokeis the biggest killer in the UK. There are many lifestylefactors that can impact upon an individuals risks and thisprovided a strong platform for National Grid to engage allits workforce, allow employees to take responsibility fortheir health and capture a number of individual programmes,(e.g. weight, activity, smoking cessation, blood pressure,cholesterol, etc.) under one strategic health issue.

ReportingfrequencyEach participating employee has an individual report onrisk level, biometric data and improvement options / furtherspecic support. Engagement levels are reported to thelines of business every six months. Outputs from individualprogrammes like our Shape Up National Grid activitycampaign are reported at their conclusions. A broad accountof activity, participation, impact and investment is madeto our Executive on an annual basis and within our AnnualReports and Accounts, and Corporate Responsibility Report.

LessonslearnedEngaging a workforce on a well designed cardiovascularmanagement programme as part of an integrated wellbeingcampaign provides the basis for employees to understand

their basic health numbers (blood pressure, cholesterol,weight etc.) to which small adjustments to their lifestyle (diet,activity level etc.) can have signicant impact upon theirquality of life and performance, both at home and at work.

INTERMEDIATE LEVEL INTERMEDIATE LEVEL

BTTr HIC CHIC HTH C TuI

The pace o change in society is acceleating and that ispaticlaly evident in the bsiness wold. Telecommnicationsis widely egaded as being at the oeont o technologicaland commecial change which bings pesses on all wokingin the secto. Ceating a compehensive mental healthamewok to pevent poblems as a as possible and

to sppot people who do become nwell has been a keyelement in BTs sccessl tansomation.

DrPaulLitcheld,ChiefMedicalOfcer,BTGroup

Cadiovascla disease is a majo cose o ill healthin the uK. ational id ecognises the benecial eects oinvesting in health inteventions inclding cadiovascla iskassessments, and campaigns that encoage positive liestylechange, and is committed to helping employees impove theihealth and wellbeing.

Dr.JamesMackie,CompanyMedicalAdviser,NationalGrid


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rIC

Anglo American is one of the worlds largest miningcompanies. Its South Africa mining operation, AngloPlatinum, employs 54,000 people, 34,000 of themworking underground.

SpecicissueworkplacedesignandhealthandsafetyAnglo Platinum is committed to building a safer workingenvironment and reducing the accident and fatality ratefor mine workers.

Rationale

The company is investing 60 million a year on stabilisingmine roofs with rock anchors, increasing headroom andcontaining rock falls caused by blasting with strong cargonet xed overhead. The net is capable of holding 2-5 tonnesof loose rock. Anglo Platinum is investing heavily in replacingpneumatic drills with much quieter electric drills.

ManagementfocusandmetricsMining is inherently dangerous. Anglo Platinums licenceto operate depends on a commitment to health and safety.Investment in safety has reduced the fatality rate to .058deaths per million shifts, half of the industry average.

ReportingfrequencySafety reporting is done on a daily basis internally. Injuryand fatality rates are reported as rates and as absolute

numbers. They are included in the companys annual reportas injuries per 200,000 man hours.

LessonslearnedSafety rst is a core company value. Improvements to safetyand the environment are comprehensive and integrated.

MATURE LEVEL

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aety is and will always emain o nmbe one pioity.I believe that zeo ham is achievable. I am absoltelycommitted to achieving this and I epect eveyone to shaethat commitment.

CynthiaCarroll,CEO,AngloAmerican


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Position employee wellness and engagement as a boardroom issue.

Wellness is comprised of the mutually supportive relationship between thephysical, psychological and social health of the individual. (Towers Watson)

Engagedemployees work with passion, commitment and trust to drive andsustain their ourishing organisation. (BITC)

Engagement combined with wellness enables sustained employee performance.

Characteristics of a company that is working well include: Employees feel trusted and that their work is valued and makes a difference. Employees believe their views are respected and considered. A proactive approach to employee physical, psychological and social wellbeing. Customers and business partners proactively want to work with the company

and its employees. Employee and company aims and objectives are aligned in a way that generates

win-win for both parties.




ENTRY Recognition of the link betweenemployee engagementand wellness to businessperformance.

A culture that values havinga happy, healthy and engagedworkforce in terms of thebenets to the business.

