Presentation for

Business Doctors Symposiums 2014 Austria

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About our Political Party

The emergence of a Popular Nationalism Political Movement is taking place in Canada through

the National Coalition Party of Canada (NCPC). There are two main perspectives on the origins

and basis of nationalism. One is the primordial perspective that describes nationalism as a

reflection of the ancient belief perceived by evolutionary tendency of humans and citizens to

organize into distinct groupings. The other is the modernist perspective that describes nationalism

as a recent political phenomenon that requires the structural conditions of modern society and

sustainable government reform through the democratic political process.

In terms of historical political development; inconsistency between institutional governmental

system, the people civil societies has resulted in a situation of anomie that nationalists and

nationalism seek to resolve, correct, change, and reform for the purpose of the well-being and

greater good of the people within the nation in which they live and abide. Our Party is the only

Party in Canada which main platform is established on the principles of individual freedom, social

responsibility, equality, social justice, economic opportunity for everyone, humane principles;

people-caring through civil rights and human rights. The party is strongly and amazingly

continues to gain a significant amount of national and international support as it continues to

achieve its political mission.

The Party’s ideology combines freedom with responsibility and democracy. Our basic and

fundamental values are centered on education, fiscal balance, healthcare reform, employment,

tolerance, youth leadership, fairness, gender equality, indigenous inclusiveness; rewarding and

caring, private business, civil and corporate society. The party also values multiculturalism and

diversity. Our political mission has been shaped by ideas of social reform and social justice which

have all contributed to the current ideology. The party's Women's agenda also works to strongly

bring women together and focuses on improving gender equality in Canada and around the world.

It believes that women and men must have the same opportunities and rights to come to life, grow

up, receive education, and participate freely in public and global affairs.

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NCPC Healthcare Reform Leadership Team

Our Health Care Reform Platform: Putting Patients First through Integrative Medicine

Health care spending in Canada reached $160 billion, or 10.6% of GDP, in 2007 and $171.9

billion in 2008, or $5,170 per person. We support common-sense public health care reforms that

will lower costs, ensure quality health care; an all inclusive Health Care based on Prevention and

Integrative Medicine and less dependency on crisis medicine, medications and surgery. This will

reduce our health care costs and make us the leading nation in preventive medicine.

Dr. George Grant

The Caring Doctor, M.Sc., Ph.D., I.M.D., D.H.S., C.Chem. R.M.

NCPC Federal Health Minister Candidate

H.E. Sir. Dr. Raphael Louis, Leader

Keynote Speaker, Author & Writer

Prime Minister of Canada Candidate for 2015 - 2020

H.E. DAME, DR. SHEILA MCKENZIE

RDH, PHD (IMD), DHS

President of the World Organization of Natural Medicine (WONM)

Clinics for Humanity

NCPC Foreign Affairs, Diplomatic Relations and Human Rights

The NCPC is involved in shaping the rules and norms of the new international system. A

globalized world requires global governance, and strengthening international organizations is

imperative, in particular with regard to the United Nations (UN), IMF and WTO. Flexible

institutions such as the G20 will grow in importance, highlighting the increased weight of

emerging economies in Asia, Caribbean, the Arab Nations, the Americas and Africa.

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Health and Wellness Experts, Affiliates and Mastermind Group

Meet the Wellness Expert

At The International Academy of Wellness, we understand and respect the fact that our

bodies have an incredibly powerful ability to heal themselves as long as we focus on

proper nutrition and a preventative lifestyle.

Please visit the wellness IQ then read the blogs and come and see us to help you with

your current health challenges including all medications, supplements or medical

condition to find a natural solution.

Dr. George Grant, who is known as The Caring Doctor, is considered the Canadian

authority in integrative medicine and a global wellness ambassador. Dr. George Grant is

a world-renowned researcher and expert in biofeedback, stress, anti aging and natural

pain management.

Supplementary Link and Resources at:

http://www.academyofwellness.com/wellness-programs-seminars/health-and-wellness-

experts-affiliates-and-mastermind-group

The International Academy of Wellness

Dr. George Grant is the founder & CEO of the Academy of Wellness

Dr. Grant enjoys a stellar academic and a fascinating career in research. He is a scientist,

professor, chemist, toxicologist, nutritionist, biofeedback, stress management and a pain

specialist. Dr Grant worked as a Senior Consultant for Health Canada, FDA and CDC as

well as in private practice.

