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Showcases

Showcase your efforts to
the Healthy Workplace
Month community.

Small Workplace Groups

Groups with less than 100 participants

Miramichi Valley High School

Post Time: 2014-11-26

Initiative: 5K Run

Number of employees: 70

Goal(s) of the Initiative:

The goal of this initiative was to get staff members to complete a 5 km challenge. Staff members, after preparing for 9 weeks leading up to the challenge, showed up at the start line and were timed by other staff who were unable to participate. By emailing the staff weekly running plans, the staff were able to participate in a program call "couch to 5k" which allowed them to start off walking and running, and working to running more often. Although not all staff were able to complete and run the 5k, staff were encouraged to run and walk for participation! It took 9 weeks to prepare for the 5K. The event had staff complete in 21 minutes to 60+ minutes.

What need was being addressed by this initiative?

When planning, we needed to get staff in physical condition to complete a 5K and we needed staff to commit to running the 5K at the end of the program. We sent emails and made posters on how we were going to support. We held run/walk clubs after work for 30 minutes on Monday and Wednesday. We got staff to sign, "I commit to doing the MV Staff 5K" pledge forms and we covered the staff room walls. We talked about it all the time, to all staff, to promote it! We offered a free 5K, and ordered optional t-shirts for $15. We held it at lunch during our last day together as a staff group before Summer Vacation. It was fun!!

How was the initiative implemented:

We used the Couch to 5K program found on the internet. http://www.coolrunning.com/engine/2/2_3/181.shtml
On Mondays, I would email the staff the new program for the week. The program recommends doing 3 exercises a week. Our staff would meet Monday and Wednesday after work to complete 2 and then staff were to complete a third on their own over the weekend. (Also, meeting Monday and Wednesday were optional - more like a support group to get started! :)

This was all that needed to be done.

We went a little further with putting a lot into promoting this to staff - it helped to get everyone excited and to get people to stick with it.

Soon, there were people meeting on Tuesday and Thursday after school to complete runs!

How was the initiative evaluated:

Since we had 52 people participate, aprox. 70% of our staff, we were very happy with the results!

Results:

The results were awesome!!! We had 52 participants!!! Some who ran the whole distance and some that walked! Many, like myself, went from struggling 9 weeks prior with running for 3 minutes in a row, to completing the 5K in 27 minutes and running the whole time. The excitement with the staff was contagious!! Everyone was supportive! People stayed at the finish line to encourage everyone as they came in! Staff are already talking about our 2nd annual... and new staff are saying they are going to participate!

What is the approximate cost per participant:

$0.00

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Momentum Community Economic Development Society












































Post Time: 2014-11-14

Initiative: Camp Momentum

Number of employees: 47

Goal(s) of the Initiative:

Our goals for the day were:
•Communication Skills – build on interpersonal skills and communicating and listening effectively
•Boost Morale – spending time together outside the office, surrounded by nature and participating in fun activities
•Building Trust – some activities required a trust to not fall or slip
•Taking a well-deserved break – the beginning of September is always a very busy time for Momentum so it is nice to take a breather
•Encouraging Team work – working together in situations outside of the normal work scenario
•Education and Awareness – building our knowledge, awareness and appreciation for the aboriginal culture

What need was being addressed by this initiative?

Aboriginal Awareness & Education and Team-building.

How was the initiative implemented:

Momentum has been focused on growing our aboriginal awareness and connections and found the perfect opportunity to expose the staff to some aboriginal traditions and culture.

Our morning at Camp Momentum started with aboriginal awareness and education activities. We all had the pleasure of listening to two amazing aboriginal women (mother and daughter) sing and drum. Everyone then participated in hand stitching a traditional medicine pouch using strips of buck skin or leather, sinew and a closure bead. We were then led through filling our pouches with medicinal herbs (sage, sweet grass, tobacco and cedar). The reasons to carry a medicine are for guidance, healing and protection.

In the afternoon we participated in various activities that were predetermined by a survey each staff member completed indicating their preferences. The activities included: Dangle a Maze (vertical hoop maze, you climb in a harness), Archery, Orienteering, Low Ropes, Fixed Initiative (outdoor team-building exercises) and a Hike.

How was the initiative evaluated:

By attendance – 43 out of 47 staff attended.

At the end of the day we were all given a Jenga game block (a block of wood) and asked to write one word that described how we felt about the day. Then one by one we read our word out loud and walked to a table in the middle of the room and built a Jenga tower with our blocks.

Pictures are worth a thousand words! (see attached PowerPoint)

Results:

AWESOME!
A follow up survey was sent to gather feedback. Some of the feedback was:
•Please rate the Medicine Bag Making Workshop? 91% rated awesome
•How did you enjoy the afternoon activities? 87% rated awesome

What is the approximate cost per participant:

$57.00

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Vaisala

Post Time: 2014-11-04

Initiative: Desk Jockey - Fitness for Office Workers

Number of employees: 35

Goal(s) of the Initiative:

Specific -
Provide employees with some practical tips on practising good health habits at work, including learning and practising stretches that can be done at work. We decided to bring in a fitness expert to do a workplace workshop.
Measurable -
To get at least 50% of the employees to attend the workshop.
Attainable -
This was a reasonable cost ($10/employee) and the workshop was designed to appeal to people of all different fitness levels
Realistic -
This was a 45 minute workshop that was organized when most of the employees could attend
Timely -
We set the date and had the workshop during our "Being Well" theme week.

What need was being addressed by this initiative?

As part of the "Being Well" theme week we wanted to focus on the importance of general health and fitness. The majority of our employees spend a lot of time sitting in front of computers and many also work long hours that can lead to not sleeping or eating properly.

How was the initiative implemented:

The fitness centre that operates in our business park sent out a notice asking if any of the local businesses would like to bring in a fitness expert to do a workplace lunch & learn session during Healthy Workplace Month. We contacted them and told them what we were looking for. They had a one hour program (Desk Jockey) that was suitable for our needs and fit in with our "Being Well" theme. As there was a direct cost involved (approximately $200) we needed to get approval to spend the money. The logistics were fairly straightforward - we sent out a notice to the employees and asked those who were interested to sign up.

How was the initiative evaluated:

Again, we had positive feedback to the session. As the speaker was from the fitness centre in our area, we also reminded our employees that they could use their $150 fitness subsidy to offset the fitness centre membership dues. One of the employees who attended the session has already registered for the services of a personal trainer.

Results:

We had a really positive response to this workshop. It was well-attended and the materials were also shared with those individuals who were not able to attend in person.

What is the approximate cost per participant:

$10.00

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Vaisala

Post Time: 2014-11-04

Initiative: Connecting Well - Jenga Tournament

Number of employees: 35

Goal(s) of the Initiative:

Specific
- Introduce an activity to the staff that would build a sense of fun and comraderie in the office, and encourage them to take a break. We decided to have a Jenga Tournment.
Measurable
- To get at least one employee from each of the different teams involved in the tournament.
Attainable
- This is an activity that all employees, regardless of knowledge, skills and abilities, could participate in.
Realistic
- We needed to find an activity that could be completed within a 1/2 hour break.
Timely
- We wanted to have the tournament during the "Connecting Well" week.

What need was being addressed by this initiative?

The goal of this initiative was to encourage employees from different departments to connect with one another and to have a "fun break" during the day. Although we have a small office (we are a subsidiary of a foreign-based entity), we tend to work in departmental silos. We also recognize that many of our employees do not take breaks with others so we thought this would be a good way to encourage them to do so.

