Stress is a hazard to businesses

Stress in Business.

Stress in Business
Origami fortune teller on vacation at the beach concept for work life balance choices

With our experience of delivering workplace wellness programs, we have discovered that stress has become one of the top workplace hazards.

On a day-to-day basis, stress in business  and  the workplace seriously impeded organisational functioning, especially when there is understaffing, tight schedules, malfunctioning equipment, or impatient or demanding clients etc.

Stress may occur when:

o Employees feel they have little support from supervisors and colleagues

o Employees feel they have little control over work processes, and that work demands are unmanageable

o Employees feel there is little job security

o Employees feel there is little opportunity for advancement or professional development

The majority of our success comes when we are able to reduce the stress of employees, finally helping them to balance their work and their life. Our unique coaching program gives employees tools to prevent and manage any work-life related stress they may have – amongst other health issues.

The Opportunity Cost of Not Doing Something…

”Do you want to be the business owner that offers a helping hand to those individuals with conditions such as stress, cardiovascular disease, obesity and musculoskeletal disorders in order to help them perform better at work?#

Click here to find out how you can work with us, alternatively why not book a strategy call to discuss how we can work together.


Healthcare Technology v ill-Health

In a world where there is such sophisticated healthcare technology, why is there still so much ill health?

Is it because we live in a society where most people ‘ask for a pill’ for almost any illness?

Some horrific data:

Did you know that 2/3 of adults are overweight/obese and

1/3 of all children are expected to get diabetes in their lifetime – how sad is this.

Similarly, 8 million a year are dying of cancer and

14 million a year dying of Coronary Heart Disease – such drastic figures aren’t they?

The bad news is that 80% of the above is fuelled by what people eat. However, the flip side of this is that something can be done about it – there is hope for those that can be re-educated back to optimum health.

How can we educate people to be more patient, to those that expect an immediate solution for everything?

Changing such behaviours is possible, as positive lifestyle behaviour change is very achievable – even though such changes should be maintained over a set period of time to have the desired effect.

Financial wellness

We are selecting Health CEOs to work with, as we want to help instil ‘a drive for life’ attitude within the workplace – helping businesses thrive financially and healthily.

Email for more information


Providing more of a holistic approach to workplace wellness

Individuals, families, and organisations face a wide range of problems both at home and within the workplace, but the key is to understanding and implementing more of a Holistic approach. Such wellness programmes are able to recognise the broad range of emotional, physical, familial, and organisational issues that impact on performance (Sandys, 2015). If a business owner requires sustainable success, they must help to create this strong culture of health both in the workplace and at home, to include not only management and employees – but also their immediate families.

Investment in health and wellbeing using such initiatives benefits the organisation as a whole, by giving employees an improved sense of value as a member of the organisation. Try to incorporate various programmes into the concept of health, by using Spiritual, Emotional, Psychological and Physical coaching programmes that are able to deliver such a rich array of potential human benefits – these will have great potential to enhance the performance, productivity and wellbeing of your organisation. Coaching not only decreases psychological strain among managers, but also improved personal development among staff (Weinberg, 2008, as cited by Harder et al 2014).

To compliment your Holistic coaching programme, you should also offer additional coaching interventions to further address behaviour and cultural change throughout the whole of your organisation.

Work-Life Coaching Programme (community and family support)

Business owners soon realise that once they implement our wellness programmes, they get better results when they recognise that spouses, dependants – as well as retirees are important populations that need to be reached. This helps to create a strong culture of health, both in the workplace and at home- including the employee and the immediate family. We supply companies with a wellbeing coordinator, dedicated to showing we collectively care about employee health and wellbeing by supporting everyone throughout the preferred initiatives.

Executive Wellness Coaching

Investment in overall mental health not only benefits employees and the organisation by improving retention, but also increases interest in personal development, mastery of work-specific skills, and an improved sense of value as a member of the organisation (Tu, 2010, as cited by virgin pulse, 2014).

We challenge both employees and managers to utilise a range of skills and valued abilities, with the knowledge that any improvement via workplace wellness coaching accompanies greater opportunities for skill use. Unless there is leadership and management support for improving the culture and mental health of the workplace, implementing one or several actions is unlikely to be effective. This is why we get CEOs to focus on the organisation as a whole, and we make sure our interventions are congruent with both employee values and employer business values – by taking into account job design and skill development.

