• Health & wellness is at the core of Ahold’s responsible retailing strategy.
• Healthy associates are likely to have more energy and lower absenteeism and to contribute more at home and at work.
• We encourage our associates to lead healthier lifestyles and engage in the healthy living programmes in place.

• Fit & Fun is a health programme offered to Ahold associates in the Netherlands, through which they can register and get access to a variety of fitness activities.
• Fit & Fun offers clinics on nutrition and smoking cessation, as well as more traditional fitness activities such as dance and movement, boot camp, and other exercise classes. Water sports are also offered.
• Each operating unit of Ahold has specific programmes in place to support our associates to live healthily.
• Health & wellness programmes have been developed by HR in close cooperation with internal and external experts.
• We offer initiatives to encourage our associates to lead healthier lifestyles and take part in the healthy-living programmes offered.

• The healthy programmes and initiatives are appreciated by our associates and have resulted in them having a more positive outlook while at work and providing a better service to our customers.
• We found that a group of early adopters can motivate others within the company to participate and play an important role in further engagement.
• Over 28,000 associates took part in healthy living initiatives offered by the company in 2014 (over 10%).

• Johnson & Johnson is committed to investing in the health of its employees in order to promote a more engaged, productive and happier workforce.

• To support a Culture of Health, the 12-programme initiative with the stated goals of the programme across all locations.
• Fundamental to the success of the initiative was the focus on customising the programme to suit the culture and specific health needs of the participating regional business units.
• The programmes focused on many areas of health, including: a tobacco-free workplace, HIV policy, health profile, medical surveillance, physical activity, health promotion, and stress/energy management.

• In total, the programme directly reached over 128,000 members globally across 60 countries.
• The success of the initiative has been largely influenced by the degree of involvement from senior leadership:
  

  • the CEO plays an active role in promoting to the initiative globally across the entire organisation; and
  • targeted discussions with Health Champions are focused on how to meet the objectives of the initiative.

• The organisation is actively progressing against the stated goals to:
  

  • ensure that 90% of employees have access to the Culture of Health programme;
  • see that 80% of the employees have successfully completed a health risk profile and know their key health indicators; and
  • achieve a low health risk rating across 80% of members who have completed the health-risk profile.

• 80% of the worldwide population does not have access to adequate protection in terms of life insurance, maternity or health.
• For L’Oréal, there can be no successful globalisation without a strong global social vision. As a global business, we have a duty to share our success through social progress with all our employees.
• We want to support competitiveness through the creation of conditions of success for our community of employees.
• We want to become a social leader in innovation.
• Supported by our CEO, the project was driven by our Corporate Social Relations team.

• An assessment of the existing situation in our subsidiaries and a benchmark within local markets was done, with support from consultants.
• The project was co-built with the countries based on identified essential needs.
• A dedicated team of experts supported countries in the implementation.
• A communication platform was created to share tools, best practices and project updates, etc.
• We partnered with the International Labour Organisation (ILO) and had an Advisory Board composed of external experts and professors.
• 2 levels of action were agreed. Global, mandatory standards of benefits were set up and countries were given the mission to initiate local benefits.
• 2 years of implementation were undertaken, with regular audits on action priorities and updates (self-assessments with “follow up tools,” group audits and external audit, etc.)

• By end 2015, all countries will have implemented the programme must haves (eg 14 weeks paid maternity leave in all countries, 24 months of salary in case of death and total invalidity and access to 75% of healthcare costs, etc).
  
• Increased employer attractiveness (in countries where L’Oréal is not as recognised as in Europe).
  
• Increased employee engagement and sense of belonging.
  
• Evaluated by the ILO, who, after studying the programme, declared it a best practice for other companies in its public report entitled “Multinational Enterprises’ Engagement in Extending Social Security: Examples of Practices and Challenges”.
  
• External communications have helped reach stakeholders through media, digital channels and annual reports, etc at both corporate and local levels.
  
• Advice to others:
  

  • important to onboard the countries (co-construction) and be collaborative;
  • do not move to the next step until you have fully completed the current step. Stay focused!;
  • be ambitious – look at a worldwide programme of four pillars (health, welfare, parenthood, quality of life at work) at the same time; and
  • a clear communications strategy has to accompany the entire project from beginning to end.

