Corporate Well-being Research Articles

СОЦІАЛЬНА ВІДПОВІДАЛЬНІСТЬ БІЗНЕСУ: ОСНОВНІ СКЛАДОВІ ТА ПРІОРИТЕТНІ НАПРЯМИ РЕАЛІЗАЦІЇ

The article examines the components and directions of the implementation of social responsibility of business, which are implemented under the influence of current events in Ukraine. Approaches to the definition of the concept of "social responsibility of business" according to scientists M. Friedman, G. Bowen, A. Carroll, from the position of the World Council of Entrepreneurs for Sustainable Development and the World Bank Institute are given. The relationship between social responsibility of business and sustainable development is indicated. Differences in the characteristics of social responsibility of business and philanthropy according to the criteria of involvement, purpose, participation in decision-making, strategicness and dependence on external circumstances are determined. It was established that the concept of social responsibility of business has a wider meaning than charity. Such key principles of social responsibility of business as openness, systematicity, reliability, regularity are indicated. The main components of internal and external social responsibility of business are revealed. The reasons that restrained the development of social responsibility of business in Ukraine are highlighted. The actions of the state regarding the activation of social responsibility in Ukraine are indicated. Measures have been taken by leading business structures regarding social responsibility at the beginning of hostilities in Ukraine in such areas as humanitarian aid to the population, support of medical facilities, evacuation and accommodation of the population from the areas of hostilities, organization of shelters for the population. The five-component model of social responsibility of business in war conditions is given and characterized according to the following components: business continuity, people's safety, army assistance, partnership, local communities. Referred to the results of the study of the sustainability of Ukrainian business during the war. Attention was focused on the following key directions of the SVB: systematization and coordination of corporate volunteering within the organization, the application of the practice of well-being (corporate well-being) and war/work balance (balancing work during the war) and Ukraine first, National Identity, Ukraine Culture Code.

Professional reliability of personnel and corporate wellness programs

To consider the key aspects of providing professional reliability of the personnel and their connection with the health preservation programs and transformation into corporate wellness programs. The importance of a healthy lifestyle is generally recognized. At the same time motivating employees to a healthy lifestyle is generally considered to be a complex task as well. The need to shift towards a comprehensive approach is noted, the development of corporate well-being programs aimed at supporting and improving the physical and psychological health of employees in particular, as well as enhancing their professional skills and qualities. This becomes a strategic move for the company, aimed at creating a healthy and supportive environment. Moreover, the development of such programs may not only be a business initiative but also align with the trends of the state policy of the Russian Federation. It can be confidently stated that the issue requires further discussion and exploration. A balanced approach to professional training, motivation, psychological support, and health programs is a key to creating a productive and steady labor potential for the enterprise.

“I Love My Job.” Factors of Corporate Well-Being in NGOs and Hypotheses on the Role of Evaluation

When representatives of non-profit organizations discuss well-being or quality of life, the focus usually centers on their beneficiaries. It is quite natural, since non-profit organizations (NGOs) are founded to solve the problems of those in need and enhance their quality of life. The well-being of NGO employees often remains overlooked, though it significantly influences the effectiveness of NGOs and, ultimately, their ability to aid their beneficiaries.

ЧИННИКИ КОМПЛЕКСНОЇ ДІАГНОСТИКИ КОРПОРАТИВНОГО ДОБРОБУТУ ПЕРСОНАЛУ ЯК КЛЮЧОВИЙ ФАКТОР УСПІШНОСТІ ОРГАНІЗАЦІЇ

The article analyses the factors of diagnostics of corporate staff well-being and their impact on the organisation's success. The study presents an analysis of the key factors that form the overall picture of employee well-being and determine the effectiveness of the organisation. The focus is on five key groups of factors: physical health and safety: aspects such as workplace ergonomics, health programmes, occupational disease prevention and workplace safety systems are considered. Their impact on overall well-being and productivity is analysed; psychological well-being: the factors of stress, emotional burnout, job satisfaction and psychological climate in the team are investigated. Special attention is paid to methods of assessing the psychological state of employees and strategies for improving it; social interactions and corporate culture: aspects of teamwork, leadership, communication in the organisation and the alignment of corporate values with employees’ personal values are analysed. The impact of these factors on the overall level of staff well-being and engagement is considered; economic aspects: remuneration systems, social packages, career opportunities and financial stability are studied. The link between the economic well-being of employees and their loyalty to the organisation is investigated; work-life balance: the issues of work schedule flexibility, remote working, leave policies and support for employees’ family life are considered. The impact of these factors on overall job satisfaction and productivity is analysed. Particular attention is paid to the methods of diagnosing these factors. Both traditional methods (questionnaires, interviews) and innovative approaches (using AI to analyse employee sentiment, measuring biometric indicators to assess stress levels) are considered. The relevance of this study is enhanced in the context of global changes in the work environment and growing digitalisation. The authors emphasise the need to adapt the methods of diagnosing and managing corporate well-being to new realities, including the increasing share of remote work and changing employee priorities. The article also examines the relationship between various factors of corporate well-being and their combined impact on the overall success of an organisation. It presents a model that demonstrates how improvements in one area (e.g. psychological well-being) can have a positive impact on other aspects (e.g. productivity, innovation).