LAMBERT offers a leadership programme that focuses on helping managers to create a portfolio of ‘wellness support’ products. We also:

  • Coach managers to become role models themselves, by maintaining a healthy lifestyle
  • Coach managers on how to give more control to the workforce and
  • Coach managers on how to balance effort and reward

We advise that everyone in the organisation becomes responsible for their own self-care, and as such we select individuals to become wellness representatives, but coaching is offered at all levels, from leadership to the individual employee – in order to create a culture of health throughout the whole organisation. Executive commitment to long-term support of the programme is key, and we support leadership during policy development in order to increase job satisfaction and quality of work of the whole workforce. Below is a table that shows the value of task specialisation:

A wellness programme focused on task specialisation

Value on Investment / Value of Expectations (VOI / VOE)

Products, services and staff dedicated exclusively to narrower focused tasks such as: coaching and employing a certified workplace wellbeing representative (Sandys, 2015).

A great addition to the H&S dept or a separate department, leading to greater control over employee health, job satisfaction, autonomy, and employee job retention etc.

Programmes that target sustainable behaviour change help employees modify habits that negatively impact their health long-term (Colling, 2013), and LAMBERTs programmes assist in doing just that, by offering a 6-month programme in order to help reduce work-life stressors.

We construct a platform to build from, which relates to reducing risk factors, achieving short-term goals, and improving basic biometrics etc. The programme helps businesses with the following:

  1. How to identify, prevent and manage ill health through self-care in order to promote independence
  2. Training opportunities for workplace leaders and potential workplace wellness coaches
  3. Cost effective and beneficial (individual and group) coaching
  4. Creation of monthly newsletters, annual calendars and brochures of various topics

According to Schaefer (2015), a 6-month worksite wellness programme can convert 57 percent or more of those at high risk to low risk, depending on the delivery of the programme. Working on the principle that the individual must decide for him/herself, as directed by DHSS, (1976) and cited by Loxley, (1997) related to individual ill health prevention – we always advise initiating a needs analysis in order to assess the start point for each programme launch.

If you are interested to find out more, contact us here on LinkedIn, or on any of our other LAMBERT Wellbeing platforms – or quite simply email: info@lambertwellbeing.comto ask us any questions you may have or to arrange a strategy call.

We look forward to working with you and helping you with your workplace wellness programme.


Colling, J., (2013). Position wellness solutions within employee benefit strategies. Strategic HR Review, pp337-339.

DHSS (1976) as cited by Loxley, A., (1997). Collaboration in Health and Welfare: Working with Difference. Pp15

Harder, H., Wagner, S., and Rash, J., (2014). Mental illness in the workplace. Psychological disability management. pp156, 284.

Sandys, J., (2015). The Evolution of Employee Assistance Programs in the United States. Easna Research Notes Volume 5, Number 1, July 2015. pp2,3,7,9,11.

Schaefer, J., (2015). Greater employee productivity could far outpace health care savings. [accessed on 5th June 2019].

Virgin Pulse (2014). The Business of Healthy Employees: A Survey of Workplace Health Priorities. pp2. [accessed on 13th June 2019].

#workplacewellness #holisticapproach #corporatewellbeing #corporatewellness#emotionalwellbeing #workplacewellbeing #healthandwellbeing #healthyworkplace#engagement #lambertwellbeing

Do you know how to help take care of your Staff?

Using Wellness as a Strategy

In order for your company to develop a high-performance workplace you must always prepare for future long-term conditions and disability, and help to contain the current epidemic of lifestyle related diseases.

Most workplace wellbeing theoretical approaches are associated with small effects; however, large effects are found for some measures of interventions using motivation enhancement (Hutchinson, et al, 2011). According to Quintiliani, et al (2007), there are several guidelines from behavioural science that can guide programme activities, such as:

  • Goal-setting and
  • The motivational stages of change

Due to these and other research findings you should endeavour to deliver health and wellbeing motivational coaching, and work/life balance initiatives. We encourage organisation’s to take proactive steps to mitigate psychosocial risks for their employees, and help them realise the economic and societal costs of stress and other mental disorders on organisational performance, therefore encouraging employer interventions.

You should aim to address this area through a comprehensive approach to assessment, prevention, and appropriate intervention, and look at the cost to your organisation from an engagement, productivity and leave point of view.