Staff turnover as a spot rate.

External awards.

INTERMEDIATE Invests material resources,

meaningful time andcommitment to theimplementation of employeewellness and engagementefforts.

Board level director can

speak competently andprovide evidence to illustratehow employee practices areimpacting on achievement ofbusiness objectives.

Staff turnover as a trend

over time.

Plans developed for achievingbusiness objectives require theneed to take HCM practicesinto account.

Innovative collaborationsand partnerships with otherparties to develop thinkingand implementation of bestpractice.

Impact assessment ofprogrammes conducted todemonstrate effectivenessand, where possible, returnon investment.

MATURE Addressing the challenges of

presenteeism and resiliencewithin its HCM policies.

Board level directors

proactively communicateon such issues with externalstakeholders such as investors.

Staff turnover as a trend over

time, differentiating betweencategory of leaver.

Employees regularly andproactively engage withmanagement and externalstakeholders in a constructiveand positive way.

Employment equity (gender,ethnicity, sexual orientation,disability, age, etc) at multipleorganisational levels.

Company demonstratesability to quickly and easilyadapt and evolve workingpractices in light of changingbusiness needs and operatingenvironment.

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7. etics famewok enitions

BTTr WrK

Results of annual job satisfaction or engagementsurvey (Entry)

Calculation

Employee opinion survey conducted annually and gaugingthe proportion of People in Post (PiP) satised with thecompany, their job and wanting to stay.

Number of PiP responding positively x 100

Number of PiP responding to survey

Trend results of annual engagement surveyand intermediate pulse surveys (Intermediate)

Calculation

Staff engagement as measured by a standardised questionset, administered at least annually to the whole workforceand supplemented by intermediate sample surveys, toconstruct an Employee Engagement Index (EEI) reportedover multiple years.

EEI shown as a mean response on a 1-5 scaleand reported over (minimum) of 3 years.

Trend for engagement aligned to the strategicgoals of the company as measured through

multiple channels at least quarterly (Mature)

Calculation

Staff engagement dashboard measured by standardisedquestion sets, administered quarterly to the whole workforceand / or representative samples, to gauge EmployeeEngagement Index (EEI), Wellbeing Index, PerformanceSupport Index and Condence in senior leader decisionsand direction and reported over multiple years.

Composite dashboard of EEI, Wellbeing, PerformanceSupport and Condence in Leaders shown as a meanresponse with condence intervals on a 1-5 scale andreported over (minimum) of 3 years.

Company funded training time per person (Entry) Calculation:

Internal and external training funded by the companyexpressed as days per People in Post (PiP) per year.

Total training days completed during year

Average PiP for the year

Length of tenure of staff (Entry) Calculation:

Staff retention shown as length of service in proportion tothe demographics of the workforce and expressed as averagetenure by age band.

Average length of service shown by 10 year age bands.

Proportion of senior positions lled by internalapplicants (Intermediate)

Calculation:

Internal appointments to senior positions expressed aspercentage of vacant executive level posts lled by internalcandidates per year.

Posts lled by internal candidates per year x 100

Vacant executive level posts in same period

The following section gives some examples of howthe metrics included in the Company Public ReportingFramework might be calculated by large companies.These are not intended to be denitive, rather theyare suggestions which some companies may wish toadopt. There may be equally valid metrics relevant

to specic companies and specic industry sectors,and equally valid methods for expressing the metricsincluded in the Framework. Of course, it is importantfor companies to explain the basis of their calculationsso that investors can accurately interpret the dataincluded in public reporting.


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BTTr rTIHI

Proportion of workforce with exible workingarrangements (Entry)

Calculation

Number of staff per year with agreed exibilityin work location and / or working hours expressedas a percentage of the total People in Post (PiP).

PiP with exibility arrangements x 100

Total PiP at same point in time

Proportion of requests for exible workingaccepted (Intermediate)

Calculation

The number of exible working requests acceded toexpressed as a percentage of the number of requests made.

Number of exible working requestsaccepted per year x 100

Number of people making a requestfor exible working per year

Proportion of women returning after maternityleave (Entry)

Calculation

Number of women per year returning to employmentfor at least 12 months on completion of their agreed spellof maternity leave (including adoption) expressed as apercentage of all women taking maternity leave in the

same period.

