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The ratio of the profit gained or lost relative to the cost of achieving the profit is calculated as return on investment (ROI). There are three categories of return on investment (ROI): internal, external, and social [9]. Internal ROI refers to benefits that save the organization money when developing products or services. This can take the form of decreased development costs, preventing the need for redesign, and reduced time in getting the product to market. External ROI refers to benefits that increase the profitability of products or services by making them better for the customer. This can take the form of increased sales, increased market share, decreased customer support and service costs, decreased return rate, and improved user experience. It should be noted that Internal ROI typically must be demonstrated before External ROI can be realized. Social ROI refers to the perception that human factors & ergonomics initiatives are beneficial and can affect both Internal and External ROI. Internal Social ROI includes the perception of stakeholders that a given initiative provides a benefit, which in turn, increases management “buy in.” External Social ROI consists of customer’s positive perceptions of the organization due to past satisfactory experiences and demonstrated trustworthiness, which leads to improved branding and strengthened corporate image. Economic analysis, shows that the performance benefits alone that may accrue from using ergonomic work pacing software indicate a return on investment of around 3 months [1]. The reason to invest in ergonomic products or solution is to improve the health, safety, quality of life and productivity of the employee and reducing the cost of medical compensation and lost workday [3, 4, 6, 11]. In this paper authors considered ‘ROI’ as improvements to physical health and psychosocial factors. Literature reported that the computer – related injury, costs to an organization on an average from $8,000 to $35,000 in direct medical and indemnity expenses, depending on the severity and treatment of the injury [8]. Indirect costs are associated with lost productivity, training of temporary or permanent replaced employees, reduced morale (affects the quality of life), and other [13]. In organizations with IT-smart IT and business leaders, ROI is acceptable or great (93 %), business leaders drive business change associated with ITenabled investments (90%), and IT products and services meet the needs of the business (88 %) [12]. The on-site clinic, for the population it serves, has a positive effect on all of the programming in the grid. As long as the employer appropriately links the clinic, its staff, and the record keeping functions, this is the one catalyst that can improve the impact of almost every other employee benefit program [5]. Several models currently exist to calculate Return on Investment (ROI) that may be used for Ergonomic interventions [2, 4, 7]. All of these approaches are based on evaluating the costs and benefits of the Work 41 (2012) 5921-5923 DOI: 10.3233/WOR-2012-1048-5921 IOS Press 5921

Return on Investment of an On-site Employee Health Clinic in Multinational Information Technology Company in India