Non-Financial Reporting in SMEs: a new approach to measure corporate well-being based on employee perception

The paper focuses on social sustainability within manufacturing industries by measuring workplace well-being. Firstly, the study focused on what the scientific literature says about the main variables and aspects that impact on employee well-being and deepen the productivity and efficiency of industries. To better understand the problems and address the best solution to improve the company environment, the paper analyses more than 20 innovative startups operating in the field of well-being and Human Resource Management. After having defined the impactful and meaningful variables, it was structured a particular case study on a manufacturing field, regarding a Calabrian SME. Using Business Intelligence tools and applying machine learning techniques, comes to light an overall result of company well-being and the value of the main areas. In addition, different company cluster analyses are conducted. Moreover, it shows a correlation network between variables highlighting the most affecting ones on well-being. Thanks to the information obtained, a strategic investment can be made to enhance people's well-being and to make companies more productive.

Enhancing corporate readiness for and resilience to future public health threats, development and deployment of the public health readiness and resilience (PHRR) assessment tool.

As the world suffered through the COVID-19 pandemic, it is increasingly clear that the health of populations is foundational to a high-functioning economy, corporate well-being, and a core driver of social justice. Thus, companies need to understand how to become more resilient to current and future threats. This study (1) explored dimensions of resilience from a public health risk-specific lens and reviewed existing evaluation tools and frameworks to develop a methodology and framework (Public Health Readiness and Resilience-PHRR Assessment Tool) for organizations; and (2) leveraged the framework to evaluate a sample of large corporations to validate the insights the tool can provide, confirm functionality, and evaluate the ability to leverage publicly available vs. propriety data to complete the assessment. We conducted a non-exhaustive search for relevant indices using key word searches and cascade sampling. For the initial review of indices (n = 24), the team evaluated each document based on predefined criteria. Gaps identified in the available indices informed the development of the PHRR assessment tool. The tool was then used to examine real-world companies (n = 22) from eight different industries. Findings from the PHRR tool illustrated variation in readiness and resilience as well as the availability of data. Approximately half of the companies analyzed (n = 11) indicated high levels of potential resilience and readiness with significant data available. Leveraging the PHRR Assessment Tool can inform investments and cross-sector partnerships that enhance companies' readiness and resilience to a variety of public health threats. Additional research is needed to further validate this tool.

Predictors and consequences of pro-environmental behavior at work

Increasingly, people are looking for meaning through their jobs, for employers that have a positive impact on the world, and for workplaces that promote mission-driven behavior. One such mission that is a growing priority is addressing climate change, especially for younger cohorts entering the workforce. Addressing the climate crisis will necessitate substantial changes at all levels of society, including organizational change. This paper examines individual, social, and contextual variables that are associated with pro-environmental behavior (PEB). In a large survey of employees from high and low greenhouse gas emitting sectors (N = 3,041), we examine the predictors of work PEB and the relationship between work PEB and job satisfaction. We find that the strongest predictors of work PEB index are similar behavior in another domain (measured as home PEB index), perceived organizational support for the environment, personal attitudes about environmental responsibility, reported identity overlap with coworkers, and level of education. Perceptions about the social and corporate support of an environmental mission predict work PEB even after accounting for the influence of individual factors, including environmental attitudes, suggesting that they are associated with increased work PEB for employees with both high and low concern about climate change. We also find that higher work PEB is associated with greater job satisfaction. This suggests that there may be a virtuous cycle between companies' mission-driven actions and policies and employee perceptions, behavior, and personal and corporate well-being, with potential implications for employee engagement and retention.