Women returning from maternity leave per year x 100

Women taking maternity leave in the same period

Proportion of take-up of paternity leave (Entry) Calculation

Number of men per year taking up their full allowanceof paternity leave (including adoption) expressed as apercentage of all men entitled to paternity leave in thesame period.

Men taking paternity leave per year x 100

Men entitled to take paternity leavein the same period

Proportion of entitled staff taking up maternityleave sharing arrangements (Mature)

Calculation

Number of people who take up their entitlement to sharematernity leave expressed as a percentage of people entitledto make such an arrangement.

Number of people sharing maternity leaveper year x 100

Number of people entitled to share maternityleave per year

Grievance cases as a spot rate (Entry) Calculation

Number of people raising a formal grievance in the yearexpressed as percentage of People in Post (PiP).

Number of people raising a formal grievance x 100


Trend data for grievances upheld (Intermediate) Calculation Over (minimum) of 3 years

Number of people whose formal grievance is upheldexpressed as a percentage of the total number of peopleraising a grievance per year reported over multiple years.

Grievance cases upheld per year x 100

Grievance cases raised per year

Volunteering commitment (Intermediate) Calculation

Volunteering undertaken in paid company time expressedas days per average number of Full Time Equivalent staff

(FTE) per year

Volunteering days completed during year

Average FTE for the year

Performance trend in external surveys of employeeengagement (Mature)

Calculation

Participation in external benchmarks and / or surveysfor high performing companies (e.g. Great Places to Work,Gallup G12, Towers Watson, etc) demonstrating improvingand / or sustained performance with external recognition(e.g. CIPD, CBI, Observer, etc).

Trend data showing ranking in external benchmarksor surveys of employee engagement reported over(minimum) 3 years.


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BTTr CIIT urT

Sickness absence as a spot rate (Entry) Calculation

Number of days lost per year due to sicknessabsence expressed as the percentage of the working days*available for the population in that period.

Working days lost to sickness per year x 100

Working days available in the same year

*Organisations that measure calendar days rather than working days can convert the rate as follows exclude from the

denominator average leave entitlement, public holidays and other non work days (e.g. weekends) for the whole populationbeing measured.

Sickness absence as a trend over time (Intermediate) Calculation Over (minimum) of 3 years

Number of days lost per year due to sickness absenceexpressed as the percentage of the working days availablefor the population in that period showing retrospective datafor multiple years.

Working days lost to sickness per year x 100


Sickness absence trends broken down by major causesand benchmarked against relevant indices (Mature)

Calculation Over (minimum) of 3 years

Number of days lost per year due to sickness absenceexpressed as the percentage of the working days availablefor the population in that period showing retrospective datafor multiple years. Data to be broken down by major disease

categories aligned to a recognised classication system(e.g. ICD 10) and benchmarked against published sources ofinformation (e.g. CIPD, HSE, CBI, etc). Main categories arelikely to include musculoskeletal disorders and mental healthproblems; differentiating between work related and non workrelated absences is desirable.

Working days lost per year by disease category* x 100


*A subdivision of this data into work related and non workrelated time lost is desirable where work relatednessis determined by an objective observer (e.g. occupationalphysician) against predetermined inclusion criteria.

Uptake / utilisation rate for occupational healthservice (Entry)

Calculation

Number of personal cases dealt with by the occupationalhealth service in providing support to the company and theworkforce expressed as completed referrals per 1,000 Peoplein Post (PiP) per year.

Completed OHS referrals* per year x 1,000


*A subdivision of this data into self referral, managementreferral and occupational risk related health surveillance

would raise the maturity level to Intermediate (I)Uptake / utilisation rate for Employee AssistanceProgramme (EAP) and related schemes (Intermediate)

Calculation

Number of personal cases dealt with by the EmployeeAssistance Programme, or equivalent, in providing supportto the workforce expressed as completed cases per 1,000People in Post (PiP) per year.

Completed EAP cases per year x 1,000


Duration of extended absences (Intermediate) Calculation Over (minimum) of 3 years

The average duration of spells of absence lasting morethan one month for people returning to work expressedas days absence and shown as a trend over multiple years.

