Running head: BUSINESS CASE REPORT – NEW HORIZON 1

WORKPLACE HEALTH BUSINESS CASE

REPORT – NEW HORIZON

Jayshree Carpen, N01274534

Gurdeep Chahal, N01265917

Tiffany Madore, N01165924

Ishmael Pennino, N01273485

Melissa Thomson, N00005852

Megan Vuong, N01238584

The Business Case for Wellness – BHSW 3002

Professor Christopher G. Bonnett

Tuesday, December 1, 2020

BUSINESS CASE REPORT – NEW HORIZON 2

EXECUTIVE SUMMARY

This business case was prepared for Mr. Christopher G. Bonnet, Chief Executive Officer of New
Horizon, Retail Hardware Store. This report describes the numerous tangible and intangible benefits of
implementing the ‘Supporting Minds’ Comprehensive Workplace Health Program (CWHP) at New
Horizon in the form of decreased Workplace Safety and Insurance Board (WSIB) premiums, reduced
absenteeism, increased productivity and improved organizational culture.
This detailed report documents our key targets and exhibits how the CWHP will contribute to
achieving New Horizon’s two primary business goals:
 Reduce injuries, musculoskeletal disorders and stress-related absenteeism.
 Promote and foster a culture of health and safety within the organization.
According to Workplace Safety and Prevention Services (n.d.), musculoskeletal disorders
(MSDs) are responsible for 43% of all work-related injuries, 43% of all lost-time claims and 46% of all
lost-time days and they contribute to over a billion dollars in direct and indirect costs to employers.
This report demonstrates the value of investing in a wellness program to maintain a physically
and psychologically healthy, therefore productive workforce. An effective program minimizes the
expenditures associated with lost work time, worker’s compensation, and disability.
The CWHP will target the physical, mental and financial aspects of New Horizon’s employees by
providing hands-on training, online educational sessions and introducing an Employee Assistance
Program (EAP).
Information in this report was collected from all New Horizon staff using focused-group
interviews of executives, managers, supervisors and employees and an environmental audit of the
workplace.
BUSINESS CASE REPORT – NEW HORIZON 3

TABLE OF CONTENTS
Title page 1

Executive Summary

2
Introduction 4
Needs Assessment 4
Existing Programs and Resources 4
Methodology 5
Results 5
Health Strategy 6
Physical health strategy 6
Psychological health strategy 6
Financial strategy 7
Comprehensive Workplace Health Program 7
Implementation Plan 8
Physical Aspect – Train the Trainer 8
Educational Aspect – Online Learning Modules/Wellness Website 9
Psychological Aspect – EAP 9
Marketing Plan 9
Marketing Goal 9
Marketing Strategy 10
Marketing Plan 10
Marketing Budget 11
Risks 11
Recommendations 11
Recommendations for Action 11
References 12
Appendix A 13
Figure 1 - New Horizon’s Employer Interview Questions 13
Figures 2 - Categories of the CWHP Activities 13
Appendix B 14
Comprehensive Workplace Health Program Budget 14
Figure 3 - Implementation Costs 14
Figure 4 - Marketing Costs 14
Indication of Authorship for Specific Sections Of the Business Case Report 15
BUSINESS CASE REPORT – NEW HORIZON 4

INTRODUCTION

New Horizon operates a network of hardware retail chains with a mission to provide high-quality,
reliable, and inexpensive products to customers across Ontario. In 1998, New Horizon established three
stores in Toronto and has since expanded to 88 locations with approximately 150 employees at each
location. These locations comprise general labourers, forklift drivers, material handlers,
shipping/receiving associates, cashiers and sales floor associates.
A trend has emerged at New Horizon retail location #7 and warehouse location #5 of increased
injury and workplace absenteeism seemingly due to a lack of organizational safety culture. This has
affected the company’s economy both directly and indirectly in the form of lost productivity, increased
WSIB claims due to injury, MSDs, workplace stress, and increased cost of employee benefits. Through an
Employer Interview (Appendix A, Figure 1), New Horizon has expressed organizational readiness to
decrease MSD injuries, improve employee mental health, and improve their culture of safety.
With approval from the Joint Health and Safety Committee (JHSC) and sponsorship from the
Chief Financial Officer, we recommend introducing a CWHP to locations #7 and #5. These locations will
be used as a pilot as they have shown higher incident rates compared to other locations. A preliminary run
will mitigate the risks of this new program and identify any deficiencies before implementing it to other
locations. This program aims to address MSDs, employee mental health, and New Horizon’s
organizational culture of safety. We anticipate that this will benefit the employer by reducing costs
associated with MSDs and stress-related absenteeism.