МІСЦЕ І РОЛЬ WELLBEING В КОРПОРАТИВНІЙ СТРАТЕГІЇ УПРАВЛІННЯ

The article is devoted to issues of the place and role of ensuring wellbeing in corporate management. The significance of wellbeing measures in corporate management and its consequences for the company are substantiated. The cor-porate strategy of wellbeing is defined as a comprehensive integrated corporate program for ensuring the wellbeing of employees, aimed at forming sustainable competitive advantages of the company and personnel in the HR market, creat-ing a positive image and brand of the employer by promoting corporate values, creating a favourable environment and incentives for the development of each member of the team, ensuring financial wellbeing, fostering corporate care. The implementation of the corporate strategy of wellbeing contributes to the im-provement of physical health, psychological comfort, financial wellbeing and social interaction of employees, team members and the collective as a whole, in-creasing productivity and work efficiency, staff loyalty, which will contribute to the long-term success of the company. Overall, implementing a corporate wellbeing strategy requires a thoughtful and comprehensive approach that involves assessing the current state of wellbeing, developing a detailed plan, communicating the strategy, implementing initiatives, and regularly evaluating and adjusting the strategy. The place of wellbeing in the corporate management system is defined, its connection with the company's HR strategy is shown. The sequence of forming the wellbeing corporate strategy is proposed, which in-cludes marketing research of the HR market and requirements for job seekers, as well as the requirements of job seekers and employment conditions, goals, objec-tives and directions for the implementation of the wellbeing corporate strategy, the strategic program for the implementation of the wellbeing corporate strategy and its tools, control and adjusting the implementation of the wellbeing corpo-rate strategy Program. The essence of the stages of the wellbeing program in the corporate management system is revealed. It was emphasized that the implemen-tation of the wellbeing corporate strategy in corporate management creates a positive and productive working environment and will contribute to the long-term success of the company.

Can a corporate well-being programme maintain the strengths of the healthy employee in times of COVID-19 and extensive remote working? An empirical case study.

The COVID-19 pandemic and the increase of working-from-home have drastically changed many aspects of work life, causing very negative effects on employees' physical and psycho-social well-being. Healthy organisations have healthy employees, who have at least five psycho-social strengths of engagement, self-efficacy, resilience, optimism and hope, which are reinforced by physical activity, relating to each other in a positive way and leading to numerous benefits for the company. These strengths are being weakened by the pandemic, and the aim of this empirical study is to analyse through a case study the effects of an updated corporate wellness programme in times of pandemic on these strengths of the healthy employee. The sample was of 251 employees, 91 women and 160 men. The instruments used were the International Physical Activity Questionnaire and the adaptation of the Healthy and Resilient Organization questionnaire. The results indicated that workers with high physical activity, higher seniority, well guided by supervisors, as well as a comprehensive (multi-component) well-being programme, not only physical but also psycho-social, and with the use of different digital tools (an App is not enough), can mitigate these negative effects. Whereas companies are grappling with reduced employee engagement among other harmful psychosocial and physical effects, this case study suggests that a good corporate well-being programme could help mitigate these detrimental consequences for their workforce and be helpful for the company to adapt to this rapidly changing workplace. This study considers the impact of immigration and ethnic diversity on government spending in 31 OECD countries over 25 years and compares the marginal effects for expenditures and revenues to approximate the fiscal burden. Results suggest that ethnic fractionalization, not immigration itself, has a negative impact on spending in the OECD. On the whole, immigrants tend to contribute more in taxes than they cause in expenditures, at least relative to the averages for the population as a whole, but this effect is reversed for immigrants from poorer countries.

OP7 Current State Assessment of Resilience Indices

As the world suffered through the COVID-19 pandemic, it became increasingly clear that the health of populations is foundational to a high-functioning economy, corporate well-being, and social justice. Thus, companies need to understand how population health and health equity will allow them to become more resilient to current and future threats. This study explores available indices measuring employee health and well-being, place-based health indicators, and preparedness measures to evaluate their relevance and applicability in helping businesses become more resilient to future public health threats.