How was the initiative implemented:

As our Healthy Workplace Month initiative was taken on by our OH&S Committee, we discussed the tournament at one of our meetings. We created a communication to the staff to announce the tournament and to ask for people to register. The participants were randomly matched with one another, and the tournament "ladder" was created. The teams were given the flexibility to play their game when it was mutually convenient. After each round we notified everyone of who was moving on to the next round. In total, we had 5 rounds, spread over three days.

How was the initiative evaluated:

We asked for feedback from the employees. They loved it and want to do it again next year. In fact, there are some employees who chose not to play this year who want to play in the next tournament.

Results:

The results exceeded our expectations. We had eight teams registered for the tournament (teams of two). The tournament ran over the course of three days - culminating in a semi-final and final on the third day. As the tournament proceeded, the number of spectators increased. There was a lot of interest from those who chose not to compete - and several of the participants who were knocked out in the early rounds decided to have a secondary tournament. It was great to see how much fun and laughter was generated by this activity; so much so that we have decided that we will have an annual Jenga Tournament. Several of the employees have also brought in other boardgames to keep on hand in our lunch room in order to keep the fun going.

What is the approximate cost per participant:

$0.00

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Victoria Airport Authority


Post Time: 2014-11-12

Initiative: Wellness - One Employee at a Time

Number of employees: 38

Goal(s) of the Initiative:

To encourage staff to be physically & mentally active, eat well, be kind to themselves and others.

To encourage cross-communication and teamwork between departments.

To ensure employees are aware of the wide variety of benefits available to them and their families

To further advance our culture of health & wellness.

To be leaders in promoting & building wellness excellence.

What need was being addressed by this initiative?

The need to promote a healthier workplace and engage staff to become more active both at home and at work.

Six dimensions of wellness were targeted: social, intellectual, spiritual, physical, financial and emotional wellness.

We incorporated many of the suggestions and ideas that came from staff

How was the initiative implemented:

The VAA wellness team implemented various events throughout the year, with a larger focus of events in the month of October. Discussions were held at Managers' meetings encouraging participation from the senior level downwards.

Emails, posters and information on our intranet site are distributed prior to the event taking place.

A lunch and learn was held early in the year for the launch of a new Employee Assistance Provider to inform staff of the counselling services, family support, nutritional consultants, legal support, financial and health coaching available to them.

A dietician was brought in to discuss healthy eating. In addition staff were offered a discount for personal follow-up sessions.

A speaker from the pension plan is coming next month to go over the benefits of our pension - now and at retirement. We will provide a healthy lunch for all staff during this event.

Family events for the year included a Family Bowling Day and All-Fun Recreation day. A kids colouring contest was held, with the theme being “Make Safety a Habit”. Each child received a 2015 calendar which displayed the drawings.

A Blood Pressure Clinic was held in our terminal building allowing not only our staff but the travelling public to utilize as well. Hearing tests were also offered to all employees.

A large community event was held to formally celebrate the completion of the new bike and walking trail that surrounds the airport. Many staff volunteered their time and/or brought their families to the event.

We held our annual “Red Carpet Long Service Awards” which recognizes employees of long term service milestones of 5, 10, 15, 20, 25 and 30 years.

We challenged staff to be outside in nature for 30 minutes for 30 days; a wellness initiative developed by Dr. David Suzuki.

For October Healthy Workplace Month, using the weekly themes we had daily challenges and special events. Staff received participation points for any of the things they participated in, and their names were entered into a draw pool at the end of the month for various prizes.

The first challenge, which was set for the entire month was to “Pay it Forward”. Some of the results for this challenge included:
• Picking my co-worker up and driving her to work
• Overheard someone in a restaurant say they were getting laid off, so paid for their lunch
• Completing some of my co-workers job for them – as they were quite busy
• Babysitting the neighbour’s kids to give the mom some respite
• Putting a quarter in the Positive thinking Jar for a co-worker
• Bringing a friend some soothing tea and having a listening ear when they were upset
• Making dinner for my elderly neighbour and dropping it at his door
• Brought flowers to my new neighbour
• Bought my co-worker coffee & a croissant

For the daily challenges, each day employees would receive an email outlining their challenge for the day. Examples included physical tasks such as stretching, completing squats, or push-ups, or a cardio exercise that implemented the use of a stick, ball or wheel. All exercise challenges came with ‘how to’ instructions.

Mental challenges included items such as completing quizzes and riddles or don’t spend any money for an entire day. Fun challenges included, doing the “Hokey Pokey”, an Apple-a-Day apple tasting event, and giving thanks for Thanksgiving which entailed pumpkin tarts for everyone and staff writing down what they were thankful for and posting it up in the staff lunch room.

Other special events throughout the month included a Group Walk on the Flight Path, Relaxation Massage Clinic, Flu Shot clinic and a team challenge. The team challenge was a scavenger hunt whereby teams of seven had to take photos of something that starts with the letters “Victoria Airport”. Every team member had to be in at least one of the pictures.

Employees were able to purchase a 12 month drop-in pass with the local recreation centre for $150 a year versus the normal $395 fee.

To raise money for United Way we held a bake sale in our terminal building and staff were awarded participation points for baking or buying. We also had a Train your Mind to Speak Positively challenge. For every negative or destructive comment spoken, employees paid $0.25. Both of these events raised approximately $500 for United Way, which our Board of Directors match.

How was the initiative evaluated:

We created a participation grid for each event or challenge.

We evaluated all of our events based on employee turn out, participation rate, and general feedback from employees.

Email and verbal comments for some of challenges indicated staff were enjoying themselves.

We plan to debrief with staff for what went well, what can be improved upon and what can we do for next year.

Results:

87% of the staff participated in some way with 100% of the female staff participating.

The chair massage, apple a day tasting event, and United Way fundraisers had our largest participation rate.

The team photo scavenger challenge created a sense of energy and fun. The winning team commented on how enjoyable it was to do something for a few minutes that was off beat, but gave them a common goal and allowed them to work inter-departmentally.

What is the approximate cost per participant:

$20.00

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Medium Workplace Groups

Groups with more than 100 and less than 500 participants

Collingwood General and Marine Hospital

Post Time: 2014-11-12

Initiative: Healthy Workplace Month

Number of employees: 480

Goal(s) of the Initiative:

The goal of the initiative was to engage our staff in a range of different events and activities during Healthy Workplace Month. More specifically, to educate, challenge and motivate them towards a healthier lifestyle and ultimately a healthier workplace. With this, we also had a goal to establish an ongoing, staff-driven committee that would plan/host a variety of events for wellness related activities during and beyond Health Workplace Month.
Initiatives the committee included were:
-Information Booth in which a representative of our Employee Assistance Program set up a booth and engaged staff to educate and inform them about what services, resources, and toll are available to them 24/7.
- Apple-A-Day program which delivered fresh local apples weekly to each department of the Hospital to provide a healthy snack at work.
- Weekly On-Site Yoga Classes to help promote physical activity
-A one-time on-Site Mindfulness information session to promote mental health
- A month long “Hunt for Health” Challenge where staff was given a tracker sheet to track healthy activities and choices. This was to encourage healthier choices overall.
-a one-time Fun Run where staff were encouraged to walk 1km during their lunch time to encourage physical health.
- A Staff Healthy Potluck in which staff contributed their favourite healthy recipe. Each recipe was posted on our Hospitals Intranet for others to recreate at home with their families to encourage healthy eating.
-Off-Site Halloween Party to encourage staff bonding and deeper connections.
-Departmental Pumpkin Decorating Contest to encourage staff collaboration and a happier work culture.
We wanted to ensure we included events to promote mental health, physical health, social wellness, staff collaboration, and healthy eating, to educate staff on the tools and resources available to them from their Employee Assistance Provider and to encourage employee collaboration within the hospital.

