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Peterborough and Cambridgeshire Wellbeing Practitioner Network 13th October 2016

Business in the Community www.bitc.org.uk

Peterborough and Cambridgeshire Workplace Wellbeing Practitioner Network

Debbie Longhurst Head of Business Engagement, Business in the Community

and Lead for delivering the Workplace Wellbeing Offer

for Cambridgeshire and Peterborough


Introductions and domestics

Our theme today: Wellbeing strategies and measuring ROI •  BITC work locally in partnership with Public Health and the offer to

Peterborough and Cambridgeshire employers •  Workplace Wellbeing strategies - Best Practice - Tools •  Using Five ways to wellbeing - Breakout session •  Return on Investment – how do you demonstrate this currently? -  Look at BITC ROI of wellbeing •  Summary way forward and what’s next, dates for diary


BITC expertise Business in the Community is the Prince's Responsible Business Network. Our members work together to tackle a wide range of issues that are essential to creating a fairer society and a more sustainable future.

•  Business Action on Public Health 3 year, Department of Health funded project, closed formally on the 31st of March 2015. It has been successful in engaging and supporting businesses in delivering employee wellbeing interventions. Over 450 companies have received support to date.

•  2 years of developing pilot and now delivering to Hertfordshire workplaces in partnership with Public health – 75 companies actively engaged, 400 champions trained over 1,000 employees trained in MHFAL

•  Established out of the good practice above, Peterborough and Cambridgeshire Public health teams are funding BITC to deliver a wellbeing at work offer for 2 years starting January 2016


Wellbeing strategies

• What do we mean? • What should they look like? • Why?

• Look at wellbeing frameworks -  Workwell model -  Workplace charter •  Share good practice -  Dalehead foods -  Unilever


BITC Wellbeing at Work campaign www.bitc.org.uk/programmes/wellbeing • Employer Champions • Workwell model/Resilience toolkit • Membership offer • Mental Health – We’re ready to talk campaign


Workwell Model


• The inner grey wheel outlines the complementary employee led element of the model. Demonstrating and supporting how employees can take action to support their own wellbeing and that of others, this element is based on the Five Ways To Wellbeing framework developed by the New Economics Foundation.

• The five inner segments of the model cover the broad areas businesses need address in order to create a culture of wellbeing, where employees can thrive. By taking action across all of these elements, businesses can create a comprehensive approach to wellbeing that drives business productivity and employee engagement


•  Better physical and psychological health: creating a safe and pleasant work environment by promoting a physically safe working environment and promoting healthy behaviours, both

physical and mental.

•  Better work: creating a happy, engaging environment of good work, which is underpinned by good job design, autonomy, variety, employee voice, talent management, employment security, and a management style and culture that promotes mutual trust and respect.

•  Better relationships: Promoting better communication both inside and outside the workplace, to ensure employees maintain the social capital they need for good mental health wellbeing.

•  Better specialist support: Ensuring teams manage health issues at work in a proactive way, and facilitate a more efficient return to work for those off work, by equipping specialist teams, line managers and all employees with information and skills to maintain their own health and support others.

•  Working well: Positioning employee wellbeing as a boardroom issue, creating a culture of wellbeing where employees feel trusted, respected, with a strategic proactive approach to wellbeing, underpinned by strong governance and reporting arrangements


Workplace charter • http://www.wellbeingcharter.org.uk/media/PDF/WWC_Self_Assessment_Standards_A4_Booklet_Liverpool_2_WEB.PDF Use as a framework- not for assessment-use themes self assessment • Leadership • Absence management • Health & Safety • Mental Health • Smoking& Tobacco • Physical Activity • Healthy Eating • Alcohol and Substance misuse

Dalehead Foods •  Division of Tulip Ltd •  4 Factories and BQP •  Dedicated to Waitrose •  Supplying Pork, Lamb, Bacon,

Sausage, Sliced Cooked Meats •  1500 people •  65% Migrant Workforce

Equipped For Life Aims to support employees and their families in many aspects of life in, around and beyond the workplace.