Shall We Dance? Recreational Dance, Well-Being and Productivity Performance During COVID-19: A Three-Country Study

Mental health issues are increasingly prevalent worldwide, emphasizing the need to research antecedents and consequences of well-being. Prior research shows that within organizations, higher levels of subjective well-being (SWB) promote productivity performance. Building on this research, the authors hypothesize that recreational dance positively influences productivity through higher SWB. Survey data from Brazil, Italy, and the United Kingdom reveal that recreational dancers are more productive than nondancers due to their higher intrinsic motivation and SWB. Dancing has an additional direct effect on productivity, beyond the mediating role of SWB. The results indicate well-being and productivity improvements in all three countries, although they show a moderating effect such that the relationship between recreational dance and SWB is stronger when social norms are perceived to be looser. This study indicates potentially far-reaching benefits that could be achieved by including recreational dance in corporate well-being programs. International dance organizations could market dance classes as a pathway to increase productivity at work and explore synergies with public health marketing to promote the benefits of recreational dance in joint international campaigns.

Organizational Politics and Media Employee Performance during COVID-19

Many people have spoken about organizational politics about corporate well-being. Employee performance is examined in the context of the COVID-19 epidemic as a result of high-performance work practices (training, empowerment, and incentives). The findings suggest that the chosen high-performance work practices of media employees during COVID-19 had a poor association. Having a negative association with performance nullifies the current evidence of empowerment. Public media administrators must design standard operating practices that take into account the current upheavals. Performance may be improved by using organizational resources and time in a manner that fosters trust between the employer and the employee. The links are examined in the context of the fourth industrial revolution. While studying high-performance work practices and media worker performance in a developing nation, this is a novel addition. The result shows a lack of trust among the media employees, which might lead to the abuse of authority. As a result, media organizations must put in place sufficient checks and balances before empowering their staff. Since the recent epidemic of COVID-19, employees may be more inclined to take advantage of the technology development.

Морально-психологічний та психоемоційний стан організації як показник якості менеджменту

In today's world, the process of developing and updating the concept of personnel management continues. Management methods, tools and technologies are being improved, innovative management technologies are being approved. Increasingly, the staff of the organization is seen as a base for the formation of its competitive advantages. Of particular importance is the environment in which the employee is. Moral and psychological atmosphere, psychological and emotional climate in the organization, formed and maintained corporate culture of the organization are components of the success of the organization, its competitive advantages, and, at the same time, an indicator of effective management. The relevance of the study is that in times of rapid technology development, in the pursuit of innovation, constant reorganization of the organization, the desire to make the employee more efficient and productive, the line of understanding between proactivity and employee productivity is lost. All this has a negative impact on productivity, physical and mental health, especially in difficult post-covid times. The main purpose of the proposed study is to analyze the importance of moral, psychological and psycho-emotional state of the organization as components of management. To achieve this goal, the following tasks are set: to give examples of traditional and innovative methods of personnel management, to prove the need to update the modern concept of management; show the components of a favorable moral, psychological and psycho-emotional climate of the organization, ways of their formation and diagnosis; to reveal the content and significance of corporate culture as a tool for managing the organization; show the effectiveness of innovative socio-psychological methods and technologies in the management of organizational behavior as team building, emotional intelligence, corporate humor, etc .; on the example of domestic and foreign experience to prove the need to restore the psycho-emotional health of employees in modern covid and post-covid times. Modern socio-psychological methods of management are generalized, the expediency of their application in the management of the organization is substantiated. A list of traditional and innovative methods of influencing staff, including foreign experience of management innovations. The components of a favorable moral-psychological and psycho-emotional climate of the organization, methods of their formation and diagnosis are determined. Special attention is paid to such innovative personal technologies as corporate culture, team building, emotional intelligence, corporate humor. The need to restore the psycho-emotional health of employees of the organization in modern covid times of fasting has been demonstrated by the example of foreign experience. It is concluded that the focus of management should be on the corporate well-being and psychological health of employees, psycho-emotional recovery and support in difficult times of the pandemic. The topic of finding solutions to the problem of psychological fatigue and excessive stress of employees, the search for new tools and technologies to restore psycho-emotional health in the post-pandemic period.

Corporate Well-Being Programme in COVID-19 Times. The Mahou San Miguel Case Study

Employees’ health is being affected not only by the possibility of contracting COVID-19, but by all the negative consequences that this pandemic has brought, such as confinement, social distancing, and self-isolation. In recent decades, more companies have opted for corporate well-being programmes in their workplaces, improving the health and quality of life of their employees. The effects generated by the current COVID-19 pandemic require these programmes to adapt to this new situation. The objective of this case study is to analyse the corporate well-being programme, in times of COVID-19, of Mahou San Miguel, a benchmark company in corporate well-being in Spain. A mixed method approach to data collection was used. The findings show the benefits achieved in its adaptation to this new physical-virtual environment. This paper could help other companies around the world to adapt their corporate well-being programmes to the new reality brought about by COVID-19.

