promote commitments such as SDG 8, which
aims for sustained, inclusive, and sustainable
economic
growth,
full
and
productive
employment, and decent work for all. In
particular, Target 8.8 focuses on labour rights
and safe working environments. Additionally,
while SDG 3 does not explicitly reference
occupational health, it does advocate for overall
health and well-being, including the mental
well-being of employees. In this way, companies
can significantly contribute to a healthier and
more equitable work environment.
Promoting
the
emotional
well-being
of
employees should be an ethical commitment
from
employers
that
goes
beyond
legal
compliance. It has been empirically proven
that values influence both personal and
organisational effectiveness, and that alignment
between organisational and personal values is
one of the keys to success and well-being within
an organisation.
To ensure the prevention of mental health risks,
CIRCLE Corporation’s expert and collaborator
Camila
Lizama
Delucchi,
a
psychologist
specialising in Human Development, always
recommends
implementing
an
Emotional
Well-being Plan8 once top management is
committed and willing to improve, along
with allocating a budget for this purpose.
The plan can be divided into stages and
milestones if needed, which is much more
effective than carrying out isolated actions.
The unique characteristics and challenges of
the company should be considered, and if it
is a funeral group, the specific peculiarities of
each geographic area should be integrated. It
is essential to create a structured and systemic
implementation process, aligned with the
company’s ethics and values, reviewed annually
with key indicators, and to foresee a system
of continuous improvement, as it requires
consistency and time to achieve optimal
results. It is recommended to establish a
formal employee-employer committee, where
employees or their representatives, if any,
should be able to participate.
The implementation of an Emotional Well-being
Policy through a Plan (or Programme) needs to
be consistent with the company’s mission and
purpose, maintain confidentiality, and consider
the well-being of all parties involved (both
the individual needs of employees and the
strategic objectives of the company).
Among the key aspects, it is possible to identify
some that are transversal, such as bidirectional
internal communication, and the transparency
and integrity of the policy, to ensure clarity
and effectiveness in all messages and impacts
that are intended to be conveyed.
The following aspects correspond to the specific
phases CIRCLE Corporation suggest in an
Emotional Well-being Plan:
• Initial Diagnosis and Assessment of the
state of the personnel and the organisation
in the areas of Mental Health and Well-being.
This may include evaluating the organisational
climate, levels of job satisfaction, stress, well-
being, and the suitability of employees’ job
profiles to their roles, among other factors.
• Define the specific Objectives and Goals
that will form the Emotional Well-being Policy.
• Design the Emotional Well-being Policy,
with its development plan, actions, and short,
medium, and long-term objectives. This
includes initiatives such as specific training,
courses for development, and programmes
promoting healthy topics, all aimed at creating
instances that promote prevention and the
management of coping strategies for greater
well-being.
• Once
the
policy
and
its
plan
are
implemented, Monitoring Mechanisms are
required to ensure its proper application,
as well as Continuous Evaluation of the
indicators defined at the outset, such as
levels of burnout, post-traumatic stress, and
job satisfaction. It is essential to review and
adapt the Plan as necessary, introducing
new practices and technologies that help
reduce the emotional impact of the work and
integrate it into the daily management of the
funeral company.
Benefits
A
comprehensive
Emotional
Well-being
Programme
can
promote
and
provide
considerable benefits. Among the most notable:
• Increased trust, credibility, and company
reputation: A visible commitment to the
well-being of human capital enhances the
perception of the company both internally
and externally. This leads to increased
focus and performance at work, a reduction
in
absenteeism,
and
consequently,
an
improvement in productivity. Additionally, it
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No. 107 – AUTUMN 2024 | THANOS MAGAZINE
SUSTAINABILITY