Covering health, educa<on, personal development and the local community

Focus on Health •  Support to stop smoking •  Weight Loss & Healthy

Lifestyle advice •  Free Health Checks •  Free health informa<on and

educa<on •  Employee Care (EAP)

Focus on Wellbeing

•  Cycle To Work scheme •  Fruity Friday – subsidised fruit •  Health Food Op<ons in canteens •  Discounted Gym Membership •  Inter-‐site Ac<ve Challenges •  Confiden<al Repor<ng Line •  Best Doctors

Money MaRers •  Childcare Vouchers •  WesTield Health Cash Plan •  Subsidised Clothing •  My Tulip Rewards •  AUer Work Clubs •  Love Food Hate Waste

Community MaRers •  Give n Gain Day •  Charity Fund Raising •  Fun Days & Christmas Par<es •  Tulip LoRo •  BITC Business Class

Makes Real Business Sense

Promotes Higher Staff Engagement Lower staff turnover/Lower absenteeism Reducing costs and increasing produc<vity

Employer of Choice Taking responsibility for educa<on of employees in health & wellbeing Helps to aRract and retain the best people

Supplier of Choice Demonstrates our commitment to our customers values Put us ahead of our compe<tors – Ethical Audits Improves our reputa<on as a business

About unilever

•  Unilever is one of the world’s leading suppliers of fast-moving consumer goods.

Our products are sold in over 190 countries and used by 2 billion consumers every day.

Just Some of our UK brands….

Why wellbeing is so important to Unilever

!  Wellbeing benefits not only employees but the business as a whole.

!  All 7,500 employees in the UK and Ireland have 24/7 access to support when and where they need it, as well as a comprehensive range of training, informa<on and tools to enhance their wellbeing.

!  Managers are also equipped with the skills necessary to deal with health issues and as a result have a more engaged and resilient workforce.

OUR BUSINESS MODEL

OUR BRANDS Strong brands and innova<on are central to our ambi<on to double in size. OUR OPERATIONS We aim to develop innova<ve products that address different consumer needs at different price points. OUR PEOPLE Sustainable, profitable growth can only be achieved with the right people working in an organisa<on that is fit to win.

SUSTAINABLE LIVING The differen<ator in our business model is our Sustainable Living Plan and the goal of sustainable living.

Medical & occupational health global Strategy

Health, Wellbeing and Performance

Travel Related Ac<vi<es

Preven<on of Occupa<onal Ill Health

Promote Health

Support Agile Working

Expand employee health programme

Measure performance

Ergonomics

Control risks

Immunisa<on

Travel advice

Our global strategy focuses on health protec<on and promo<on and covers three key areas:

UK wellbeing plan •  Working towards ensuring both mental and

physical health are an equal priority within our organisation:

!  A culture supporting an holistic approach to health. !  Line managers lead and manage things that influence and

support a culture of health and wellbeing in the workplace. !  Excellent information, support and care to employees who

experience ill health for whatever reason and energising employees to be the best they can be at both work and home.

Lamplighter in the UK

A common framework with a common set of tools under four pillars – each with specific na<onal and site KPI’s

Leadership & Management

CommunicaVon & Culture

Building Resilience & Developing Employee

Wellbeing

Support

Managers who understand physical and mental wellbeing as a core element of their

people management, and leaders who consider an

individuals total wellbeing as part of

business decision-‐making and capability building.

A performance culture is a healthy and resilient culture, where mental and physical health are ac<vely discussed,

managed and understood to be intrinsic to success.

Given that a performance culture needs to be a resilient culture,

interven<ons, tools and techniques will be put in

place that build organisa<onal, team and individual wellbeing to meet the needs of the business and the needs

of our people.

Anyone in Unilever should be no more than one click, one phone call or one discussion from

the help they need if they are experiencing any issues with their health

and wellbeing.

Unilever Personal

Resilience tool Get AcVve fitness

challenge

Lamplighter Employee Assistance Programme

Onsite health checks

Mindfulness training online

Mental health manager awareness training

working with external agencies

UK Government Responsibility Deal pledges:

OccupaVonal Health Standards

Mental Health, Wellbeing and Resilience

Healthier Staff Restaurants

Physical AcVvity in the Workplace

Chronic CondiVons Guide and Unpaid Carers

Physical AcVvity Inclusion

Health and Wellbeing Report

Physical AcVvity Guidelines

Five Ways to Wellbeing

Developing your Health and Wellbeing Strategy

Zoë Cross, Health Improvement Advisor (Workplaces)

Cambridgeshire County Council and Peterborough City Council

[email protected]

Five Ways to Wellbeing

• Developed by New Economics Founda<on (NEF) • Divided wellbeing into two main elements – feeling good and func<oning well

• Aimed to iden<fy a set of evidence based ac<ons to improve wellbeing which individuals could be encouraged to build into their own lives

Connect

•  There is strong evidence that indicates that feeling close to, and valued by, other people is a fundamental human need and one that contributes to func<oning well in the world.