Health management: fashion trend or promising investment? Overview of corporate health promotion programs

Cardiovascular diseases are the leading cause of disability, premature mortality and economic loss worldwide. Despite the proven effectiveness of preventive measures in reducing the risks of development and progression of cardiovascular diseases, these programs are the most difficult to implement. 75–90 % of visits to primary care physicians in Western Europe and the United States are associated with physical fatigue and stress disorders, back pain and injuries. Studies have shown that workers with risk factors for chronic noncommunicable diseases are often absent from the workplace, have a higher level of disability and lower labor productivity. A worker with depression costs the employer almost 1,5 times more expensive than people without diseases. Elevated glucose levels, arterial hypertension, smoking and obesity cause an increase in the employer’s medical expenses by 34,8; 31,6; 31 and 27,4 %, respectively. The cost of US employers to pay for medical services, to compensate for the absence or ineffective presence due to illness costs $ 200 billion annually – more than $ 1,500 per employee.The health of workers is determined by both risk factors specific to the workplace and general population and individual risks..Modern technologies of health management, changing the profile of the health of labor collectives, can improve the image of the employer and increase the profitability of companies. The return on investment in corporate health programs is from 3 to 10 US dollars for each dollar invested. The programs implemented at the enterprises of the Russian Federation made it possible to reduce the duration of diseases with disability by 20–30 %, reduce mortality and the initial exit to disability by 45–60 %. The widespread introduction of the most effective corporate wellbeing programs of workers in the activities of medical organizations and companies of various profiles will ensure the implementation of the national projects “Healthcare” and “Demography”.

Trends in the development of corporate well-being programs in Russian and foreign corporations during the Covid-19 pandemic

Trends in the development of corporate well-being programs in Russian and foreign corporations during the Covid-19 pandemic

Employee and Employer Benefits From a Migraine Management Program: Disease Outcomes and Cost Analysis.

ObjectiveTo assess the impact of a migraine management program offered as a complimentary service by a company within its corporate well‐being program.BackgroundMigraine imposes a substantial burden on patients, families, employers, and societies. As migraine primarily affects working‐age adults, this has important implications for both employees and employers. Workplace educational and well‐being programs positively contribute to employees’ productivity, reduce costs related to absenteeism, and improve the quality of life of the employees living with migraine.MethodsThis was a non‐interventional cohort study, which followed employees and their family members over time. Participants received 1 telemedicine consultation to determine migraine diagnosis or a high probability of having migraine and 6 sessions of individualized telecoaching from a specialized nurse via a specially developed smartphone application to optimize their migraine management leveraging all appropriate medical and lifestyle options. Participants were evaluated during the program and at 3 months after completion through a series of validated questionnaires including Migraine Disability Assessment (MIDAS), Patient Activation Measure (PAM), and satisfaction with the services offered. A cost analysis was also performed to determine the economic benefit of the program considering the number of completers, dropouts, their associated program costs, MIDAS data, average salary of a Swiss employee in the pharma sector, and working days per year.ResultsOf the 141 participants enrolled in the program, 79 completed 6‐month and 42 completed 9‐month assessments. The total MIDAS scores (mean, standard deviation [SD]) significantly improved from baseline by 54% at Month 6 (15.0 [13.6] vs 6.9 [8.2]; mean [SD] reduction: 8.1 [12.9], 95% confidence interval [CI]: 5.6‐10.6; P < .0001) and by 64% at Month 9 (15.4 [14.7] vs 5.6 [6.0]; mean [SD] reduction: 9.8 [14.0], 95% CI: 6.6‐13.0; P < .0001). The PAM scores also significantly improved from baseline by 8% at Month 6 (63.8 [10.9] vs 69.6 [12.8]; mean [SD] increase: 5.8 [12.8], 95% CI: 3.2‐8.4; P = .003) and 11% at Month 9 (63.5 [10.7] vs 71.3 [12.2]; mean [SD] increase: 7.8 [11.0], 95% CI: 4.3‐11.2; P = .003). At Month 6, common coaching lessons and respective action plans focused on progressive muscle relaxation, sleep, hydration, nutrition, general disease education, and stress management. The exit survey showed that the majority of the participants who completed the program had a meaningful and sustained improvement in their overall health and reported a high level of satisfaction with the program. The cost analysis revealed that on average participants gained 10.8 (95% CI: 9.3‐12.3) working days/year that were previously lost due to migraine, resulting in a positive return on investment (ROI) of 490% (95% CI: 410%‐570%), indicating a higher magnitude of savings that could be achieved by the implementation of such program. In addition to ROI and work productivity gained, participants also gained on average 13.6 (95% CI: 9.9‐17.3) migraine‐free days/year for their private and social life.ConclusionThe employer‐sponsored disease management program provided a better understanding of migraine, promoted methods and approaches to improve management by combining medical and lifestyle options leading to significant improvements in migraine symptoms that sustained beyond the intervention, supporting prolonged effectiveness of such programs. The program also provided a high ROI to the employer, supporting that the systematic inclusion of such programs into corporate well‐being initiatives can be of significant benefit not only to the impacted individuals but to the employers as well.

