HWC Good Practice Award Booklet

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Healthy Workplaces Good Practice Awards 20142015Managing stress and psychosocial risks at work

Safety and health at work is everyones concern. Its good for you. Its good for business.

Healthy Workplaces

www.healthy-workplaces.eu

managestress
http://www.healthy-workplaces.eu/http://www.healthy-workplaces.eu/


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managestress

Europe Directis a service to help you find answers to your questions about the European Union.

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More information on the European Unionis available on the Internet (http://europa.eu).

Luxembourg: Publications Office of the European Union, 2015

ISBN: 978-92-9240-578-6

ISSN: 2315-1021doi: 10.2802/036607

Illustrations were provided by the winning and commended contenders

European Agency for Safety and Health at Work, 2015

Reproduction is authorised provided the source is acknowledged.
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Table of Contents

Introduction 5

Awarded examples

Belgium, Siemens 7Preventing burnout and stress to achieve Lives in Balance

Denmark, Ln & Spar Bank 9Bank in Motion involving managers and employees in wellbeing at work

Germany, Daimler AG 11Towards inner stability reduced absenteeism and increased work satisfaction in the manufacturing sector

Germany, Deutsche Post DHL Group 13Global management of stress in demanding postal job roles

Spain, Hotel Coln, S.A. 15Hotel management and staff working together to improve working conditions

Netherlands, Schuberg Philis 17A culture of honesty and transparency in IT outsourcing = a 100 % result

Poland, Regional Inspectorate of Prison Service in Koszalin 19Better communication, conflict solving and stress management among prison officers

Slovenia, Zavarovalnica Triglav, d.d. 21Taking a leading role on psychosocial risks in insurance

Slovakia, U. S. Steel Koice, s.r.o. 23A stress-free workplace = a zero-injury workplace in steel manufacturing

Finland, Fastems Oy Ab 25Caring = sharing a participative approach to tackling stress among engineers

United Kingdom, Nottingham City Homes 27Participative and proactive policies and procedures

Healthy Workplaces Good Prac tice Awards 2014 2015

EU-OSHA European Agency for Safety and Health at Work | 3


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Commended examples

Belgium, VitaS 29Better involvement, participation and communication in an elderly care organisation

Denmark, Boligkontoret Aarhus, AAB Aarhus AAB and ESL 31Safety and security a natural part of working in a housing association

Greece, Prevention Centre of Occupational Risk (KE.P.E.K.) of Central Greece and Municipality of Chalkida 33Risk evaluation and management of work-related stress in the refuse collection sector

Spain, ACCIONA ENERGIA 35A comprehensive plan for the prevention of psychosocial risks

France and Spain, Airbus 37Different work-related stress prevention measures for different situations in a global aircraft manufacturer

France, Schneider Electric 39Psychosocial risk prevention measures within a major international industrial group

Italy, Cofely Italia SpA 41Implementation of company initiatives to reduce stress and psychosocial risks

Malta, Public Administration HR Office, Office of the Prime Minister 43A comprehensive programme for the prevention of psychosocial risks in government administration

Portugal, Portuguese Institute of Oncology (O Porto) 45An organisational approach to preventive psychosocial risk management

Slovakia, Slovnaft, a.s. 47Efficient management of psychosocial risks in a petrochemical company

Finland, Satakunta Hospital District 49Good work! Action for wellbeing at work

Turkey, TOFA Factory, Bursa 51A comprehensive approach to eliminating psychosocial risks

4 | EU-OSHA European Agency for Safety and Health at Work



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IntroductionThe Healthy Workplaces Good Practice Awards wereorganised by the European Agency for Safety and Health atWork (EU-OSHA) as part of the 201415 Healthy Workplaces

Manage Stress campaign. The 201415 awards aimed tohighlight leading examples of companies or organisationsactively managing stress and psychosocial risks at work.

The awards recognise outstanding and innovativecontributions, and a strong management commitment andparticipative approach when dealing with psychosocialrisks. Through the competition, EU-OSHA promotes goodpractice solutions in the workplace and shares informationabout good practice across Europe.

In total, 55 entries were received, including 48 nationalentries (from 26 countries) and seven entries by Official

Campaign Partners. Organisations of all sizes (including 12small companies) from a wide variety of economic sectorswere represented.

An evaluation panel the Healthy Workplaces GoodPractice Awards jury, including representatives of the fourinterest groups of the EU-OSHA Governing Board andan expert in the subject validated and assessed theexamples submitted, and selected the award winners andcommended examples.

The importance of managing stress andpsychosocial risks

Psychosocial risks arise from unfavourable workorganisation and management, as well as a poor socialcontext at work. Risks include excessive demands, jobinsecurity, harassment and violence, among others. Theserisks, as well as a lack of adequate resources or support,can result in workers experiencing stress, which leadsto a deterioration in their functioning in and outside ofwork and, if prolonged, can lead to serious mental andphysical health problems, such as burnout, depression,cardiovascular diseases or back pain.

A recent Eurobarometer survey by the EuropeanCommission (1) found that 53 % of workers believe thatstress is the main safety and health risk they face in theworkplace, and 27 % of workers reported experiencingstress, depression, anxiety caused or worsened by workduring the last 12 months.

A poor psychosocial work environment can also havenegative effects on organisations, as well as nationaleconomies. Increased absenteeism and presenteeism(workers turning up when sick and unable to functionproperly) because of stress-related illness, as well as

(1) European Commission, 2014. Eurobarometer 398 WorkingConditions. Available at: http://ec.europa.eu/public_opinion/flash/fl_398_sum_en.pdf

increased accident and injury rates caused, for example, byworking faster under pressure, can lead to significant coststo a business or organisation. At the national level, the cost

for businesses and society is estimated to run into billionsof euros.

Moreover, there is considerable misunderstanding andsensitivity surrounding psychosocial risks in the workplace,and there is still a stigma around mental health. EU-OSHAsEuropean Survey of Enterprises on New and EmergingRisks (ESENER) (2) found that over 40 % of employersconsider psychosocial risks more difficult to manage thantraditional occupational safety and health risks.

Healthy Workplaces Manage StressA significant number of managers surveyed in Europethrough ESENER (79 %) reported being concerned aboutstress in their workplaces, but fewer than 30 % said theyhave procedures in place to deal with psychosocial risks.However, psychosocial risk management is necessaryand possible in companies of all sizes, and can be doneusing the same principles applied for managing any otheroccupational safety and health risk.

Therefore, this campaign aims to raise awareness ofstress and psychosocial risks in the workplace, to improveunderstanding of the issue and to provide support and

guidance for employers and workers to deal with thoserisks effectively.

It is the employers responsibility and legal obligation toassess and manage psychosocial risks in the workplace.It is essential that managers are committed to tacklingstress and involve workers in identifying risks and planningand implementing solutions. Improvements in the workenvironment must always be considered and implementedfirst, before individual measures. A supportive workenvironment and an open dialogue between managersand workers is particularly important for psychosocial risks,as this fosters a climate of trust in which workers can feel

comfortable raising issues. In addition, an understanding ofdifficulties outside work, although not a legal responsibility,can help create a good psychosocial work environment.

As for all occupational safety and health risks, preventionis the most effective way of dealing with psychosocial risksin the workplace. Once work-related stress and ill healthset in, absenteeism is usually already on the increase,and therefore productivity and innovation are alreadyin decline. Therefore, having a plan and pre-emptingproblems is crucial.