NEEDS ASSESSMENT

EXISTING PROGRAMS AND RESOURCES

A Needs Assessment of New Horizon’s current services and benefits was conducted to
systematically address the discrepancy between the current conditions and the wanted outcomes. New
Horizon offers its permanent associates a total value benefits package which includes many health
benefits. These include paramedical services including massage and chiropractic care, paternal leave,
vacation, tuition reimbursements, discounts on insurance and retirement assistance. New Horizon also has
an EAP where employees can access free mental health services. However, the EAP is extremely limited
and outdated and less than 4% of employees use this service. New Horizons JHSC has stated their support
in our assertion that better care of MSDs and mental health is needed within the organization.
BUSINESS CASE REPORT – NEW HORIZON 5

METHODOLOGY
To determine the employer and employee needs, data were collected from New Horizon retail
location #7 and warehouse location #5. First, data from an employer interview (Appendix A, Figure 1)
were used to determine the managers, the board of directors, human resources and the CEOs opinions on
the promotion of workplace health and wellbeing. Next, a workplace audit (Canadian Centre for
Occupational Health and Safety (CCOHS), 2018) sought information through WSIB injury claims,
employee absence reports, and an assessment of the physical working environment. The last set of data
was a focused-group employee interview. At both locations, 10 employees from each shift were
interviewed to determine employees’ views on workplace safety culture. To encourage participation, all
employees who completed the interview were entered into a raffle to win one of three $50 New Horizon
gift cards.

RESULTS
From the employer interview, it was determined that there is a lack of safety culture within the
New Horizon retail store and warehouse. WSIB records show a lack of commitment to safety as evident
through the employees’ lack of supportive channels to communicate hazards to their supervisors. While
this company follows safety policies such as recording all workplace-related illnesses and injuries, there
has been an increase in MSD injuries, compared to last year's report. These recurring injuries seem rooted
in a lack of safety culture. Feedback from the employer interview will be used to create changes at policy
levels and cultural levels.
After reviewing WSIB claims and employee absence reports within the workplace audit, there
was an apparent increase in absenteeism due to MSDs and mental health in the past year. Information on
WSIB claims showed that 47% of workplace injury claims were due to injury and MSDs, and 23% were
due to mental health issues (e.g., workplace stress). The employee absence reports showed that employees
who suffered from MSDs or mental health issues missed an average of 12.3 days per year. According to
Statistics Canada (2020), full-time employees working in Toronto miss on average 6.8 days per year,
making New Horizon above average. The workplace audit determined that employees were not properly
trained in the handling of heavy materials, and many did not use proper lifting techniques.
After conducting the employee interview, the findings indicated that:
 63% of employees perform repetitive movements, (e.g., packing, pulling, pushing) for at least
three hours during the day.
 51% of employees did not receive the necessary workplace health and safety training when
starting the job and were not taught proper lifting techniques.
BUSINESS CASE REPORT – NEW HORIZON 6

 37% of employees have felt stressed within the workplace.

 47% of employees did not feel free to voice concerns or make suggestions about workplace
health and safety.
Through this interview, employees have expressed individual readiness to change.

HEALTH STRATEGY

New Horizon aims to produce a positive cash flow, net profit, and become one of the best-in-
class providers of hardware products in Canada. To achieve these business goals, by the end of 2023,
New Horizon is aiming to decrease musculoskeletal-related absenteeism rates by a minimum of 23%,
reduce WSIB costs by the minimum of 15%, and lower rates of workplace stress by 19%. The priority of
the Health Strategy is to develop initiatives that holistically address the unmet needs of New Horizon
employees through physical, psychological, and financial strategies. The initiatives will be launched at
retail location #7 and warehouse location #5 for one year to ensure the effectiveness of the program
before the official implementation at the other locations. During this pilot program, metrics are required
to measure the impact of the program at the two locations including rates of employee participation,
employee satisfaction, overall wellness score, and days absent from work. During this period, we suggest
benchmarking the company’s health data including employees’ health risks and health-related costs
against those of other organizations in the retail industry.