What need was being addressed by this initiative?

We needed to develop a Healthy Workplace Committee to collectively work towards promoting a mentally, socially and physically healthier workplace. We needed to develop some long-term on-site initiatives that employees will enjoy, to help facilitate workplace wellness, educate staff on resources available to them, increase collaboration between staff and encourage a happier workplace culture. Evidence now suggests that mental illness is becoming a larger issue and concern for employees and in the workplace which we need to be proactive and preventative by creating a workplace that provides a more supportive workplace environment our employees.

How was the initiative implemented:

-There was a survey sent out to staff during the summer to gauge employee expectations and feedback about Social events and employee interest to sit on a social committee. At the same time the Wellness committee was beginning to start up again but needed more staff members. The idea was brought forth to combined the two and create a Healthy Workplace Committee as the both work towards staff Wellness, social events being part of wellness.
- The members of this committee brainstormed ideas along with some structural ideas for the month from this website to organize the month into themed weeks. (ie. Week 1: mental health Week 2: Physical Health 3: Healthy Eating Week 4: Social Health)
-Yoga Sessions were led by a certified instructor who also happened to work at the hospital. The instructor’s costs were covered by the hospital in order to offer classes free for staff members during the month.
-Apple-A-Day program costs were covered by the hospital. The apples were from a local apple orchard and committee members delivered baskets to the floors on a weekly basis.
-Mindfulness session was done by a committee member’s contact in which they donated their time to provide information on the topic.
- We connected with our contact from our EAP provider and they sent over a representative at no cost to set up the information booth in an employee high traffic area in the Hospital.
- The Hunt for Health Challenge was a document that went out with apple deliveries and was posted on the intranet for download. It included challenges and point values were assigned for each item. Staff kept track of their own points and sent in their scores and the end of the month.
-For the Fun Run we picked a well-known destination that was 0.5 km away from the hospital, sent out a map with an outlined route that included sidewalks and pedestrian crossings, and marked the route with balloons. Volunteers were asked to sit at the half-way point to man the raffle box in which staff would enter their name towards a prize. The walk to the destination and back (1km) took 30 minutes so staff could complete this during their lunch break.
- A sing up sheet was posted for the staff Healthy Potluck. Employees signed up for what they were bringing and were asked to put a healthy spin on recipes. A heat sources was not provided so staff used crockpots and microwaves to warm their food. People who participate ate free and others paid $2 for a plate. The money went towards the committee’s budget.
-The off-site Halloween Party was booked at a local restaurant chain and tickets were sold for $15 per person to cover food costs provided by the venue. Costume prizes and other game prizes were given out.
- The departmental pumpkin decorating contest had pumpkins donate and each department picked up their pumpkin to decorate over the weekend. One week was designated for staff to vote for their favourite pumpkin. A healthy staff lunch party was provided for the winning department.
-Communication about the month and specific events went out in the form of posters, staff email blasts, promotion in the departments during apple-a-day deliveries, word of mouth, posts on the intranet and information in the weekly newsletters.
- Prizes were bought and some donated to motivate participation for the Hunt for Health, Fun Run, Pumpkin Decorating contest, and during the Halloween Party.
- The Healthy Workplace Committee met weekly to monitor and make arrangements for events

How was the initiative evaluated:

We are currently reviewing a survey as a committee to send out to all employees. The survey will help to evaluate the month through employee feedback. This will be a structured way to find out what they like about the month, which events appealed to them more, or if they did not participate, why and what we could do differently.

Results:

-We established a Healthy Workplace Committee that successfully organized the entire month and looking at planning future events that promote workplace wellness.
-Some programs had great feedback and have been requested by staff to continue on beyond Healthy Workplace Month, such as the Apple-A-Day program, On-Site Yoga, and Staff Potlucks.
- Others did not get great participation, and we are sending out an employee survey to better understand why that was.
- We now have a central spot on out hospital's intranet to be a point of communication for EAP related features, healthy recipes, workplace wellness events.

What is the approximate cost per participant:

$4.80

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Durham Children's Aid Society


Post Time: 2014-11-12

Initiative: 3rd Annual DCAS Walk/Run

Number of employees: 351

Goal(s) of the Initiative:

The 3rd Annual DCAS Walk/Run was a great example of a SMART initiative for the following reasons:
Specific - The specific goal of the walk/run was to encourage individuals to participate in a physical activity initiative of either a 2.5 or 5k walk/run in support of October’s Healthy Workplace and Child Abuse Prevention month. Participants were able to set specific personal goals. Some individuals were motivated by training and time-related achievements. Others used the opportunity to take a break away from their work and enjoy a leisurely fall stroll. Other participants enjoyed the comraderie and participating in a fun event supporting several important joint causes.
Measurable - The event was measured by all participants successfully crossing the finish line, being received by a congratulatory cheering reception and attaining prizes. In addition, donations this year nearly doubled in size to $560, with all proceeds being donated to the Durham Children’s Aid Foundation which supports many programs for more than 600 children in care between the ages of three and sixteen.
Achievable - Due to the flexibility of setting specific personal goals, individuals were able to achieve whatever intention(s) they had set for themselves.
Relevant - The event was highly relevant as all planners and participants worked collectively as a large group to bring awareness to October’s Healthy Workplace Month, Child Abuse Prevention Month and the Durham Children’s Aid Foundation. Together participants all displayed variations of purple attire ranging from tights and high socks to festive wigs and hats. This gave a uniform look to the on-lookers creating awareness within the community that this event was occurring. Media were present, and the event was featured on the news.
Time-bound - The walk/run occurred on October 8, 2013 at noon. All participants were given advance notice of all the details and were therefore able to plan accordingly for the event. The event was planned for rain or shine.

What need was being addressed by this initiative?

A healthy workplace means making it easy for employees to be healthy at work. Healthy workplaces experience many benefits including healthier employees, less absenteeism, increased productivity, less sick leave, better workplace morale, and less presenteeism. DCAS focuses on wellness as a priority all year round!

In creating a wellness plan, DCAS starts by assessing the needs of staff. At an annual Wellness Day a survey is distributed. Using the results from the survey, other resources and feedback from staff, an action plan is created. Wellness initiatives are primarily coordinated through the Joint Health and Safety Committee.

DCAS focuses on physical activity, healthy eating, cancer screening, sun safety, tobacco-free living and mental health as primary topics. Initiatives are rolled out in a comprehensive manner emphasizing awareness, education/skill building, environmental supports and policy development.

The DCAS walk/run is no exception as it encourages healthy lifestyle practices in the form of physical activity. It is planned specifically around the lunch break so individuals are easily able to plan it in to their days. Physical activity resources and healthy snacks are available as a support to overall wellness.

How was the initiative implemented:

The event is highly “shareable” due to the flexible nature of the initiative.
A successful event such as this requires a dedicated, enthusiastic and creative planning team to operationalize the event.
Participants in all capacities are crucial to the success of the event.
Safety should also be treated with the utmost importance. Weather, route checks and spotters are all important considerations.
Events such as these can be reproduced in many variations, as long as it encourages individuals to be physically active.

How was the initiative evaluated:

As mentioned previously there was an increase in participants from 2013 to 2014. The event has become a tradition at DCAS and builds momentum each and every year. We anticipate even greater turnout in 2015!