Factor Analysis of Ownership Behavior at Family Business: The Case of Indonesia

There are many family business in Indonesia that cannot survive after the third generation. One of the factors affecting the inability to survive after the third generation can be attributed to process of succession. Ther are several stages involved in the arrangement of a successor. The successor induction, followed by the phasing out of the predecessors\' role, until the successor is ready to take a full leadership are factors which play an important role and they are also part of other important elements of ownership behavior. Ownership behavior is a factor to balance the privileges of ownership, such as wealth, power, joy, source of motivation, related to the task and ownership risks, including proper concern for the corporate wellbeing and accountability for corporate success. This study explores the factors regarding ownership behavior, which is professionalism, active governance, owner as a resource and basic duty. The sample of this research is 49 respondents of family business owners. The research uses factor analysis to prove that all indicators developed professionalism, active governance, owners as resources and basic duties, which at the end, proves that professionalism, active governance, owners as the resources and basic duties significantly develop the ownership behavior family business factor in Indonesia producing four new factors, namely professional governance, main duties, owner responsibility and professional activities.

The Impact of Specialized Telephonic Guides on Employee Engagement in Corporate Well-Being Programs.

Employer-sponsored well-being programs have been growing in popularity as a means to control rising health care costs and increase workplace productivity. Engagement by employees is necessary for these programs to achieve their desired effects. Extrinsic motivators in the form of incentives and surcharges are commonly introduced by employer program sponsors to promote meaningful engagement. Although these may be successful in achieving a degree of engagement, individuals benefit by being intrinsically motivated as they modify behaviors and improve short- and long-term well-being. Telephonic guides equipped with motivational interviewing and other behavioral strategies to improve engagement may bridge the gap between extrinsic and intrinsic motivation. The objectives of this study are to determine characteristics associated with employee utilization of these guides when offered and to compare subsequent program engagement rates between utilizers to a propensity score matched group of employees who were not offered the service. The data were retrieved from a well-being program provider's database. The study examined 166,258 employees across 35 employers. It found utilizers were older, proportionally more female, in the manufacturing industry, incented to use the guide service, offered a larger incentive for program participation, had healthier self-reported behaviors, and had a higher perception of their employer's focus on well-being. The study found that guide utilizers were significantly more likely to engage in telephonic coaching, digital coaching, and activity tracking up to 6 months. The study's findings suggest telephonic guides using a range of behavioral techniques are an effective strategy to drive well-being program engagement.

Cross-cultural adaptation of Dimensions of Corporate Well-Being Scorecard to the Brazilian Portuguese language.

The integration of occupational risk management initiatives and health promotion and well-being in the workplace poses a challenge to organizations from different sectors. Cross-cultural adaptation of the Dimensions of Corporate Well-Being Scorecard (DCWS) to the Brazilian Portuguese language. The process of cross-cultural adaptation of the Dimensions of Corporate Well-Being Scorecard to the Brazilian Portuguese language evolved along six steps: translation, reconciliation, back-translation, revision by internal expert committee, revision by expert panel (pretest) and final revision. The stringent protocols adopted in the present study resulted in a satisfactory and adequate instrument to analyze programs which target workers' health, safety and well-being at organizations operating in Brazil. The Brazilian version of DCWS, entitled Questionário sobre as Dimensões do Bem-Estar Corporativo (QDBC) represents an advance in the evaluation of the effectiveness of integrated actions for health promotion and workers' well-being in different work environments.