•  It’s clear that social rela<onships are cri<cal for promo<ng wellbeing and for ac<ng as a buffer against mental ill health for people of all ages.

• With this in mind, try to do something different today and make a connec<on.

Be Ac5ve

•  Regular physical ac<vity is associated with lower rates of depression and anxiety across all age groups.

•  Exercise is essen<al for slowing age-‐related cogni<ve decline and for promo<ng well-‐being.

•  But it doesn’t need to be par<cularly intense for you to feel good -‐ slower-‐paced ac<vi<es, such as walking, can have the benefit of encouraging social interac<ons as well providing some level of exercise.

Take No5ce

•  Reminding yourself to ‘take no<ce’ can strengthen and broaden awareness.

•  Studies have shown that being aware of what is taking place in the present directly enhances your well-‐being and savouring ‘the moment’ can help to reaffirm your life priori<es.

•  Heightened awareness also enhances your self-‐understanding and allows you to make posi<ve choices based on your own values and mo<va<ons.

Learn

•  Con<nued learning through life enhances self-‐esteem and encourages social interac<on and a more ac<ve life.

•  Anecdotal evidence suggests that the opportunity to engage in work or educa<onal ac<vi<es par<cularly helps to liU older people out of depression.

•  The prac<ce of selng goals, which is related to adult learning in par<cular, has been strongly associated with higher levels of wellbeing.

Give

•  Par<cipa<on in social and community life has aRracted a lot of aRen<on in the field of wellbeing research.

•  Individuals who report a greater interest in helping others are more likely to rate themselves as happy.

•  Research into ac<ons for promo<ng happiness has shown that commilng an act of kindness once a week over a six-‐week period is associated with an increase in wellbeing.

Ac5vity

•  On your tables take one of the five ways to wellbeing and think about how this could be used as a star<ng point for part of your staff health and wellbeing strategy

Public Health/Health Improvement •  Stopping Smoking •  Ea<ng healthily • Physical Ac<vity • Mental Health • Alcohol

Other considera5ons

• Data and intelligence (survey, sickness absence) •  Support and direc<on (calendar of events, culture of self help, Champions, employment policies)

•  Interven<ons (MHFA Lite, EAP, Health Checks, Workshops, adjustments)

•  Social Wellbeing (volunteering, staff as carers, support groups, clubs)

•  Employee Benefits (staff recogni<on, flexible working)

Working Well for Cambridgeshire

Working Well for Cambs

Healthy Lifestyle

Healthy Mind

Healthy Workplace


Return on Investment

• How do you measure the impact of your wellbeing interventions currently?

Why health and well-being?

"  Cultural shift and change "  Increase in sickness absence

- 12.90 days per employee (2010/11) "  IiP Bronze accreditation "  One to Watch in Sunday Times Top 100 "  Commitment to being a great place to work

Outcomes…

IiP Gold Accreditation

Sunday Times Top 100 Company!

50% Reduction in sickness absence since commencement

of project in 2010

31 March 2014

31 March 2013

31 March 2012

31 March 2011

Days Days Days Days Total days lost 1,102 1,896 2,104 2120 Actual days lost per employee

6.48 10.65 11.82 12.90

Business Action on Public Health Background to Impact research 2016

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Re-‐cap of 2015 findings: NaVonal level ProporVon of employers reporVng improvements for staff

72%$

Weight$management$

95%$

Physical$ac5vity$

87%$

Mental$Health$&$Stress$

75%$

Musculo?skeletal$

47%$

Smoking$cessa5on$

44%$

Reduced$alcohol$&$$substance$misuse$

No significant improvement reported Significant improvement reported

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Rate of benefit related to BAPH acVviVes (2015)

4-‐12% improvement rate of health as a result of star<ng exercise and healthier ac<vi<es is es<mated based on popula<on level ra<os (European Quality of Life Survey) Two-‐thirds of employers report staff started their own group ac<vi<es as a result At an aggregate level, 1 in 5 Employers report 0.29 reduc<on in sick days related to BAPH ac<vi<es (poten<al £1.5m in cost savings) BUT there is low systema1c tracking or repor1ng of employee health & wellbeing over the long term and impact on performance of business func1on

