HSE’s health and work programme tackling work-related stress stress summit 2017.pdf · HSE’s...

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Peter Brown

HSE’s health and work programme

– tackling work-related stress

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Professor Sir Cary L. Cooper, CBE, FAcSS The 50th Anniversary Professor of Organizational Psychology and Health Manchester Business School

Causes of Long-Term Absence for Non-Manual

Workers 2015

All Manufacturing &

production

Private

services

Public

services

Non-

Profit

Stress 58 50 46 79 60

Acute medical

conditions 51 49 44 64 49

Mental ill-health 49 37 45 61 52

Musculoskeletal

injuries 38 35 29 49 44

Back pain 32 32 33 36 26

Recurring medical

conditions 25 24 23 31 22

Injuries not related to

work 25 35 19 25 25

Minor illness 17 18 19 9 21

Pregnancy-related

absence 16 13 17 17 15

Percentage of respondents citing this reason as leading cause (base 394) Source: CIPD Absence Management

Survey

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Cost per average

employee (£)

Total cost to UK

employers (£ billion)

Per cent of

total

Absenteeism 335 8.4 32.4

Presenteeism 605 15.1 58.4

Turnover 95 2.4 9.2

Total 1035 25.9 100

Estimated Annual Costs to UK Employers of

Mental Ill-Health

(Sainsbury Centre for Mental Health, 2007)

Presenteeism

Health “Good” Health “Not good”

No

absences

Healthy & present Unhealthy and

present

“Sickness

Presentees”

Some

absences

Healthy and not always

present

Unhealthy and not

always present

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How common is sickness

presenteeism?

Health

“Good”

Health “Not

good”

No absences 35% 28%

Some absences 13% 24%

N=39,000 employees from general working

population (UK)

Managers’ Experience of Ill-health

(Source: CMI Quality of Working Life 2012)

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Managers’ Experience of Physical and

Psychological Symptoms

Percentage who

Experienced

Sometimes or

often 2012

%

Sometimes or

often 2007

%

Change

Loss of sense of humour 36 31 5

Avoiding contact with

other people

33 25 8

Mood swings 31 27 4

Feeling unable to cope 30 25 5

Difficulty in making

decisions

27 23 4

Unable to listen to other

people

25 21 4 Source: CMI Quality of Working

Life 2012

Agree

2012

%

Agree

2007

%

My organisation is a good

employer

64 69

I feel fairly treated by my

organisation

54 60

I feel empowered to make

decisions within my organisation

56 60

Senior managers in my

organisation are committed to

promoting employee wellbeing

39 55

I think senior management manage

change well in my organisation 30 45

Overall, I am satisfied with my job 55 62

Managers’ Views About Their Organisation as

a Place to Work

Source: CMI Quality of Working

Life 2012

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Perceived Effects of Organisational Change

on Employees

(Source: CMI Quality of Working Life 2012)

Organisational change and its effects

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Percentage of Managers Working Over their

Contract Hours per Day (Source: CMI Quality of Working Life 2012)

Your working hours

Average contracted hours were 38.18

(36.89 in 2012)

(Source: CMI 2015)

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Impact of Working over Contract

Hours

(Source: CMI 2012)

Individual

Sources of Stress

Intrinsic to the Job

Role in the

organisation

Relationships at

work

Career

development

Organisational

structure

and climate

Home/work

Interface

Individual

Depressed mood

Excessive drinking

Irritability

Chest pains

High blood

pressure

Symptoms of

Stress Disease

Organisational

High absenteeism

High labour turnover

Poor quality control

Coronary heart

disease

Mental illness

Prolonged strikes

Frequent and

severe accidents

Apathy

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Intrinsic to the Job

• Too much work - quantitative

- qualitative

• Too little work

• Time pressures and deadlines

• Poor physical working conditions

• Mistakes

• Too many decisions

Training Others

Shiftwork Hours

Responsibility for Lives

Poor Procedures by Pilots

High Workload

Variable Workload

Stressed Air Traffic Controller

Increased Risk of Coronary Artery Disease

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Role in the Organisation

• Role ambiguity

• Role conflict

• Too little responsibility

• Responsibility for People

• Responsibility for things

• Lack of managerial support

• Organisational boundaries

DENTIST

Anxious

Personality

Trying to manage

a practice

Job interfering

with family life

Patients perceive as

inflictor of pain

Coping with

difficult

patients

Administrative duties

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Relationships

• Relationships with boss

• Relationships with colleagues

• Relationships with subordinates

• Difficulties in delegating

• Personality conflicts

Career Development

• Over promotion

• Under promotion

• Lack of job security

• Fear of redundancy

or

early retirement

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Respondents Perceived Security in

