GSK Romania: Helping people live longer

GSK Romania is an extremely focused organization. Here's the reason. 

"Romanians continue to have one of the lowest life expectancy rates in the European Union, with 77.3 years on average for women, the lowest in the EU, and 69.8 for men, second lowest after the Baltic countries, according to OECD Health at a Glance 2012 data. Heart, circulatory and respiratory diseases and cancer are the main causes of death in Romania. The infant mortality rate in Romania (deaths of infants under one year old per 1,000 live births) is double the average European rate."

Isn't that a compelling motivator for a healthcare company? It's at the core of GSK Romania's business and corporate responsibility activities. You can read more in GSK Romania's 3rd annual Corporate Responsibility Report (and second report in accordance with GRI G4 core guidelines) that was published just this week. Once again, I supported GSK Romania in developing and preparing this report. It's always inspiring to work with a company so committed to making a positive impact.

Life expectancy
Romania is a country in Southeast Central Europe with a population of almost 20 million in an area of around 238,000 square kilometers. The world life expectancy map, which is based on World Health Organization statistics from 2011, shows that Romania is ranked the 78th country in the world for life expectancy - up to four years lower than most other countries in the European Union. Only Latvia and Lithuania have a slightly lower rate. It's not just about length of life - a few more years here or there. It's also about the quality of life... healthy life expectancy. GSK Romania has a mission to advance health and well-being in Romania by supporting healthcare infrastructure and patients through awareness, education, supply of innovative medicines and healthcare products. 

Locally relevant 
A significant part of the problem in Romania is the lack of consistent government priority for healthcare funding and reform of the healthcare infrastructure. Many governmental changes have led to discontinuity in policy reforms and lack of progress in critical healthcare development over several years, such as a revision of the reimbursement list of medicines to enable access to life-saving new drugs for patients in Romania. This is the context in which a local company, part of a leading global healthcare concern, operates. This is why it is important for the local subsidiary to know the unique local conditions, needs, challenges and expectations, and ensure that its business and corporate responsibility strategy is aligned with the local, not only global, needs of society. Drawing on a wealth of resource, innovation, capability and policy direction at global level, GSK locally has the opportunity to make a big difference to the lives of Romanians... not only the length of their lives but also the quality of life and the way people are able to enjoy healthy lifestyles. This is the real value of local reporting. It's a reflection of the engagement, planning and delivery of local positive impact. GSK Romania has been committed to doing this since its start in Romania since 1989, and has been publicly reporting on progress for the past three years. 

Supporting healthcare imperatives
An example of a defining local issue, very relevant to the state of healthcare in Romania, is the doctor exodus. In a country with a low rate of medical doctors in proportion to the population needs (Romania has 2.4 doctors per 1,000 citizens, one of the lowest rates in Europe and well below the average of 3.6 doctors), Romania has been suffering from an exodus of doctors which has reached a level of more than 14,000 doctors in the past few years, who seek to make a better living in other countries where they can be paid more, gain access to professional learning and development and feel respected and valued in their profession. In many cases, due to the challenges they face in Romania, they have been packing up and leaving. This is undermining the quality of healthcare services and accessibility to treatments for patients. GSK Romania has supported an initiative designed to reverse this trend - a campaign called “My profession: doctor in Romania”, driven by the Foreign Investors Council, through the Council's Healthcare Task-force which is led by GSK Romania. The campaign aims to build widespread recognition for the role of doctors in Romania and provide practical support, including through new legislation, to encourage doctors to stay in the country for the benefit of Romanian patients. The campaign projects positive examples of doctors who decided to stay in Romania and has received widespread attention through active media communications and even won a European marketing award. This specific issue in Romania is just one of the areas GSK Romania is connecting with local healthcare imperatives and using its resources, leverage and commitment to improve the situation.

Apel pentru companii - Pascal Prigent from De Profesie Medic on Vimeo.