As recent research from Limpman, (2013), as cited by virgin pulse (2014) suggests, a highly engaged workforce drives profitability, productivity and customer ratings, while reducing shrinkage, turnover and absenteeism. Beyond Blue and PricewaterhouseCoopers (2014), studied the benefits of creating a mentally healthy workplace, and report the following benefits:

Indirect costs of implementing an effective action to create a mentally healthy workplace

  •  ↓ Absenteeism and workers compensation claims (reduced by 33%)
  •  ↓ Presenteeism and ↑ productivity (50% improvements)

Per employee affected by mental health, per year

  •  13 fewer days absent and
  • 17 working days (127.5 hours) more time being productive

Average ROI across all organisations, and actions 

For every £1 spent on successfully implementing an appropriate action, the organisation will gain the following benefits:

  • An average ROI of £2.30 (2.3%)

Implementing multiple targeted actions 

For every £1 spent on addressing the critical success factors for change, the organisation will gain the following benefits:

Small essential service providers implementing multiple targeted actions

  • Average ROI of £14.50 (14.5%)

All figures may vary, depending on the industry and size of an organisation, but the above data strongly suggests that wellbeing programmes that implement multiple targeted actions have more success for overall change, and return on investment for organisations.

The next section will focus on other variables that are not always considered, and irrespective of cost control show that there are many other benefits of workplace health promotion programmes that cannot be quantified.

Focusing on Value On Investment (VOI), and Value of Expectation (VOE)

On a global level, employers now understand the need to offer wellbeing programmes with their employees in mind, but you should not try to deploy wellbeing programmes as a cost control tactic for fear of missing the much greater potential benefit of improving organisational performance.

Businesses need to approach health promotion differently, and as such we try to educate employers on how to be truly dedicated to creating a healthy, high-performing workforce rather than just being bent on cost control. With ROI there are too many variables that we should consider instead.

As suggested by the Institute for Health and Productivity Studies, (2015) many benefits of workplace health promotion programmes cannot be quantified, and therefore may not show up in ROI estimates. Galbreath, 2011, cited by Harder et al, (2014), agree, and claim organisations that take a cost-analysis approach to worksite health promotion are at risk of entering an inescapable cycle of ill health within the workplace.

Absenteeism, Presenteeism, and Turnover costs

Indirect costs to workplaces

  • High rates of Absenteeism
  • High rates of Presenteeism
  • High turnover costs

Associated losses to a company

  • Up to two-thirds greater than direct medical expenditures

LAMBERTs Work-Life Coaching Programmes – educate employers on how to be truly dedicated to creating a healthy, high-performing workforce

Associated benefits of our programmes to your company

  • Reduced Absenteeism, Presenteeism, and Turnover costs
  • Productivity is high and the need for medical costs remain low

The tools and resources that we offer are important now more than ever, as medical costs escalate exponentially – and it is these ‘indirect costs’ that LAMBERT focuses on.

If you are interested to find out more, contact us here on our website, or on any of our other LAMBERT Wellbeing platforms – or quite simply email: to ask us any questions you may have or to arrange a strategy call.

We look forward to working with you and helping you with your workplace wellness programme.


Beyondblue and PricewaterhouseCoopers (2014). Creating a mentally healthy workplace: return on investment analysis. pp16-18, 27. [accessed on 24th Apr 2016].

Harder, H., Wagner, S., and Rash, J., (2014). Mental illness in the workplace. Psychological disability management. pp156, 284.

Hutchinson, A, D., and Wilson, C., (2011). Improving nutrition and physical activity in the workplace: a meta-analysis of intervention studies. Health Promotion International. Vol. 27 No. 2. doi:10.1093/heapro/dar035. pp242. [Downloaded from and accessed on April 20, 2016].

Institute for Health and Productivity Studies, (2015). From Evidence to Practice: Workplace Wellness that Works. Johns Hopkins Bloomberg School of Public Health. pp14, 32, 101

Quintiliani, L., et al (2007). The workplace as a setting for interventions to improve diet and promote physical activity. Background paper prepared for the WHO/WEF Joint Event on Preventing Non-communicable Diseases in the Workplace(Dalian/ China, September 2007)

Virgin Pulse (2014). The Business of Healthy Employees: A Survey of Workplace Health Priorities. pp2. [accessed on 13th April 2016].