(2) European Agency for Safety and Health at Work, 2010. The EuropeanSurvey of Enterprises on New and Emerging Risks (ESENER). Availableat: https://osha.europa.eu/en/esener-enterprise-survey/enterprise-survey-esener


http://ec.europa.eu/public_opinion/flash/fl_398_sum_en.pdfhttp://ec.europa.eu/public_opinion/flash/fl_398_sum_en.pdfhttps://osha.europa.eu/en/esener-enterprise-survey/enterprise-survey-esenerhttps://osha.europa.eu/en/esener-enterprise-survey/enterprise-survey-esenerhttps://osha.europa.eu/en/esener-enterprise-survey/enterprise-survey-esenerhttps://osha.europa.eu/en/esener-enterprise-survey/enterprise-survey-esenerhttp://ec.europa.eu/public_opinion/flash/fl_398_sum_en.pdfhttp://ec.europa.eu/public_opinion/flash/fl_398_sum_en.pdf


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The benefits of psychosocial risk management are widereaching. For workers, it means improved wellbeingand job satisfaction. For managers, it means a healthy,motivated and productive workforce. For organisations,improved overall performance, reduced absenteeismand presenteeism, reduced accident and injury rates andgreater retention of workers may all come from reducingwork-related stress. And, finally, reduced costs and burdens

on individuals and society as a whole are invaluablebenefits.

Recognising good practice what the jury waslooking for

When selecting good practice examples, the jury waslooking for examples of:

genuine and effective management of psychosocial

risks and work-related stress; workforce diversity being taken into account; participation and involvement of the workforce and

their representatives; implementation of successful interventions in the

workplace; demonstrable improvements in safety and health; sustainability of interventions over time; transferability to other workplaces, including to those

in other Member States and to small and medium-sized enterprises.

Winning and commended cases

Awarded and commended entries are presented in thisbooklet. Each example gives the issues faced, the measurestaken and the results achieved. The entries come fromboth large and small (fewer than 100 workers) companies,as well as from Official Campaign Partners multinationalorganisations that support the campaign.

A wide range of organisations were awarded. FromGermany, a global stress management campaign was run bya leading postal and logistics company, while in Denmark,worklife balance in the high-pressure financial sector wastackled. An IT outsourcing company in the Netherlands

considers its culture of honesty and transparencyinvaluable in achieving its guaranteed 100 % result indelivering IT systems and reducing stress, and a Slovaksteel manufacturer is aiming for a zero-injury workplaceby creating a stress-free work environment. Successfulinitiatives were also run by small enterprises. A Spanish

hotel is improving employee influence and recognitionthrough participative meetings and assessments, and aPolish prison service runs workshops and skills coachingsessions on psychosocial risk management in a diversity ofsituations.

All workplaces have their own specific problems, andsolutions should be tailored to these problems. However,

the ideas and concepts demonstrated in this booklet can beadapted and customised to suit the needs of organisationsof any size, in any sector, in all Member States.

More information

The EU-OSHA website (https://osha.europa.eu) contains awealth of information on workplace safety and health inover 20 European languages.

Details on the Healthy Workplaces Manage Stress campaign

can be found at www.healthy-workplaces.eu

All EU-OSHA publications can be downloaded free ofcharge from https://osha.europa.eu/en/publications

Acknowledgements

EU-OSHA would like to thank its network of focal points inMember States, the European Economic Area and candidatecountries (competent authorities, or bodies nominatedby them, responsible for occupational safety and health)for assessing and nominating examples for the Healthy

Workplaces Good Practice Awards. The competition wouldnot have been possible without their assistance.

EU-OSHA would also like to thank the Healthy WorkplacesGood Practice Awards jury for their input: the chair, PeterKelly of the Health and Safety Executive in the UnitedKingdom, and the jury members, Francisco Jess lvarezfrom the European Commission DG Employment, SocialAffairs and Equal Opportunities; Jan Kahr Frederiksen of theDanish FTF trade union; Eckhard Metze of the Commissionfor Occupational Health and Safety and Standardizationin Germany; and Hannu Stalhammar from the Ministry ofSocial Affairs and Health in Finland.

Last but not least, many thanks to all the organisationsthat participated in the Healthy Workplaces Good PracticeAwards 201415, with special thanks to those that featurein this publication.


https://osha.europa.eu/http://www.healthy-workplaces.eu/https://osha.europa.eu/en/publicationshttps://osha.europa.eu/en/publicationshttp://www.healthy-workplaces.eu/https://osha.europa.eu/


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AWARDED

Preventing burnout and stress to achieveLives in Balance

Siemens, Belgiumwww.siemens.com

The issue

Siemens is a globally operating technology company butaims to address health management at global and localscales. Recent global surveys on health management andpsychosocial risks have been conducted and, at the localscale in Belgium, it was found that about 16 % of employees

experience high levels of stress. Irregular or long workinghours, worries about job security, the impact of mistakesand work intensity have been identified as particular risks.

Action taken

Global evaluations and feedback from Siemensorganisations in more than 70 countries led to thedevelopment of Life in Balance (LiB) a company-widemethodology based on five areas identified as essentialto successful psychosocial risk and resource management:awareness, leadership involvement, communication,training and the Employee Assistance Programme (EAP).

LiB, as an important part of the overall Health Managementprogramme Fit@Work, was implemented in Belgium from2013 and the most appropriate measures for their specificrisk factors were selected and were adjusted to fit localcultural and company conditions.

Risk factors for burnout/stress and a high level ofstigmatisation of these issues were identified. To raiseawareness of and destigmatise these issues, a video wascreated from the perspective of an affected manager whovolunteered to share his experience. An instructional videowas also created to enable other branches globally to takea similar approach and develop educational videos.

To improve involvement and awareness of leadership,stress management training for managers and two-dayhealth seminars are run, targeted at managerial staff. Bothinitiatives promote health and highlight possibilities forsupport with regard to both prevention and rehabilitation.Interested workers without personnel responsibility arealso invited to attend and these workers contribute avaluable perspective.

To improve communication, the Siemens Social Networkwas set up in 2013. In Belgium, the Fit@Work group wasset up within this network and is now an active communityof employees, health experts and voluntary membersdiscussing stress and psychosocial issues, among otherhealth topics.

Worries about job security in Siemens Belgium have beenaddressed through the Employability Index. This is a toolvia which individual development plans are created andlong-term learning areas are proposed. Suitable paths arerevealed for every employee.

Finally, about 66 % of Siemens employees worldwide haveaccess to the EAP. Based on the recent local risk assessmentand a global survey on EAPs, quality managementdocuments have been created for EAPs to help improvethe use of this valuable resource.

As a result of the LiB programme in Belgium, the existingEAP was reviewed and is now offering professional

support for psychosocial risks and juridical problems to allemployees and direct family members.

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http://www.siemens.com/http://www.siemens.com/


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We are convinced that only through a holistic

health management, true physical and mentalhealth can be achieved.

Results achieved

Health Management seminars have been rated as 1.8on a scale from 1 (very good) to 6 (not at all useful),with about 10 % of the workforce having attendedseminars to date.

Around 70 % of all managers have attended stress

management training on a voluntary basis. 90 % ofparticipants would recommend this training stronglyto their colleagues.

There has been a strong decrease in absenteeism sincethe implementation of Fit@Work.

More than 250 employees (~20 %) have joined thesocial network community and about 400 health-related posts have been created in the last six months.

Increased commitment among management andemployees to a healthy lifestyle.

Siemens was granted the Belgian Employer of the Year2014 as recognition of LiB implementation, amongstother initiatives, and the Employability Index played a

significant part in this.




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AWARDED

Bank in Motion involving managers andemployees in improving wellbeing at work

Ln & Spar Bank, Denmarkwww.lsb.dk/lsb

The issue

In the high-pressure environment of the financial sector,work pace and demands are high. This leads to an increasedrisk of stress, which in turn can lead to increased sicknessabsence. To tackle this situation, the bank wants to addresspsychosocial risks and support employees in achieving

a better worklife balance, which is often difficult indemanding job roles. To achieve their ambitious businessgoals, the company believes that having employees whoare fit and well equipped is essential.