Check out the video above (it's in English) with former GSK Romania General Manager Pascal Prigent at the launch of the "My profession: doctor in Romania" campaign, in which he explains that healthcare is a critical part of the economy. GSK Romania's continuing role in supporting the campaign is now led by GSK Romania's current General Manager, Barbara Cygler. 

The GSK Romania CR Report for 2013 is aligned with the global reporting style, tone, look and feel of the GSK parent company while specifically showcasing locally relevant performance and impacts relating to the many ways GSK Romania supports local healthcare for the benefit of local patients and the way GSK Romania does business. Rather than me running through all the highlights in a loooong narrative in this post, take a look at the following infographic:

 

 

 

Stakeholder commentaries

GSK Romania's 2013 report also includes insights from several external expert stakeholders who were interviewed individually and provided personal views to help GSK Romania review and refresh its material focus and reconfirm its strategic direction. All these stakeholder insights are recorded in full in the report appendix (Pages 62-64) but here are some highlights:

GSK Romania remains one of the few local companies in Romania - and I believe still the only one in the Romanian pharma sector - to publicly disclose its performance and practices.

Take a look. Give feedback.



elaine cohen, CSR consultant, Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise guide to Next Generation Sustainability Reporting  AND  Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me via Twitter (@elainecohen)  or via my business website www.b-yond.biz   (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm).  Check out our G4 Report Expert Analysis Service - for published G4 reports or pre-publication - write to Elaine at info@b-yond.biz to help make your G4 reporting  even better. 

GSK, Riga, reporting and ice cream

We were delighted to work once again this year with GSK Latvia on the development of the company's second Corporate Responsibility Report for 2013. The report is the local story of this GSK subsidiary which is making a big impact in a small country with a modest team of just 46 people. The commitment to local transparency and engagement is fantastic. The look and feel of the report aligns with the global GSK report design and structure. GSK Latvia applies global policies and approaches of its parent company including GSK's strong stand on ethics, sales team incentives based on behaviors rather than sales volumes, cessation of payments to physicians for speaking engagements or conference attendance, transparent research practices, investment in employee development and positive environmental practices. However, alongside confirming the way these practices are implemented in Latvia, the content of GSK Latvia's report is finely tailored to the activities and expectations of local patients, healthcare system and team.

Many companies don't make the effort  to report at local level. A global report, covering headlines of global activity, is generally regarded by most of the major multinational corporations as being enough. Big tick. Done that. Report published. At local level, however, the report comes alive. It speaks to local stakeholders about the things that affect their local lives. A recent post from Revital Bitan at Intel (where I contributed some insights) speaks about the importance to Intel in Israel of local reporting and the value it brings. the post is entitled: In CSR Reporting - everything is local!   

Back to Latvia and a report which is full of local people and local flavor. Hear from many GSK Latvian staff and from many local GSK Latvia partners and stakeholders in a report which showcases the incredible energy and commitment of this compact team. For example:

Patient Advocacy: GSK Latvia supports a range of local organizations such as the Asthma and Allergy Society, the Pulmonary Hypertension Society, HIV groups, the Rheumatics society, and the Association of Disabled Women and more. Several leaders of these organizations report how GSK's engagement helps them advance their activities and support patients who need far more than the state healthcare system is able to offer. 

Leading sustainability in Latvia: GSK Latvia is the first and only pharma company to have been honored in Latvia's Sustainability Index for 2013. The Index recognizes advanced sustainability strategy, management and practice and sets the standard for companies in Latvia. 

Funding local causes and volunteering in the community: Even a company of less than 50 people can make an impact. And that's what GSK Latvia sets out to do with its local flagship programs - Mission Possible (an initiative that helps drive quality leadership in education through support for teachers and school principals) and the Small Grants Programme (which awards up to Eur 700 per project for locally relevant initiatives - 9 initiatives have been supported in the last two years) as well as participating in the GSK global volunteering effort under the umbrella of Orange Day. It amazes me how such a small and very busy team manages to do so much. 