• Nutrition Health and Wellness (NHW) is at the heart of the business strategy and a true commitment for employee wellness.
• We have a broad programme that embraces Safety and Health activities across all operations globally.
• In 2007, as part of our holistic approach to employee wellness, we launched a training programme called Nutrition Quotient (NQ) for all Nestlé employees for these two reasons:

1. to empower employees to make better informed food and beverage decisions everyday for themselves and their family; and
2. to ensure product developers and marketers embed NHW into products and communications.

• We publicly committed to train 100% of all employees by end 2015 – even temporary ones. Our goal is to encourage nutrition empowerment for all employees and, over the long term, for their families too.

• We developed a whole series of different modules and different formats to cover all needs and working situations. There are numerous local adaptations in different languages featuring local nutrition authority references (e.g. food guides) around the world. Past trainees also receive regular knowledge boosters.
• We have crafted all our training modules and formats to make them engaging and interactive in some form.
• Workshops (led by registered nutritionists) and e-learning modules allow for pre and post quiz plus feedback to improve “score” (understanding).
• The “social marketing” campaign format is a series of 12 thematic educational posters which come with complementary hand-outs to bring home and engage the family. With this, we also stage short participative health and wellness activities in work sites.

Over 310K employees have been trained globally on NQ since launch, making nutrition training intrinsic to the company culture.

• PepsiCo’s global wellness strategy is designed to engage employees and their families in developing and sustaining healthy behaviors to improve their overall quality of life.
• Healthy Living includes access to preventive screenings and rewards for completing personal health assessments and for participating in health improvement programmes or competitions.

• To promote Healthy Living, PepsiCo has centered focus within four key areas:
  

  • Eat Healthy (nutrition);
  • Find Balance (mental health);
  • Get Moving (physical activity); and
  • Be Well (prevention)

• Healthy Money is another key aspect of PepsiCo’s wellness programme, providing tools and resources to improve the financial fitness of PepsiCo’s employees.

• The Healthy Living programme encourages employees and their families to focus on healthy lifestyles at home, work and play.
• Wellness activities and initiatives are tailored by country according to local culture and norms.
• The Healthy Living programme plays an important role in PepsiCo’s overall healthcare strategy of promoting the health of their employees and families. To ensure success the programme is continually examined in order to identify ways to enhance the programme to keep it innovative and effective.
• The programme has been a tremendous success, increasing employee awareness of and participation in their health and well-being.

• Well-being is a core element of The Coca-Cola Company’s (TCCC) values and we strongly believe in supporting the well-being of our employees. In 2013, we renewed our focus on well-being with a more cohesive and global strategy and infrastructure.
• The overall strategy (and the global activity challenge) are driven from our global HR team, cross-functional support, and a network of well-being champions across the organisation – both at headquarters and the field.

• Our approach to employee well-being is to be holistic (physical, emotional, social, and financial well-being), offer personalised support, enable social engagement, and make resources available.
• To implement this approach, we defined six global initiatives, one of which was an annual global activity challenge.
• In 2014, our global activity challenge was “Go for the Employee Cup” in alignment with TCCC sponsorship of the FIFA World Cup.
• In 2015, we launched our first global steps challenge. The steps challenge is team-based, with a business-level prize of a donation to the winning team’s selected charity. In the US, the challenge is also part of the BiPartisan Council’s Health initiative across multiple organisations to measure the impact of global activity challenges.
• To implement, we partnered with Virgin Pulse. In addition, many business units provided subsidised Coca-Cola branded Misfit Shines. Through participation in the steps challenge, employees also have access to the full Virgin Pulse platform with well-being tips on topics such as nutrition, stress and managing finance. Additionally, employees can track a variety of well-being behaviors such as fruit and vegetable consumption, hydration, sleep, meditation and more.

• In 2014’s Go for the Employee Cup had over 5,600 global participants with teams in over 55 countries. Results included improved employee engagement and new focus on activity in many locations.
• In 2015, the global steps challenge is seeing higher participation compared to 2014. On current pace, TCCC participants are expected to collectively take over 2 billion steps over 8 weeks. Full results and impact will be available in July 2015. In a recent pilot activity challenge, Coca-Cola performed in the 85th percentile compared to other organizations and similar results are expected.
• To date, the challenge has resulted in a greater sense of comradery in the business and a greater focus on adding movement and walking into the course of normal business days.