Results:

There was a 6% increase in participants and 54% increase in donations from 2013 to 2014.

What is the approximate cost per participant:

$0.00

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Environment Canada-HR

Post Time: 2014-11-05

Initiative: Health Promotions

Number of employees: 200

Goal(s) of the Initiative:

Encourage and engage the local employees and those who read the OSH minutes to be aware of OSH related events and tips. The union members created and posted the items for employees. The posters were placed at elevator lobbies for a trial basis.

What need was being addressed by this initiative?

The need to show that the local OSH committee is available and aware of general OSH related issues on a timely basis. The union members wanted to let others think about OSH related topics outside of work not just inside and work related.

How was the initiative implemented:

The initative was member driven. There was some trial and error as we initially just loaded the minutes with a bunch of random events and tip websites. We scaled down this information to one important point and website per month with theme. The general idea can be replaced with different results.

How was the initiative evaluated:

We are still in the evaluation stage but we believe it will continue for another trial run. We believe it was a success as the posters were kept up even after the monthly run. We believe the information was generic enough and easy to digest on a timely basis compared to the previous direction.

Results:

We are still in the trial basis process but it is working out. There has been great feedback. The posters have not been taken down just piled on top of each other so others can view past posters. We hope the websites have been visited more.

What is the approximate cost per participant:

$0.00

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North Waterloo Farmers Mutual Insurance Company

Post Time: 2014-11-05

Initiative: Wellness Series

Number of employees: 108

Goal(s) of the Initiative:

- provide quarterly Lunch n' Learn sessions about Wellness and an annual Flu Shot Clinic
- assess % of total staff participation at each session
- access to sessions occurs during staff lunch times, onsite
- all staff are welcomed and easily able to participate
- in conjunction with staff requests for healthy workplace opportunities and in alignment with top employer approaches to health (physical/mental) and subsequent employee engagement
- it makes good people and business sense :)

What need was being addressed by this initiative?

- to respond to staff requests for health related workplace activities
- new HR leader experienced with these kinds of interventions
- reduced overall costs to organizational experience to benefits and potential for absences due to illness- to remain competitive within the local employment market

How was the initiative implemented:

- through Human Resources as a proposal to the JHSC as a linked value-add to Health & Safety programs
- consult with local community for SME who provides similar service to similar industries (for us, it is insurance)
- promote it well and share enthusiasm about it...enthusiasm is contagious!

How was the initiative evaluated:

- by participation numbers compared to expense to host the session
- costs are extremely low given no facility fee, participants bring their own lunches and the facilitator is paid an hourly fee

NB. If our initiative is selected to share, please contact Marnie Armstrong c/o marmstrong@nwfm.com who will request permission to share the facilitators name and company name. Thank you!

Results:

- so far, more than 50% of the staff population participate in the Wellness Series Lunch n' Learn events with accolades following each
- the Flu Shot Clinic attracts 30% of the staff population, including Board of Directors

What is the approximate cost per participant:

$2.00

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Sandvik

Post Time: 2014-12-02

Initiative: Corporate Challenge

Number of employees: 180

Goal(s) of the Initiative:

• Increase physical activity levels
• Improve nutrition
• Reduce Stress
• Awareness and change in overall health
• Improve energy and sleep
• Improve employer/employee relationships
• Increase productivity

What need was being addressed by this initiative?

This 100 day journey was implemented (for the fourth year) to improve employees' immediate health, well-being and work performance as well as address long term behavioural change. Every year we have new employees join this initiative and each year we continue to see positive results that extend month over month.

How was the initiative implemented:

This is the fourth year for implementing this event. The Global Corporate Challenge is designed to appeal and be accessible to every employee at Sandvik. It extends beyond the 100 day challenge to March 2015 so that we can continue to access support and resources on activity and nutrition.
The Global Corporate Challenge is an interactive pedometer based program that challenges individuals and teams to a virtual walk around the world. Teams of 7 are formed and a team captain assigned. During the 100 day journey, employees record their walk, bike or swim steps via the GCC internet site or mobile app. The more active a team is the quicker they travel along their virtual journey. Individuals and teams receive performance stats, personalized motivational videos, trophies, certificates and chances to win prizes.

Organizations register with GCC, appoint an internal administrator and start recruiting teams! Support and marketing materials are made available. Started kits are mailed and the journey begins.

Information can be found on the GCC website. https://www.gettheworldmoving.com/getting-involved

How was the initiative evaluated:

Organizational reports are available which deliver real-time performance statistics and business benefits insights.
Surveys were conducted prior to the event taking place, mid-stream and post event by GCC. An "End of Event Report" was provided.
Weekly progress reports are provided to the company to assess our progress and plan accordingly.
The GCC was an agenda line item for all Wellness Committee meetings. Discussions took place throughout the 100 day event and the committee will reconvene in November to evaluate the program, results and make recommendations for change.

Results:

Sandvik was awarded Highest Step Average in Canada for the third consecutive year. Seven teams of 7 walked 89,965,252 steps or 68,912 kms. Our participants averaged 19,372 steps or 12.4 kms. On average we burned 781 calories per day or collectively burning 15,114 pieces of pizza.

PHYSICAL ACTIVITY LEVELS
• At the conclusion of the event, 100% of employees exceeded the 10,000 step recommended daily activity level compared to 66% pre-event. 77% said GCC had a positive impact on their relationship with exercise.
HEALTH SCORES
• 81% of employees rated their over health as good, very good or excellent compared to 56% pre-event.
BEHAVIOURAL CHANGE
• 85% reported they were more conscious of opportunities in their day to add more steps and 69% reported that GCC had helped them take more accountability for their own health.
• 69% of employees reported that their increased activity levels had become a habit, and they reported having a better understanding of what it takes to lead a healthier lifestyle.
NUTRITION
• 44% of employees are more aware about what they eat.
WEIGHT MANAGEMENT
• 44% of employees reported losing weight and those that lost weight averaged 10.7 lbs.
BMI
• Changes to employees' BMI decreased by .78 since the start of the event.
HEART HEALTH
• 36% of employees calculated their heart health. 46% had more awareness of BP a 10% increase since the beginning of the program.
LIFESTYLE
• 31% of participants found out their GCC lifestyle score. Prior to the event 21 % of employees were above recommendations while post GCC results showed an increase of 75%.
STRESS
• 81% of employees reported a decrease in their stress levels at either home or work.
ENERGY/SLEEP
• 69% of employees felt their energy levels improved that because of participating in this event
PRODUCTIVITY
• 25% of employees reported an increase in their productivity.
RELATIONSHIP
• 83% of participants are now more aware of Sandvik's commitment to health and wellbeing.

What is the approximate cost per participant:

$0.00

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United Way KW




















Post Time: 2014-11-14

Initiative: United Way KW Healthy Workplace Month Health Passport

Number of employees: 100

Goal(s) of the Initiative:

The goal of our Healthy Workplace Month was to promote a balanced lifestyle and create a workplace environment that cherishes and upholds physical and mental health. Furthermore, we planned activities that were focused on creating dialogue between coworkers, friends, and family about what a healthy workplace and balanced lifestyle means to them. Our hope was to not only promote health and wellness within the United Way KW office but throughout the community as well. As such, each event had a different focus with the hopes of promoting wellness not just physically but emotionally as well.