Working days lost to spells of sickness lastingxxxxxxxxxxxxxxx over one month per yearxxxxxxxxxxxxxx

Spells of sickness absence of over one month in the same year

Rate of rehabilitation into their own job for workersabsent for an extended period (Mature) Calculation

Proportion of workers per year who have been absent throughillness or injury for more than 3 months that return to workin their substantive post and remain employed for at least 12months expressed as a percentage of all closed* absencesexceeding 3 months.

Workers returning to own job after extendedxxxxxxxxxxxxxabsence per year x 100xxxxxxxxxxxxx

All extended absence cases closed* in the same period

*Closure includes redeployment, termination, retirement, etc.

Customer satisfaction of employees making useof services provided (Mature)

Calculation

Satisfaction of employees using support services with theresource provided by the employer expressed as a percentageof those rating services good or better in a representativecustomer satisfaction survey against the total number of

those responding to the survey.

Number of service users rating services goodxxxxxxxxxxxor above per year x 100xxxxxxxxxxx

Number of service users responding to the survey

in the same period


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BTTr HIC & CHIC HTH

Statutory health and safety reporting (Entry) Calculation

Level of health and safety incidents which are reportable bystatute (e.g. those dened under the Reporting of Injuries,Diseases and Dangerous Occurrences Regulations [RIDDOR])per year expressed as a rate per million working hours andbenchmarked against sector performance.

RIDDOR reports per year x 1,000,000

Total hours worked* in the same period

*Total hours worked can be measured directly from

timesheets or a standard conversion factor per FTE canbe used based on the anticipated number of working daysmultiplied by the standard daily hours. Where available,overtime hours should be included in the calculation.

Trend health and safety data (Intermediate) Calculation Over (minimum) of 3 years

The trend for all lost time health and safety incidents (LTI)expressed as a rate per million working hours showingretrospective data for multiple years and benchmarkedagainst all industry performance.

xxxxxxLTI per year x 1,000,000xxxxxx

Total hours worked in the same period

Trend health and safety data aligned to strategiccommitments and measured through multiplechannels (Mature)


A dashboard showing the trend for all incidents (includingnear misses and motor accidents) broken down by type (e.g.slips / trips / falls, work at height, struck by moving object,etc), benchmarked externally against high performers,targeted for improvement and reported over multiple years.

Incidents / Near Misses / Vehicle Accidents per yearxxxxxxxxxxxxxxxxxx 1,000,000xxxxxxxxxxxxxxxxx

Total hours worked / miles driven in same period

Workforce demographics marking health status(Entry)

Calculation

Self reported data showing the prevalence of behaviours(e.g. smoking, alcohol consumption, exercise levels) andanthropomorphic characteristics (e.g. Body Mass Index(BMI), waist size, etc) known to inuence health outcomesexpressed as a percentage of the People in Post (PiP) atthe time of the survey.

Number of Smokers, Obese*, etc (x 100)


*Obesity classed as having a BMI in excess of 30

Trend in workforce demographics marking healthstatus (Intermediate)


Description of workplace health promotion programmes withparticipation rates and evaluation including the impact on selfreported health physical and psychological factors expressedas rates measured over time.

[Number of Smokers, Obese, Stressed*, etc] x 100


*Stress as a self reported description

Trend in objective measures of health and wellbeing(Mature)


Description of workplace health promotion programmeswith participation rates and evaluation including the impacton objective measures gathered through activities such ashealth screening and expressed as a dashboard of establishedrisk factors* (e.g. blood pressure (BP), cholesterol, glucose,

impaired mental health**, etc) measured over time.

*Risk factors may be consolidated into a single Health RiskAssessment score provided the methodology is a validinstrument subject to peer review and benchmarkable.

[Number with elevated BP, cholesterol,glucose, impaired mental health**] x 100


**Impaired mental health assessed using a validatedpsychological tool (e.g. GHQ, PHQ9, etc) and gradedaccording to established cut off points.


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Staff turnover as a spot rate (Entry) Calculation

Annual turnover of staff expressed as percentage ofPeople in Post (PiP) leaving the business in a year.

Number of leavers during year x 100

PiP at start of year

Staff turnover as a trend over time (Intermediate) Calculation Over (minimum) of 3 years

Annual turnover of staff expressed as percentage ofPeople in Post (PiP) leaving the business in a year showingretrospective data for multiple years.