Current Job

(Source: CMI Economic Outlook April 2010)

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Organisational Structure and

Climate

• Restrictions on behaviour

• No effective consultation or

communication

• Uncertainty

• Loss of identity

• Lack of participation

Organisation’s Interface with

Outside

• Divided loyalties

• Conflict of work with family

demands

• Intrusion of problems

outside

work-economic, life crisis

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Women: hours contracted vs hours

actually worked

22

36

30

9

19

11

14

94

2

14

9

13

42

0%

50%

100%

Contracted Actual

More than 45

43-45

40-42

37-39

33-36

30-32

27-29

Less than 29

N/A

Base: Working

mothers (254) Source:

Amvi

Men: hours contracted vs hours actually worked

16

45

23

18

22

3

16

6

29

1012

27

0%

50%

100%

Contracted Actual

More than 45

43-45

40-42

37-39

33-36

30-32

27-29

Less than 29

N/A

Base: Working fathers (392)

Source:

Amvi

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Comprehensive Programme

Stress Prevention

Strategy

Risk Analysis Interventions Concentrating

on Individuals, Teams and

Organisations

A Participative Approach

Interventions

Primary – Dealing with the stressors

Selection policies & induction

Workflow planning (task allocation, matching resource

to work flow demand, etc)

Work Life Balance initiatives

Management Development Programmes

Secondary – Helping people to cope

Resilience training

Annual reviews & appraisals and personal development

plans

Healthy Lifestyle & Well-being programmes

Tertiary – Picking people back up

Employee Assistance Programmes

There is a business case for wellness

programmes

Price Waterhouse Cooper Research based on 55 companies

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Making the business case

• If mental illness costs

employers £28.3 billion per

annum in 2009

• Prevention and early

identification of problems,

should save employers at

least 30% £8 billion per

annum

www.nice.org.uk/nicemedia/pdf/PH22G

uidance.pdf

61%

51%

30%

Best practice reporting group

outperforms rest of FTSE 100 on

average TSR for 2009

Average Total Shareholder Return

(TSR) for 2009

Best practice reporting group

on employee wellness &

engagement

The rest of the FTSE 100

FTSE All-Share

BITC Ipsos MORI FTSE 100 Reporting Trends, May 2010

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Why Does Psychological Wellbeing Matter

for Businesses?

A worked example

Data collected from 2600 individuals in 2014 from a large public sector

organisation

Psychological Wellbeing

0.46**

Productivity

Bottom

20%

(Lowest

Psych

Wellbein

g)

Top 20%

(Highest

Psych

Wellbein

g)

67.1%

producti

ve

87.4%

producti

ve

Impact on the Bottom-

Line Using the equation from Robertson,

2011:

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• For one individual the estimated financial benefit of improving

psychological wellbeing by a conservative amount is £1,201

• Making these improvements for just 15% of those in the sample

equates to a productivity increase worth £468,390

• Making these improvements for 15% of those in the company’s

workforce of 34,000 people equates to a productivity increase

worth £6.1million

• Making these improvements for 15% of the UK working

population equates to a productivity increase worth £5.6billion

Impact on the Bottom-Line The figures:

That’s enough to:

Pay the wages of

243,000 nurses

OR…

Buy 21,500 Lamborghini

Aventadors

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‘The Imperative for Change!’ Presented to HSE Stress Summit

By Carole Spiers MIHPE FISMA International Motivational Speaker

Chair, The International Stress Management Association [UK]

Wednesday 16th March 2017

[email protected] Follow Facebook Join LinkedIn

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Stress is a Mental Health Issue

43 [email protected] Follow Facebook Join LinkedIn

Acceptable vs Unacceptable Disability

• Recognisable

• Allowances made

• ACCEPTABLE

• Usually hidden

• No allowances made

• UNACCEPTABLE


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What do People Say About Stress?

‘I don’t want to talk

to HR or they may

think I can’t cope!’

• ‘There’s no such thing as stress!’

• ‘Stress is good for me’

• ‘I thrive on stress’

• ‘If I ignore it, it’ll go away!’


