Implementation: Organisational change
pre-lockdown
During the pre-lockdown period, most centres felt that the various levels of the organisation supported the programme, and SUH was seen as a part of the agenda to promote health and wellbeing among staff.‘(Initiatives undertaken at the organisational level included the sanctioning of handsfree wireless headsets (Centre 11), allocating an extra 30-minute SUH break on a weekly basis (Centre 10), and the setting up of a SUH committee (sometimes an existing health and wellbeing committee) consisting of multiple staff members across teams in four centres (Centres 2, 11, 3, 10). These committees were perceived by participants as integral to successful implementation of the programme through developing, operationalising and implementing several activities. In one centre (Centre 10), they also promoted the SUH equipment, thinking through safety and arranging logistics (instructions, photos, hygiene, booking system).Two centres did not report any initiatives implemented at the organisational level (Centres 6, 2), and the SUH committee set up in Centre 2 was not very active. These centres had more rigid organisational set ups, and implementing new ideas was perceived by managers as a time-consuming process. However, it was felt that the SUH programme had initiated change, and there were discussions around ideas and suggestions at the organisational level. These small steps were seen as important changes.Only few organisational changes occurred as a result of the post-lockdown programme. In Centre 7, higher management were aware of the programme and discussed and supported SUH activity implementation. Centre 7 buildings were being refurbished, and there were plans to incorporate elements and principles of the programme to encourage more movement among staff (example: pitch and putt areas).