Corporate

17 an executive white paper by CEO Health + Safety Leadership Network Q: How are you managing mental health in remote and hybrid workplaces MHRC – Evolve and involve employees I think leaders are trying different strategies to advance mental wellness in the workplace and that's a positive thing. There is no "one size fits all" and you never "arrive" at the perfect program or supports. It needs continual focus by forward-looking leaders. I want to evolve and adjust as needed, and want to involve our team in that. This was a topic at our in-person staff meeting. We asked employees how we can support each other's mental health. Creating space for open discussion is important. We are exploring some unique ideas for employee retention relating to workplace wellness. An example is a paid sabbatical after five years of service. Workplace flexibility, remote working and opportunities such as a sabbatical can set us apart as an employer of choice. Also, rather than prescribing personal time off beyond vacation, we have grouped all days (illness, mental health, religious holidays, bereavement, etc.) into personal days and all team members have ten personal days. I think we are a leader in that in our sector. I operate with an enormous amount of flexibility, and I didn't used to do that. Every person has different needs and family contexts. Every team is different. Every organization is different. One size doesn't fit all. We continue to evolve and walk the talk. Siemens Canada - Transparency and vulnerability go a long way We have always been focused on wellness. We have had Wellness Wednesdays for the past four years where we post social media messages and physical posters in our offices and factories. We also share one minute wellness videos from the CEO and me with a focus on mindfulness, and physical and mental health. We have regular meetings with our managers and provide them with wellness and mental health information. We encourage them to have open conversations and to show empathy and vulnerability with their teams. We continuously need to make an extra effort to stay in touch with the team members as we are not in the office all the time, "asking people personally how things are going at that moment, encouraging, and inviting employees to speak up about issues, feelings, and ideas. We brought the focus to wellness by promoting mental health initiatives, engaging employees in activities dedicated to self-care and breaking the stigma around the topic through the conversation and personal perspective sharing. Our CEO is very supportive of EHS. He continues to share his vulnerable stories with staff. He is open-minded and makes people feel comfortable.

• Cover
• Introduction
• A Snapshot of the Panelists and Speakers
• Highlights of Panel Discussion
• Building Culture and Creating Mentally Healthy Workplaces from Afar
• Conclusion