Overall 75% of Employers report staff who parVcipate in BAPH-‐related acVviVes to be_er their wellbeing then go on to experience improvement

Impact on performance of parVcipaVng staff (Aggregate level)

ProporVon of employers in agreement

Improved performance of staff 52%

Improved staff pride in organisaVon 71%

Improved work/life balance 65%

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PotenVal cost savings to Public Health

Example(costs(of(entering(Health(and(Care(services(e.g.(GP(clinics,(hospitals,(local(authority(care/social(care(*((

Estimated(annual(cost(per(incidence((approx.)(

Attributable(resource(savings(from(BAPH(model(

Social(care/local(authority(cost(of(treating(diabetes( £18,900' £1.78'million'NHS(cost(of(treating(obesity(and(overweight(individuals(in(hospital(

£8,200' £450,500'

NHS(cost(of(providing(community(mental(health(support(within&3&months&(low%to%mid*level%problem/non*severe)(

£824' £78,500'

NHS(treatment(for(admissions(attributable(to(Smoking( £3,030' £656,000'(

Taken from Envoy Partnership analysis and organisa7onal survey responses n = 30 employers & 35 Champions Unit costs from PSSRU 2014-‐2015, NHS tariffs 2014-‐2015 and Ins7tute of Diabetes for Older People, "The Hidden Impact of Diabetes in Social Care, (2013)"

48

Challenges & Gaps 2016

Par<cipant tracking and monitoring – what’s the effect? Employee-‐started groups = great behaviour change; what can be scaled up or shared? Feeding into strategic level: Talent management culture & recruitment plans Benefit length? Ageing workforce vs experience of workplace Business/Produc<vity insights vs other contribu<ng factors

0% 20% 40% 60% 80% 100%

Musculo-‐skeletal

discomfort

Smoking cessa<on

Substance misuse

awareness

Exercise & Ac<ve life

Weight Mgmt & Healthy Ea<ng

Mental Health & Stress training

Line Managers percepVon: % reporVng of campaign's posiVve impact on wellbeing at work

Strongly Agree Agree Agree a liRle

2016 progress… Pilot results Summer 2016

Line Manager headline examples: Depth of reach/involvement vs PosiVve impact on employee wellbeing

Even though certain campaigns’ reach may be compara<vely low, posi<ve impact is s<ll recognised regarding their value to individual wellbeing at work

NB Pilot is based only on small sample c. 11 Line Managers across c.7 Employers


BITC delivery of wellbeing at work Going forward…

For both Peterborough (offer launched Monday)and Cambridgeshire we will facilitate the delivery of funded accredited training including open/onsite sessions:

Mental Health First aid lite training

Workplace health champions

NHS Health checks/mini MOTs where appropriate

Green travel

Reducing workplace smoking

Signposting to other health support – healthy eating, Alcohol, Substance misuse etc.

Refer to your packs for more information….


Supporting BITC networks Underpinning the training are the following funded networks to embed wellbeing into workplaces in Peterborough and Cambridgeshire:

•  Wellbeing practitioner networks; for the Wellbeing lead of a Peterborough/Cambridgeshire based company runs around 3 times per year. these are to share best practice within workplace wellbeing, hear from expert speakers on employer led subjects and hear about latest health initiatives

•  Wellbeing champions network; for BITC trained RSPH trained health champions in Peterborough/Cambridgeshire twice yearly catch ups to understand latest health campaigns, gain new tools and updates and share best practice with other with other employers

•  Mental wellbeing peer network; for BITC trained MHFA employees. This will enable trained employees to access support and updates on latest best practice


Launched July 1st BITC Mental Health Peer support network

This network will support some 1,000 + BITC trained Mental health First Aid lite employees across the East of England to ensure they are able to keep updated on the latest Mental Health initiatives and share best practice, once launched all BITC MHFA trained employees will be invited to join.

Members of network will be able to access:

Quarterly newsletter; giving latest updates and signposting to latest tools to support your MH knowledge –launching July 2016

Twice yearly networking events –launching November 8th in Cambridgeshire and Peterborough


Summary and way forward

Thanks to the presenters for their contribution and to you for joining in and giving your feedback, please complete the evaluation sheet –thank you

Diary dates: Mental health lite open session- 3rd November 2016 (Peterborough)and 30th November (Cambs) Health champion training – 17th November 2016 (Peterborough/Cambs) Mental wellbeing peer network- 8th November 2016 - Brampton

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