Action taken

Bank in Motion is a lifestyle concept Ln & Spar employsto equip employees for the high-pressure environment.Under this concept, a wide variety of activities have beeninitiated in all branches of the company.

To reduce stress from high workloads and demands, the

bank set up the DO IT NOW project. The aim was toimprove efficiency within the company by giving workersthe tools to complete work in a more structured way andreduce wasted time. The flat organisation and informaltone of the bank, as well as employee influence overtheir working day, also help to reduce stress. Systematicplanned overtime is specifically avoided so individuals arenot overloaded, and mandatory breaks involving physicalactivity have been introduced.

Within Bank in Motion there is a strong focus on employeewellbeing. The Good Life is a course run for employeesfocusing on wellbeing, values, attitudes and habits in

work and at home. In addition, the Wellbeing Compass is adialogue tool that lets employees discuss challenges, such

as bullying and high workload. Moreover, all managersare certified coaches for both private and work lives andall employees have access to the companys psychologist

scheme.

Ln & Spar also believes that mental and physical healthgo hand in hand. Workplace assessments are conductedannually in connection with health checks, and theseassessments are used to prioritise actions in the workplace.If sickness absence is considered out of the ordinary for anemployee, a care interview is conducted to assess if theabsence was the result of conditions in the bank and whatthe bank can do to help.

Finally, employee development interviews are conducted atleast once a year, which involve an appraisal of employees

abilities and creation of development plans, improvingemployees job satisfaction.


https://www.lsb.dk/lsb/https://www.lsb.dk/lsb/


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Results achieved

After one year of The Good Life course, 55 % ofemployees reported that their worklife balance hadimproved.

There was a fall in self-assessed daily/weekly stress. Care interviews have resulted in the halving of sickness

absence/stress-related leave in the bank. In the Great Place to Work survey, the bank has risen

from position 69 to 20 over four years. In 2013, 93 %of employees were satisfied or very satisfied withworking at Ln & Spar.

In 2014, the psychological environment improvedsignificantly compared with 2013.

The company has also experienced increasedproductivity, earnings and customer satisfaction.

Care interviews are conducted to assess if an

absence is the result of conditions in the bankand what the bank can do to help.




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AWARDED

Towards inner stability reduced absenteeismand increased work satisfaction in themanufacturing sector

Daimler AG, Germanywww.daimler.com

The issue

At all levels of the organisation, Daimler, a motor vehiclemanufacturer, has observed an increase in problemsrelated to mental health and increased costs as a result

of absenteeism. As one example, maintenance engineersare particularly at risk of psychosocial stress. The job caninvolve complex problem solving on a variety of machines,and a high degree of responsibility and time pressure.Interruptions during maintenance operations were alsoidentified as a cause of increased stress levels.

Action taken

To evaluate psychological stress in specific job roles, Daimlerdeveloped a new procedure for psychological stress riskassessment, including clear distinctions between externalfactors, objectively determined work-related pressures and

the internal effect of those factors. To improve the working

situation of maintenance engineers in particular, a trainedteam of analysts, together with immediate superiors andpost holders, examined this job role using a standardisedanalysis tool. Based on this analysis, it was decided that,in future, supervisors would prevent disturbances during

maintenance operations, and areas of responsibility werereorganised.

Moreover, the company medical service and the employeeadvisory unit, together with internal partners, ran amultimedia campaign entitled Towards inner stability. Theaim was to involve as many employees as possible from alllevels of the organisation to raise awareness of personalmental health issues. The year-long campaign focusedon preventive measures and included significant intranetpresence; brochures, posters and flyers; an e-learningmodule encouraging self-evaluation; health courses onrelaxation and stress prevention; talks by experts; and ahealth quiz, among others.


http://www.daimler.com/http://www.daimler.com/


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Results achieved

Illness-related absenteeism was significantly reduced,as were costs caused by absenteeism.

Employees rated their work situation as subjectivelybetter than before the assessment, and theircommitment and work satisfaction increased.

The health campaign web page was viewed morethan 100 000 times, and the health quiz had morethan 1 900 participants, helping to raise awareness ofmental health issues in the workplace.

The working climate and atmosphere were significantlyimproved.

The management culture regarding psychosocialissues was improved.

Productivity increased.

Illness-related absenteeism was significantly

reduced, as were costs caused by absenteeism.




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AWARDED

Global management of stress in demandingpostal job roles

Deutsche Post DHL Group, Germanywww.dpdhl.com

The issue

As the worlds leading postal and logistics group, DeutschePost DHL Groups customers have high expectations of thespeed and quality of their service, so demand and timepressures are high. The utilisation of new technologies,working in new business areas and working within a

globally networked context are additional challenges forDHL employees. Employing around 200 000 workers inGermany alone, good management of stress in all parts ofthe company must continually be taken into account formaintaining a high-quality service.

Action taken

In 2013, Deutsche Post DHL Group issued the Health,Safety and Well-Being strategy in which mental healthtakes a central role. A variety of policies and principlesthat apply worldwide including the corporate culture,Code of Conduct, Corporate Health Policy and workplace

health promotions conducted in collaboration with the

Works Councils are influenced by this strategy. In thesame year, the company also became one of the foundingmembers of the European initiative Target Depression inthe Workplace.

The commitment of management to the mental health ofemployees is considered essential in Deutsche Post DHL

Group. Thus, in 2012, the Leadership and Mental Healthweb-based training programme targeting managerialstaff was developed. This tool gives examples and adviceon how managers can remain healthy themselves andalso protect employees from stress. In parallel, an expertforum was hosted on Dont Stress Out About Stress Mental Health in the Workplace, in which strategies forpromoting mental health in the workplace were discussed.Managers also regularly attend workshops and seminarson psychological stress in the workplace.

Giving employees the opportunity to shape their workingday is also recognised as good for mental health. Therefore,employees are directly involved in the design of working

practices.

At the individual level, check-ups are carried out by thecompany physician. Employees are given advice andrecommendations on the results of these check-ups andthe physician facilitates any interventions required, rangingfrom coaching on individual resource management to rapidinterventions in the case of severe depression. Seminarsare also run for employees on stress management skills fortheir professional and personal lives.

In addition, individual commitment and motivation isenforced by activities such as the Global Volunteer Days

that offer employees the opportunity to take part in civicengagement, improving community spirit and employeeslevels of personal satisfaction.


http://www.dpdhl.com/http://www.dpdhl.com/


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Results achieved

In the 2013 worldwide employee survey, resultsshowed improvement over the past eight years,including improvements in working conditions andactive leadership.

Around 1 500 managers have registered for the

Leadership and Mental Health training programme. Productivity has been maintained and often boosted. Illness-related costs are limited. Deutsche Post DHL Group received an award for

mental health in 2010 in the Move Europe awards,and, in the area of safety and health, the managementsystem received an A+ grade.

The commitment of management to the

mental health of employees is considered

essential.




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AWARDED

Hotel management and staff working together toimprove working conditions

Hotel Coln, S.A., Spainwww.colonhotelbarcelona.com

The issue

Hotel Coln is a small business with only 78 employees.In the past there was little opportunity for staff to havea say on how day-to-day work was organised. The hotelmanagement realised that addressing this issue couldhelp to improve staff commitment and involvement and

increase employees satisfaction at work.

Action taken

A working group was set up including both managementand staff representatives, and this group implemented apsychosocial risk prevention procedure. One of the mainoutputs of the risk assessment was the decision to adaptand reorganise the hotels working methods.

As a first step, departmental meetings were implemented.The purpose of these meetings was to provide informationon, discuss and make decisions about day-to-day operations

and possible improvements. Meetings take place every twoweeks during working hours and allow both managementand staff to discuss upcoming challenges and developsolutions together.