Coping Skills To Improve Weight Loss Success

When we help business owners with the wellness of their employees, we so often find that one of the biggest issues with so many individuals nearly always comes back to weight gain and/or not being happy with their bodies. When people struggle to lose weight it affects them in so many other areas of their lives,  with all the disinformation out there this problem doubles.

For most people there are many psychosocial factors related to weight loss relapse, with reasons such as ‘a lack of time’ and ‘not seeing results quick enough’ perhaps being the main ones.

Self-Worth & Self-Efficacy

Certain coping skills can be taught and learnt socially in order to educate employees in appropriate behaviours. Various strategies are required to enhance ‘self-worth’ prior to developing ‘self- efficacy’, as this ultimately helps individuals to take control of their weight loss success. In order for overweight individuals to become ‘agents of change’ in pursuit of their own health and wellbeing, specific treatments can be used to help improve and develop self-efficacy. The main factor influencing the success of a weight management programme for people is improved self-efficacy.

Stages of Change (SoC) Model

Certain coping skills can be taught during the correct phase of the model, as opposed to the wrong phase of the Stages of Change (SoC) model to improve self-efficacy. Increased motivation is key to a successful weight management programme. Similarly, support from parents, children, schools and communities alike enable whole families to learn and maintain the skills and resources to reduce barriers to cope with relapse, and likewise help to maintain healthy weight.

Social Support

Individuals, whether alongside family members or not need to be ready for change, which is where the ‘stages of change’ model comes into its own – and quite possibly why it is so frequently used. Intervention effectiveness is increased by engaging social support, and dealing with certain psychosocial pressures in order to improve self-efficacy – and prevent/reduce weight loss relapses.

Behaviour Change Programmes

To change diet and exercise patterns, the strategy of behaviour change specifically helps people acquire the skills necessary to avoid relapse in weight loss/maintenance. Phelan et al (2003) agree and suggest that their patients are instructed to anticipate dietary relapses and are taught specific behavioural skills to predict and cope with these. In contrast, Wing et al (1996) state that frequent lapses may actually lead to decreased self-efficacy, but does however confirm that all individuals are different – in that not one programme fits all participants.

Everybody Is Different

Phelan et al (2003) do mention however, that whether recovery from weight regain, as part of successful weight-loss maintenance is possible, is unknown. Dovey (2008) state that earlier intervention with the correct tactics/resources/support may help with eating, before it becomes a serious behavioural problem. Gibson (2008) mention that eating a meal reliably alters mood and emotional predisposition, but whether this is a positive change towards increased self-efficacy and likewise successful weight loss and relapse prevention will be different for certain individuals.

Getting to the root cause of every single employees reason for not having optimal wellness is part of our mission at LAMBERT Wellbeing. This is not just about gaining weight and struggling thereafter, it’s about so much more (connecting the dots) and understanding that there is more to people than we first realise.

Corporate Responsibility/Purpose

Each employer has a tremendous responsibility, and certainly the business owners that we have direct contact with are grateful for how we support them – enabling them to achieve more with their businesses. The work environment is where people spend most of their time, so we collectively have a duty of care (employers/employees/wellness consultants-coaches etc) to help people as much as we can – it’s our joint purpose.

Failure is only Feedback

We can relate relapse to almost any given scenario, especially where an attempt has been made to achieve something better/more healthy for our lives (personal or business). Knowing that we should learn from our failures is one of the biggest keys to sustainable success, and understanding that we will relapse and come up against a barrier of some sort ‘time and time again’.

Day-to-day struggles can be reduced dramatically for employees, with the right support system in place and small tweaks in their behaviour – the effect this has on each individual employee is enormous.

Time and time again though we have found that the main reason for such happiness ratings within workplaces, is because faith has been restored and employees can now sleep better at night – knowing that their boss is willing to support them during their time of need.


Dovey, T. M., Staples, P. A., Gibson, E. L., & Halford, J. C. (2008). Food neophobia and ‘picky / fussy’ eating in children: a review. Appetite, 50(2), p189.

Gibson, E. L. (2006). Emotional influences on food choice: sensory, physiological and psychological pathways. Physiology & behaviour, 89(1), p53.

Phelan, S., Hill, J. O., Lang, W., Dibello, J. R., & Wing, R. R. (2003). Recovery from relapse among successful weight maintainers. The American journal of clinical nutrition, 78(6), pp1079, 1083.