United Way KW also had a specific focus on the acceptance of deaf culture and hearing loss during our Healthy Workplace Month. In mainstream society, we tend to approach deafness as a defect. As Helen Keller said, "Blindness cuts people off from things; deafness cuts people off from people." As such, our intent was to increase employee awareness of deaf issues, people, and culture. Our main goal was to increase awareness of Deaf people and reduce the communication barriers between people with hearing loss, deaf individuals and people with full hearing abilities. It seemed only logical that a member of any culture is better than an outsider at explaining the complexities of that culture, so the Canadian Hearing Society (CHS) Waterloo Region provided a presentation on Deaf Culture and American Sign Language (ASL). For many deaf people, their community is a comforting relief from the isolation and condescension of the hearing world, therefore, through the CHS and ASL session we hoped to become better educated so that we as individuals and as an organization can promote community well-being for all individuals.

What need was being addressed by this initiative?

There is a huge need across many organizations to start discussions about health and wellness, and particularly how to foster a healthy and balanced lifestyle. Our Healthy Workplace Month imitative did just that!

How was the initiative implemented:

We implemented the initiative by creating a passport that detailed specific events/activities throughout the month. Certain activities could be done more than once. In these cases, staff were asked to record the number of times an activity was done with a stamp. At the end of the month, the total amount of stamps were calculated, each stamp equalled one ballot entry into a prize draw. Here are some examples of activities that we implemented with their corresponding blurb:

Green the Office: Everyone needs some green – no we don’t mean money – we mean plants! If you’re able, bring in a healthy plant either for your desk or to share with the office. You are responsible for the care of your desk plant but support services will make sure the office plants are well loved. Stamps: 1/plant.

Your Choice – Physical and Emotional Health Activity: What other things can you do to improve your physical and emotional well-being. Some ideas can include a blood donation, getting the flu shot, attending a fitness class, visiting the elderly! Get out there and have fun! You’re only limited by your imagination. Stamp: 1/activity.

Stair Masters: Use the stairs as often as you can. 8 flights isn't that hard right? Stamps: 1/ 8 flights up and 1/ 8 flights down.

You’re Sweet Enough: You’re sweet enough as it is, so skip the sugar entirely and snack on natural sugars or use them as a replacement in your beverages (Stevia, honey, agave, fruit, etc). Stamps: 1/day without sugar.

Drink Up: We don’t want you to become a fish, but drinking at least 32oz of water a day is important. Stamps: 1/ 32oz of water consumed in a day.

Sweet Dreams: Everyone could use more sleep, so try to get in 7-8 hours each night. We can’t promise you still won’t need that coffee but we think you’re still sweet enough. Stamps: 1/night of 7-8 hours of sleep.

‘Can’ We Build It: Bring in a $ contribution to help us build a “can-struction” with the purchased cans going to Food Bank of Waterloo Region. Please bring your contribution to support Services by the 14th at 11:00. Stamps: 1/contribution made.

From Head to Heart: Wear your favourite funky hat or fascinator and use it to strike up a conversation with a co-worker about a memory from when you wore that lovely head adornment. Stamps: 1/participant.

Wellness/Green Vendors: Join us in the boardroom for the Wellness/Green Vendors Fair from 11:30-1:30 Stamps: 1/participant.

Salad Bar Munch and Mingle: Join us for a salad potluck lunch. Munch and mingle and maybe even learn a new recipe or two. A sign-up sheet will be posted in the kitchenette. Stamps: 1/participant.

Sneak It in Week: Let’s get moving with ‘Sneak It in Week’ sponsored by ParticipACTION. Wear your running shoes to work and sneak in some activity during the day. (Go for a walk during lunch or breaks, use the stairs, take stretching breaks, etc). The best part is: casual Friday for the WHOLE WEEK Stamps: 1/day of action.

How was the initiative evaluated:

The initiative was evaluated quantitatively and qualitatively. We gauged the success of events and activities based on the number of participants and stamps earned. We also gauged event and activity success based on observing staff enjoyment and word of mouth feedback. Lastly, we implemented a wellness survey acting as our “focus forward” tactic where we asked staff to share their opinions so we can better direct our wellness efforts in the future.
Some of the favourites included:

From head to heart, can-struction, Salad bar munch and mingle, and Sneak it In Week

Results:

Our results included: 100% participation, connection of co-workers, cross-sectional teamwork in our CANstruction logo build to benefit the Waterloo Region Food Bank, a Green/Wellness vendor fair, and a whole lot of laughter and fun!

What is the approximate cost per participant:

$0.00

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Large Workplace Groups

Groups with 500 or more participants

NF Power

Post Time: 2014-11-15

Initiative: Healthy Workplace Month: Weekly Challenges

Number of employees: 650

Goal(s) of the Initiative:

The goals of the initiative included continued education of healthy lifestyles, challenges to encourage employees to change behaviours or attempt new experiences. To promote a holistic perspective of health and healthy workplace.

What need was being addressed by this initiative?

To encourage employees to try new behaviours or new approaches to improve their health and well-being.

How was the initiative implemented:

Emails were used to communicate with employees.

How was the initiative evaluated:

No evaluation at this time.

Results:

Numerous employees engaged in the activities promoted and even more learned about health in the workplace.

What is the approximate cost per participant:

$1.00

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North York General Hospital


Post Time: 2014-11-28

Initiative: Lighten Up! 8-Week Weight Loss Challenge

Number of employees: 3500

Goal(s) of the Initiative:

SPECIFIC – to challenge staff to healthfully lose weight goal was to reward the participant who lost highest combined percentage of body fat and weight

MEASURABLE – reward the participant who lost the highest percentage of body fat and weight

ATTAINABLE – using percent body fat and weight lost, this leveled the playing field so challenge attainable for all

REALISTIC – everyone who participated received a brief consult to set realistic and responsible goals for themselves based on starting weight

TIMELY – 8-week challenge ending Thanksgiving

What need was being addressed by this initiative?

- To be more inclusive to our staff offsite
- To promote health and wellness education
- To encourage self-care and healthy lifestyle practices (diet, exercise, stress management, etc)
- To provide more personalized support to individuals in their wellness plan
- To improve morale, engagement and wellness culture

How was the initiative implemented:

The Wellness Team, Site Facilitator and Site Lead worked together to encourage registration and ongoing participation/commitment. Lighten Up! Challenge details:
- Challenge was open to all staff at the Seniors’ Health Centre site
- $10 registration fee per participant; winner of challenge would receive pot
- all participants scheduled for pre and post challenge biometric screening (height, weight, age, body fat, BMI) and provided brief consultation on health risks and management
- Weekly motivation emails/handouts provided to participants (e.g. Weight Management, Macronutrients, Healthy Living Tips, etc)
- Onsite sessions included: Weight Watchers, lunch time walks
- Prizes for Nutrition Quiz included athletic pack (tshirt, pedometer, jump rope, water bottle) and Fitbit Flex® prize was drawn during week 2 to incentivize participation
- 8-week challenge ended Thanksgiving Weekend
- Challenge ended with fashion show of challenge participants

How was the initiative evaluated:

Incentive program evaluation included participation and engagement numbers, total weight and body fat lost.

Results:

After 8 weeks of campaign, 47% completed the challenge, of which 61% lost weight and reduced body fat % and BMI; the winner reduced weight by 17%.

What is the approximate cost per participant:

$5.00

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PowerStream Inc.

Post Time: 2014-11-14

Initiative: Canada's Healthy Workplace Month (CHWM) - PowerStream Inc.

Number of employees: 600

Goal(s) of the Initiative:

Each year a Healthy Workplace Plan is developed, which outlines the initiatives that the Wellness Office will undertake. The initiatives are designed to meet the Healthy Workplace Policy (ADM-43). The plan is designed to enhance employee health, wellness and quality of life through creating awareness and providing the education and tools to enable sustainable lifestyle changes.