The Impact of Personal Stress

• Depression

• Insomnia

• Irritability

• High blood pressure

• Burnout

• Heart attack

• Premature death


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Some Effects of Workplace Stress

• Poor performance

• Reduced productivity

• Low morale

• Decreased commitment

• High staff turnover

• Personal and team conflict

• Absenteeism

• Presenteeism


[email protected] @isma Follow Facebook Join LinkedIn

• Long hours

• Lack of control

• Poor communications

• Uncertainty

• Lack of recognition

and reward

Stress is Swept Under the Carpet


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Your 3-point Plan

1.Increase stress

awareness

2.Challenge

misconceptions

3.Stop stress being a

taboo subject


1.Educate, educate, educate!

2.Care for the health and

wellbeing of your employees

3.Be creative!

Actions to be Taken


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A Simple Yet Effective Idea from

www.orangebox.com


We are all in

the people

business…

52

[email protected] Follow Facebook

Join LinkedIn

We all have

a part to

play!

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2017: The Imperative for Change

• Companies who demonstrate

best practice and thrive

through their people will

succeed

• Those who don’t will fail!

• Stress is not a sign of

weakness

• High on the national and

international agenda

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[email protected] Follow Facebook Join LinkedIn

Annual Conference: GROWTH 2017

16th June – central London

Stay up to date by using – #growth2017

International Stress Awareness Day:

2nd November

Join Us Today!

Speak Up and Speak Out

About Stress!


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Creating homes and places where people want to live

Ian Rabett

Nottingham City

Homes

Creating homes and places where people

want to live

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THOSE RED FLAGS

You’re the

guru

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NOTTINGHAM CITY HOMES

Manage 27,000

properties

1,000 staff

Budgets

Lemonade budget

WHAT NCH DID Staff survey by union

Procedures for

managers

Flow chart

Risk assessment for

each role

Risk assessment for

individuals

Workshops and

feedback

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EU OSHSA

Healthy

Workplaces

Award

Latvia

Daimler Deutsche Post Siemens

THE SHOCKING

NEWS…

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MAKE LIFE EASY

Demands

Control

Support

Relationships

Role

Change

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BURNOUT BUSTER

Ebook

Monday message

Other free stuff

WHAT CHANGED

Aware of the risks

Know what to do

Take it seriously

Use the procedures

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WHAT CHANGED Benefits package

Counselling

£ off theatre, gym,

travel

Bike to work scheme

Social events

STAR gala awards

CAN STRESS BE TACKLED AT AN

ORGANISATIONAL LEVEL? Don’t over manage

Policy, procedure,

attitude & skills

Use HSE standards - clarity

re cause

The whole culture

From the CEO outwards

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Creating homes and places where people want to live

Ian Rabett

Nottingham City

Homes

Creating homes and places where people

want to live Where people want to work and

can be well

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Stress: More than just the

business case. The workers perspective.

Hugh Robertson TUC

Stress is the top concern for unions.

2016 bi-annual survey of union health and safety representatives found:

70% of health and safety reps across all sectors cited stress as a top

concern.

In the public service sector the rate was 93% for central government,

89%for education, 83%for health services and 72%for local

government.

Stress was the top concern in 10 sectors and in the remaining 4 sectors

it was the second concern.

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Cost of stress

In 2010/11, the Health and Safety executive (HSE, 2010/11) estimated the cost of stress,

depression and anxiety at £3.6 billion.

This was based on an estimated cost of one case (£16 400) multiplied by the reported number of

cases of ‘stress, depression and anxiety’ (222 000).

The total number of working days lost due to this condition in 2015/16 was 11.7 million days.

This equated to an average of 23.9 days lost per case. with the cost of ‘sick’ days being £618

meaning workplace stress totalled £7.2 billion.

This is the total cost incurred by individuals, employers and the government, and includes health

care and rehabilitation costs, costs resulting from disruption of production, loss of income, and

administrative and legal costs.

Real cost much greater, in particular to the worker and their families.

Tackling stress. We need employers to take action, but the only way to properly tackle stress at work is by

having good jobs, with an element of control, respect at work, security and decent pay.

For the TUC, the HSE stress management standards are the only show in town that could

make a difference.

Yet too many employers simply wait for people to become ill and then try to work out if it is

caused by work, and even then treat it on an individual basis.

The only way you can tackle stress is by actually removing the causes which can be overwork,

too many demands, bad line management etc. In other words the six sources of stress

identified in the stress management standards.