In preparation for these meetings, workers can submittopics they wish to be discussed via an anonymoussuggestion box. These subjects must be discussed at themeeting, and the discussion must conclude with a proposalto address the issue. Hotel management is then requiredto provide a verbal and a written response to the issue.The working group has the responsibility of informing theworkforce of actions carried out, and of when a proposal

has not been viable.

To date, various solutions have been suggested andsuccessfully implemented. The changes have been easy toimplement, but have significantly contributed to creating

a smoother and more successful working procedure anda fairer distribution of work. For example, one proposalaimed to improve the distribution of tasks related to settingthe tables before lunch and dinner. The solution proposedwas to rotate this preparatory task between different shifts.Another example of a successfully implemented measurewas a change in the format of taking orders for lunch and

an improvement in the technical equipment used for thistask.

In addition, every two months, the working groupassesses the meetings and the implementation ofchanges suggested by staff, and proposes changes that

it deems relevant. This procedure has been implementedin departments throughout the hotel, including therestaurant, linen rooms, cleaning department, receptionand kitchen. A review of the entire process is planned for2015.

Fewer than100 workers


http://www.colonhotelbarcelona.com/http://www.colonhotelbarcelona.com/


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Results achieved

Of the 51 measures proposed to date, 26 havebeen implemented, 13 are in the process of beingimplemented and 12 have been postponed.

These measures have affected key areas of the business,and some measures resulted in a reorientation of

business strategies. Both the head of human resources and hotel staff

legal representatives have shown a positive attitudetowards the change.

Both the organisation of work and the wellbeing of theworkforce have improved.

Workers submit topics to be discussed at

meetings, and the discussion must conclude

with a proposal to address the issue.




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AWARDED

A culture of honesty and transparency in IToutsourcing = a 100 % result

Schuberg Philis, Netherlandswww.schubergphilis.com

The issue

Schuberg Philis is an IT outsourcing company with clientssuch as online banks, energy companies and governmentorganisations. They give clients a 100 % result guarantee;if the systems were to go down, these organisations couldnot function. This makes work extremely challenging and

demanding there are periods of intense pressure, a highworkload and a great sense of responsibility and so therisk of overwork is always lurking.

Action taken

A 100 % guarantee could be interpreted as meaning thatno errors can be made, but Schuberg Philis believes thisresult can be achieved only by accepting that mistakesare part of the process, being completely honest aboutthem and then learning from them. Honesty, transparency

and openness characterise internal relationships and areconsidered essential for achieving company goals.

This company culture and a focus on working in tightly knitand independent teams gives employees the opportunityto ask for help and be open about their personal strengthsand weaknesses. This supportive environment means

employees feel comfortable raising issues and are able todevelop professionally and personally.

To deal with high workloads, the scrum method (the teamworks as a unit to reach a common goal) is used to assessand divide work into manageable blocks. The team alsoholds stand-ups every day to discuss progress, preventingteam members from becoming overloaded or isolated andensuring deadlines are met.

Employees are involved in annual meetings on the futuredirection of the company, and have significant input intotheir daily working lives. Moreover, through peer reviewsthat take place in association with annual appraisals,

workers help each other to growth. Therefore, workers canmake a meaningful contribution to and feel a responsibilityfor the company, their working lives and their colleagues.

The company devotes attention to both the physical andthe mental health of employees. Employees have accessto a certified in-house therapist and a physiotherapist, andparticipation in sports activities is expressly encouraged, asis healthy eating.

The commitment of management to workers wellbeing isdemonstrated at family days that take place twice a year;senior employees make it their business to get to know

everyone. Moreover, the company reinvests approximatelyone-quarter of its profit every year into the wellbeing of allits employees and their families.


https://www.schubergphilis.com/https://www.schubergphilis.com/


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Results achieved

Staff turnover (staff leaving against the will of thecompany) is extremely low: less than 1 %.

The sickness absence rate is very low: 0.9 % in 2013, farbelow the average in the ICT sector. This correspondsto direct savings of EUR 229 000 in absenteeism costs

per year. Customer satisfaction is very high and for five

years there has been a 100 % rate of customersrecommending Schuberg Philis to others.

The supportive environment means employees

feel comfortable raising issues and are able to

develop professionally and personally.




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AWARDED

Better communication, conflict solving and stressmanagement among prison officers

Regional Inspectorate of Prison Service in Koszalin, Polandwww.sw.gov.pl/pl/okregowy-inspektorat-sluzby-wieziennej-koszalin

The issue

The Inspectorate of Prison Service in Koszalin supervises,controls and coordinates the tasks of penitentiary units.Contact with prisoners is an obvious cause of stress inprison services, but there are other possible sources ofstress, including high workloads, time pressure and a

lack of support. Moreover, there is great diversity in thesituations that employees find stressful.

Action taken

A consequence of long-term exposure to stress is burnout.Therefore, in 2012, the Inspectorate conducted a surveyexamining burnout in the subordinate units. The resultsshowed that the risk of burnout varied depending oncontact with prisoners, shift systems and sex. In directresponse to the survey findings, workshops and activitieswere organised to deal with the stress factors in thesediverse situations.

Initial stress prevention workshops were conducted inwhich employees were presented with a variety solutionsfor dealing with stressful situations and relieving tensionin their professional and daily lives. Anti-stress skillsworkshops were then set up to build upon the skills learnedand to allow employees to practise the stress preventiontechniques.

A psychosocial skills coaching programme was alsorun to provide participants with principles of efficientcommunication, assertive strategies for solvinginterpersonal conflicts, and strategies for combattingunethical behaviour, aggression, discrimination andmobbing, among other skills.

Moreover, balancing the requirements of superiors withthose of employees was reported as an intense source oftension among officers at the middle management level.Therefore, stress management workshops were run formanagers and heads of divisions to help them achieve thisbalance and to quell tensions.



http://www.sw.gov.pl/pl/okregowy-inspektorat-sluzby-wieziennej-koszalinhttp://www.sw.gov.pl/pl/okregowy-inspektorat-sluzby-wieziennej-koszalin


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To develop and improve the process, all activities andworkshops are subject to an evaluation, involving a surveyto assess several factors, including accuracy and quality,covered topics and the potential for practical applicationof the content, as well as to evaluate the teachers/coaches.

Results achieved

Awareness of reducing stress in both professional andpersonal lives increased among employees.

The number of employees requesting informationabout and participating in workshops on preventingand managing stress increased.

There is a greater openness and willingness to look forhelp and support in difficult situations.

Sick leave because of difficult situations decreased. Job satisfaction improved.

A psychosocial skills coaching programmefocused on efficient communication and

assertive strategies for solving interpersonal

conflicts in the workplace.




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AWARDED

Taking a leading role on psychosocial risks ininsurance

Zavarovalnica Triglav, d.d., Sloveniawww.triglav.si

The issue

Zavarovalnica Triglav is an insurance company withunits across Slovenia and over 2 000 employees. Despitethe good results of the annual survey measuring theorganisational climate, several psychosocial risks wereidentified. The risks were related to management and

work organisation issues, perceived unfair treatment,inefficient communication and worklife imbalances. Theconsequences included experiencing stress, burnout andpoor work atmosphere.

Action taken

With the aim of achieving long-term effects on health,satisfaction and enthusiasm of each employee, and bettermanagement of psychosocial risks, the company hasdeveloped the Triglav.smo programme. Numerous eventsand activities are conducted under this programme whichtake place at all regional units.

Various measures in the programme target management.These include a leadership school, coaching for leadersincluding managing directors, conferences for leadersto improve communication and information flow, and a

manual for leaders including the most important tasks thatall managers should undertake.

A psychologist is available to provide counselling foremployees, particularly if they have encountered work-related traumatic events, e.g. threats, attacks or robbery.Lectures, education programmes, traineeships and

workshops are also run on topics such as successfulmanagement of workloads, stress management andimproving communications and relationships in theworkplace.

