www.hertsdirect.org health inequalities and the workplace why should you care? jim mcmanus,...
TRANSCRIPT
www.hertsdirect.org
Health Inequalities and the WorkplaceWhy should you care?
Jim McManus, CPsychol, CSci, AFBPsS, FFPH, FRSPH, MCIPD
Director of Public Health
www.hertsdirect.org
I will cover
• Health inequalities• Why you should care• What can we do about it?
www.hertsdirect.org
www.hertsdirect.org
1. Health Inequalities
www.hertsdirect.org
www.hertsdirect.org
And Hertfordshire shows the same pattern!
www.hertsdirect.org
The Problem
• Increasing non-communicable disease
– Smoking, obesity• Increasing mental ill health• Increasing sickness absence• Increasing loss to business productivity and
performance from sick pay• Avoidable cost of managing and replacing sick
and absent staff
www.hertsdirect.org
Hertfordshire
• 2,200 early and avoidable deaths per annum• Most of them preventable• Problems start in working age life with sickness absence• Common causes: inactivity, MSK problems, diet,
alcohol, smoking• Significant avoidable stress and mental health costs• The human side of resource depreciation because it isn’t
looked after• WE REALLY MUST DO SOMETHING! BUT WHAT?
www.hertsdirect.org
Premature death in Hertfordshire
• The causes of premature mortality can be grouped into four main conditions which account for around 80% of premature deaths. These are:
• cancer• heart disease and stroke• lung disease• liver disease
www.hertsdirect.org
Adults smoking
10
12
14
16
18
20
22
24
26
28
3020
09-2
010
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
England Hertfordshire Stevenage Welw ynHatf ield
Three Rivers Broxbourne Hertsmere St Albans Dacorum NorthHertfordshire
Watford EastHertfordshire
Per
cen
tag
e
Source: Off ice of National Statistics (ONS)
15717
18023
20957
15320
169381 15717
20444 21262
16733 11687
1499
www.hertsdirect.org
Increasing and higher risk drinking 2008/09
20.5
21.0
21.5
22.0
22.5
23.0
23.5
24.0
Pe
rce
nta
ge
Source: General Lifestyle Survey (GLF)
2590426277
2343921648 26469
1481915506
1586216014
17399
www.hertsdirect.org
Hospital Stays for Alcohol Related Harm
18432
197316842280
2246153722651339
189114361782
600
800
1000
1200
1400
1600
1800
2000
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
2007
-08
2008
-09
2009
-10
2010
-11
England Hertfordshire Broxbourne Watford Hertsmere Stevenage NorthHertfordshire
Three Rivers EastHertfordshire
Dacorum Welw ynHatf ield
St Albans
Rat
e p
er 1
00,0
00
Source: Hospital Episode Statistics (HES) via Health and Social Care Information Centre (HSCIC)
www.hertsdirect.org
Adults smoking
10
12
14
16
18
20
22
24
26
28
3020
09-2
010
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
2009
-201
0
2010
-201
1
2011
-201
2
England Hertfordshire Stevenage Welw ynHatf ield
Three Rivers Broxbourne Hertsmere St Albans Dacorum NorthHertfordshire
Watford EastHertfordshire
Per
cen
tag
e
Source: Off ice of National Statistics (ONS)
15717
18023
20957
15320
169381 15717
20444 21262
16733 11687
1499
www.hertsdirect.org
Health eating adults
15
20
25
30
35
402
00
3-0
5
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
20
03
-05
20
06
-08
England Hertfordshire Broxbourne Stevenage WelwynHatfield
Watford Dacorum Hertsmere NorthHertfordshire
Three Rivers EastHertfordshire
StAlbans
Pe
rce
nta
ge
Source: The Health Survey for England (HSE) National Centre for Social Research (NatCen)
6700 5900
9465 723512365 8565 11100
7900 12500
9765
www.hertsdirect.org
Percentage of physically active adults 2007 - 2011
0
2
4
6
8
10
12
14
16
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
2007
-09
2008
-10
2009
-11
England Hertfordshire Broxbourne Three Rivers Hertsmere Watford WelwynHatfield
St Albans Stevenage Dacorum NorthHertfordshire
EastHertfordshire
Perc
enta
ge
Source: Sport England's active People Survey (APS)
www.hertsdirect.org
Obese adults
14
16
18
20
22
24
26
28
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
2003
/05
2006
/08
England Hertfordshire Broxbourne Stevenage Dacorum NorthHertfordshire
Hertsmere EastHertfordshire
WelwynHatfield
Three Rivers Watford St Albans
Per
cent
age
Source: The Health Survey for England (HSE) National Centre for Social Research (NatCen)
6500565
4185 7465 5800
77006065
4300
3900 6200
www.hertsdirect.org
Mental Health
• Biggest single cause of sickness absence• Mostly avoidable or remediable at early stages• Significant cause of ET claims and workplace
disputes• Area most employers feel least prepared for• 1 in 4 of population have in lifetime• 1 in 3 of workforce report sickness absence
around it
www.hertsdirect.org
Hertfordshire percentage projected population change 2010 to 2035
Age Group Percentage Change All persons - 0-4 6.89 All persons - 5-9 21.27 21.27All persons - 10-14 24.04All persons - 15-19 18.36All persons - 20-24 13.32All persons - 25-29 13.56All persons - 30-34 11.68All persons - 35-39 8.35All persons - 40-44 9.49All persons - 45-49 11.91 All persons - 50-54 20.83All persons - 55-59 25.24All persons - 60-64 20.16All persons - 65-69 59.04 All persons - 70-74 69.54 All persons - 75-79 51.01All persons - 80-84 53.82All persons - 85-89 102.96All persons - 90+ 231.33