Number of leavers during year x 100


Staff turnover as a trend over time, differentiatingbetween category of leaver (Mature)


Annual turnover of staff expressed as percentage ofPeople in Post (PiP) leaving the business in a year showingretrospective data for multiple years and differentiatingbetween wanted and unwanted attrition.

Number of leavers during year x 100x(wanted and unwanted attrition)xx


External awards (Entry) Calculation

The success rate in achieving external recognition byexternal bodies for health, safety and wellbeing expressedas a percentage of the number of awards gained againstthose entered (must be accompanied by a narrative toexplain the context of the programme and the achievementhighlighted by the awarding body).

Number of awards gained per year x 100

Number of awards entered per year

Impact assessment of programmes (Intermediate) Calculation

The impact of programmes to improve health, safetyand wellbeing as assessed by pre and post programmemeasurement of key attributes as expressed by a percentagechange. The impact may be on health measures (such assmoking status), performance measures (such as productivity)or nancial measures; reporting of the last can be adjusted toshow a return on investment for the programme.

[Pre-programme measure Post-programmexxxxxxxxxxxxxxmeasure] x 100xxxxxxxxxxxx

Pre-programme measure

Employment equity (gender, ethnicity, sexualorientation, disability, age, etc) at multipleorganisational levels (Mature)


The proportion of potentially disadvantaged groups employedby the company as expressed as a percentage rate of people inpost (PiP) at multiple levels of seniority within the organisationmeasured over time.

Number of people in equity group x 100



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8. mployee aative repoting

WH TH rrTI I IrTT TH uBrCIPD research shows that investors are interested inhuman capital management (HCM) information if itis rooted in a business context. We agree. Context iscritical in terms of explaining the companys currentoperating environment as well as the challenges itfaces and the drivers of performance past, current,and future.

Context provides a perspective in which to interpretthe data and evaluate management effectiveness.

It also impacts on the appropriateness of differentapproaches at different times. This means that thenarrative accompanying any published HCM measuresor metrics is arguably as important as the numbersthemselves.

Human capital management is interested indata which provides useful benchmarking withorganisations within the same sector and ofcomparable size as well as trend data whichtracks changes within an organisation over time.

How this data is interpreted depends on many factors.The state of the labour market, wage settlements,ination, the extent to which people feel secure in their

jobs and the state of the jobs market will all have animpact on employee relations, absence levels, turnoverand numbers of disciplinary and grievance cases.

This is why narrative reporting is as important asnumbers. Telling a story is a way companies can sharetheir interpretation of the data with their investors.A clear narrative sets the scene in terms of wherethe company has been and where it is heading.Some metrics will be more important at different times

in specic instances e.g. within some nancial servicesorganisation issues of leadership and staff moralehave come more into focus following the nancialcrisis. Narrative reporting should reect that.

Disaggregating the raw data by business units orsub groups of employees, companies can shed lighton how they are addressing key issues. For example,gures on short-term tenure rates among highpotential staff, can be used to construct a narrativethat shows the organisation is focusing on talentmanagement as a priority.

Or to take another example: CIPD research intoemployee absence levels showed that averageemployee absence levels across the UK dippedsignicantly during the recession of 2008 asheightened employee concern over job security hadthe effect of improving attendance. Any businessreporting on absence levels would have needed toreference this wider trend in relation to what hadhappened within the organisation in order to providecontext and meaning for its reported employeeabsence rates.

The narrative should put HCM metrics in thecontext of: Trend data Benchmarking data with organisations of

same size / sector National / local statistics on:

Employee absence / causes of absence Wage settlement data Employment relations increase or decrease

in working days lost to strike action Employment tribunal numbers

Where organisations operate internationally they

will also need to provide national comparisons onkey data in the different countries they operate inorder to provide insight into the performance ofvery diverse business units.

It will also be important to provide information onthe political and regulatory landscape within differentcountries as this will have a signicant impact. Thevariety in different employee relations landscapesand legal frameworks across the different countriesa business might operate in means that the narrativeis critical in making sense of the numbers. Legal

requirements can also interfere with consistentreporting: for example, reporting on age prole isdifcult in the US because of discrimination laws.