Protecting the dignity of employees is a traditional corevalue of the company and is included in the companysCode of Good Business Practices. A confidant is alwaysavailable who accepts reports about conflicts andunwanted (hostile, intimidating or demeaning) behaviourin the workplace. This is followed up by either mediationby trained personnel or, in more serious cases, assessmentby a committee.

Moreover, job evaluation and promotion criteria havebeen improved, and cooperation between employees anddivisions is greatly encouraged, as is innovation. Theseimprovements in employee career development andinvolvement have led to increased job satisfaction.


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Results achieved

The annual poll of employees showed that theorganisational climate rating is increasing; in particular,better ratings have been gained in managementcategories.

Absenteeism has fallen every year since 2008.

From 2011 to 2013, the cost of sick leave was loweredby 8.6 % (EUR 141 000).

Satisfaction and enthusiasm of employees is increasing,and cooperation between units, departments andservices has increased.

The number of accidents at work is low and isdecreasing.

Protecting the dignity of employees is a

traditional core value of the company anda confidant is always available who accepts

reports about conflicts.




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AWARDED

A stress-free workplace = a zero-injury workplacein steel manufacturing

U. S. Steel Koice, s.r.o., Slovakiawww.usske.sk

The issue

In the steel manufacturing sector, hazards and dangerousconditions are common. The objective of U. S. SteelKoice (USSK) is zero injury. It provides training allowingemployees to feel secure and to believe in their abilities andskills. In addition, the company believes that completely

eliminating stress in the workplace will allow employeesto fully concentrate on their work and better control andrespond to hazards that they may encounter.

Action taken

USSK employs several organisational strategies to reducestress in the workplace. The Stop & Act programmeprovides employees with a procedure to follow if risksare encountered, allowing them to stop their activitiesand seek advice from a supervisor or colleagues, therebyreducing stress levels in these situations.

In addition, an IT application allows employees to submitrisks they have encountered in the workplace, as well asideas for preventive measures. Managers and the safetyand health department then consider these proposalsand implement interventions based on the suggestions.The most active employees in this system are rewardedfor their proactive attitude. Finally, safety huddles aremeetings conducted by a supervisor which take place atthe start of each shift and highlight specific hazards thatworkers should be wary of, including psychosocial hazards.

Furthermore, the company believes that, for its success,it is necessary that each team member achieves a

balance between their work, family and private lives. Free

counselling is provided as part of the Work Life Coachingprogramme, in which both employees and their familymembers have access to unrestricted 24/7 phone ande-mail consultations. In addition, employees are able tosee a psychologist at the USSK premises, where adviceis given on both work and personal matters. In fact, themost common matter dealt with in these consultations

is interpersonal relationships in the workplace. As part ofthis programme, lectures are also given on topics such asburnout prevention, assertiveness in working and personallives and healthy lifestyles.

Events out of working hours are organised, including sportsevents, such as the USSK Soccer Championship and theFamily Are Sporting project, which encourage employeesand their family members to be active as well as sociable.In addition, the Family Safety Day helps to raise awarenessof the importance of safety and health while employeesrelax in a friendly atmosphere with their families.


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Results achieved

Since 2006, the injury rate has reduced by 79 %. In the same period, injury resulting in days away from

work has reduced by 95 %. Employees report higher personal satisfaction, a better

worklife balance and better mental comfort. Knowledge, skills and abilities, professional efficiency

and work performance have all been reported to beimproved.

Managing stress contributed to reducing

injury rates, as well as better wellbeing, job

satisfaction and performance.




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AWARDED

Caring = sharing a participative approach totackling stress among engineers

Fastems Oy Ab, Finlandwww.fastems.com/en/home

The issue

Fastems supplies customised automation systems and sorequires specialist expertise in the latest technologies. Thework is highly demanding and deadlines are tight, andengineers are often required to travel overseas to installsystems. This means the risk of experiencing stress is high

and, because of the need for specialists, this issue cannotbe resolved simply by increasing resources. This has led torequests for changes in job descriptions, extended familyleave and a significant number of resignations, amongother issues.

Action taken

Since early 2009, the Integrated Total Work StressEvaluation (TIKKA (1)) procedure has been used byFastems in collaboration with its occupational healthservice partner. TIKKA is a comprehensive assessment ofwork stress factors conducted via small group interviews,

supervisor interviews, personal questionnaire forms andjoint meetings of the entire team.

The interviews concentrate on job-content issues (e.g.clarity of work objectives, work pace and workload,provision of feedback) and social climate in work (e.g.community spirit, cooperation, equal treatment). Answersand results from the interviews, as well as suggestionsfor development and improvement, are discussed in amutually constructive spirit by workers, supervisors and ahuman resources representative at feedback and supportevents.

Personal questionnaires are used to assess fitness forwork and the performance ability of personnel. Adversefactors relating to stress are also mapped out using ahealth questionnaire. On the basis of the answers to thesequestions, individuals are selected if necessary for a moredetailed health examination, and are given support.

Fastems has shifted its approach to a focus on earlyintervention. In this early intervention model, supervisorsare given continuous training and are encouraged to bringup in the workplace potential worries about coping withwork, combatting problems at the earliest possible stage.

(1) TIKKA stems from Tyn Integroitu KokonaisKuormituksen Arviointi.


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Results achieved

There has been a significant reduction in stress-relatedsick leave.

The number of resignations has reduced. Changes in work arrangements, process descriptions

and specifications of responsibilities, and an increasein the use of electronic tools, have led to radicalreductions in the amount of travelling required.

A reorganisation of work has improved employeesatisfaction.

The work atmosphere has greatly improved. Theimplemented procedure has demonstrated that theemployer is willing to spend time and money onimproving working conditions.

The TIKKA results of Fastems have led to an increasedinterest in this process from other enterprises.

Interview results are discussed in a mutually

constructive spirit by workers and supervisors

at feedback and support events.




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AWARDED

Participative and proactive policies andprocedures

Nottingham City Homes, United Kingdomwww.nottinghamcityhomes.org.uk

satori-uk.co.uk

The issue

A stress survey carried out at Nottingham City Homesby union representatives in close cooperation withmanagement found that the three main causes of stress

were being set unrealistic targets, a lack of communicationwithin the organisation and insufficient time to do thejob. To improve the working conditions, the companyaimed to develop a stress policy and a proactive stress andwellbeing risk assessment process, and to boost awarenessabout the importance of managing stress across the wholeorganisation.

Action taken

Nottingham City Homes set out to implement an officialstress management policy in close cooperation with thetrade union. The policy is based on the Health and Safety

Executives (HSE) Management Standards for work-relatedstress and it focuses on managing the causes of andtackling work-related stress. Based on the trade unionfeedback, there is great emphasis on participation andproactive measures.

Proactive stress and wellbeing risk assessments (PSWRAs)are conducted by managers with the help of a healthand safety team. The results of the previous union stresssurvey as well as trade union feedback were used to informdevelopments where possible. Results of PSWRAs will beused to amend and refresh both the stress managementpolicy and stress management training. Moreover, as

part of the PSWRA process, all employees are given stressinformation sheets focusing on actions related to themain areas included in the HSEs Management Standards(demands, control, support, relationships, role and change).

As part of the stress management policy, training onpsychosocial risks and stress was delivered to all linemanagers to increase their skills to manage stress in theirteams. Employees were also provided with wellbeingtraining, including discussions on how to deal with difficult

conversations they may have with customers on issuessuch as taxes.

A number of mental health awareness-raising activitieshave been run, including regular Tea and Talk sessions toencourage employees to talk about aspects affecting theirhealth and wellbeing at work. A learning managementsystem has also recently been introduced to giveemployees easier access to stress awareness training andrelated materials.

