Mars Case Study: BITC Workwell Model in Practice

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BITC Workwell Model in PracticeSales Helen WrayMars Chocolate UKWellbeing Manager


Our Company


At a Glance

• Family owned for nearly 100 years

• 2011 net sales of more than $30 billion

• More than 70,000 associates in 73 countries

• 401 sites, including 134 factories• Diverse business: Petcare, Chocolate, Wrigley (Gum & Confections), Food, Drinks, Symbioscience

• Iconic brands known the world over


Billion Dollar Brands


Our objective as a company

To know Mars, Incorporated is to understand our heritage, the Five Principles that guide us every day, and the objective of mutuality which is at the heart of how we operate, and has helped us become a successful global food business.

Quality, Responsibility, Mutuality, Efficiency and Freedom are the Five Principles that unite us across generations, geographies, languages and cultures.

Our business objective, first expressed by Forrest E. Mars, Sr. in the early 1930s, calls upon us to create mutual benefits for all of our stakeholders.

This objective, and the stewardship of the Mars Family, inspire us to put our Principles into action in every thing we do, and strive to make a difference to people and the planet through our performance.

At a glance


The Five PrinciplesQualityThe consumer is our boss, quality is our work and value for money is our goal

Our company is dedicated to the highest quality in all the work we do. Quality is the uncompromising standard for our action, and it flows from our passion and our pride in being part of the Mars community. Quality work, which results from our personal efforts, is the first ingredient of quality brands and the source of our reputation for high standards

Responsibility As individuals, we demand total responsibility from ourselves; as associates, we support the responsibilitiesof othersWe choose to be different from those corporations where many levels of management dilute personal responsibility. All associates are asked to take direct responsibility for results, to exercise initiative and judgment and to make decisions as required. By recruiting ethical people well suite to their jobs and trusting them, we ask associates to be accountable for their own high standards

MutualityA mutual benefit is a shared benefit; a shared benefit will endure

We believe that the standard by which our business relationships should be measured is the degree to which mutual benefits are created. These benefits can take many different forms, and need not be strictly financial in nature. Likewise, while we must try to achieve the most competitive terms, the actions of Mars should never be at the expense, economic or otherwise, of others with whom we work

EfficiencyWe use resources to the full, waste nothing and do only what we can do best

How is it possible to maintain our principles, offering superior value for money and sharing our success? Our strength lies in our efficiency, the ability to organize all our assets – physical, financial and human – for maximum productivity. In this way, our products and services are made and delivered with the highest quality, at the least possible cost, with the lowest consumption of resources; similarly, we seek to manage all our business operations with the most efficient processes for decision making

FreedomWe need freedom to shape our future; we need profit to remain free

Mars is one the world’s largest family owned corporations. This family ownership is a deliberate choice. Many other companies began as Mars did, but as they grew larger and required new sources of funds, they sold stocks or incurred restrictive debt to fuel their business. To extend their growth, they exchanged a portion of their freedom. We believe growth and prosperity can be achieved another way


Putting our Principles into action to create mutual benefits

Making a difference to people and the planet through our performance is part of our measure of success. Our focus areas include: our operations, our supply chain, health and nutrition, brands and our working environment

PeopleCreating mutual benefits for Associates, our customers and consumers and our Mars communities

Making a lasting difference

PlanetMaking a difference by responsibly sourcing our raw materials, making our site operations completely sustainable in a generation and using our brands as catalysts for change and to encourage consumer participation in sustainability

Through PerformanceDriving growth through quality and constant improvementMaintaining our financial Freedom so that we can make a difference over the long term

Our Operations Health & Nutrition

Supply Chain Our Brands Working at Mars

The Five Principles


Health & Wellbeing


Why is Health & Wellbeing Important to Mars?

At Mars, we believe associates are at the heart of our business and drive our performance. Supporting associates in managing their health & wellbeing is a mutual benefit to Mars, our associates and their families. Understanding wellbeing and the impact on performance is key in delivering our business objectives and our ability to compete in a competitive market both today and tomorrow.


One Certainty

No organisation will be successful in a globally competitive market without healthy and productive people


Population Trends - the threat to a sustainable workforce

– Changing Employee Populations (aging)

– Non-communicable disease

– Talent Shortage


The Evidence is Compelling:Sustained engagement & productivity depends on wellbeing• In the most successful companies, leaders at all levels realise the inextricable link between wellbeing and productivity (BITC Workwell)

• Commonly the strategic objective of a workplace wellbeing programme is to promote health and support engagement whilst at the same time benefit from the secondary outcomes of improved productivity through reduced absenteeism and presenteeism as well as an improved employer reputation.


Wellness – an investment not a cost

Awareness - Education – Action -

WellnessBehaviour – Symptoms

– Chronic Disease - Illness

Lower cost, higher productivity

Higher cost, lower productivityThe cost of doing nothing is far greater than the cost of doing somethingDee Eddington


Strategies

•Build a culture of wellbeing through business strategy

•Provide targeted associate education•Provide wellness capability & infrastructure

•Train Line managers


Wellbeing Capability & Infrastructure

The Mars Winning with Wellness programme aims to provide all associates with opportunities to be informed about their health and help them to make choices about how to lead healthier lifestyles.We focus on diet and nutrition, physical activity, stress management and smoking cessation.


Wellness Capability : Mars UK Links with External Agencies

P4: Physical Activity in the WorkplaceH1: Chronic Conditions GuidesH2: Occupational Health StandardsH4: Healthier Staff RestaurantsH5:Smoking Cessation/Respiratory healthH6: Staff Health checksH7. Mental Health AdjustmentH8. Young People in the workplace



Wellness Capability: Making it EasyContinuous elements & focussed events supported by workplace well-being champions: •On-site exercise classes and discounted gyms •Wellness focus weeks and campaigns•Continuous free or supported physical activities e.g. football, circuit training, badminton, yoga•Physical activity challenges•Smoking cessation support•Healthy cafeteria food options•Social activities: theatre trips, quiz nights•Health Kiosk, on site massage, chiropody•Resilience Workshops•On-site and rapid access physiotherapy•On-site occupational health•Private healthcare•Associate Assistance Programme


Targeted campaigns - Identifying needs

• Absence & Modified Work Data

• EAP Management Information

• Physiotherapy Data• Employee Surveys• Health Surveillance Data• Biometric Data• External Trends• Engagement Survey

Results


Case Study: Sales Wellbeing Strategy

Purpose: To support and promote the health & wellbeing of field based associates not able to easily access on-site activities. Introduced 2012:•Resilience Workshops•Health Roadshows•Physical Activity Challenge


Sales Plan

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• 4 hour performance under pressure workshop

• Information about smoking cessation, diet and nutrition and physical activity related topics and health concerns

• Information about our associate assistance programme

• Opportunity to have BP, cholesterol, BMI and glucose checks, advice and follow up with a qualified nurse

• Sports Relief activities• 238 associates in 34 teams of 7 took part in a 16 week pedometer challenge


Our Results

•89% said the campaign positively supported their energy levels and resilience•68% said that the challenge had helped them to make long term changes to support their wellbeing•Decreased absence in sales due to mental health related issues•Decrease in reported stress levels •Increase in reported the quality of sleep• Increase in reported daily productivity

Sources: GCC end of survey report, internal survey & absence metrics

Date post:	13-Feb-2017
Category:	Business
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Mars Case Study: BITC Workwell Model in Practice

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