www.hertsdirect.org
2. Why should you care?
www.hertsdirect.org
Because it’s costing you
• Sickness absence• Productivity
Established relationship between lifestyle related risk factors (smoking, inactivity, obesity) and productivity absenteeism and health claims.
• (Buron et al,2005, Wellsource, 2006 & University of Michigan, 2006)
www.hertsdirect.org
Doing nothing is not an option
The do-nothing strategy of waiting for sickness and then paying for treatment isn’t cost neutral – it costs you
• Lifestyle related risk factors and behaviours of employees as well as unhealthy work environments and practices drive costs.
• High risk employees incur high costs whatever the outcome measure: pharmaceutical, absenteeism, compensation costs or productivity.
• Now I’m going to prove it….
www.hertsdirect.org
What is the root issue?
• There is a flow from low risk to high risk to disease for the working age population
• This leads to:• Diseases of lifestyle• More risk, more absence• Compound risk, compound absence• Low productivity
www.hertsdirect.org
What does this mean for you as employers?• Chronic disease related deaths account for 56% of all deaths in the
working-age population in the world (World Health Organization).
• High prevalence of major modifiable health risks contributes to the epidemic of chronic disease.
– Elevated BMI (BMI ≥25kg/m2) Obesity (BMI ≥ 30 kg/m2)– Inactivity Smoking– Stress Elevated blood pressure
– Elevated cholesterol High blood sugar– Alcohol
• Places an increasing burden on employers: decreased productivity, increased absenteeism, increased health and workers’ compensation claims.
www.hertsdirect.org
Productivity Decreases with Number of Health Risks
Excess
Productivity Loss
Productivity
Loss (%)
Base Cost
Number of Health Risks
(Journal of Occupational and Environmental Medicine 2005;47:769-77 (n = 28,375))
www.hertsdirect.org
Absenteeism Increases with Number of Health Risks
Number of Health Risks
(Journal of Occupational and Environmental Medicine 2005;47:769-77 (n = 28,375))
Base work loss days/yr
Excess Work Loss days/yr
work loss days/yr
www.hertsdirect.org
Work done for Herts byeconomists at
Example: Smoking costs in Herts
• total annual cost in Hertfordshire £45,972,899– NHS Treatment and Care costs: £32,429,375
– Costs to businesses (productivity losses): £12,931,914
– Passive smoking costs: £598,947 (adults: £425,607; children: £173,340)
www.hertsdirect.org
Root causesOne of the root causes of unsustainable
increases in costs is natural flow of individuals from
low risk → high risk →disease →higher employer costs
natural flow estimated at 2% - 4% per year. • (Edington et al, 2009).
www.hertsdirect.org
3. What are we doing about it?
Helping you build workplace wellness through the workplace offer
www.hertsdirect.org
What can be done
• An effective Workplace Wellness strategy is to stop migration of people to higher risk and keep low risk people at low risk.
• Employers costs go up as people age, regardless of their health risk status and as health risk status gets worse, costs go up regardless of age.
www.hertsdirect.org
NICE Business Case 1: Gross Savings
• Worked example - for a company with 300 employees earning average £8.20/hr
Average no. of days sickness
absence
Total no. of days sickness
absence Hours per day
Total annual cost
£
% reduction in sickness absence
Total annual savings
£
8.4 2520 7.5 154,980 20% -30,996
On average, sickness absence costs employers 8.4 working days per employee per year (Chartered Institute of Personal Development 2007a). Physical activity programmes at work have been found to reduce absenteeism by up to 20%; physically active workers take 27% fewer sick days (Health, Work and Wellbeing Programme 2008).