Ben Willmott, Employee Relations Adviser, CharteredInstitute of Personnel and Development (CIPD)

CIPD is a strategic partner of the BITC WorkwellCampaign, and member of the Steering Group forBITC Public Reporting Guidelines.


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I CH f W T rrTIEmployee wellness and engagement reporting, andHCM reporting more broadly, is part of an iterativeprocess and will constantly evolve. As expectationsand practices of companies advance, what today isregarded as intermediate level reporting metrics, maysoon be regarded as entry level. New aspirations willbe set for what a mature reporting model looks like.

Because of the evolving nature of reporting, this posesa potential barrier for widespread benchmarking.

As measurement becomes more sophisticated, issues,such as resilience and presenteeism, could become keymetrics. Therefore, BITC Public Reporting Guidelineswill be reviewed and updated accordingly.

Another challenge, but also an opportunity, is forcompanies to demonstrably illustrate how theirefforts are impacting on nancial performance.Demonstrating the business case is not straightforward, and nding the appropriate correspondingproxy metrics can be difcult. However, companiesshould continue to explore this as the ability to showa win-win in terms of employee satisfaction and strongbusiness performance is worth working towards.


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9. the usel resoces

Online resources, reports and indices on employeewellness, sustainability and ROI. Those listed are

just an illustration and not intended to be anexhaustive one.

BITC WrKW CI rurCBITC Workwell Model, available at:www.bitc.org.uk/health

Managing Emotional Wellbeing BuildingTeam Resilience, available at:www.managingemployeewellbeing.com/bitc

Other topic specic toolkits: Emotional Resilience Healthy Eating Physical Activity Toolkit Skills Health and Wellbeing Working Joints and Muscles Toolkit Healthy People = Healthy Prots

All toolkits are free to download online at:www.bitc.org.uk/workplace/health_and_wellbeing/health_and_wellbeing.html

fT 100 uBIC rrTI W & T, I rI rrCHfII rCH 2011Available at: www.bitc.org.uk/workplace/health_and_wellbeing/health_and_wellbeing.html

CHrTr ITITuT f r T (CI)CIPD has an extensive range of research, practicaltools, information pages and guides on Human CapitalManagement. These can be found on the CIPD websiteby searching for Human Capital Management.

Available at: www.cipd.co.uk

CCuTI fr : rrT f TH TKfrC Hu CIT TTask Force on Human Capital Management(October 2003)

http://webarchive.nationalarchives.gov.uk/20080726222840/http://www.berr.gov.uk/les/le38839.pdf

The Taskforce was set up in January 2003 by the UKgovernment to review the metrics currently used toassess investment in human capital, consider bestpractice in HCM reporting and performance measuresthat would be useful for stakeholders, and promotethe business case for reporting.

BuII TH C fr WDWP / PricewaterhouseCoopers (February 2008)

www.dwp.gov.uk/docs/hwwb-dwp-wellness-report-public.pdf

A systematic review of relevant UK case studiesprovided by the Health Work Wellbeing Executive.Key costs and benets associated with wellnessprogrammes and interventions. Identication oftrends and best practice, including a tool on returnon investment from wellness programmes.

HWWBs Workplace Wellbeing Tool is a free resource

designed to help you understand the specic healthand wellbeing issues within your organisation.

www.businesslink.gov.uk/bdotg/action/detail?itemId=1084516235&type=PIP&furlname=wwt&furlparam=wwt&ref=&domain=www.businesslink.gov.uk

TH TCK rKT fu uITIB? TIfCTI uIT rICAlex Edmans, Wharton School, University ofPennsylvania: (December 2007, and forthcomingfollow up analysis in the Journal of Financial

Economics)

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=985735

The 2007 paper analyses the relationship betweenemployee satisfaction and long-term stockperformance, based on data associated with the BestCompanies to Work For as dened by the Great Placeto Work Institute data to 2005. Concludes employeesatisfaction may improve corporate performance, thatstock markets do not fully value intangibles, and thatSRI screens need not reduce investment returns.

The 2010 updated analysis (data to 2009) strengthensthe idea that employee satisfaction appears to be anSRI screen that can improve returns.

W J uTIBIIT Ixwww.sustainability-indexes.com/

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