All employees receive an annual personal developmentreview and regular one-to-ones with managers, whereperformance and potential support needs are discussed

and reviewed, including tight deadlines, communicationproblems and work demands.


http://www.nottinghamcityhomes.org.uk/http://satori-uk.co.uk/http://satori-uk.co.uk/http://www.nottinghamcityhomes.org.uk/


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Results achieved

There has been a noticeable rise in stress awareness.There is a greater understanding of stress factors andnew ideas are being raised about how they could bemanaged.

The stress management policy and associated trainingcontributed to the company being awarded theInvestors in People Gold award.

Sickness absence due to stress, depression and other

mental health problems is closely monitored year onyear and a downward trend is expected in the nextfew years.

There is a greater understanding of stress

factors and new ideas are being raised about

how they could be managed.




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COMMENDED

Better involvement, participation andcommunication in an elderly care organisation

VitaS, Belgiumwww.vitas.be

The issue

Over five years, elderly care company VitaS grew rapidly,extending from one to three sites. The changes broughtabout some challenges. Unclear communication toemployees during this expansion sometimes resulted ina tense atmosphere. Absenteeism increased and conflicts

in the workplace occurred. In certain cases, existingemployees were worried by the growing number of newemployees and became uncertain about the contentand security of their jobs. The management noticed thatin some cases workers became less motivated and evenstressed.

Action taken

A risk assessment on psychosocial risks was carried outfocusing on three main areas: organisational structure,personnel policy and the promotion of workers wellbeing.

Action taken focused on involvement, participationand communication from and towards the workers. Jobdescriptions were prepared and work instructions and otherrelevant documentation were digitised and made easilyaccessible to the whole workforce. Conflict managementsessions, an attendance policy, regular performanceappraisals and team-building sessions were introducedand a monthly newsletter was set up to improve the flow ofinformation. Based on survey results, workers were activelyinvolved in changes to roster planning, shifting to a moreparticipative approach based on self-scheduling.

A diversity plan, to improve recruitment and training of

lower-skilled workers and to overcome possible glassceilings, was put in place.

The success of the project can be credited to involving theentire organisation and the step-by-step approach taken invarious areas such as infrastructure, personnel, trainingand teamwork to make the overall implementationmore achievable.

VitaS has brought change to the structure and cultureof the organisation, its management and staff welfare.VitaS found that results can be achieved from insidethe organisation, often simply by engaging workers,making them feel involved and allowing them to activelyparticipate. The company discovered that developing alarge base of increasingly motivated workers within an

organisation allows greater goals to be achieved.

Workers were actively involved in changes

to roster planning, shifting to a more

participative approach based on self-

scheduling.


http://www.vitas.be/http://www.vitas.be/


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Results achieved

VitaS found that improving the issues identified by theemployees themselves had a direct impact on individualempowerment. In turn, empowering individuals led to amore motivated and productive workforce keen to helpresolve issues at an organisational level.




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COMMENDED

Safety and security a natural part of workingin a housing association

Boligkontoret Aarhus, AAB Aarhus AAB and ESL, Denmarkwww.bk-aarhus.dk

The issue

Violence, threats of violence, abuse and harassment fromresidents have been a growing problem for propertyworkers in Denmarks housing organisations in recentyears. A combination of working alone and a tradition ofnot speaking about emotional pressure and stress at work,

as well as accepting violence as just part of the job, led tomental overload among property workers in BoligkontoretAarhus.

Action taken

A method to systematically and effectively preventviolence, threats and harassment against property workerswas developed. An analytical tool was used to map theemployees experiences and wellbeing both before andafter the project.

Clear procedures for recording and following up onincidents of violence and threats were created by drawingup an anti-violence policy and updating existing crisismanagement plans. Experience exchange groups wereset up, in which property workers analyse the challengingsituations at work together and exchange experienceconcerning preventive measures.

Enabling property workers, alone or in partnership withthe safety and health group, to make assessments andtake preventive measures was key. In addition, the factthat managers visibly backed the project was critical to itssuccess. By doing so, employees felt supported and foundthat management took their incident reports seriouslyand, importantly, acted upon them. Experience exchangegroups were also set up to encourage discussion ofincidents of violence among property workers.

A comprehensive training programme was developed,delivered in the form of seminars for property workers.Video clips were also produced to support the training. All

new employees are introduced to the training concept.



http://www.bk-aarhus.dk/http://www.bk-aarhus.dk/


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Results achieved

A reduction in the number of incidents of violence andthreats.

A reduction in stress and symptoms of mental overloadamong property workers. Increased awareness among property workers of the

influence of violence on wellbeing and job satisfaction. Considerable change in attitude among property

workers towards speaking freely with each other aboutincidents of violence.

Substantial improvement in the experience ofsupport from both management and colleagues afterexperiencing incidents of violence.

Three-quarters of the property workers and managersparticipated in the seminars.

Property workers feel their relationship managementskills at work had improved.

The fact that managers visibly backed the

project was critical to its success.




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COMMENDED

Risk evaluation and management of work-relatedstress in the refuse collection sector

Prevention Centre of Occupational Risk (KE.P.E.K.) of Central Greece

and Municipality of Chalkida, Greece (1)www.dimos-xalkideon.gr

www.ypakp.gr

The issue

The management team dealing with refuse collectionin the municipality of Chalkida realised that there werecertain challenges when it comes to working conditions,such as irregular shift work. In addition, concerns wereraised about issues such as role ambiguity and pooroverall communication. It emerged that employees weresometimes unsure of their obligations and duties, andactive participation in decision making was not alwaysfacilitated. Consequently, good work practices were putat risk in certain circumstances, leading to increases in thenumber of accidents and cases of absenteeism and sickleave. When the problem of presenteeism and work-relatedstress first appeared, it became clear to management thatchange was needed.

Action taken

Preventive interventions were oriented towards collectivesolutions and encouraged active participation from allworkers and managers. Using a systematic approach,the foundations were laid for the creation of a workingenvironment based on confidence, collaboration,comprehension and support in which employees andmanagement actively participate to improve workingconditions.

The first focus was addressing organisational deficiencies.Changes in work organisation were implemented

through work scheduling, distribution of work accordingto legislation, work contracts and employees needs.Employees duties and obligations were clarified and theirparticipation in decision making was promoted.

Ergonomic planning of work practices was brought onboard by minimising exposure to extreme temperaturesand creating teams of refuse collectors based on their levelof experience. Global positioning systems were installedin refuse vehicles to enable communication duringemergencies and older vehicles were replaced. In addition,changes were made to the health and safety policy. Theseaimed to enforce social and interpersonal relationships,give workers the opportunity to express their concerns and

improve the training system.

At an individual level, the introduction of the employeeassistance programme allowed workers to acquire thenecessary competencies and skills to recognise andtackle problematic situations. This helped reinforce theemployees ability to prevent stress through changes in hisor her approach and behaviour.

(1) This project was realised through the efforts of its steering group, whose members were Toukas Dimitrios (Occupational Health and Safety Inspector)and Delichas Miltiadis (Occupational Health and Safety Inspector) from the Prevention Centre of Occupational Risk (KE.P.E.K.) of Central Greece;and Metaxas Nikolaos (Safety Consultant), Simitzis Athanasios (Occupational Physician), Vrakas Alexandros (Head of Refuse Collection DepartmentAdministration), Basoukos Alexandros (Health and Safety Representative of Employees), Boulougouras Vasilios (Health and Safety Representative ofEmployees), Athanasopoulos Athanasios (Health and Safety Representative of Employees) and Tsokou Froso (Health and Safety Representative ofEmployees) from the Municipality of Chalkida.


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The foundations were laid for the creation of

a working environment based on confidence,

collaboration, comprehension and support.

Results achieved

A reduction in the overall risk of work-related stressfrom medium to low.