Family friendly: On the inside, GSK Latvia has achieved Family Friendly status as recognized by the Ministry of Welfare in the Latvian Government. GSK Latvia is the first local pharma company to achieve this status. In a team where 50% of managers are women, including the General Manager, this is not a trivial matter. Family friendly means that both men and women can enjoy an inclusive culture and equal opportunity at work. 

Supporting healthcare policy: GSK's Latvia's involvement in local healthcare infrastructure and development is important to help patients in Latvia gain access to the best options and the best healthcare treatment. GSK Latvia supports The Foreign Investors Council in Latvia (FICIL) - an organization that brings together the largest companies from various countries and sectors that have made significant investments in Latvia. With a place on the Board of FICIL, GSK Latvia drives home the message that an investment in healthcare is an investment in the economy. Lack of access to healthcare limits economic growth. GSK Latvia has been instrumental in ensuring healthcare issues have a place on the FICIL agenda and are included in FICIL's annual report, a recent new addition.

Ice cream in Latvia: Ok, you're right, this is not part of the GSK Latvia report. But how can I talk about a report without mentioning ice cream? So if you are in Riga, then Skrīveri Home-made Ice Cream seems to me to be the place to go. 100% natural ice cream with all-natural flavors. First stop next trip.

In the meantime, read the report, give feedback! 

elaine cohen, CSR consultant, Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise guide to Next Generation Sustainability Reporting  AND  Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me via Twitter (@elainecohen)  or via my business website www.b-yond.biz   (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm).  Check out our G4 Report Expert Analysis Service - for published G4 reports or pre-publication - write to Elaine at info@b-yond.biz to help make your G4 reporting  even better.   

Three Big Ambitions at Tesco

I love retail. It's fascinating - so varied, so full of so many different ways of impacting and influencing our lives. So many different priorities and so many opportunities to drive change. The retail sector is highly visible and constantly in the public eye. Not surprisingly, as most of us interact daily with the retail sector for the products we consume, ranging from food, to personal care, clothes, home appliances, furniture and almost everything else. The choices that retailers make affect millions of lives each day.

The retail sector is no stranger to scrutiny and it's probably true that corporate responsibility and sustainability leaders at the large retailers have a job that is anything but boring. Such is the case with Josh Hardie, Group Corporate Responsibility Director at Tesco. Today is one of those totally non-boring days:

First, Tesco announced it is to remove sweets and chocolate from checkouts across the full range of its stores by the end of the year. Tesco found nearly two thirds (65%) of customers said removing confectionery from checkouts would help them make healthier choices. Just over two thirds of parents (67%) told Tesco that confectionery-free checkouts would help them make healthier choices for their children.

Second, Tesco released its annual corporate responsibility communication, the 2014 Tesco and Society Report. More about that later. First, I was pleased to have the opportunity on this non-boring day to chat to Josh and hear his insights about what made today not boring. Josh has been in his role for around 18 months, having managed Tesco UK Community activities for three years prior to that.

Me: Well done on getting rid of sweets at the checkouts.....
Josh: Yes, we believe we are the first in the industry to do this. It's an absolute fit with our approach to helping people manage their health, and their family's health, by not creating temptations that don't support a healthy lifestyle.

Me: And this on the day you publish your Tesco and Society Report...
Josh: We are working all the time to advance our objectives and make a positive impact. The news is not the publication of the report. It's about how we are fulfilling our role in society. This is a fundamental change. In the past, it was all about the report. Anything you wanted to know about CR at Tesco, you would have to go to the report. Now we are trying to make this much more of a continuous communication, updating our website, much more real-time. While the report is important, it should not be the only way we communicate.

Me: CSR at Tesco has been changing  ....
Josh: Essentially, around 18 months ago, we realized that the way we were approaching CSR wasn't really doing the job, and was rather fragmented. Apart from carbon management, where we had done some great work and achieved impressive results, our overall CSR activity was not having the measurable social and commercial impact that we aspired too. Therefore, we took a long, hard look and what was going on and tried to reframe how to move forward.