Dr. George Grant has helped 10 Fortune 500 companies, 10 non profit organizations and

10 Olympic athletes along with 5000 clients worldwide. He has over 100 published

articles, conference presentations, book reviews and 10 bestselling books.

YouTube Video: https://www.youtube.com/watch?v=j87WqSlRPw4&feature=youtu.be

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Lecture and Presentation Excerpts

By

H.E. Sir. Dr. Raphael Louis, Leader

Prime Minister of Canada for 2015 – 2020

YouTube Video: http://youtu.be/8_NiQr1lgIg

"Health and Wellbeing of Employees in the Modern Workplace"

Staff well-being at work - principles, ideas, methods and theory for stress reduction and improving wellbeing in the workplace, for employers and employees; inclusively the economic and social consequences.

As we emerge tentatively from recession, the world’s labor productivity still lags some way behind many other leading European Countries such as France, Germany, the Nordic countries and others by up to 20 per cent. The conventional economic prescription for this problem comprises a range of measures which include investment in technology and innovation, labor market deregulation, and up-skilling the workforce. While each of these to a greater or lesser extent have a part to play, none of them takes account of a fundamental problem which represents an increasingly serious barrier to growing prosperity that much of the world workforce is not healthy enough to drive the improvements in productivity which the world needs. Indeed, a significant percentage of people of working age claiming Employment and Support Allowance; the world is already facing the economic and social consequences of a ‘wellness’ crisis. Until now many of the measures taken by employers to improve workplace health have been categorized as ‘perks’ or employee benefits for those workers who often, in clinical terms, may need them least. But now employee health is becoming a hard, economic ‘factor of production’ and the government, and a growing number of businesses and even some economists are arguing that it is time to take workplace health and wellbeing as seriously as we take research and development, investment in technology and customer relationship management. Many of the health problems of the world workforce can be attributable to worsening public health with poor diets, growing obesity, smoking and more sedentary lifestyles all playing their part. Some can also be explained by growing levels of workplace ‘stress’, personal debt and family breakdown and their links to depressive illness. Of course, part of the solution here rests with government. It must take the lead in the public health arena, encouraging and educating citizens to make healthier choices in their lives. For individuals, it means taking more proactive personal responsibility for their lifestyle choices, health and wellbeing. However, employers and employees also have a critical role to play too. For organizations this means going beyond the bare bones of

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the legal ‘duty of care’ for which they are already accountable under health and safety legislations and regulations. It also should be acknowledged that a growing number of employers are adopting measures aimed at promoting health and wellbeing among their employees. These, often larger organizations have recognized that the workplace can be used to promote or reinforce healthier working practices and lifestyle choices. They also know that they can influence several aspects of their employee’s physical and psychological, mental and spiritual wellbeing in ways which can improve their productivity, commitment and attendance. This includes providing good quality jobs which allow employees more control, autonomy and involvement in the way their work is done. However, these enlightened employers are still in the minority. Many others see employee health and wellbeing as a private concern and responsibility of workers, or narrowly confined to the need to comply with health and safety legislation. This amounts to a ‘do no harm mentality which is common among many organizations today.

Staff well-being is an increasingly relevant and necessary consideration in the modern workplace. Well-being at its simplest level is perhaps ultimately about personal happiness, feeling good and living safely and healthily. This means not allowing work to undermine our basic purposes and needs in our lives and by extension those of our families and loved ones.

In this respect well-being is a hugely significant aspect of our work and careers.

Many aspects of work do not necessarily have a great impact on our core life needs. This cannot be said for well-being and stress, whose implications run very deeply indeed - mind, body and spirit.

Wellbeing - basic work/life context

Well-being and stress management issues are within the overall duty of care that an employer owes to its employees, yet the consideration extends far beyond the employer's duty of care. The subject of well-being has broad implications for quality of life, how we choose to live, from a philosophical and fulfillment viewpoint and in some cases potentially how long we live and whether we enjoy health and happiness, or suffer anxiety and illness, or worse. Everyone in work has a duty to safeguard and nurture personal wellbeing at work, especially where there is no one to help you do it. From an organizational management angle, wellbeing is a major factor in quality, performance, productivity and therefore business effectiveness and profit. Where a person’s wellbeing is reduced; so typically does his or her performance, productivity and effectiveness.

