Although the last decade has proven to be a form of corporate approach to environmental, social management (ESG) imperatives, employee health and well-being are chronically overlooked as a major ECG issue. If organizations really want to invest in the resilience of their business, they must invest in the resilience of their people by addressing critical issues affecting their health, communities, economic stability, education, and social identity.

We have known for over a decade that a healthier workforce is a more productive workforce. Studies have shown that for every dollar saved on direct health care costs, employers receive an additional $ 2.30 for improved job productivity. In 2020, the companies with the highest occupational health rating in the rating of Just Capital surpassed Russell 1000 by 4.7%.

Even before the epidemic, the Centers for Disease Control and Prevention (CDC) and the World Health Organization (WHO) recognized the workplace as a way to create health. According to Priscilla ions’s Happiness at Work, the average American spends 90,000 hours at work, the culture, and the environment in which that work takes place — at work, in the office, outside, or at work. remote location – offers a powerful lever to promote and maintain the health of the population.

One of the easiest ways to understand the health and well-being of the workforce is to study the role of the private sector in determining the social health determinant (SDoH) of economic and social conditions that affect individual-group differences in health status.

If we can so clearly link employee health and well-being to corporate ECG, why have so many companies been required to consider this as a “hot” topic of ECG?

It is easy to see how jobs can or do affect SDoH, և companies can address each of them through well-thought-out policies, procedures, programs. Resources.

  • Health և Healthcare. Do employees and dependents have access to health benefits? Are Dental and Sight Included? Does the company offer an employee support program? How strong are the parental leave policies? Does leadership support work / life balance? Is the work environment smoke free?
  • Neighborhood և built environment. Do the workplace location, structure, features և actions provide a healthy և safe environment? Are there procedures in place to prevent injuries in the workplace? Are physical movement and ergonomics a priority? Is there good ventilation with access to clean air and clean water? Are there any efforts for environmental sustainability?
  • Economic stability. Does the company have a stable workforce? Do employees feel secure at work? Is the pay fair և equal regardless of race, ethnicity or gender? Are there built-in orientations և development programs for employees to learn new skills ելու grow? Are there adequate opportunities for mentoring and promotion? Does the company offer a savings plan or 401K? Are financial literacy programs possible?
  • Education: Does the company offer educational support, such as tuition reimbursement, college planning, or support for external training or certification courses? Are there any academic or internship opportunities? Are there any training or retraining programs for mothers returning to work or other staff after an absence?
  • Social և community context. Are there affiliate groups that staff can join to share experiences, best practices, volunteer work, or social engagement? Do employees feel a sense of belonging? Does the company measure employee involvement և management support? Are you involved with local community programs? Are there any Efforts to diversify leased pipelines and succession programs?

Other factors that affect health outcomes include social marginalization և health inequalities, which we have recently seen manifested through, for example, racial injustice առողջ health disparities associated with the epidemic. Employers are encouraged to study the health of their workforce through a comprehensive lens of diversity, equality և inclusion (DEI) to address the health inequalities of employees in their supply chains.

All this raises a question. If we can so clearly link employee health and well-being to corporate ECG, why did so many companies demand that many companies from the epidemic consider this a “hot” topic of ECG?

To put it simply, the impact of the epidemic on workers was so diverse and profound that it became impossible for the world of work to ignore workers’ health concerns!

Many workers suffer from chronic illnesses that cost employers $ 1.1 trillion a year, including illnesses that can be prevented by preventative measures such as eating healthier, getting enough sleep, and increasing physical activity. But COVID-19 not only added additional stressors to employees’ plates, but also placed additional constraints on their ability to fight them.

On a daily basis, office workers found temporary (or not-so-temporary) jobs around the dining room table, where they struggled with isolation, longer hours, and poor communication with teams and clients. Key staff had to put aside their fears of spreading the disease as they worked in areas that potentially increased their risk of contracting COVID-19. And workers in industry, industry, and other positions are concerned about job security, financial impact, childcare, housing, education, and so on.

Most employers did a great job mobilizing resources, responding to the COVID-19 threat in the workplace, setting up safety protocols, and mitigating risk. By doing so, each corporation was deliberately concerned with the health and safety of its workforce, more than ever. This activation of the private sector is an opportunity to maintain a health և welfare դուրս outreach to a prosperous workforce outside of COVID-19.

Moreover, the epidemic underscored the inextricable link between health և business և and forced the corporate world to reconsider how we define և approach առողջ health և well-being. Many companies have long acknowledged that doing good is good for business, but COVID-19 բոլոր all its complexities, from mental health crisis to talent reduction, have made ECG a priority և center for organizations that care about their people. by health և by health. (և in turn, the health and well-being of their respective businesses).

Despite the time it has taken for many companies to realize this, employers are focusing on the health of their ECG և employees. While slowing down in the delta version, we have seen how the epidemic is changing the way workers think about their health and well-being. When offices developed initial plans to return to work this spring և summer, we saw organizations adopt a hybrid schedule – remote work, other workplaces, new technology investments – better collaboration – to make physical changes to office workplaces. , to name a few.

This tactic will all contribute positively to employees’ control over their workdays, the ability to develop and maintain positive relationships in the workplace, and better balance family and work responsibilities.

As companies move forward with their new role in building a culture of health and fighting for their future responsibilities, they must continually strive to enable all employees to live the healthiest lives possible, out of work-work-life balance. To do this, businesses must accelerate, help address systemic challenges such as structural racism, lack of livelihoods, mental health, and the prevalence of chronic diseases.

Every company has a “health trace” և frameworks are useful for understanding the broad impact that an organization can consciously or unconsciously have on health ության well-being. In 2019, the Robert Wood Johnson Onson Foundation introduced the evidence-based ույթը Multi-Stakeholder Health for Culture (COH4B) culture to encourage companies to adopt a broad view of health and well-being through 16 practices.

This practice covers four areas of business. Strategic (formation of health culture); policy և benefits (paid family և medical leave), workforce և activities (payroll practice, occupational health և safety); և community (environmental impacts, community involvement). This framework highlights a number of issues that are increasingly embedded in ECG strategy և criteria, based on GRI standards that companies can use in ECG reporting. Գնահատ Assessing corporate progress in the field of health and well-being will begin under greater scrutiny in the future և Companies need to adopt broad standards in the current operating environment.

The workforce of the future has recognized health culture as a key factor in career decisions, և Investors are increasingly realizing that good health is a smart business. Calls leaders must respond to these calls with the intent to promote a healthy workforce. By recognizing employee health and well-being as a key part of ECG strategy, organizations will be better able to create a flexible, agile workforce that is well positioned for the future.