PHYSICAL HEALTH STRATEGY

A lack of training, minimal knowledge of safety risks, and tasks requiring physical, repetitive
movements were identified as the main reasons injury rates are increasing. A systematic review from
BioMed Central Public Health suggests that physical activity interventions and a safe workplace
environment can effectively reduce the rates of musculoskeletal injury-related absences and productivity
loss (Grimani, Aboagyem, & Kwak, 2019). The suggested physical health initiatives need to focus on
providing workers with proper hands-on training. They must also consider training and equipping the
employees with assistive engineering tools to improve workplace ergonomics (e.g., flatbed, unloading
pallet, handcart, etc.).

PSYCHOLOGICAL HEALTH STRATEGY

Work-related stress due to long working hours, lack of support and poor communication with
management were identified in the NA as organizational issues. Two approaches that we are proposing
for dealing with this are stress management programs and organizational changes (e.g., policy execution
or workplace procedure modification).
BUSINESS CASE REPORT – NEW HORIZON 7

FINANCIAL STRATEGY
Financial stress not only affects employee’s physical and mental well-being but negatively
impacts their performance at work (Government of Canada, 2019). The objective of financial strategy is
to assist employees and their families to save and reduce their financial stress by providing online classes
on financial literacy. These online sessions will provide the employees with various tools and resources
on saving, budgeting and managing their finances.

COMPREHENSIVE WORKPLACE HEALTH PROGRAM

The CWHP developed focuses on three key issues: MSDs, mental health, and negative workplace
culture. The proposed CWHP approach will consider and address three crucial categories to build and
ensure a safe and healthy work environment: occupational health and safety, employee voluntary health
practices, and organizational culture (Appendix A, Figure 2) (The Health Communication Unit, 2004).
A comprehensive Job Safety Analysis (JSA), focusing on the tools/mechanical devices utilized by
the employees will be conducted. A JSA ensures that tasks meet all safety principles and practices, and is
best achieved when workers, supervisors and health and safety representatives analyze the job operation
(CCOHS, 2016). Key findings from the JSA will be incorporated into the training sessions to teach the
proper use of these tools and equipment.
Online Educational sessions will provide employees with the required health and safety standards
to prevent workplace injuries. They will also provide wellness initiatives including smoking cessation,
nutritional lessons and stress management. The educational sessions will deal with the theoretical aspects
of the program, while the training will deal with physical, 'hands-on' experience.
Finally, implementing a more suitable EAP through Morneau Shepell shall provide mental health
solutions to all employees at New Horizon as the existing EAP is not successfully fulfilling its purpose.
This new program will provide confidential counselling services to all employees and their immediate
families and includes 24-hour crisis support along with scheduled in-person/web/phone or chat sessions.
The CWHP integrates all key components by improving physical wellness from reducing work-
related injury, illness and disability; improving occupational wellness by encouraging organizational
engagement in safe and healthy work practices; and focusing on the employees’ emotional/psychological
wellbeing thus addressing the negative workplace culture (Burton, 2010).
In order to ensure the interest and participation of key stakeholders and increase the program's
success, the evaluation criteria and process of the CWHP will be as follows:
 collect data from workplace environmental audits
BUSINESS CASE REPORT – NEW HORIZON 8

 conduct employee and management focused group interviews

 obtain attendance and productivity records at six and 12 months (preliminary assessments)
 analyze the data collected and compare it to the initial data recorded at the start of the program
 interpret and communicate the results to the various stakeholders

IMPLEMENTATION PLAN

The Implementation Plan was developed based on the needs and interests of the workforce at
New Horizon and was created with the commitment and support of all senior levels of management.
Employees were actively involved in the development of the CWHP to encourage their interest and
participation in the program.  
BUSINESS CASE REPORT – NEW HORIZON 9

PHYSICAL ASPECT – TRAIN THE TRAINER

In-person training sessions will be conducted to improve the physical working environment at
New Horizon. An external certified health and safety specialist will be hired to design and develop
training strategies to instruct the managers and supervisors (Appendix B, Figure 3). Areas of focus
include the facilitation and evaluation of injury prevention, environmental safety, occupational health and
safety, employee wellness and safety policies, lifting techniques and machinery handling (e.g., forklift,
reach, order picker, dock stacker and walkies).
There is a total of 15 managers at the pilot locations, with nine at store #7 and six at warehouse
#5. Each training session is 8-hours long and will engage five managers at a time. Upon successful
completion, the managers and supervisors are then responsible for the training of their current and new
employees.
The department with the least number of injuries monthly (following the training regiment) by
practicing proper health and safety measures will be rewarded with a free lunch.

