hse’s health and work programme tackling work-related stress stress summit 2017.pdf · hse’s...
TRANSCRIPT
22/03/2017
1
Peter Brown
HSE’s health and work programme
– tackling work-related stress
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2
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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3
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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5
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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8
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
44 [email protected] Follow Facebook Join LinkedIn
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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!’
45 [email protected] Follow Facebook Join LinkedIn
The Impact of Personal Stress
• Depression
• Insomnia
• Irritability
• High blood pressure
• Burnout
• Heart attack
• Premature death
46 [email protected] Follow Facebook Join LinkedIn
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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
47 [email protected] Follow Facebook Join LinkedIn
[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
48 [email protected] Follow Facebook Join LinkedIn
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Your 3-point Plan
1.Increase stress
awareness
2.Challenge
misconceptions
3.Stop stress being a
taboo subject
49 [email protected] Follow Facebook Join LinkedIn
1.Educate, educate, educate!
2.Care for the health and
wellbeing of your employees
3.Be creative!
Actions to be Taken
50 [email protected] Follow Facebook Join LinkedIn
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A Simple Yet Effective Idea from
www.orangebox.com
51 [email protected] Follow Facebook Join LinkedIn
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
53
[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!
54 [email protected] Follow Facebook Join LinkedIn
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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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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2016 © Crown Copyright, HSE 2016
Good Risk Management
• Risk Assessment
• Prioritisation Exercise
• Controls
• Checks
• Health Surveillance
Preparedness
Consultation
Engagement
Reinforcement
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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2016 © Crown Copyright, HSE 2016
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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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2016 © Crown Copyright, HSE 2016
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)
Health and Safety Executive
Health and Safety Executive
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
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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
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Health and Safety Executive
© Crown Copyright, HSE 2017 HSL: HSE’s Health and Safety Laboratory
Peter Kelly
Rationale and background for the management of work-related stress
Health and Safety Executive
© Crown Copyright, HSE 2017 HSL: HSE’s Health and Safety Laboratory
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
HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
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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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
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?
HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
The Management Standards Approach
Step 0
Preparation
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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
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
HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
Lessons learned: step 1
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: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
Lessons learned: step 2
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
HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
Lessons learned: step 3
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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HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
Lessons learned: step 4
GAP
SG ideas (Management
Standards)
Workforce ideas
Short and long
COMMUNICATE YOUR
DECISIONS MADE, AGREED
ACTION PLAN AND
PROGRESS TO ALL
HSL: HSE’s Health and Safety Laboratory © Crown Copyright, HSE 2017
Lessons learned: step 5
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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62
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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63
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
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
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
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
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
Health and wellbeing surveillance
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
Health & Wellbeing 2014/15
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
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65
Health & Wellbeing 2015/16
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
Health & Wellbeing 2016/17
Interactive
face to face
Doctors
appointments
Well over
Winter
campaign
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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”
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Karl Simons MSc MIoD CMIOSH
Head of Health, Safety Security & Wellbeing
Thankyou