Me: And Tesco and Society was born....
Josh: Yes, we learnt from what we did in the carbon area. It had been entirely embedded in the business, and all parts of the business had a role to play. It was managed integrally, rather than just being a project lead by community managers. We decided to take a proper look and adopt a more issues based approach, focusing on the issues Tesco people care about. We had hundreds of conversations internally and externally, and came up with our three big ambitions around reducing food waste, improving health and creating opportunities. These issues truly resonate with Tesco employees and they also meet pressing social needs.

Me: But that's not all ....
Josh: Of course not. But the rest is completely non-negotiable. Trading responsibly, reducing our impact on the environment, being a great employer and supporting communities - these aspects of doing business are now so fundamental that they are just part of the way we work. We need to maintain and improve our performance in all these areas. However, the three big ambitions are the areas where we can take a leadership position, given the size, scale and impact of a business such as Tesco. This can lead to truly meaningful change.

Me: And a culture change......
Josh: Yes, this is the hardest part. You can't change culture in a day. It takes time in an organization like Tesco. Refocusing the way we think about these issues, and our role in advancing solutions, and truly embedding them so they become part of the work that people do all the time and not just a project here and there is a really major transformation for our business.

Me: Aligning with global directions in sustainability...
Josh: We have learnt from what other companies are doing in sustainability, especially the companies that have broken the mold such as Nike. Our approach aligns with the way materiality is driving big change, based on a more holistic view of our role in society. We have flipped the way we are thinking, and this is the start of our new journey.

Me: But I didn't notice any targets...
Josh: Work in progress. Changing the way we think and identifying the big issues we will address has been the focus of our energies so far. Also, setting targets in some of these areas is a real challenge. How do you measure the impact we have on customers' health? Do you look at the healthy content of shopping baskets, or calorie content, or something else? We are reviewing the way we can measure our impact across all our CR performance areas, especially our three big ambitions, and plan to have firmer targets developed by the time our next report is published. We have a new advisory panel that is helping us in this area as well.

Me: I also didn't notice G4 showing up...
Josh: We take guidance from the Global Reporting Initiative framework, but we have chosen not to apply the framework in full. We feel that it's a very useful guide and has challenged us to improve our materiality and disclosure, but prefer the flexibility to do this in a way that is specifically relevant to our strategy.

Me:  What else isn't in there?
Josh: All the answers. We have tried to reflect our approach and performance in a modest way, focusing on the issues, expressing the start of a journey and the challenges ahead in a more realistic way than just saying how wonderful we are. One of the most difficult things is going out to the public with a declaration that we plan to do something in the area of food waste, health or anything else, when we don't have all the answers. Whatever we communicate triggers a debate. With this report, we have had to have the confidence that we mean what we say and that we will work toward delivering our promises, even though we can't provide all the detail today.

Me: And the next report
Josh One thing we might do better in the next report is reflect the different pace of progress in our three ambitions. In this report, we have given all three fairly equal weighting when in practice, we are far more advanced in the area of food waste, we are starting to motor just now in the area of improving health, and in the area of creating opportunities, we have some way to go. In the next report, we should try to reflect this in a way that gives each issue a more appropriate weighting.

Me: Not going to be a boring year, then...
Josh: Anything but.

And now.. to the Tesco and Society 2014 Report 

As Josh Hardie mentioned above, this report is designed around the Tesco and Society approach that was developed last year and introduced in the 2013 report. Despite this not being a G4 report (you all know how I love G4!), the report has a priority-issues-based structure that enables us to clearly navigate to what Tesco is doing in the areas that matter.

The three big ambitions take center stage, and are well explained. At this point, as it is still early days in the "scale for good" journey for Tesco, it's as much about intention as it is about performance, and time will show how Tesco progresses in future reports. This report is very appealing to a wide readership - clear narrative and infographics galore - it might even appeal to Tesco customers. Maybe Tesco should place copies of this report at the checkouts instead of sweets :) Haha. Just joking. I think.