However there has to be an acknowledgement that reducing stress may mean increased

staffing levels or major changes to how the employer operates.

Yet management often simply refuse to take action because it is too expensive or too difficult.

That is no different from the cost of reducing chemical or similar risks in manufacturing.

So how are they working?

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Trends HSE – October 2014 – “The rates of

work-related stress, depression or anxiety, for both total and new cases, have remained broadly flat for more than a decade”.

Working days lost to stress per worker showed a generally downward trend up to around 2009/10; since then the rate has been broadly flat and has now started going up.

Yet sickness absence as a whole has continued its downward trend.

Does that mean that 10 years of stress management standards have made no difference?

Take up

Despite them being available for 10 years, most employers have done

nothing with the standards, and probably have never heard of them.

The number using them has fallen, even in the public sector.

Why?

Ask the expert………..

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“It was put to me that ten years ago HSE was very active

in research and publishing of new guidance on these

areas. For example, the HSE management standards for

work-related stress published in 2004. Following that,

HSE has reduced the resources invested in these topics.

It was alleged that HSE has lost control of its ‘brand’ in

this area and that others, including other government

bodies such as Public Health England (PHE), the National

Institute for Health and Care Excellence (NICE) or the

Advisory, Conciliation and Arbitration Service (ACAS),

have stepped into this space to provide advice to

businesses. In doing so, the messages for businesses and

for individual workers about taking action on stress have

become conflated and confused.”

Martin Temple 2013

Why

Reasons include

No promotion.

No updating.

Little research into their effectiveness.

Confusion as to their status

Competition form consultants

Two main reasons:

There has been no enforcement activity

It costs money to reduce or remove stress.

But – those that have used them have reported considerable success.

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Stress management standards work

Very little published analysis but those that have used the standards, and

who have evaluated appear to show positive results.

Blackpool, Wyre and Fylde NHS Foundation Trust reported that related interventions contributed to a 40 per cent reduction in cases of work-related stress.

Aberdeen University reported that, after one year of implementing the standards, the average days lost per person due to stress reduced by 21 per cent.

Scottish Power achieved an 11 per cent reduction in stress-related sickness absence.

Employers have a duty to risk assess for

stress under the Management

regulations and, if there is a risk to the

worker, they must then remove or

reduce the hazard caused by stress “as

far as reasonably practical”.

Can issue improvement notice.

None issued for stress in past 5 years.

• HSE website asks: “Will HSE initiate enforcement

action for those organisations who obtain a

satisfaction rating below that in the Stress

Management Standards?”

• The HSE answer is unequivocal. “No. HSE's

approach to tackling work related stress is not

enforcement led.” However it does go on to say: “

Where appropriate, HSE will investigate

complaints relating to work related stress and

enforcement action may be taken if there is clear

evidence of a breach of health and safety law, and

a demonstrable risk to the health and safety of

employees.”.

Enforcement

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What is happening in practice? Instead of removing the causes of stress employers concentrate on changing the worker. Includes: • Stress management • Resilience training • Well-Being Programmes.

Stress management

Right that employers should support those with stress-related illnesses

and unions have no problem with that but NOT as an alternative to

prevention.

Often just access to a EAP, 6 sessions of CPT or “stress awareness

training”

Usually run by private providers or consultants.

They do not, in themselves, reduce the number of incidents of stress

within a workplace and are only rarely linked with any type of

prevention or to the risk assessment process.

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Resilience

New Kid on the block

Attempts to “harden us to stress”

No evidence that it has any scientific basis.

It completely against the principles of prevention required in

law.

Growing as more consultants peddle it (often replacing NLP)

Well-being

The new buzzword for selling stress management programmes

Also called wellness

Found in every workplace – but not just workplaces.

It has become a brand, used to sell anything from yogurt to

pillows.

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Well-being Means all things to all people. Well-being initiatives range from on-site massage to

subsidised gym membership.

Workers often like them.

Unions can support them and be involved.

BUT:

They focus on the individual, not the problem.

No evidence base they have any effect on preventing stress.

If work makes people ill, change the workplace, not the workers.

Not a substitute for stress prevention!

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“Those who promote well-being in the workplace should not allow it to be confused with health and safety requirements” “I recommend that HSE should ensure its own guidance sets out clearly what employers must do to control work-related health risks and be prepared to challenge others if they inadvertently misrepresent what the law requires to promote the wider wellbeing agenda.” – Temple review 2013.

Times are changing!