A reduction in the number of accidents due to human

errors. Reductions in the number of cases of absenteeism,sickness absence and medical emergencies.

Increased awareness and responsibility amongemployees and administration on issues related tostress.

Active participation from employees in tackling work-related stress.




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COMMENDED

A comprehensive plan for the prevention ofpsychosocial risks

ACCIONA ENERGIA, Spainwww.acciona.com

The issue

The majority of employees at Acciona Energa, a globaloperator in the renewable energy sector, are engineers,administrators or surveyors. Psychosocial risk assessmentshowed that one position was particularly hazardous:control centre technician. Certain aspects of this job

working time, autonomy, workload and role performance were identified as potential psychosocial risks. Thecorresponding plan of action included both preventive andcorrective measures.

Action taken

Immediate, short-term, corrective actions specific tothe role of control centre technician were taken. Theseincluded the implementation of a communicationprotocol, which allows employees to alert management ifthey feel they have a heavy workload, and new softwarefor the installations control. The new tool helps to reduce

mental workload and makes the technicians jobs easier.A new procedure was also implemented to ensure thatinformation and instructions are clear and understood;each technicians interpretation of the instructions is eitherverified as correct at sign-off or further clarified.

The work improvements implemented for control centretechnicians showed good results and were met with great

interest among employees in other areas of the company.This encouraged Acciona to implement a longer-term,company-wide, comprehensive plan for the prevention ofpsychosocial risks.

Both collective actions, for the whole company or a singledepartment, and individual actions, driven towards a

particular employee or for workers to apply by themselves,were developed.

Collective preventive actions relied on strong commitmentfrom managers. Acciona recognised that managers are theprincipal vehicle for maintaining a culture based on respectand encouraging teamwork and individual and collectivedevelopment. Accionas characteristic management style isdeeply rooted in its team of directors and managers, but itwas recognised that, to sustain this culture, these attitudeswould need to be passed down to the next generationof managers. A coaching programme, supported bystructured training activities, was developed in response.In addition, a protocol for action to deal with harassment

has been put in place.

Individual actions, including stress management and healthpromotion workshops and computer applications for stressmonitoring, helped promote employees development andkeep them healthy and motivated.

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Results achieved

There have been no absences resulting from psychosocial-related illnesses. Good cooperation, worker participation

and a good psychosocial work environment are amongother benefits. Accionas comprehensive plan has activelycontributed to fostering a positive working environment,where people are treated with respect and which promotesemployees health and development. It has helped Accionato strengthen its position and sustainability.

Collective actions to prevent psychosocial risks

relied on strong commitment from managersto maintain a culture of respect, teamwork and

growth.




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COMMENDED

Different work-related stress prevention measuresfor different situations in a global aircraftmanufacturer

Airbus, France and Spainwww.airbus.com

The issue

In recent years, Airbus has launched a lot of new productsto remain leader in the aircraft manufacturing market.Hundreds of improvement projects have been carried

out which aim to boost performance and support newdevelopments. Optimisation also concerns organisationchanges including mergers and acquisitions.

In order to reach the desired increased performancewhile also taking care of the adaptation for the workersconcerned, there was a need to thoroughly consider theeffects of changes on working conditions and employeeswell-being, implementing adequate change managementand worker involvement.

In addition, there was the need to improve work-relatedstress prevention by combining the Airbus Group policyrequirement and local legal frames and tools.

Action taken

Airbus France

Airbus France has developed a prevention methodologywhich consists of assessing in an exhaustive andparticipative way the impact of change, which may resultin psychosocial risks in the company, and drawing up keyrecommendations which will be transformed into an actionplan.

The first step of the process consists of applying a checklistto select only the significant projects from a psychosocialrisk point of view that deserve a full analysis. In a secondstep, the methodology involves an impact workshopin which participants from a variety of hierarchical levelsgive their inputs in an exhaustive review of humanand social risks related to the project or change beingassessed, based on a structured questionnaire. The sessionis conducted by two qualified facilitators in which theobjectives, the affected groups and any related events orprojects are discussed. A systematic review is conducted ofthe impacts of the change on working conditions includingworkload, autonomy and recognition at work. The initialvulnerability of workers with respect to psychosocial risks

can be assessed in parallel. A summary report is issuedwhich synthesises the main impacts detected and givesrecommendations for each risk. The project leader thencreates an action plan based on these recommendations,and this action plan is then reviewed after around threemonths.

This methodology has, to date, been applied around15 times to varying projects ranging from aircraft finalassembly line to IT department reorganisation.

Airbus Spain

Airbus Spain regularly conducts screenings to identifygroups at risk of psychosocial issues. Assessments of thesegroups are then conducted to diagnose problems and

guide the development of corrective collective measuresthrough workshops and feedback sessions. Identifying riskareas through screenings serves as a preventive measure,minimising the possible occurrence of hazardous situationsand mitigating the existing ones.

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Individuals are also monitored by medical services toidentify those at risk, and workers can request psychologicalattention if required through unions, managers or humanresources. Psychological counselling is provided in theform of face-to-face sessions as well as via the web (thelatter being an ongoing pilot project).

After six to eight months, the situation is reassessedand the interventions are evaluated. A guide detailingimprovement actions has also been developed. It isapplicable to a wide range of areas and is a functional toolfor practically implementing this methodology.

Results achieved

Airbus France:

There is greater awareness of the importance ofchange management and the effects psychosocialrisks can have on the success of a project.

It has been noticed that a relatively small amount oftime is required by managers and participants (aboutsix working hours for about 15 people) for significantbenefits to be observed.

Standard project management methodology in Airbuswill now include more exhaustive change managementthat includes psychosocial risk prevention.

Airbus Spain:

There is greater awareness of psychosocial risks andmental health in the workplace.

After reassessment, progress can be seen in

participation and role performance factors in almostall reports. This approach has been successfully extended to

workplaces located in different provinces. The range of potential actions has continued to

increase and the process can now assist a largernumber of workers.

A systematic review is conducted of the

impacts of the change on working conditions

including workload, autonomy and

recognition at work.

AIRBUS, Photographer Hermann Jansen




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COMMENDED

Psychosocial risk prevention measures within amajor international industrial group

Schneider Electric, Francewww.schneider-electric.com

The issue

Schneider Electric, an electrical utilities group, hasrecognised the importance of psychosocial risks in theworkplace since 2002. With 20 000 workers across 20 sitesthis is an ongoing challenge, and since 2009 the companyhas adopted a more systematic approach to psychosocial

risks. Some areas had been detected as needing a morespecific focus on psychosocial working conditions andrisks. Accordingly, management decided to take measuresaddressing these areas.

Action taken

The company introduced a preventive approach, outlinedin a company agreement by the social partners, usinginternal staff and resources already available. It foundthat recognising the importance of the role played bypeople at all levels within the organisation costs very little.Systematic psychosocial risk assessment (e.g. in-depth risk

assessments by a participatory working group) was centralto the success of this strategy.

A prevention programme was set up for each site, filteringdown to organisational unit level where necessary. Thisprogramme was designed to identify hazards and assessrisks through a participatory workplace risk assessmentapproach. It also aimed to train staff involved in preventionto develop a common language and to be alert topsychosocial risks, including burnout, and to develop tools

to prevent bullying or suicide risks and to help affectedemployees to remain in employment.

A training programme was set up to raise awareness of thehazards, risks and consequences of psychosocial risks andtheir prevention, and this was tailored to different groupsof employees. Psychosocial risk assessment was alsobuilt into the planning for every reorganisation project.Furthermore, under the Cool Site programme, workplaceswere ergonomically improved to make them more user-friendly and improve workers quality of life.

A committee has been set up to monitor the agreementand consolidate the data resulting from psychosocial risk

assessments with a view to producing country-wide actionplans.