For the more professional reader, the report is rather light on 2013 performance data in areas I would expect a large company sustainability report to cover, such as, for example, employee diversity (other than gender), health and safety, and water performance relative to prior years. Also, while the focus on the three big ambitions is valuable, other issues that we might expect to be discussed in a corporate responsibility report of a major grocery retailer didn't hit the radar - socio-economic impact of store location and placement, construction and green building, sustainable agriculture, supplier diversity, sell-by dates, product labeling and all the other businesses that Tesco is involved in from mobile phones to banking services to petrol filling stations and more. However, the Tesco website contains a wealth of additional information including a catchy business model animation and deeper dive reports into specific issues.  

In the meantime, Tesco is doing more than reporting. It's driving a culture change throughout its business, and that's infinitely more challenging. This, of course, is what will make a difference to the lives of the half a million employees of the company, and the many more millions that go to Tesco to shop in several countries. Reporting about it reinforces and leverages that culture change. I am cautiously optimistically looking forward to the next report already. 

elaine cohen, CSR consultant, award-winning Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise guide to Next Generation Sustainability Reporting  AND  Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me at www.twitter.com/elainecohen   or via my business website www.b-yond.biz   (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm)

Why Sustainability Reporting is Good for Your Health

I've never been much of a one for exercise, although, for years, before my kids were born, I would go out walking for about an hour every morning around 6am. I love that time of the morning, when the city slowly starts to come alive. I would walk regularly, every day, week and weekends. There was a period I used to go with my husband to the gym about four times a week as well. Then, the kids came along - yep, you can blame them for everything, (including the fact that I never actually shed those XXX lbs gained during pregnancy so many years ago, hahah), and taking an hour to exercise early in the morning was no longer practical, as it was always my job to get the kids to their kindergartens, then schools, then high schools etc, make the sandwiches and sort out all the last minute stuff that needs to be sorted.

Then, in 2005, I started my own consulting business, and day and night and even weekends just blended into one another and every spare minute of my time just got consumed by my work and things associated with work. Of course, work is no longer work, it's life, and it's fun, when you are independent, doing the stuff you love doing. But a consequence of being gobbled up by work was that the hour before getting the kids out in the morning became screen-time, picking up emails from far corners of the world and ensuring I got up to date before the hecticness of the day set in. For a long while, I just didn't make time for any kind of exercise at all. And the elliptical we optimistically acquired rapidly became an interesting but useless piece of modern home decor.

At some point, I got into a routine of walking for an hour in the evening, together with my husband and son. That was fun, especially when we stopped for falafel on the way back. Haha. But then, in 2012, on one evening walk, I took a fall and broke my kneecap.

And for over a year, I was too scared to go out walking again in case I broke the other one. 

And that's where Sustainability Reporting comes in. 

In 2012-2013, I worked on the first Sustainability Report for GSK Latvia. As part of the community volunteering programs run by GSK in Latvia, there was a piece about helping elderly people in the community learn Nordic Walking.

I'll be honest, and confess that, while working on the report, I didn't really understand the attraction of Nordic Walking. I had never heard of it before. I did a quick web search and found a few video clips of people walking with poles, and it seemed to me rather unremarkable. Walking is walking. So what if you walk with a couple of sticks? How much healthier can that be? Why buy special poles just to walk?  

Now, you can see where I am heading. After breaking my leg, and being rather sensitive in general where knees are concerned (my other knee was operated on when I was 22 and it's never been quite right since), I suddenly remembered the Nordic Walking Poles I had written about in GSK Latvia's report. I bought myself a set, and lo and behold, I have become a Nordic Walker. And guess what. I now understand why Nordic Walking so much more invigorating than simply walking-walking. By moving with poles, you actually give your upper body a workout at the same time as your lower body, while reducing the stress on your spine and knees. I actually feel the benefit in my arms and shoulders, as well as my shins and thighs. I also feel much more stable and much more confident, even at quite a pace. I now really get it. And I have become Nordic Walking's number one fan. I still have to get myself into a routine where I can Nordic Walk every day, as work and family are still all-consuming, but I am starting to form a plan. 