Wing, R. R., Shiffman, S., Drapkin, R. G., Grilo, C. M., & McDermott, M. (1996). Moderate versus restrictive diets: Implications for relapse. Behaviour therapy, 26(1), p5-24.

Workplace Spiritual and Emotional Wellbeing Coaching

Stresses at home and pressures of work can influence the emotional wellbeing of staff, and for many organisations issues such as stress, depression and anxiety are the biggest reason why people take time off work.

Emotional and spiritual wellbeing not only reduces stress and burnout, they also enhance employee morale, commitment and productivity.

In order to affect sickness absence rates, employees need to be emotionally and spiritually well, both at home and in the workplace – which in turn can have a very positive effect on quality of life and retention and recruitment of an organisations staff.

The following table shows how spiritual and emotional wellbeing can add value to the workplace and lead to improved mental health, reduced absenteeism and increased productivity:

Spiritual and Emotional Wellbeing in the workplace

Value on Investment / Value of Expectations (VOI / VOE)

The introduction of a wellness programme that guides organisations to understand the need to include spiritual and emotional values within the organisation, and not just recognise employees as “human resources”
  • Fewer intentions to leave
  • Lessened desire to unionise
  • Better job satisfaction levels and
  • Reduced stress and burnout
Karasek and Theorell, 1990; Adams et al., 2003, cited by Aravamudhan and Krishnaveni, (2014)

There could possibly be resistance to this type of coaching concept, especially where old values are entrenched, however the beauty of LAMBERTs evidence- based coaching is that the concept is not forced on anyone and therefore it is only used as guidance. Gull & Doh, 2004 cited by Klenke, (2013) suggest, that organisations may incur losses and costs if they are devoid of a spiritual foundation within the workplace, and this may result in increased turnover of staff or decreased productivity. As highlighted by Bates & Thompson, 2007, cited by Grant, (2012), workplaces are social and psychological contexts, in which people live, work and relate, therefore, in order to create a broad range of positive humanistic outcomes LAMBERT aims to work on such social and psychological contexts with the development, growth and wellbeing of the people that constitute such organisations.

Do you use any such programmes within your workplace, if so what is the feedback from the employees?

If not, and you would like to arrange a strategy call with us to find out what effect LAMBERT Wellbeing’s Holistic Coaching Programmes can have on your workplace wellbeing – email us at .


Aravamudhan, N.R., and Krishnaveni, R., (2014). Spirituality at Work Place – An Emerging Template for Organization Capacity Building? Research Scholars at Anna University, Chennai Professor and PSG Institute of Management, Coimbatore. Vol. VII, No. 1, March – August 2014. pp 74-75

Grant, A., (2012). ROI is a poor measure of coaching success: towards a more holistic approach using a well-being and engagement framework, Coaching: An International Journal of Theory, Research and Practice, 5:2, pp.74-85, DOI: 10.1080/17521882.2012.672438

Klenke, K., and Watt, W., (2013). Relational Communication: Principles for Effective Leadership and Integrating Leadership and Spirituality in the Workplace through Coalescing Values and Identity Transformations. International Leadership Journal. Volume 5, Issue 2. Thomas Edison State College and Northcentral University. Pp49, 57

Theorell, T., Karasek, R.A. and Eneroth, P. (1990), Job strain variations in relation to plasma testosterone fluctuations in working men ‐ a longitudinal study. Journal of Internal Medicine, 227: 31-36. doi:10.1111/j.1365-2796.1990.tb00115.xKarasek and Theorell, 1990;

#workplacewellbeing #corporatewellness  #healthyworkplace #corporatewellbeing#emotionalwellbeing #lambertwellbeing  #workplacewellness

How to Start a Wellness Programme?

Global health will surely get worse before it gets better, so collectively we must earn our place on the planet and respect the human body that we rely on for everyday tasks, and as such we are looking to help those that want to manage health risks and develop future opportunities.

The best performing individuals, community organisations, and corporates of the 21st century will be those that recognise this evolving new order, and invest in health and wellbeing by acting NOW, because a few quick-fixes here and there will not do the job and will not be sustainable for generations to come.

Do you know how to start a wellness programme, or if you have one already share with us what aspects work best for you?

Watch our video below, related to planning programmes:

#corporatewellbeing #corporatewellness #workplacewellness #workplacewellbeing #lambertwellbeing #engagement #healthyworkplace #globalhealth #programme

How well are you preventing mental ill-health?