Across a team or entire organization, if staff wellbeing is undermined, many key organizational performance factors can be negatively impacted, for example:

reduced productivity

increased mistakes and errors

conflict (with colleagues and up-line/down-line management/subordinates)

grievance and disciplinary incidents

sickness and absenteeism

low morale and negative atmosphere

poor customer services and quality

resignations and job terminations (causing increased staff turnover)

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poor employer reputation among staff, customers, and potential new recruits

Aside from all this, wellbeing at work is very closely linked to wellbeing and health in life generally. Where wellbeing is eroded, people can get sick, mentally and physically.

At work particularly, pressures involving deadlines, responsibilities, task complexity, challenge, relationships, supervision, etc., can all seriously reduce our wellbeing, especially if we fail to recognize and deal with the risks.

Where workplace culture encourages a lot of competition and challenge among managers and staff, there can be a tolerance and acceptance of stress. Sometimes there is even a sense of bravado and pride in handling stress, where pressure is regarded to be motivational and thrilling. There is a fine line however between healthy motivation and unhealthy stress.

Understanding the risks to workers in relation to stress and wellbeing is an increasingly important responsibility for the modern employer.

Wellbeing - related terminology and concepts

Well-being is strongly connected with work-related stress, and also with associated terms such as stress management, stress reduction, stress avoidance, etc.

Workplace wellbeing has many variations, extensions, and related concepts, terminology, for example:

emotional well-being

psychological well-being

staff and employee well-being

wellness

Extending more specifically to:

natural health

alternative health

holistic health

Which in turn connect to many and various methods, treatments and therapies used in safeguarding well-being, and the prevention/ and education of stress, for example:

yoga

reflexology

acupuncture

reiki

EFT (Emotional Freedom Techniques)

meditation

hypnotherapy

joy and laughter

fresh air and physical exercise

fun and games

diet and hydration (drinking enough water)

careful use of alcohol and drugs

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Wellbeing is also strongly influenced by factors concerned with attitude and self-image, as we might consider via classical behavioral and motivational models.

History and development of wellbeing and stress reduction in the workplace

This historical perspective broadly reflects the changing views and approaches to stress and wellbeing in much wider regions around the globe. Much of Europe is subject to similar laws, interpretations, trends that apply to workplace standards and attitudes. Other parts of the world, notably the USA, along with developed and developing economies everywhere, share similar experiences in these issues.

National cultures vary of course, but in general wherever people work, personal wellbeing can be affected by workplace stress. The subject of wellbeing generally, and the specific guidance which follows here, are matters of genuine global significance.

Background

In the workplace, stress can be caused by very many factors which are not physically threatening, but which initiate the same physiological response. Unlike ancient man, it is normally inappropriate for people today to have to choose between fighting or running away, for example, when the computer crashes, or having to sit next to a co-worker who whistles all day, or facing a difficult meeting with the boss.

During recent years there has been an upsurge of interest in reducing stress and its impact on performance, in part due to difficult economic conditions requiring more innovative and effective ways to cut costs.

Let us look at Stress in the 1980s

Interest in the stress response began to grow during the 1980s. Emphasis was more on workers managing their own stress, rather than broader management of stress in the workplace. This coincided with expansion of gyms and fitness regimes. The 1980s was a time of privatization, mergers and increased competitiveness in international markets. Towards the end of the 80s there was greater interest in managing stress at work with the words 'stress' and 'burnout' becoming more familiar in the corporate environment. At this time workshops started to be offered to employees and there was recognition that certain occupations could be more stressful than others.

Let us look at Stress in the 1990s

In the early 1990s the prolonged recession prompted organizations to downsize and flatten their structures resulting in job losses. This left fewer people to do more work. At this time there were increased technological developments which generated increased information and a faster pace of work. There was an increase in the number of cases of stress. Companies began to take interest due to the costs of stress, notably absenteeism, staff turnover and litigation, and began to develop policies on stress management. This period also saw the growth of Employee Assistance Programs (EAPs). EAPs originally included counseling and were progressively extended to include additional support, ranging from financial and legal advice to health packages.