There are four initiatives or pillars to the plan. The first pillar, Healthy Workplace Programs, target objective is to implement healthy workplace initiatives and programs that represent the needs of PowerStream employees; provide awareness, education and the tools necessary to lead a healthier life. Participating in the Canada’s Healthy Workplace Month fell into this category.

The Wellness Committee created an activity each workday in October to promote this initiative, in order to ensure participation from all staff with different preferred learning styles. A new activity, tip, video or fact was released through a number of communication vehicles, such as PowerStream TODAY (daily informational email), PS 24 (TV screens with messages across the organization), poster campaigns and word of mouth. Employees were asked to participate in the daily activities, take note of the ones they found valuable and learn to develop new, healthy sustainable habits by the end of the month. For those initiatives that were activity and group based, attendance was taken at the events, such as the Lunch Hour Walk initiative.

What need was being addressed by this initiative?

PowerStream is working through Excellence Canada’s Progressive Excellence Program (PEP), the Excellence, Innovation and Wellness Standard. Gold level certified and recipient of the Gold Canada Awards for Excellence (CAE), the organization is now working toward Platinum and Platinum CAE. As participants in PEP, it is important to demonstrate a thorough understanding and systematic approach to wellness. Health and wellness initiatives must be proactive and meet the needs of staff across the organization. The October Healthy Workplace Month initiatives were created to encourage staff to make small, positive lifestyle changes that could be sustained over time. Awareness and communication that these simple, kaizen changes can create large, life changing impact on one’s personal and/or family life.

PowerStream also recognizes that in order to continue to be a best-in-class organization employees must be “well” and feel cared about from their employer. The link between maintaining creativity, productivity, innovation, excellent customer service, high employee engagement, continuous improvement, and excellence and employee health and wellness is known at all levels of the organization

How was the initiative implemented:

Promotion of the campaign was done in advance to the start date. The Wellness Committee promoted the initiative through to their departments, senior leaders were advised in advance and asked for their support and advertising on our intranet page in advance generated excitement.

All items on the calendar of events (see attached) were simple to execute and required minimal resources and extra time for staff to participate in. This ensured a higher rate of participation, as it was non-invasive. Activities were promoted a few days in advance and registration was easy to do online. Ensuring that the topics covered were diverse meant that more employees would be drawn in to participate in the tips/facts/activities that were important to them.

Multiple avenues of communication was key to the success of this month long initiative. Employees became familiar with looking for the daily tip, poster, activity. Posters are a great way to catch people attention for a few seconds as they enter a meeting room, walk down the hall or wait in line at the cafeteria.

How was the initiative evaluated:

Formal evaluation of the CHWM initiative will be done at the end of the year, along wtih the rest of the Healthy Workplace annual assessment.

At the moment success of the initiative was taken from registration participation and individual feedback whether face-to-face or through email.

Overall, PowerStream employees are very enthusiastic about the wellness initiatives offered throughout the year and continue to provide suggestions on more activities they would like to see, which provides helpful insight for the future. Employees are enthusiastic and engaged in wellness because the results are clear; feeling “well” in all aspects and having the tools to make sustainable lifestyle changes pays off at work and at home!

Results:

A focus on health and wellness has become key to PowerStream's high energy, high engagement and high achieving culture. Feedback from this year's initiatives were positive, as employees particularly enjoyed that each day there was a new, small piece of information they could take away with them to create a healthier lifestyle. Not only were staff able to better themselves, but initiatives as Jeans Day, where donations were donated to the United Way or Appreciation Day, meant they could give back to someone else.

What is the approximate cost per participant:

$4.00

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Rogers Communications

Post Time: 2014-11-14

Initiative: bWell Ambassador Network

Number of employees: 28000

Goal(s) of the Initiative:

bWell, Rogers employee wellness program, was established in 2009 with the vision of creating a leading work culture at Rogers by being an advocate and resource for employee health. bWell offers employees a number of resources and national initiatives, including the bWell website – a 24/7 health and wellness site for employees and their families. Information, such as annual flu shot clinics, the online Health Risk Assessment, online fitness challenges and North American Occupational Safety and Health Week activities are all posted and routinely updated on this site.

With approximately 28,000 employees across Canada, in diverse roles ranging from technicians to radio announcers to corporate roles, making wellness information and initiatives accessible to all employees can be a challenge. The bWell Ambassador Network was established with the goal of having wellness representation across Canada where there are Health & Safety Committees. bWell Ambassadors are Rogers employees and contractors who volunteer their time to help cascade wellness information and resources as well as promote, plan and implement initiatives to employees at their work locations.

In 2013, the number of bWell Ambassadors at Rogers was added as a third-party verified Key Performance Indicator on the Rogers Corporate Social Responsibility Report, to help gauge employee engagement with wellness. Our objectives for each successive year are to maintain or increase the number of bWell Ambassadors at our locations across Canada, and ultimately increase the number of local wellness initiatives held.

What need was being addressed by this initiative?

With over 28,000 employees and hundreds of varied locations across Canada, our mandate is to ensure that wellness materials reach employees of all levels and departments. Our employees who work in these locations know how best to communicate with their colleagues, so by engaging our volunteer Ambassadors we can ensure that our wellness information is reaching our employee population in the most effective way possible. The materials we provide to our bWell Ambassadors aim to enable employee health and wellbeing, contributing to a positive and supportive workplace environment.

In addition to the wellness materials we distribute, our bWell Ambassadors help to create more tangible examples of health and wellness in the workplace. They model wellbeing to their coworkers and inspire them to work towards wellness. Many of our bWell Ambassadors have had some amazing wellness journeys themselves, and we have featured a number of them in the “Inspirations” section of our bWell website. We also showcase our bWell Ambassadors’ local initiatives through the “Monthly Initiative Suggestions” page of the “My Ambassadors” section of our website (created exclusively to support bWell Ambassadors in their roles) to both congratulate their efforts and inspire other bWell Ambassadors to run similar events. (For more information, visit http://rogers.bwell.com/english/my_wellness_ambassadors/meet_wellness_ambassadors.html.)

How was the initiative implemented:

This initiative began with the development of a bWell Ambassador role description, which can be dynamic but centres around the following foundations:

• Promote the national bWell initiatives (i.e. onsite flu clinics, the Health Risk Assessment, online wellness challenges, etc.) and the bWell website to your location
• Participate in the quarterly Ambassador conference calls
• Volunteer for a period of at least one year

Initially we reached out to all Health and Safety committees across Canada to ask one member from each group to act as a bWell Ambassador. Since then, the bWell Ambassador network has grown to 63 members, no longer just from Health and Safety – all Rogers employees are welcome to join. bWell Ambassadors are recruited through the bWell website, Health and Safety committees, word-of-mouth and by referral from many of our other bWell Ambassadors.

A key element of implementing and sustaining the bWell Ambassador network has been to provide sufficient resources to support bWell Ambassadors. We host a bWell Ambassador Quarterly call to promote a community amongst our network, inform bWell Ambassadors of upcoming plans and initiatives, and we have recently introduced “bWell Informed,” where our Rogers health professionals give 20-minute talks on areas of their expertise. Once a month our bWell Ambassadors are sent a wellness tip and bWell recipe that they can forward along or post for their colleagues. During national initiative campaigns, bWell Ambassadors are sent detailed information as well as promotional materials for distribution. Many of our bWell Ambassadors have also run their own initiatives locally, such as kickboxing classes, book exchanges and smoking cessation programs, and the bWell team works with these Ambassadors on an individual basis to provide additional support for their events.