Do you have a wellness programme? If so, how well is it doing actually preventing mental ill health?

According to PricewaterhouseCoopers, (2008) preventing mental ill health via the implementation of supportive wellbeing programmes represents a huge opportunity.

The seriousness of rising disease and disability rates are now being recognised by not only economic experts and politicians, but also business leaders and others across society (Stange, and Woolf, 2008).

In the UK alone, as far back as 1997 there has been a mix of insufficiencies from inadequate healthy support and a decline in the quality of working life, to the government offering disconnected initiatives (Coats and Max, 2005).

These combined issues have forced a need for an effective link between healthier work and an increase in productivity – by way of offering more effective initiatives.

According to the Department for Health (2010), in 2003 the economic cost of mental ill health in England was estimated as £77.4 billion, with estimates of the total health burden in the UK ranging from 9% to 23%.

LAMBERT aims to prevent mental ill health and other states of ‘not being-well’ via the implementation of our supportive wellness programmes. How do you plan to prevent mental ill health? #corporatewellness

Do Workplace Wellness Programmes Work?

Being able to ask your own questions prior to commencing a workplace wellness programme, is a major advantage. If you have any more questions you would like answering, feel free to message us at anytime – however big or small the question is. Watch the video on the link below, to see how we answered this particular question.
Similarly, you can arrange a strategy call to answer every single question you may have, not just one-at-a-time.
#workplacewellness #corporatewellbeing #corporatewellness #healthyworkplace #workplacewellbeing #healthandwellbeing #wellness #engagement #lambertwellbeing

Strategically Planning Your Corporate Wellness Interventions

There are different organisations that can be paid to implement corporate wellness programmes, just like us at LAMBERT Wellbeing. However, it requires setting a foundation of the workplace and leadership support to realise the true benefits of any wellness intervention. Following is a step-by- step guide to effectively implement a sustainable wellness programme.


Identifying Workplace Stress Triggers

The workplace stress triggers tend to hamper the employees in living a healthy life. Stress is triggered due to high workload, feeling rushed, working under pressure and working under unrealistic deadlines (Jeanguenat & Dror, 2018). It is necessary to identify and overcome workplace stress triggers as they result in sleeping difficulties, headaches, fatigue and muscular tension- which reduces the focus of employees on their work. Therefore, it is necessary to overcome work stress before implementing your corporate wellness programme.

Incorporating Tailor-made Programme

Every person has a different need to be addressed. Some of your employees might have issues such as obesity due to long working hours, or back-ache because of over-sitting, whereas others might have constipation due to a bad diet. Therefore, it requires tailoring the programme as per the need of employee for effective and desired results.

Leadership Engagement and Collaboration

One of the most significant stimulators for participation purposes is observing the role model. If an employee’s executives and managers participate in the wellness programme, they feel instantly motivated to participate and follow the interventions of the wellness programme.

Promoting Healthy Work Environment

Research has shown that promoting a healthy diet within an organisation as part of culture results in a healthy work environment (Kent, Goetzel, Roemer, Prasad & Freundlich, 2016). In addition, diet has a significant impact on promoting a healthy life. Therefore, and by way of an example; healthy snacks should be encouraged, like fresh fruits to promote a healthy work environment – instead of fried snacks.

Encouraging Workplace Flexibility

Flexibility in the workplace is associated with the employee’s wellbeing, and it also increases the creativity of employees (Anderson, Potocnik & Zhou, 2014). In simple terms, a healthy and flexible environment not only reduces the cost of health, but it increases productivity and creativity – which in turn reflects on an organisations performance.


Anderson, N., Potočnik, K., &Zhou, J. (2014). Innovation and creativity in organizations: A state- of-the-science review, prospective commentary, and guiding frame- work. Journal of management, 40(5), 1297-1333.

Jeanguenat, A. M., &Dror, I. E. (2018). Human Factors Effecting Forensic Decision Making: Workplace Stress and Wellbeing. Journal of forensic sciences, 63(1), 258-261.

Kent, K., Goetzel, R. Z., Roemer, E. C., Prasad, A., & Freundlich, N. (2016). Promoting- healthy workplaces by building cultures of health and applying strategic communications. Journal of occupational and environmental medicine, 58(2), 114-122.