The (UK) Health and Safety Executive (HSE)

In 1997 the 'New Labor' government was in place, and was interested in stress due to its impact on health, and specifically the cost to health services and industry.

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After a period of research, piloting and testing, in 2004 the Management Standards were launched specifically to address issues of poor health, lowered productivity and increased sickness absence. The standards offered guidelines on stress for employers, and highlighted six aspects of work which if managed poorly could create stress in the workplace. The standards were introduced to encourage good practice and raise awareness of how organizational/working methods and activities influence stress.

Demands - such as workload and work environment.

Control - a person's individual influence over how their job is carried out.

Support - from the organization; management and colleagues.

Relationships - to reduce conflict and deal with unacceptable behavior.

Role - understanding of what the job entails; what is expected and needed.

Change - how change is managed within the organization.

In more recent years there have been significant developments in stress management in the working environment. There has also been a significant change of emphasis in terminology, which reflects a shift in ideas and approach.

The wider concept and terminology of promoting wellbeing became a common way to view the subject, alongside which 'stress reduction' can now be seen to have a more limited meaning.

There is growing evidence that traditional methods of managing stress in organizations and work were not sufficiently effective. Costs to industry and employers and therefore to national economies in terms of mental ill-health at work (notably in absenteeism, staff turnover, and rehabilitation of staff off work long term) have continued to rise.

There is now greater awareness of the role of managers in determining wellbeing at work and increasing amount of research, particularly in the area of 'positive psychology', which indicates that factors such as the quality of the working environment and employee engagement are crucial to improving the personal wellbeing of workers.

With continuing pressure for organizations to decrease costs whilst promoting performance, this is an area likely to be of interest to politicians and business owners alike for some time to come.

Causes of stress

This is a brief reminder of the typical causes of stress which can be varied and also include:

High workloads

Coping with change

Interpersonal conflict

Bullying

Ineffective management

Lack of resources

Unsociable or inflexible working hours

Lack of respect (for the individual worker)

Unclear job specification

Little or no involvement in decisions

Few opportunities for training or personal development

Threat of redundancy

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The UK Labor Force Survey showed that in 2008/2009 an estimated 415,000 individuals in Britain who worked in the previous year believed they were experiencing work-related stress at a level that was making them ill.

The 2009 Psychological Working Conditions (PWC) survey indicated that around 16.7% of all working individuals thought that their job was very or extremely stressful. For any organization, the key issues relating to stress are:

Stress prevention - Prevention is better than cure and tends to be more cost effective.

Identification of stress - The earlier the better.

Stress management - This involves having a stress reduction and wellbeing policy.

Promotion of wellbeing - Encouraging a supportive work environment, healthy lifestyle choices and personal development opportunities.

Effectively targeting these key issues requires that all levels staff, and all organizational aspects, are involved. Measures must be embedded within the organizational culture and be adopted as a responsibility by all ranks of management, up to the topmost leadership.

Employee Assistance Programs (EAPs)

Employee Assistance Programs (EAPs) specifically apply in the UK. There are local national equivalents in many other countries, which can form a relevant and necessary part of a wellbeing strategy/policy.

In the UK, EAPs started to become more popular during the 1980s and originally consisted of confidential counseling. EAP's have since developed to include financial and legal services, and now extend to support for family members.

Many firms specialize in providing EAPs. Such providers tend to be used by larger organizations and corporations. EAPs can be an efficient way of supporting staff in all aspects of their work and life. The inclusion of family members within schemes naturally ad additional benefit.

Mind/body therapies and stress reduction/prevention activities

Happily organizations today are far more open to the benefits of introducing positive mind and body activities and holistic therapies into the workplace, both to prevent stress, and to reduce it when it arises and the economic consequences associated with them.

Bringing helpful mind and body activities and therapeutic experiences into work, can dramatically improve people's mood and feelings about themselves, about each other, and also about their work performances and the perceived quality of the employer.

Nearly all employers, given their economies of scale and organizational purchasing power, have an excellent opportunity to provide all sorts of helpful therapies and activities to workers which for many people are simply not affordable on an individual basis.