And that, my friends, is why Sustainability Reporting is good for your health!

And here is a photo taken during this morning's Nordic Walk at 8:30am in Herzliya Park.

Oh and by the way, GSK Latvia's 2012 CSR Report is shortlisted in CRRA '14 online reporting awards in the Best First Time Report category.  As it is most definitely a report with a proven health benefit, I think it deserves your vote!

PS: Thanks to the great Veronica Scheubel who posted on Facebook her New Year Resolution to do more Nordic Walking, which inspired me to write this post!

Happy New Nordic Year everyone!



elaine cohen, CSR consultant, winning (CRRA'12) Sustainability Reporter, HR Professional, Ice Cream Addict. Author of Understanding G4: the Concise guide to Next Generation Sustainability Reporting  AND  Sustainability Reporting for SMEs: Competitive Advantage Through Transparency AND CSR for HR: A necessary partnership for advancing responsible business practices . Contact me at www.twitter.com/elainecohen   or via my business website www.b-yond.biz   (Beyond Business Ltd, an inspired CSR consulting and Sustainability Reporting firm)

CSR, healthcare, nonprofit: all in one report

Yesterday saw the launch in Israel of the first Social and Environmental Reponsibility Report (in Hebrew only) of a not-for-profit healthcare organization, the second largest in Israel, Maccabi Health Services.

(Disclosure: my company, Beyond Business, supported the process and writing of this report)

The report conforms with GRI Application level B, and is the first time ever an organization of this kind in Israel has adopted a comprehensive approach to social and environmental responsibility and has reported in a transparent way, publishing probably the most revealing document ever for this organization, or indeed, any other of the healthcare organisations in this country. Maccabi defines four key areas of responsibility: public health, workplace, community and environment and the report includes summaries of stakeholder panels and feedback provided to Maccabi which assisted in determining the report content. This  represents local best practice. The report also defines future targets including a commitment by  Maccabi to report every two years. Regretfully, at this stage, the report has not been published in English but at least the 1.9 million heath-insured members of  Maccabi, the 6,413 employees and the many other local stakeholders will be able to read the report in the local language.  

In a conference to launch the report, the Maccabi CEO explained how taking a comprehensive approach to responsibility brings both internal and external benefits. In fact, the organization won the IPRA (International Public Relations Association) environmental award for its unwanted drug collection campaign , an innovative programme designed to remove an critical element of hazardous waster from our water sources and also drive environmental awareness and responsibility amongst the Israeli public. Over 1600 litres of unwanted drugs on average per month were deposited in special bins for safe disposal provided by Maccabi in the first 2 years  (2009 and 2010) of the campaign, which continues to operate throughout the country. This is a significant amount of hazardous waste which would otherwise been thrown in family garbage bins or flushed down the toilets, with potentially harmful consequences.

Aside from the focus on the report, a fascinating speaker at the conference was Johnathan Patz, professor and director, global environmental health at Wisconsin University. Johnathan ran us through an aspect of climate change which doesn't get addressed all that frequently in talks and writings about the global climate change crisis. Extreme variations in climate and weather bring about a range of adverse health related consequences - a brief summary of some of these  can be found in this section of the Fourth Assessment of the Intergovernmental Panel on Climate Change. Johnathan quoted a study from way back in 1996 when peak traffic was reduced so as to "clean" the air for athletes arriving for the Altlanta Olympics. At the same time, child asthma-related visits to the emergency room reduced by 42% (whereas non-asthma related visits remained the same), proving the significant immediate tangible effects of car emission pollution on health.  Johnathan also talked about the global warming impact on the spread of disease by mosquitos. As mosquitos (as all insects) are cold-blooded, their bodies take on the temperature around them. Higher temperatures advance the development of parasites that the mosquito may be carrying and therefore spead disease more rapidly. Zimbabwe, which is at high altitude and therefore cooler, has very low malaria rates as a result of this. If Zimbabwe were to get warmer, and it will,  then the mosquitos will have a field day there too. He also mentioned "environmental refugees" as another outcome of overall global warming and climate change consequences. Johnathan's solution - amongst other things - move to low-emission trsnaportation - feet, bikes, public transport etc- to reduce one million deaths per year from urban air pollution and nearly 2 million deaths per year from leading an unhealthy lifestyle resulting from, amongst other things, reliance on motor vehicles. Looping back to Maccabi Health Services, it is clear that there are also strong environmental imperatives to promote a healthy lifestyle healthcare providers should also make this connection as part of their sustainability strategy.