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HSE has a positive agenda on stress

HSE health and work strategy addresses the real issues that are leading to

most work related ill-health and death.

Tackling stress is a significant part of it.

It is a programme that is relevant and will be welcomed by everyone

involved in workplace health.

Already seeing progress.

TUC and unions actively involved.

Initiatives include:

A joint guide to using the Stress Management Standards for

workplace representatives

Piloting their use in schools.

Summary Workplace stress is destroying tens of thousands of lives despite being

manageable.

Stress is no different from other hazards. It must be removed or

controlled through risk assessment and risk management. Not just

through trying to put workers back together again.

In most cases it is simply a lack of awareness and support but we don’t

accept employers inertia or inaction on other hazards.

HSE now has a strategy which is likely to be effective, but it neds

resources and it needs the involvement of all stakeholders at every level.

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Health and Safety Executive

© Crown Copyright, HSE 2016 HSL: HSE’s Health and Safety Laboratory

Towards an Integrated

Approach

Clare Forshaw

Head of Centre for Health

HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2016 © Crown Copyright, HSE 2016

Surveys

Sickness

Absence

Management

Coping/Resilience Mental Health

First Aid

VOID OF ACTIVITY

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Good Risk Management

• Risk Assessment

• Prioritisation Exercise

• Controls

• Checks

• Health Surveillance

Preparedness

Consultation

Engagement

Reinforcement

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On Your Tables

• Hand out roles

• Discuss these roles in relation to their contribution to tackling WRS

• Share your own experience

• Chair to collate consensus for each role and feedback via slido

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On Your Tables;

• What is your priority/interest in WRS

– Concise soundbite if possible

• What do you need to reduce WRS

– Choose top 3 from list provided

• Answer for each role (7 of them)



Stress Work Programme highlights

Work-related stress and the Management Standards

approach

Rob Vondy

Head of Work-related Stress Policy

Tel: 0203 028 3756

E-mail: [email protected]

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HSE Stress Work Programme

• Review of guidance and tools

• Insight/research

• Update evidence base

• Stakeholder engagement – working in partnership

• Sector pilots

• Communications strategy - driving promotion, awareness

and positive action

HSE Stress Work Programme

Web based guidance

New format with two sections:

• Focus on work related stress, employers duties, recognition of the

problem, signs/symptoms and what employers must do to comply with

their legal duties

• Stress tools, including the Management Standards approach

A test bed version is now available to provide feedback on the first section

at: http://www.hse.gov.uk/testbed/new-stress/

To access the site, users will need to enter these credentials:

User name: development Password: HSEl0g1n

A free, automated tool is in development to update the current non digital

Management Standards indicator and analysis tool

http://www.hse.gov.uk/testbed/new-stress/





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Infographics Poster

• Specific statistical data

relating to stress, anxiety and

depression.

• Number of sufferers;

• The number of working days

lost both per case and

annually across industry; and

• The overall cost to GB plc

• Identifies the work factors and

worse effected sectors

Management Standards Workbook

• Step by step guide to

completing a risk assessment

for work related stress,

anxiety and depression

• Focusses on the

Management Standards

approach

• Includes advice, guidance

and tips for practical

application

• The workbook will be web

based to allow for flexibility in

updating and maintenance

• We will welcome ongoing

user feedback

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Work-related Stress pilots

Evidence based focus on Public Services namely:

- Education

- Health service

- Prison service

Partnership working will involve; engagement,

intervention, development of practical, sector focused

solutions underpinned by the Management Standards

approach

How you can get involved

• You can contact us on issues relating to stress at:

http://www.hse.gov.uk/stress/contacts.htm

• Stay abreast of developments by signing up for our stress

e-bulletin at:

http://www.hse.gov.uk/stress/ebulletin/index.htm

• Share ideas, raise questions or take part in discussions,

surveys or user testing of tools and guidance via the HSE

Stress Forum at:

http://webcommunities.hse.gov.uk/connect.ti/group/stress

_solutions/grouphome





http://webcommunities.hse.gov.uk/connect.ti/group/stress_solutions/grouphome



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Peter Kelly

Rationale and background for the management of work-related stress



Applying the Management Standards in your business

Victoria Whitehouse MSc,

P.G.C.E., CPsychol, AFBPsS

Jane Hopkinson MSc, MBPsS

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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017

What’s the goal?...

