Matthew Beattie Director, Salusora Ltd c/- Instep, PO Box 801, Wellington 6001 matthew.beattie@healthwellbeingstandard.com (P20, Thursday 27, Ilott Theatre, 10.30)

1. Conference – 27 th October 2011 Matthew Beattie and Stuart Burgess, Directors delivered in New Zealand by www.healthwellbeingstandard.com It’s about outcomes, not process M

2. www.healthwellbeingstandard.com Health & Wellbeing Employers Trusted Advisors S

3. The essential philosophy of Investors in People Unfocused effort Clearer direction Better Results Get everyone pulling together to produce better results faster www.healthwellbeingstandard.com S

5. Five-Minute Self-Assessment of the Health & Wellbeing Strategy in your organisation or what you know about one of your clients www.healthwellbeingstandard.com S

7. Investors in People has two frameworks or standards of measurement. They are sympathetic and overlap by 30%. Measures the quality of an organisation’s performance through its employees – looks at the whole HR strategy www.healthwellbeingstandard.com M

9. The key determinant of people’s wellbeing is how well they are managed & supported - thus we focus on the role of line managers and teams within an overall strategy Health & wellbeing is much more than providing a well-stocked fruit bowl and gym memberships www.healthwellbeingstandard.com M

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14. www.healthwellbeingstandard.com M 07 INVOLVEMENT AND EMPOWERMENT People are encouraged to take ownership and responsibility by being involved in decision-making and are given relevant information about health and wellbeing. Evidence Requirements Top managers Managers (includes top managers) People (includes top managers and managers) 1. Managers describe how they promote ownership and responsibility by involving people in decision-making 2. People describe how they are involved in decision-making 3. They describe how they are encouraged to take ownership and responsibility for decisions they make 4. They describe how they are given information and support about health and wellbeing activities DO: Take action to improve performance

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16. www.healthwellbeingstandard.com M 10 CONTINUOUS IMPROVEMENT Improvements are continually made to the way health and wellbeing is managed and developed. Evidence Requirements Top managers Managers (includes top managers) People (includes top managers and managers) 1. Top managers show they are continually reviewing and improving (the organisation’s) health and wellbeing activities 2. Top managers explain how they use feedback in this review 3. Managers show they are continually reviewing and improving their team’s health and wellbeing activities 4. Managers explain how they use their people’s feedback in this review 5. People describe how they are involved in reviewing and improving health and wellbeing activities 6. People confirm good practice and experiences are shared and successes recognised REVIEW: Evaluate and improve performance

22. and the benefits... www.healthwellbeingstandard.com S

24. www.healthwellbeingstandard.com Username: hwa799 Password: ohsig Valid for 30 days from now M

25. www.healthwellbeingstandard.com Matthew Beattie Salusora Limited Wellington 04-382 8071 027 248 8224 [email_address] Stuart Burgess Salusora Limited Auckland 09-360 4025 027 458 8930 stuart.burgess @healthwellbeingstandard.com M