Overall, a good day for CSR. The leadership shown by Maccabi is to be admired and emulated. Johnathan Patz is to be commended for clearly articulating how climate change affects our health and what we can do about it.  And we should listen to both.

elaine cohen, CSR consultant, Sustainabilty Reporter, HR Professional, Ice Cream Addict. Author of CSR for HR: A necessary partnership for advancing responsible business practices   Contact me via www.twitter.com/elainecohen  on Twitter or via my business website www.b-yond.biz/en  (BeyondBusiness,  CSR consulting and Sustainability Reporting firm)

Are you a health-risk ? $100 to find out.

I visited Chloregy.org and went straight to the Reports and Awards page. This headline caught my eye: Texas Health Resources Recognized by National Business Group on Health as Leading Employer Promoting Healthy Lifestyles for Employees .63 employers were awarded prizes for encouraging employees to adopt a more healthy lifestyle. Texas pays them to. They have a wellness program, called Be Healthy, which promotes awareness, healthy lifestyle choices, and disease prevention. Each year, employees are invited to complete a health risk assessment and are given a $100 award for doing so. Additional awards are given for getting a physical, lab panel, various health screenings, or for taking a stress assessment. With 18,000 employees, if all opt in, thats an investment of $1.8 million and more, depending on how many choose to do a full physical or feel particularly stressed. (I have to say, i wouldnt mind someone giving me $100 every time i went to the see the family doc).
I wonder what happens once employees take the risk assessment and what ethical questions this poses for the organization. Do employees waiver right to secrecy and disclose the results of their risk assessment to Texas? Is this a a precondition for getting the prize money ? And if so, what consequences could this have on their continued employment? No doubt that by any standards, its better to face up to the risks than ignore them, but do i really want my employer knowing the exact location of all my warts and the BMI effect of lask weeks 4 Chunkey Monkeys?
I also wonder what happens if the assessment shows that there is a real risk ? Does the employer have some obligation to support the employee in his or her plans to address these health risks? And what form does that support take?
And finally, as i am doing so much wondering, I will add the point about effects of the risk assessment on the employee's performance, motivation or future potential in the workplace. And the implications for her/his next salary review.

Now, Texas Health dont produce a Corporate Reponsibility Report and there is nothing on their website about this.(Mantra no 6: Transparency is a Virtue) So i to continue to wonder. (fortunately, being a woman, i am a great multitasker, so i can wonder and do 14 other things at the same time) .

This is an interesting issue, and one which i wonder about as i review responsible employment practices for clients, especially those inthe pharma or healthcare industry. Healthcare is their core business proposition, so one would expect that the employees of such an organization would gain some benefit through the internal application of CR material issues. And this is beyond the responsibility of employers to provide a healthy working environment and even the "enlightened self-interest" of employers through investing in healthy a workforce. I wonder if $1.8 million in annual health risk assessments exceeds the potential costs of employees living unhealthy lifestyles ?

Finally, well done to Texas Health, despite my trademark flippancy, i do applaud the intent to encourage employee wellbeing, and see this as a good example for others. As i am self-employed, i wonder how much i can afford to pay myself to do a health risk assessment. And if i should reveal the results to myself or not.... hmmm... tough question

elaine cohen is the joint CEO of BeyondBusiness, a leading reporting and social-environmental consulting firm based in Israel . Visit our website at: www.b-yond.biz/en