HOLISTIC WELLBEING Creating ‘Stronger People’ at ARLA
What makes us stronger We take a broad view when it comes to the wellbeing agenda – we talk about what makes us ‘stronger people.’ This comprises of four elements, #movestronger, #eatstronger, #workstronger and #feelstronger. As part of this movement, our colleagues have got involved in a range of activities including online healthy recipe cook-alongs with our resident foodservice team-chef and inter-site team ‘Arlympic’ competitions, including the Cravendale Challenge. Staff have also enjoyed laughing yoga and learning around how nutrition impacts mental health. We’re incredibly proud to say that our approach to wellbeing and flexible working has been delivered by truly democratising the agenda. We have empowered our leaders and colleagues with a clear framework and given people the licence to bring our wellbeing agenda to life through internal social tools like Yammer.
Pauline Hogg MCIPD, Senior Director UK HR at Arla Foods
As a leading global dairy company, Arla Foods had to move quickly during the pandemic, and as restrictions have lifted to safeguard its people and operations. Pauline Hogg MCIPD, Senior Director UK HR at Arla Foods Head Office, in Leeds, tells us more about creating stronger people at ARLA with a holistic approach to wellbeing. From the start, our priority has been the safety and wellbeing of our people, and this has enabled us to continue feeding the nation during some of the most challenging times of our lifetime. Truth be told, we were already on our journey towards holistic wellbeing for our colleagues long before Coronavirus, but this agenda was accelerated to ensure we keep our people safe, and that they feel valued and engaged. As part of our wellbeing activities, we have kept up engagement and energy for our colleagues working from home with our #campaignforreallunchbreaks, walking meetings and Olympics-style team competitions.
We take a broad view when it comes to the wellbeing agenda
team too, with staff encouraged to bring their true selves to work – albeit virtually. We haven’t always got it right, but we have made staff feel comfortable enough to talk about wellbeing, on the good days and the bad. The future of how we work We are evolving our ways of working as we recognise the engagement of our colleagues is dependent on three things which are intrinsically linked; wellbeing, diversity and inclusion and the future of how we work. Our central functions (non-production/office based/ management functions) have adopted a hybrid model of working. But we are open about entering a phase of ‘test and learn’ as our relationships with our customers are crucial and we need to work in collaboration with them.
Many of our colleagues talk about the ‘Arla family’ and those colleagues can’t wait to get back to seeing their teams more regularly, and the buzz of social interaction. Our culture and values are so much easier to ‘feel’ with a degree of physical presence. But whatever the future looks like, keeping hold of the positives of what we’ve learned during the pandemic will be at the forefront of our actions.
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The importance of wellbeing and agile working has been consistently role modelled by the leadership
REGIONAL INSIGHTS
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Autumn 2021
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