…to have high performing teams:

– With low levels of stress

– Who are happy, healthy and well (physically and psychologically)

– Who are highly resilient


Discuss for 5-10 minutes…

Q1: What do you envisage the team would

look like?

• Prompts:

• characteristics,

• skillset,

• attitudes,

• behaviours,

• how would they support one another,

• how would they deal with demands /

problems?

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Discuss for 5-10 minutes…

Q2: How could you achieve the goal to have

high performing teams?

• Prompts:

• What could the organisation provide?

• What would line managers need to do?

• What would individuals need to do?


The Management Standards Approach

Step 0

Preparation

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Lessons learned: step 0

Secured SMT commitment

Representative steering group (R&R)

Set yourself a goal or vision

Elect a figure head as champion

Communication / employee engagement strategy

Project plan and secure budgets

Think about the timing



Ensure full understanding of the MS risk factors: senior managers and steering group

This should include:

Knowledge of the six areas

A need to focus on prevention

A need to focus on exploring organisational

level issues

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HSL have developed a new MS tool

Use several data sources in line with your goal / vision and associated KPIs

Mix of qualitative and quantitative data sources

Mix of leading and lagging

Identify positive and areas for improvement

Trends and hot spots

Beware of the neutral responses



Explore your issues – consult with employees to discuss

problem areas and solutions in more detail

Top tips for conducting focus groups and interviews:

Select a representative sample

Homogeneity of group

Prioritise the issues you want to explore

Be aware of group think

Ensure facilitators are trained

Be aware of the sensitivity of the topic

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GAP

SG ideas (Management

Standards)

Workforce ideas

Short and long

COMMUNICATE YOUR

DECISIONS MADE, AGREED

ACTION PLAN AND

PROGRESS TO ALL



Conduct process and impact evaluation

Evaluate the effectiveness of the solutions you implemented

Feed lessons learned into the next cycle

Communicate outcomes

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Clifford Roney GMB Union

Thames Water Health & Wellbeing

Karl Simons MSc MIoD CMIOSH

Head of Health, Safety, Security & Wellbeing

Thames Water Health & Wellbeing

The Journey so far…

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Thames Water

River Thames

Rive

rChe

rwel

l

River Wey

River Lee

River Colne

River Kennet

Banbury

Swindon

Oxford

Reading

Slough

High Wycombe

Guildford

100 water treatment works

350 sewage treatment

works 4 million

customer

enquires annually

15m customers

Largest capital delivery

programme in the

industry

5,000 employees

10,000

contractors

31,000km of water

mains

118,000km of sewers

7,000 Pumping

Stations

>10,000 jobs a month on

our network

Health and wellbeing Our strategy

• Worker

• Workplace

• Wellbeing

• Wider Community

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Actual Benchmark Actual Benchmark Trend Benchmark

r R R

g G G

g R R

G G G

r G G

g G G

r A a

a G G

G G G

G G G

G g G

* Benchmarks are based 20% reduction in RIDDORs and 30% reduction in lost time injuries, but our aspiration is to have zero lost time injuries.

90001071 750 11193 9000 11193

2900

1137 1100 16717 13200 16717 13200

117 90 4394 2900 4394

600

950 1000 12578 12000 12578 12000

37 52 583 600 583

700

1347 1250 16977 15000 16977 15000

96 58 629 700 629

50

23 29 340 347 340 347

4 4 65 50 65

84 0 13 8 13

1 201620161

Thames Water Health and Safety Performance Triangle 2014/15

Current Month YTD Year End

Lost time Injuries(non notifiable)

Unsafe acts and conditions (hazards)

Non Lost Time Injuries

Health and safety inspections (SHE 6,8 & 10)

Notifiableover 7 day

Injuries

Health and safety training

Corrective actions closed (from investigations, inspections and audits)

Senior manager health and safety site visits (SHE 7)

Near miss incidents (including service strikes)

Health and wellbeing surveillance

Lagging Indicators

Leading Indicators

Major & MOP

Injuries &

DO's






Injuries






Lagging Indicators

Leading Indicators

Major & MOP

Injuries &

DO's






Injuries






Lagging Indicators

Leading Indicators

Major & MOP

Injuries &

DO's






Injuries






Lagging Indicators

Leading Indicators

Major & MOP

Injuries &

DO's






Injuries




Near miss incidents


Lagging Indicators

Leading Indicators

Major & MOP

Injuries &

DO's

Health Performance Indicators

(HPIs)

Minimum standards of OH risk management and well

being yet to be achieved in a number of areas

Mostly compliant occupational health risk management and well being

with plans to achieve minimum standards

Can evidence full compliance with minimum OH risk management and

wellbeing.