EDUCATIONAL ASPECT – ONLINE LEARNING MODULES/WELLNESS

WEBSITE
Each online module will take approximately 30 minutes to complete and will be done during
designated work hours. This training will focus on the health and safety rights and responsibilities of
workers, supervisors and employers. It will serve as a reminder of workplace health and safety practices
and does not, in any way, replace Occupational health and safety training. The online learning modules
will also include health and wellness initiatives on topics including nutrition, smoking cessation, physical
activities, meditation practices and stress reduction.
A schedule will be created for employees to complete the modules. A certificate of completion
will be awarded after each module and at the end of the program which will go towards employees'
professional development and work files. The module will be purchased from a reputable company,
MindFlash, which offers the best and competitively priced Learning Management Systems package for
our CWHP that would simplify our educational training process (Appendix B, Figure 3).

PSYCHOLOGICAL ASPECT - EAP

An updated EAP program will be introduced to address the psychological needs of the employees
at New Horizon as it provides counselling services for employees and their families. This program will
include financial literacy modules for employees to learn strategies for budgeting, retirement plans etc. It
further provides access to online content including videos, podcasts and wellness programs that can be
accessed by the user at their convenience. The EAP program will be implemented through Morneau
BUSINESS CASE REPORT – NEW HORIZON 10

Shepell, and will be available to both full-time and part-time employees (Appendix B, Figure 3). Morneau
Shepell's EAP has the most competitive rate and has been proven to be the most effective means to
support employees to manage work, health and life issues (Morneau Shepell, n.d.). Detailed informational
packets will be provided to all staff regarding the EAP services available.

MARKETING PLAN

MARKETING GOAL
The marketing goal for implementing the CWHP at New Horizon is to reach the largest number
of people in the most efficient manner. We will strive to:
 Generate excitement and intrigue about the new initiatives
 Educate employees on their current available benefits as well as the new program offerings.
 Encourage employee participation.
 Improve company morale by promoting the belief that all employees are cared for, and their
voices are heard.
 Promote a culture of safety and increase overall safety awareness.

MARKETING STRATEGY
Relationship marketing will be used to enhance the connection between the employee and the
employer by focusing on employee wellbeing and satisfaction. This strategy is expected to improve
employee health, better communications and enhance company morale. Furthermore, increased
productivity and reduced absenteeism in the workplace can be expected as a result. It is likely to improve
New Horizons' brand, ensuring they are keeping up to social trends in the current marketplace (Hennig-
Thurau, Gwinner, & Gremler, 2002, p. 230).

MARKETING PLAN
Consists of several components:
 Informational e-newsletter outlining the services currently available to staff in their health
benefits package.
 Reminders of established safety protocols and standard operating procedures related to workplace
safety, health and wellness (e.g., emails, posting of safety literature).
 Email newsletter outlining the launch of the new program and its features to increase awareness
of and participation in the Supporting Minds CWHP.
 A helpline (1-800-number) will be available during business hours to answer any queries related
to the new and existing plans (answered by the Wellness Committee members).
BUSINESS CASE REPORT – NEW HORIZON 11

 Posters (multilingual) will be placed in common areas such as the cafeteria, washrooms, lounge
area etc. to grab attention and spread information.
 Regular in-person meetings will be held to keep everyone informed (town hall with larger groups
if possible, together with smaller, pre-shift roll call meetings).
 Several incentives throughout the program will be offered to encourage participation such as
lucky draw prizes after completing training modules (e.g., company gift cards, free lunches),
promotional products (e.g., tote bags, mugs, pens etc.), rewards and recognition (e.g., employee
of the month) (Appendix B, Figure 4).
 Follow up email newsletters sent weekly to reinforce messages, provide support and maintain
ongoing communication to generate positive outcomes.
 Periodic surveys will be completed to obtain feedback on employee satisfaction with the new
initiatives.

MARKETING BUDGET
This includes costs of labour for composing emails and e-newsletters, and maintaining the
helpline. It will also include costs for program incentives and outreach materials (e.g., posters, printing)
(Appendix B, Figure 4).

