Workplace Health Promotion, group-wide

A group-wide programme, run for four and a half years

Sector

Instrumentation and industrial supply

Duration

Four and a half years, three entities

Verified by

Mak Pui Ling, Human Resource Executive

A company-wide employee wellbeing programme running across all three entities of the ACEZ Group, beginning in January 2010 and still in place when the client wrote about it four and a half years later.

The engagement

ACEZ Instruments supplies instrumentation to industrial clients. The brief was not a workshop or a talk. It was a holistic, comprehensive, company-wide employee wellbeing programme spanning three separate legal entities under one group, which meant three workforces, three cultures and three sets of operating constraints.

We led a team of workplace health consultants and a psychologist through a needs analysis and a lifestyle survey before proposing anything, then designed the programme from what came back.

What the client said

"Benedict and his team had shown ability to understand the needs of the company before proposing, and were able to deliver the talks, workshops, and programs in a way that meets the needs of the different employees across levels and departments."

Signed by Mak Pui Ling, Human Resource Executive.

What this one demonstrates

This engagement predates our measured-outcome practice, and we are not going to attach numbers to it that the client never stated. What it shows is different and, for a prospective client, arguably more useful: a programme that ran for four and a half years without being cancelled.

Wellbeing programmes are unusually easy to start and unusually easy to quietly drop. Surviving across three entities and multiple budget cycles is a verdict that no single-year result can give you.

It also shows the diagnostic habit was there from the beginning. The needs analysis and lifestyle survey came before the proposal, in 2010, which is the same sequence we use now.