All those responsible for health and safety

work together in the common cause of

improving quality of life at work and

preventing psychosocial risks effectively.


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Results achieved

Schneider Electric has succeeded in mobilising allthose responsible for health and safety managers,the personnel department and the health and safetycommittee as well the workers and their representativesto work together in the common cause of improving

quality of life at work.

A significant number of managers, health and safety officersand employees have received training on psychosocialrisks so far. Raising awareness about psychosocial risks isone of the priority training topics for 2015.

The first results from the measures implemented showthat the number of managers suffering from burnout hasdecreased by more than 50 %.




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COMMENDED

Implementation of company initiatives to reducestress and psychosocial risks

Cofely Italia SpA, Italywww.cofely-gdfsuez.it

The issue

Like many organisations trying to survive the globalfinancial crisis, construction company Cofely Italia wasbeing forced to keep production levels high and costsdown, intensifying workloads as a result. In the midstof a corporate merger, its number of employees was

gradually falling and the remaining staff felt uncertainabout the future of their jobs. As all these factors couldlead to potential increases in absenteeism and accidents,action was taken to establish a good psychosocial workenvironment.

Action taken

Two separate studies were carried out in 2010 to identifythe causes of psychosocial risks: a work-related stress riskassessment and a working environment survey. Togetherthey confirmed the need to increase managementinvolvement in matters relating to health and safety and

to improve communication with staff and increase theirawareness and involvement. They also highlighted theimportance of putting initiatives in place for improvingthe corporate structure, primarily involving the companysmanagers and supervisors.

Work improvement initiatives that focused on the centralrole played by staff as a means of improving individualwellbeing and increasing productivity and growth werekey to the success of this project. Preventive safety visits,for example, were introduced as a tool for highlightingany potential problems or difficulties but also for findingcommon solutions, putting forward improvement initiativesand strengthening good practice. The aspects that were

looked at during the visits included work organisation,the working environment and the activities performed.One of the main challenges addressed was overcomingthe perceived barriers between employees and managers,which required establishing an environment of mutualtrust.

Cofely Italia recognised the fundamental and crucialrole of communication. Communication to staff becamemore effective as managers got more involved and werepresent on the shop floor during operational activities,leaving behind their corporate role. This commitmentfrom managers, combined with the involvement and

participation of all employees, helped the company movetowards a proactive approach and a shared preventionculture.

In addition, two preventive health initiatives were launchedin 2014: screening of older workers for cardiovasculardisease and a telephone service providing counselling andpsychological support. Both initiatives are available free ofcharge to all employees.


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Results achieved

The number of accidents fell by 85 % between 2010and 2013.

The number of preventive safety visits conductedincreased from 208 in 2011 to 438 in 2013. There hasalso been a considerable fall (by around 80 %) in the

number of cases of unsafe behaviour observed. In a survey carried out in 2013, nearly 5 % of workers

answered To a small extent or Not at all to thestatement I enjoy working in this environment. Thiscompares with over 30 % in 2010. The survey alsoshowed that workers were more motivated, felt morecommitted to the company and were more aware ofthe role they played.

Work improvement initiatives that focused on

the central role played by staff were key to the

success of this project.




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COMMENDED

A comprehensive programme for theprevention of psychosocial risks in governmentadministration

Public Administration HR Office, Office of the Prime Minister, Maltaopm.gov.mt/en/PAHRO/Pages/PAHRO.aspx

The issue

Problems observed in a number of departments includedincreased sickness absence, increased staff turnover, highworkload and work demands. It emerged that few risk

assessments or interventions for psychosocial risks werebeing carried out.

Action taken

The Public Administration of Malta addressed psychosocialrisks at all levels of the organisation, from management toworkers.

The personnel department developed a well-structuredemployee support service programme with the aimof identifying psychosocial risks and developing andimplementing appropriate control measures to address

these risks. The programme, which uses a preventiveapproach to psychosocial risks, covers the provision ofrisk assessments, the implementation of specific controlmeasures, training courses, seminars, information servicesand counselling services. It highlighted the necessity offocusing on primary levels of intervention including theintroduction of policies on work-related stress, bullyingand harassment, and addressed both secondary (trainingand awareness sessions) and tertiary levels of intervention(individual support).

First, psychosocial risk assessments were carried out acrossall ministries in order to collect data about psychosocial

risks and their effects on employees wellbeing. Thisincluded formal questionnaires as well as semi-structuredindividual interviews and focus groups.

Next, training initiatives were organised. These includedan initial 32-hour training course for senior managementon psychosocial risks, which was also used to present anddiscuss the results from the primary risk assessments. Tengeneral information sessions and a launch conferencewere organised for management to introduce the new

programme and services, followed by 33 awareness-raisingsessions for middle management and over 300 sessions foremployees addressing issues of work-related stress, mentalhealth and other psychosocial risks.

Finally, a counselling service was developed for employeeswhose work performance was being affected by work-related and/or personal issues, including stress. Awarenesssessions and a leaflet were used to promote the use of thisservice.


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Results achieved

It is clear that there is increased awareness of psychosocialrisks at work as well as of work-related stress among bothemployees and management. This cannot be quantified,but it can be felt through the number of requests forassistance from different departments as well as from

employees in relation to psychosocial risks at work.

In an evaluation of training, the majority of participantsstated that they were satisfied with the initiatives andsuggested that ongoing awareness sessions should beorganised. The majority of employees also stated that theywere very satisfied with the counselling service and wouldrecommend it to a colleague.

Psychosocial risk assessments were carried out

across all ministries in order to collect data

about general wellbeing among employeesand develop preventive measures.




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COMMENDED

An organisational approach to preventivepsychosocial risk management

Portuguese Institute of Oncology (O Porto) (1), Portugalwww.ipoporto.min-saude.pt

The issue

The Portuguese Institute of Oncology, O Porto, a specialisthospital, is a complex organisation that integrates variousprofessional groups and services. The Institutes challengeis to ensure the effective prevention of all kinds ofpsychosocial risks such as stress, burnout, emotional

pressure, workplace violence and harassment across thewhole organisation.

Action taken

Risk management at the Institute is based on anorganisational approach to prevention and healthpromotion. It is treated as a strategic function of theorganisation.

Systematic risk assessment is at the heart of the Institutesgeneral framework for managing psychosocial risks atwork. Every job is subject to the risk assessment process.

A general evaluation questionnaire is used to identify themain psychosocial risks and develop an evaluation reportwith a proposed psychosocial intervention plan, and theseare discussed by a focus group.

Written policies for the prevention of psychosocial risksensure leadership commitment and manager and workerparticipation in the preventive management process. Theorganisation is divided into 80 areas of risk management,with each area coordinated by a local risk manager. Middlemanagers are responsible for managing psychosocialrisk activities in their departments. Both managers andworkers participate in risk management activities, such

as brainstorming sessions, focus groups, questionnaires,health needs surveys and developing health and trainingplans. An annual training plan containing actions related

to the prevention of psychosocial risks has been drawn up.In addition, newsletters and reports are distributed on aregular basis.

The prevention of psychosocial risks and promotionof health is carried out based on the expertise of anoccupational health psychologist, cooperating, when

necessary, with an occupational physician and a technicianresponsible for safety at work. The most complex cases arehandled by a psychologist or other external expert.

Finally, initiatives have been established to encourageworkers to manage their own health, such as anti-smokingcampaigns, encouraging physical activity breaks duringwork time and partnerships with local fitness facilities.

(1) The implemented activities were based on a contribution from Professor J. Aguiar Coelho, Hospital Administrator and a pioneer in Portugal in thestudy, dissemination and implementation of stress and psychosocial risk prevention practices in hospitals.

Systematic risk assessment is at the heart

of the Institutes general frame

HWC Good Practice Award Booklet

Documents

Transcript of HWC Good Practice Award Booklet