Evidence of OH risk management at all levels and throughout the

supply chain

Evidence of strategic OH management at all levels extending

to peer groups and the local community

WorkplaceLimited awareness of practical health risk

managementMeeting minimum standards in most areas Health is considered in all aspects of safety

Ill health prevention strategy integration with

business operations and supply chain

Evidence of an existing health and well being

strategy throughout the culture and management

systems of the business

Health Risk AssessmentHealth risks not detailed adequately in risk assessments

including COSHH, Musculoskeletal hazards

Health risk included in all risk assessments including COSHH and

controls implemented for physical health risks e.g. respiratory,

vibration, noise, skin etc…

Psychological health risks are also included in risk assessments and effective

controls are place

Ill health prevention strategy which includes occupational health

credentials assessed during selection of supply chain

Physical and psychological health risks are considered as part

of organisational changes e.g. shift patterns, work location,

organisational restructuring etc.

5%

Hierarchy of control (collective

vs. personal)Individuals provided with PPE, but suitability not checked

Individuals provided with the correct PPE but inadequately trained in

use and maintenance

Individuals provided with the correct PPE and adequately trained in use and

maintenance and involved in the selection procedure

Clear evidence that collective protective measures are

considered first i.e. engineering controls, substitution with less

hazardous material. PPE is last resort

Managers & employees actively engaged in monitoring

individual health where task specific health hazards exist i.e.

physical and/or psychological hazards. Evidence of action

taken and records kept.

7%

Health Surveillance Limited statutory health surveillance programme in place Health Surveillance introduced but only major issues addressed Comprehensive health surveillance in place for all of identified hazardsCan evidence how health surveillance trends are used to

demonstrate effectiveness of control measures

Health surveillance trends used in review of management

system

7%

Health Auditing HSE audits do not include health Health is included in HSE audits Key performance measures include health topicsHealth performance indicators( HPI's ) used in business

decisions

Continuous improvement plans include health related

objectives

5%

Worker No assessment of fitness to work Developing fitness to work processes Has evidence of 'fitness to work' programme

Clear evidence of an established fitness to work

programme including clear measurement and

performance review

Strategic approach to continuous improvement

including full supply chain engagement

Fitness to Work No formal process for assessing fitness to work Pre placement assessments for fitness to work are conducted. (This

may include 'with/for cause' drug & alcohol testing)

Safety critical roles clearly identified via risk assessment (e.g. confined space

workers, heavy plant drivers, working at height etc.) and full program of

periodic fitness for work medical assessments in place (this may include both

random and with/for cause drug & alcohol testing program)

Program outcomes are monitored, results used to inform

proactive activities to promote worker health improvement.

Policy/ framework in place for managing workers who no longer

meet the fitness for work standards for their specified safety

critical role due to health issues.

Fitness to work program (including medical standards and key

outcomes) reviewed regularly and any actions/changes

communicated with workers and supply chain.

5%

Attendance Management

policy/training

No attendance management/sickness absence

management policy is in place

Attendance management/sickness absence management policy is in

place

Wider management are trained in sickness absence management policy and

procedures and are competent in its application e.g. Return to work

interviews are conducted following periods of sickness absence

Metrics are produced from sickness/ill health records

Action plans with targets and objectives set and regularly

measured to demonstrate improvement;

communicated with workers and supply chain.

5%

Management of ill health Sickness/ill health issues are not managedLargely reactive or inconsistent approach to management of sickness

absence/ill health issues e.g. work related or long term onlyConsistent but still largely reactive approach to all sickness/ill health issues

Proactive case management approach to sickness/ill health

issues with early referral to OH. Phased return to work

programmes are implemented with input from OH/medical

specialists as appropriate

Access to early intervention such as physio, counselling etc.

7%

Wellbeing Few if any wellbeing initiatives undertakenOccasional wellbeing initiatives and campaigns

undertaken

Evidence of regular wellbeing activities that integrate

occupational and general health improvement

Well being initiatives available to organisation and

supply chain

The majority of workers are considered

ambassadors for health and well being strategies

within the workplace and wider community

Health PromotionNo wellbeing activities undertaken, i.e. wellness days,

poster campaignsAt least 1 wellbeing events/campaigns delivered per year At least 2 wellbeing campaign/poster campaign per year

All wellbeing events/ campaigns structured and aligned to HWB

plan. 1 well being campaign delivered per quarter, open to

supply chain participation

Support of external health and well being initiatives,

campaigns extend to families of staff members and

stakeholders

7%

Health Education & Training No structured education programme, wellbeing not

discussed in key HS&E meetings

Basic education programme in place but in its initial stages with

events at local level only

Developed education programme with co ordination at a company wide level.