RISKS
Low Participation – This risk can be mitigated by rewards/recognition/benefits for using
programs. During the assessment process, the required modifications and improvisations will be
completed to ensure maximum participation.
Costs/Limited Return on Investment – At six months and the one-year mark, programs will be
analyzed to ascertain which aspects are working, understanding that the Return on Investment (ROI) may
not show measurable results immediately. At these junctions, initiatives will be tailored to ensure
continued success. While research on wellness program’s ROI is limited, preliminary studies have shown
that targeted, integrated and comprehensive wellness programs can produce a positive return (Boyer &
Chenier, 2014).
Stigma – People may not use mental health services as there is a stigma attached to it. Thus, the
employees will be safeguarded that the new psychological services offered are completely confidential.
Only EAP aggregate reports will be shared with the employer. Encouraging participation from
management down will create an environment that supports employee mental health.

RECOMMENDATIONS

RECOMMENDATIONS FOR ACTION

BUSINESS CASE REPORT – NEW HORIZON 12

Further to our CWHP, we suggest the following ideas that will help facilitate a successful
transition period, creating a healthy and safe working environment for all.
 Create anticipation among employees by illustrating how participating in the CHWP will create
positive change.
 Invest time identifying and researching workplace wellness grant programs and resources that are
available to support additional wellness activities.
 Use environmental clues and tangible objects to support behavioural changes (e.g., reorganizing
cafeteria products by offering healthier options, creating a stretching area equipped with mats and
resistance bands for quick stretching breaks, post wellness initiatives throughout each location).
 Reduce stigma about mental illness through clear communication across the whole organization
by organizing weekly events (e.g., Mental Health Mondays).

REFERENCES

Boyer, C., & Chénier, L. (2014). Does workplace wellness really matter? Canadian HR Reporter, 27(20),
19. Retrieved from https://www.hrreporter.com/news/hr-news/does-workplace-wellness-really-
matter-toughest-hr-question/280445
Burton, J. (2010). WHO healthy workplace framework and model: Background and supporting literature
and practices. World Health Organization. Retrieved from
http://www.who.int/occupational_health/healthy_workplace_framework.pdf
CCOHS. (2018, June 4). Inspection checklists - Sample checklist for manufacturing facilities. Retrieved
from https://www.ccohs.ca/oshanswers/hsprograms/list_mft.html
CCOHS (2016, December 1). OSH answers fact sheets: Job safety analysis. Retrieved from
https://www.ccohs.ca/oshanswers/hsprograms/job-haz.html
Grimani, A., Aboagye, E., & Kwak, L. (2019). The effectiveness of workplace nutrition and physical
activity interventions in improving productivity, work performance and workability: A systematic
review. BMC Public Health, 19(1), 1676-1676. doi:10.1186/s12889-019-8033-1
Government of Canada. (2019, January 15). Why your employees’ financial well-being matters.
Retrieved from https://www.canada.ca/en/financial-consumer-agency/services/financial-wellness-
work/why.html
Hennig-Thurau, T., Gwinner, K. P., & Gremler, D. D. (2002). Understanding relationship marketing
outcomes: An integration of relational benefits and relationship quality. Journal of Service
Research: JRS, 4(3), 230–247. doi.org/10.1177/1094670502004003006
BUSINESS CASE REPORT – NEW HORIZON 13

Morneau Shepell. (n.d.). Employee assistance program (EAP). Retrieved from

https://www.morneaushepell.com/ca-en/employee-assistance-program-eap-smb
The Health Communication Unit. (2004, July 9). An introduction to comprehensive workplace health
promotion. Centre for Health Promotion, University of Toronto. Retrieved from
http://www.mentalhealthpromotion.net/resources/intro_to_workplace_health_promotion_v11final
.pdf
Statistics Canada. (2020, November 9). Work absence of full-time employees by geography, annual.
Retrieved from https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?
pid=1410019001&pickMembers%5B0%5D=2.1&pickMembers
%5B1%5D=3.1&cubeTimeFrame.startYear=2015&cubeTimeFrame.endYear=2019&referencePe
riods=20150101%2C20190101
Workplace Safety and Prevention Services. (n.d.). Ergonomics. Retrieved from
https://www.wsps.ca/Information-Resources/Topics/MSDs.aspx

APPENDIX A

FIGURES 1 & 2
New Horizon’s Employer Interview Questions

1. What safety protocols do you currently have in place?

2. What safety policies do you currently have in place?
3. What programs have you implemented in the past? How was the program implemented? (e.g., In-house
training, reputable training company) Was it successful? What was the percentage of employee
engagement/participation?