How was the initiative evaluated:

The number of bWell Ambassadors across Rogers is now included in Rogers annual CSR reports, and is third-party verified for accuracy. In addition to this, an ongoing tally and distribution list is kept by the bWell team to ensure that participation is properly recorded and materials are being distributed to all bWell Ambassadors.

As this is an ongoing initiative, we continue to evaluate it on a regular basis by both the number of bWell Ambassadors in our network, as well as the number of initiatives we are seeing them organize at their work locations. Qualitatively, the bWell Ambassador Inventory was conducted from 2012 – 2013 and involved one-on-one calls with each bWell Ambassador to discuss their experiences as an Ambassador, barriers they have faced, specific details and other events that happen at their locations, recommendations for other bWell Ambassadors and suggestions for the bWell program, initiatives and website.

Results:

The bWell Ambassador Network is an ongoing initiative that has grown steadily to 63 members over the past six years. In 2013 it was recognized as a Key Performance Indicator of employee engagement at Rogers and is now included annually on the Rogers CSR Report, demonstrating Rogers’ commitment to the health and wellbeing of our employees. We are also continually seeing an increase in the number of employees coming to us with interest in wellness information.

What is the approximate cost per participant:

$0.00

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Royal Victoria Regional Health Centre

Post Time: 2014-11-14

Initiative: Recognition Program

Number of employees: 2554

Goal(s) of the Initiative:

The goal of RVH’s recognition program is to promote and recognize RVH Team members for demonstrating actions and behaviours aligned to our Values: Work Together, Respect All, Think Big, Own It, and Care.
There are various channels for staff to recognize each other. The program started with printed thank you cards for leaders to send to their staff. The program was recently expanded and rebranded as ‘VIA – Values in Action’ and now incorporates additional options for peer to peer recognition as well as for patients and families to recognize members of their care team. The products available include printed thank you cards, printed postcards with drop boxes placed in convenient locations around the hospital campus and an assortment of e-cards available on our Intranet, website and patient bedside entertainment units.

What need was being addressed by this initiative?

This initiative has advanced one of the RVH strategic directions Value People, which aims to recognize and support staff to achieve their best while sustaining a culture of respect and trust, and strive for a healthy workplace with increased engagement.

How was the initiative implemented:

Set up of the expanded VIA program involved the design and printing of post cards, installation of drop boxes within the health centre and design and set up of electronic ‘e-cards’.

Education and promotion was done at recent Team RVH Appreciation events, Town Halls; newsletter articles, memo from our President and CEO, screen savers, and posts on social media.

How was the initiative evaluated:

We continue to monitor employee and physician experience data to ensure staff feel recognized and valued for their achievements.

Results:

Since the program began, recognition scores for employees as measured by recent employee experience surveys have improved from 45.9% to 61.4% and physicians have improved from 50.4% to 62.8%.

What is the approximate cost per participant:

$1.50

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Royal Victoria Regional Health Centre


PS: We have additional visuals to submit but the 'upload file' feature above was not working. I would be happy to send these via email at a later date to include with our submission.


Post Time: 2014-11-14

Initiative: Bug Busters!

Number of employees: 3600

Goal(s) of the Initiative:

Specific – promote hand hygiene compliance for all staff, physicians and volunteers at RVH
Measurable – to achieve and maintain 90% compliance rate in across the organization
Attainable – the 90% goal is achievable target for the organization as many units have already consistently achieved this milestone.
Relevant – this goal is comparable to other health care organizations
Timely – data is reported on a bimonthly basis internally and quarterly public reporting

What need was being addressed by this initiative?

Bug Busters is a multi-media campaign designed to enhance Royal Victoria Regional Health Centre’s (RVH) commitment to patient safety and reinforce its mission which includes the statement: Safety is our promise. One of the primary goals of the campaign was to increase hand hygiene compliance – one of RVH’s key corporate safety goals but this initiative also promoted other safety protocols including the wearing of personal protection equipment (PPE), antibiotic stewardship, proper cleaning protocols and strict patient screening practices.

How was the initiative implemented:

The Bug Busters utilized a suite of multi-media materials based on a parody of the Ghost Busters movie to promote and support a multifaceted approach to infection prevention and control:
• Five-minute video
• Recorded song
• Series of five comic strips
• Costumed ‘Bug Buster’ characters (‘Bug Buster’ Infection Fighters and ‘Germs’) - guest appearances and photo ops within organization
• Memo from the President and CEO
• Newsletter articles
• Posters
• Screen savers
• Posts on social media


The following are some examples of where and how these materials were utilized to engage staff:
Staff Events: ‘Bug Buster’ videos and comic strips shown, and special ‘guest’ appearances of characters in costume.
RVH Staff Newsletter: Comic strips and stories
Monthly Orientation for New Staff: Bug Busters video shown to new staff at orientation monthly.

How was the initiative evaluated:

-Hand hygiene audits occur bimonthly in Inpatient and Outpatient units and we compare results from previous years
- Qualitatively, we also monitor to our Staff Engagement scores for item “Organization promotes the importance of hand washing” for both patients/service users/visitors and staff. 2013 results were >88.4% and 99.6% respectively.

Results:

Following the launch of the Bug Busters campaign, hand hygiene compliance rates rose to 94.5% and some units achieved 100% hand hygiene compliance for the first time. This is an increase from 2012-13 when RVH’s overall average pre-patient contact hand hygiene compliance rate was 85.95%.

What is the approximate cost per participant:

$3.00

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Royal Victoria Regional Health Centre

Post Time: 2014-11-14

Initiative: RVH Wellness Centre

Number of employees: 3000

Goal(s) of the Initiative:

RVH’s goal was to facilitate health promotion and disease prevention by providing support for Health & Wellness and to collaborate with others on strategies that promote healthy living by establishing a 1,000 square foot dedicated space to promote and facilitate a Healthy Workplace for staff, physicians and volunteers (Team RVH) by offering programs that will support the Mind, Body & Spirit.

What need was being addressed by this initiative?

A healthy lifestyle impacts every part of our day-to-day work environment which translates to improved employee physical and mental health; employee retention and engagement and productivity; decreased absenteeism. The Wellness Centre is able to offer the following work/life balance options:
• cardio and strength training equipment,
• dvd workouts
• massage chair,
• zero-gravity chair.
Working together with our Mental Health Program, we offer Auricular Acupuncture Sessions monthly.

Through a strong partnership between RVH and Georgian College Outreach Programs, we offer monthly, 15 minute wellness massages as well as paraffin hand treatments & massages.

How was the initiative implemented:

With strong leadership support, collaboration between departments & programs and in alignment with RVH’s Value People strategic direction providing a healthy workplace and promotion of work/life balance, the RVH Wellness Centre opened. Invitations went out to Team RVH inviting them to attend the Wellness Centre Shoelace Cutting Ceremony via email, screensavers, flyers, newsletter articles.
RVH’s Wellness Center is free of charge every day, all day for Team RVH members upon completion of a Par-Q and waiver – once submitted, provides access through their employee badge.

The Wellness Centre houses cardio and strength training equipment, DVD workouts, a chin-up bar, a massage chair and a zero gravity chair as well as other programs; Weight Watchers at Work; Smoking Cessation; Pilates; Yoga, Taekfit classes, Auricular Acupuncture Sessions, Wellness Massages and Paraffin Hand Treatments & Massages.