Wellbeing Champions in place, evidence that health priorities such as obesity,

ageing workforce are being considered

Comprehensive education programme in place that considers

works and non works related health, well being on the agenda

for all Board, senior management and H&S meetings. Supply

chain is engaged in HWB education programme and have a HWB

plan that aligns with business.

Strategy in place to provide information that extends to local

community and staff family environment. Improvement of

public health considered as part of the CSR role of the

organisation.

5%

Health CommunicationHealth risks not included in inductions or health and

safety communicationsHealth risks are covered in company and site inductions Supervisors and managers trained on the management of health risks

All personnel have received appropriate training in the

management of health risks including the supply chain

Can evidence that behaviour's have been influenced from

training on health risks, e.g. worker surveys, audit ,

inspections

5%

58%

Health & Wellbeing 2013/14

Refreshed

Policy

Collaborative

H&S Hub

Health &

Wellbeing

Maturity Model

Emotional

Resilience

training

ZC Card

Visible Lead &

Lag indicators

Refreshed

Vision

‘Hear for You’

Culture Survey

Competence

for Directors &

managers

H&W

Strategy

Targeted ‘facts

about’ booklets

introduced


Targeted

Health

Promotion

Executive

Lifestyle

Challenge

Health

tracking

Cohort Health

Management

system

introduced

Physio

Access

Fatigue

Condition

Monitoring

Illustrative

personal

stories

Personal

Medical

Assessments

Water

Wellbeing

Week

Flu

Vaccination

s

22/03/2017

65


HSLT Supply

Chain

Engagement

Prostate

cancer

testing

Positive

Energy

Workshops

Wellbeing

Focus

Ergonomics

assessment,

awareness &

analysis

Tiredness &

Fatigue

guidance

Free

thyroid

testing

Drug &

Alcohol

awareness

Testing &

support

Active Physio

support for

non-work

related injuries

Health &

Wellbeing

Essential

Standard

Mental

illness

speaker

Leadership

team clinical

psychologist

workshops

New Year

New You

campaign

Allen Carr’s

stop

smoking

programme

Mental

Health

Awareness

Quiz

Health &

Wellbeing

Conference


Interactive

face to face

Doctors

appointments

Well over

Winter

campaign

22/03/2017

66

Executive

Lifestyle

Challenge

Health and

Safety Policy

Refreshed

Zero

Compromise

Leading and

lagging

indicators

triangle

Health &

Wellbeing Vision

& Strategy

Health &

Wellbeing

Maturity Model

Essential

Standard on

Health &

Wellbeing Managers

Resilience

Course

NEBOSH

competency for

managers

Personal

Resilience

Course

Cardinus

Training &

Assessment

Hear of You

Survey Personal Medical

Assessments for

all Targeted FACTS

booklets Physio access 1st Water

Wellbeing Week Flu Vaccinations Personal Stories Targeted Health

Promotions

Fatigue

Conditioning

Monitoring

Health Tracking

HSLT Supply

Chain

Engagement

Positive Energy

Workshops

Monthly

Wellbeing Focus

Changing

Perception's Prostrate Cancer

Checks

Executive

Reviews for

illness cases

leading to lost

time

D&A testing

Tiredness and

Fatigue Standard

Interactive

Doctor

Assessments

Ergonomics

Assessments

Clinical

Psychologist

Workshops Mental Health

Quiz Mental Illness

talks Thyroid

testing

Stop

Smoking

Programme

Slimming World Well Over

Winter

Setting the tone…

“all cases of work-related lost time injury or illness

(psychological or physical) must be recorded,

investigated and have an executive review undertaken”

22/03/2017

67

Karl Simons MSc MIoD CMIOSH

Head of Health, Safety Security & Wellbeing

Thankyou

HSE’s health and work programme tackling work-related stress stress summit 2017.pdf · HSE’s...

Documents

Transcript of HSE’s health and work programme tackling work-related stress stress summit 2017.pdf · HSE’s...