• Sobeys is committed to improve the health and wellbeing of their employees and patrons through tailored programmes that drive nutritional awareness and empower individuals to make informed decisions on how to Eat Better, Feel Better, and Do Better.

• Empowering the customer base centers on committing to offering Registered Dietitians and Registered Holistic Nutritional Consultants in the stores to provide customer education and make it easier for customers to make informed decisions surrounding food and supplement products.
• Sobeys has formed a MY Wellness working group to provide all employees with desk drops including recipes, Healthy Eating tips and even product sampling.

• Successfully launched a national programme for Celiac Awareness Month and hosted cross-country Gluten Free Food Fairs to raise awareness of this cause in collaboration with the Canadian Celiac Association.
• Partnering with Health Canada to increase Canadian’s awareness and knowledge of the Nutrition Facts Table (NFT) using in store events and label reading tours.
• Proud supporter of Jamie Oliver’s Food Revolution Day, a global day of action encouraging the public to stand up for the importance of food education. With over 290 schools signed up across the country to host a potluck to celebrate Food Revolution Day, the programme is driving positive change by increasing nutritional awareness.

• In order to enhance employee health and wellness, It is important for employees to maintain their proper weight and to prevent diseases associated with adult lifestyle habits.
• Accurate understanding their own health conditions through the medical checkup is useful to prevent such diseases.
• More than 92% of over 40 years old employees have medical checkup. However, most employees don’t care about their own health and don’t receive medical treatments even though they have bad checkup results.

QUPiO, a health information service on the web, was introduced in October 2014 to provide employees with their health checkup results. The number of users, as of June 15th, 2015: 353 employees.

• Objective
  • To increase awareness about health and wellness.
• Benefit
  • To provide information suitable for each employee based on each health checkup result.
• Measures to increase users
  • Further actions will be taken such as introducing a point system and  holding health events.

Employees can take actions to improve their health by utilising their health information through the web information services.

1. To understand health checkup result precisely

• Awareness by changes:
  • Employees can check their result for last 10 years and can understand yearly changes.
• Awareness by comparative data:
  • Employees can compare their results with that of same genders and ages.

2. To get accurate knowledge of disease

• Health library: the service provides accurate disease-related information on adiposeness, blood pressure, blood glucose, lipid hepatic function, smoking and more.

3. To provide proper measures to improve

• Self monitoring: employees can follow four improvement measures, as well as proper plans for individual conditions:
  • recording;
  • Suggestion of target;
  • Healthy recipes; and
  • Introduction of easy exercises

• As the CGF’s independent retailer representative for Health & Wellness, we knew that we had to step up health and wellness across the board, as it relates to both consumer and employee efforts. Knowing that we needed help to get started, we first brought on an expert, registered dietitian Kim Kirchherr. Serving as our Health & Wellness Advisor and the voice of the programme, Kim helped us recognise that baby steps count, meaning we don’t have to tackle everything at once. We could begin slowly and ramp up.

• Kim worked with our Communications and Marketing departments to lay the groundwork, starting with bi-weekly columns in our company newsletter about the importance of health and wellness and speaking engagements to retailers.
• Next we built a consumer-focused website that disseminates health and wellness information from credible sources in a way that is both appealing to consumers and easy to understand.
• Now we encourage retailers to share this information with their shoppers—and their employees—by way of links on their own websites, through social media, and in-store POP.

• We have continued through the IGA daily newsletter to remind retailers about the new content on the consumer website, and also to pass along to them Kim’s consumer-facing blogs. In doing so, they are reminded that the health and wellness content within those blogs doesn’t just pertain to their shoppers—it’s also applicable to them and their employees.
• Having a constant reminder of the importance of health and wellness is changing the culture within many of the retailers’ stores. They are hosting health and wellness events, contests, etc—all of which start on the employee level and work their way out to the shopper.
• Lessons Learned: Communication is key. We communicate with the retailers and shoppers through the newsletter, website, eNews and social media, then make sure our efforts are widely publicised in throughout the media. Building a health and wellness culture takes time and effort.
• From here, we plan to create an employee health and wellness online training curriculum, but again, we felt it was important to have obvious buy-in for health and wellness before we dove into that level.