How was the initiative evaluated:

A usage log is completed each time a participant enters which identifies the time the participant entered, the department the participant works out of, and reason for visit (cardio equipment / strength training equipment / DVD workout / massage chair / zero gravity chair / other (which could be for a programmed session).
Each year a survey will be sent out to Team RVH to assess the effectiveness of the Wellness Centre and request additional quality improvements from survey recipients.

Results:

Over 700 Team RVH members have signed up to use the Wellness Centre with the average monthly usage being just over 200 visits.

Registration for our stress relief options offered through Georgian College and our Mental Health Program are very popular and fill up within 15 minutes of being posted.

What is the approximate cost per participant:

$0.00

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Royal Victoria Regional Health Centre

Post Time: 2014-11-14

Initiative: RVH Rotary Fun Run

Number of employees: 3000

Goal(s) of the Initiative:

RVH’s goal is to promote community spirit and a healthy lifestyle by inviting RVH Staff, Physicians & Volunteers and their families to participate in the annual Barrie Rotary Fun Run. The Rotary Club of Barrie is a non-profit organization that raises funds for community and environmental projects donating $700,000 to RVH’s expansion. RVH participates in friendly corporate team building challenge and puts together a Team that participates in a variety of races for all ages; Kids 250m & 500m Runs; 5K Walk; 5K and 10K Runs.

What need was being addressed by this initiative?

Promotion of community spirit, a healthy lifestyle, team building and work/life balance.

How was the initiative implemented:

The initiative was promoted well in advance of the event via:
a memo from our President & CEO; email, town hall, newsletters, flyers; social media; registration sign-up in popular areas. Included in the registration cost was a Team RVH shirt.

How was the initiative evaluated:

The initiative was evaluated through participation levels (and the smiles seen throughout the event).

Results:

Of the 1,100 participants that took part, Team RVH had just under 300 members participate.

What is the approximate cost per participant:

$30.00

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Toronto Hydro Ltd

Post Time: 2014-12-02

Initiative: Mental Health Awareness Program

Number of employees: 1530

Goal(s) of the Initiative:

S-To promote positive Mental Health Awareness and Prevention Campaign in September/October at Toronto Hydro
M-To decrease the stigma of Mental Health in the Workplace and facilitate the conversation 'to start the talk' on mental health
A- Provide Mental Health Education to all leaders and employees through workshops and safety meetings. Providing resources, education materials to educate and foster a positive environment for Mental Health discussions.
R- Mental Health booths were available at all locations on Mental Health week (Oct 20-24) for employees to come by and take information and talk about Mental Health issues and concerns. Every leader was required to provide a mental health conversation starter in their safety meetings. Supportive material was available from EAP--Employee Assistance Programs at all booths/plugged in and with leaders.
T- Employees and their leaders were able to come and learn about mental health at the booths at their convenience; employees could continue discussions with their leaders; discussions continued at monthly safety meetings from conversation starters provided by "Not myself today" Campaign.

What need was being addressed by this initiative?

Mental Health issues are increasing in Canada--as it now stands, one in five have mental health issues. Toronto Hydro found the need to address the issue of mental health in the workplace
Employees and their leaders need to increase awareness of mental health in the workplace and be provided with tools, i.e. knowledge and skills on how to address these issues to decrease the prevalence of mental illness and also providing the resources--conversation starters to decrease the stigma and barriers to mental health issues in the workplace.

How was the initiative implemented:

Toronto Hydro partnered with "Not Myself Today Campaign”. They provided many resources, posters, booklets, and mood buttons that we could offer to employees during Mental Health Week. The initiative started with internal communications on our intranet to bring awareness and begin the discussion on mental health initiatives for October and November 2014. We held leader training on dealing with mental health issues in the workplace and provided all leaders with a “Conversation Starter” package – a mental health engagement activity. All teams completed one of the activities, and were free to complete more if the team was interested. We organized mental health week from October 20-24th for all employees to participate in and to facilitate discussions.
We organized a road show at all our locations to ensure all employees were included and had a chance to visit the booth, talk about concerns and receive many resources from EAP and the Not Myself Today Campaign. We had much discussion surrounding mood buttons and how employees were feeling and could use buttons and stickers as a starting point to talk about different moods such as sad/ bummed/ worried/ happy/ stressed (refer to attached picture)

How was the initiative evaluated:

Evaluation was from the employees and leaders providing feedback that this has assisted them in talking more openly about mental health.
Surveys were conducted that indicated leaders felt more knowledgeable and comfortable after training to discuss mental health.
Increase in utilization of EAP indicated that employees sought out help for mental health concerns.

Results:

Leaders have come forward and sent emails stating that they now feel more empowered and knowledgeable in addressing mental health in the workplace after the leader education session. Leaders feel more comfortable approaching employees and discussing issues and also more aware of the indicators of mental health.
Employees are now starting to talk openly about mental health with family and co-workers and not feeling as shamed and embarrassed as before.

What is the approximate cost per participant:

$0.00

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University of Waterloo

Post Time: 2014-11-06

Initiative: The UWaterloo Amazing Get Up and Go Passport Challenge

Number of employees: 3500

Goal(s) of the Initiative:

Specific: We wanted employees to get up, get out of the office and meet new people. This accomplished that.
Measurable: We had the signed passports which showed participants had completed the objectives
Attainable: There was no cost to employees and all venues were accessible
Realistic: Everyone could find time i.e. before work, lunch, after work and expectations of the challenge were reasonable
Timely: Yes, it was healthy workplace month and our campus celebrates Mental Health Day on the 21st so we started the initiative on that date.

What need was being addressed by this initiative?

We addressed:
*the need to get up and move away from your desk at times during the work day for both your physical and mental health
*how easily physical activity can be worked into your day,
*allowed for social interactions which produced laughs, comraderie and a chance to see new places and meet new people

How was the initiative implemented:

Provided a passport which had 20 locations identified. Create a team with a maximum of 6 members-we allowed single entries as well. Each day, 2 clues were posted on our electronic newspaper which directed participants to locations where they would have their passport verified with a signature and date/time of arrival. The last day of the challenge, the last stop was occupational health. As each team arrived I spent 5-10 minutes speaking about the importance of mental and physical health both in the workplace and home life. We talked about how to achieve a healthy balance. We also discussed the NOT MYSELF TODAY campaign, and how we all have times where we are not "Up" and that is okay. Participants picked buttons that signified how their week had gone. We also discussed how to recognize struggle in co workers. We held an awards presentation on the following work day. Prizes were given for most creative passport (some took pictures), first to complete etc. All prizes were donated from various departments across campus. We served apples and healthy cookies and held the event outdoors.

How was the initiative evaluated:

We decided the event was successful. Given the feedback from the participants-"awesome", "got me out even when it rained", "felt so good returning to work after my trek to the destinations of the day" we believe the goals were met. We have also had calls from departments asking to showcase them next time. I have also received calls from employees asking to have more notice next time so they can compete too.

Results:

We feel we had excellent results given the fact that four of us planned and executed this challenge in one week. We faced challenges with the short planning time but the biggest was promoting the event. However, we have since had a lot of calls from employees asking when our next event will be as they want to be part of the next one. The team members who participated were so enthusiastic and the feedback from them was very rewarding.
We understand that if you wait to provide an activity until everything is perfect, you miss the opportunity-and how do you know it is perfect? Our event showed us that you just have to start. Wellness activities for our employees will be an ongoing journey with no destination.

What is the approximate cost per participant:

$1.00

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