Wellbeing policy commitment

Committing to formulate a strategy and policy for wellbeing is vital for successfully introducing and maintaining effective wellbeing protections in any organization.

The commitment must come from the top otherwise it will not work.

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Assessing the economic value of developing an healthy work environment Workforces today are threatened by ageing and non-communicable diseases (NCDs) including cancer, cardiovascular and chronic pulmonary disease, diabetes and mental ill-health. In parallel, demand for human capital is rising as economies grow and mature, and significant talent gaps of up to 45 million employees in Western Europe alone are forecast for 2030. These two trends form a vicious circle of dwindling workforce capacity and productivity.

Non-communicable diseases NCDs are forecast to cost US$ 47 trillion over the next 20 years. Against this backdrop, preserving the health and productivity of the workforce is of paramount importance. In 2010, being absent from the job (such as the case of absenteeism) or underperforming while working (presenteeism) caused productivity losses worth US$ 8.5 trillion due to mental ill-health and US$ 8.3 trillion due to cardiovascular disease. These numbers are expected to double by 2030.

In September 2011, the United Nations’ Political Declaration on the Prevention and Control of Non-communicable diseases NCDs called on the private sector to lead the movement whereby workplace wellness initiatives can be part of the solution to the health challenges that the world faces in present days. Reaching over 50% of the world population, employers can improve productivity and contribute to the economy while attracting and retaining talent, and promoting health and well-being for all.

To continue to meet the increasing challenges of this global context, the employers need to evolve to better serve their members and their employees. For this reason, they must transitioned to Health and Productivity Management, thereby continuing to develop as a powerful contributor to workplace wellness, helping to harness the power of metrics, establishing a global standard for comparison across companies, and encouraging investment in workplace wellness as a means of improving return on investment and the overall growth and success of a company and its employees.

How do organizations Enhance Corporate Performance

Chronic illnesses play a heavy toll on businesses, budgets and economies. They account for the share of healthcare costs in developed markets and, increasingly, emerging markets. They have an even greater impact on productivity, through increased absenteeism and presenteeism. Globally, the toll from chronic disease due to four risk factors is estimated at US$ 2 trillion in lost productivity each year. Maintaining and promoting physical, psychological, mental health and wellbeing for all; is a pre-condition of a more prosperous and cohesive society. Marked inequalities in health remind us how far we are from achieving the goal of health and wellbeing for all. Lower levels of wellbeing and ill health hold back employment and productivity, and make public services more difficult and even more costly to provide. Social science has demonstrated that individuals in less advantaged positions are more likely to suffer poor health. Research has also shown that childhood circumstances as well as material and environmental disadvantage over an individual's life course can have long-term implications for health. The relationship between social, economic and environmental drivers of health has been shown to operate not only within national boundaries but also, increasingly, between countries, as integration of the global economy develops. The economic impacts of poor mental health in the health care workforce Many people in the health workforce are at risk of experiencing poor mental health. Doctors, for example, are at higher risk of having mental health problems than the general population, and in

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particular problems with depression, alcohol and drug abuse. Suicide rates are also increased, particularly in female doctors. There are thus multiple consequences for the health care system of poor mental health including Workplace Wellness. Not only is there a need to provide support to alleviate problems; at the same time there may be consequences for the available health workforce if health cares professional have to take time off work or are less productive when at work. A recent review of the health and well-being of health care employees in England reported that if absence levels might be reduced to those seen in the private sector, then more than 15,000 additional staff would be available every day to treat patients. This it was estimated would amount to an annual cost saving to the English National Health Service of £500 million per annum.

Today we encourage businesses, governments and civil society to commit together to improving the state of the world. Strategic and Industry Partners are instrumental in helping stakeholders meet key challenges such as building sustained economic growth, promoting health for all, improving social welfare and fostering environmental sustainability.

Thank You

References

Ashour, A. (1982). A framework of a cognitive-behaviour theory of leader influence and effectiveness.

Organsiational Behaviour and Human Performance, 30, 407-430

Seltzer, J.Numerof, R. (1988). Supervisory leadership and subordinate burnout. Academy of Management

Journal, 31, 439-446.

Historical information, statistics, stress definition, HSE references - www.hse.gov.uk/stress