4. How do you support safety with New Horizons?

5. Do you and your employees have a say in identifying and fixing hazards?
6. Do you feel that the work rules and regulations for safety are necessary?
7. Do you feel that senior management actively supports safety?
8. How would you compare safety at your company, compared with others of a similar business?
9. What do you feel should be done to improve safety?
10. What are your main health priorities?
11. What do you think your organizational needs are?
Categories of the CWHP Activities
Occupational Health and Voluntary Health Practices Organizational Changes
Safety
Awareness Raise awareness about the Raise awareness using a company Raise awareness about
Building health risks associated campaign to get people involved the importance of
with certain workplace with physical activity and let them providing input to
practices. know about the wide range of management about job
BUSINESS CASE REPORT – NEW HORIZON 14

health benefits of being physically issues or concerns.

active (and the detriments of being
inactive). This will be done with
team building and cash rewards for
participation.
Education/Skill Provide demonstrations Assist/teach employees to set small, Provide information on
Building and training on how to realistic physical activity goals to the best ways to give
properly carry out specific adopt while working and in their constructive feedback to
workplace activities. lives. management.
Environmental Provide necessary safety Provide training sessions to develop Provide facilities and
Support equipment and safe the most effective ways for resources for the EAP.
facilities. employees to perform their tasks.
Policy Mandate rigorous Allow employees to participate in Implement policies that
assessment of workplace the training sessions during their allow employees a certain
Development
activities and practices working hours by making the amount of work-time
carried out by employees. necessary arrangements to make each year to pursue
sure that their work is covered and professional development
offering cash incentives. and career advancement.
Note. This table provides examples of the CWHP activities in each category of activity. Adapted from An introduction to comprehensive
workplace health promotion by The Health Communication Unit, 2004, The Centre for Health Promotion, University of Toronto. Retrieved from
http://www.mentalhealthpromotion.net/resources/intro_to_workplace_health_promotion_v11final.pdf

APPENDIX B

COMPREHENSIVE WORKPLACE HEALTH PROGRAM BUDGET

FIGURE 3
Implementation Costs

Implementation Item Cost Quantity Total

Safety Specialist Training Sessions $ 30.00/hr 24 hours $ 720.00

MindFlash $599.00/month 12 months $7, 188.00
Employee Assistance Program $ 30.00/employee 230 employees/ one year $ 6, 900.00
Reward for Safest Dept. - Lunch $ 100.00/lunch 12 (one per month) $ 1, 200.00
Total Implementation Costs
(Year 1) $ 16, 008.00

FIGURE 4
Marketing Costs

Marketing Item Cost Quantity Total

Set up Labour $ 20.00/hr 40 hours $ 800.00
BUSINESS CASE REPORT – NEW HORIZON 15

Maintenance Labour $ 20.00/hr 2 hr/week for 26 weeks $ 1, 040.00

Poster Printing 24 x 36" $ 29.99/each 20 posters (10 per location) $ 599.80
Flyer Printing (8.5 x 11, colour) $ 0.40/page 230 copies $ 92.00
Mugs (with company logo) $ 1.56/each 50 mugs $ 78.00
Tote Bags (with company logo) $ 1.70/each 50 totes $ 85.00
Pens (with company logo) $ 0.57/each 100 pens $ 57.00

HST (where applicable) $ 118.53

Total Marketing Costs $ 2, 870.33

TOTAL CHWP Costs $ 18, 878.33

INDICATION OF AUTHORSHIP FOR SPECIFIC SECTIONS OF THE

BUSINESS CASE REPORT

Executive Summary: Gurdeep & Melissa

Table of Contents: Ishmael

Introduction: Megan & Tiffany

Needs Assessment: Megan & Tiffany

Health Strategy: Megan & Tiffany

Comprehensive Workplace Health Program: Jaya & Ishmael

Implementation Plan: Jaya & Ishmael

Marketing Plan: Gurdeep & Melissa

BUSINESS CASE REPORT – NEW HORIZON 16

Report Design: Ishmael

References: Ishmael

Appendices:
- Appendix A: Megan, Tiffany & Ishmael
- Appendix B: Jaya, Gurdeep & Melissa