www.hertsdirect.org
Nice Business Case 2: InterventionsExamples of Interventions
Cost per employee
£
% of employees taking part
Total Cost£
Health champion/coordinator NA 100% 3,000
Health check
35 100% 10,500
Pedometer challenge
20 50% 3,000
Lunchtime walks
10 50% 1,500
Workplace travel plans
10 100% 3,000
Activity classes
50 30% 4,500
Social events
100 30% 9,000
Discounted local gym membership
100 30% 9,000
Team days - estimated
20 100% 6,000
Signs and posters NA 100%
200
Booklets, leaflets and promotional material
2 100%
600
Total Cost£50,300
www.hertsdirect.org
NICE Business Case 3: Net Savings
Total quantifiable benefits -45,024
Total costs 50,300
Total costs 5,277
www.hertsdirect.org
Interventions with Gold Standard Evidence (Systematic Reviews)• Musculoskeletal disorders
– education about stress management, principles of ergonomics, anatomy, musculoskeletal disorders, and the importance of physical activity.
– 'pause gymnastics', how to use a relaxed work posture, proper positioning, the importance of rest breaks, and strategies to improve relaxation.
– some studies also included how to modify work tasks, work load, working techniques, working positions, and working hours.
– adjustments and recommended alternatives to the existing furniture and equipment at the workplace.
www.hertsdirect.org
Interventions with Gold Standard Evidence (Systematic Reviews)• Standing workers and vein problems• Flexible working interventions that increase worker
control and choice (such as self-scheduling or gradual/partial retirement) are likely to have a positive effect on health outcomes
• Smoking Cessation• Healthy weight management• Stopping movement from low – high risk - disease
www.hertsdirect.org
Healthy Herts
• County Council Programme• Reduced Sickness Absence• Increased Health Offer including smoking
cessation, gym, physical activity, emotional wellbeing, roll out of alternatives to Lifts
• Nominated for two awards• Will be rolled out further
www.hertsdirect.org
Our workplace offer
• Hertfordshire workplace health offer for employers
• Online tools for behaviour change and mental wellbeing
• First six Herts major commercial Employers already engaged
• Working closely with Business in the Community as key partner
www.hertsdirect.org
Thank you!
Business Action on Public HealthWhat we have been doing in the East of England
• Met with 200 employers across the region • Worked to engage the statutory and
voluntary sector• Spoken at regional platforms, presence at
ACAS and Public Health England events• BAOPH pages on BITC website consistently
most visited pages in the region, providing case studies, signposting and employee survey tools
BAOPH: Engagement
Leadership team a good reflection of employers in East of England
167 employees in the network have completed mental health first aid lite training (MHFA accredited), with 59 employees completing full two day training
Practitioner network events engage employers in wellbeing agenda – BITC has run 22 events with over 230 employees having attended
Organisations with a high level of employee engagement outperform their peers on measures of operating income, net income growth and earnings per share
Physically active employees take 27% less time off than their colleagues
Wider public health impact
The bigger picture
Obesity
Tackling Obesity in England estimated 18 million sick days were attributable to obesity-
related illness in 1998, at a cost of £1.3 billion to
Employers1
Health problems associated with being
overweight or obese cost the NHS more than £5
billion every year2
A survey of patients attending an NHS obesity
clinic showed 50% had taken time off for health problems that could be
attributed to their weight3
1: National Audit Office (2001)2: Department of Health, Policy ‘Reducing Obesity and Improving Diet’3: Williams NR, Malik N (2005). “Obesity and work: perceptions of a sample of patients attending an NHS obesity clinic”
Alcohol misuse
An increasing proportion of working people have been drinking above
recommended guidelines. This invariably has had harmful
implications on health and social behaviour of employees and employers in the workplace1
Up to 17 million working days are lost each year because of alcohol-related
sickness - cost to employers is estimated at £1.7bn2 with total
annual cost to the economy estimated at £7.3bn3
1: Institute of Alcohol Studies, IAS Factsheet, Alcohol in the Workplace (August 2013)2: John Woodhouse and Philip Ward (March 2013), 'A minimum price for alcohol?', House of Commons Library, p. 11, from Home Office (November 2012), 'Impact Assessment on a minimum unit price for alcohol', p. 53: National Institute for Health and Clinical Excellence (June 2010), 'Business case: Alcohol-use disorders: preventing harmful drinking', p. 13
Tobacco related illnesses
NHS Cost of tobacco related illnesses: £1.7bn per annum1
More than 34 million working days (1% of total) are lost each year because of smoking-related sick leave2
Smokers are twice as likely to be absent from work due to ill health. Cost to employers is over £2bn per annum
1: Clive Bates, Action on Smoking and Health2: NHS Report ‘Stop Smoking Wales’
Stress, anxiety & depression
Annually, 10.4 million working days were lost due to stress, anxiety or depression, and the average number of days lost during each absence was 24. 1
Cost to NHS of depression, stress, mental health is £4.5bn per annum for adults. Just £4m is spent on promoting good mental health
It is not just absence which hits business. The Centre for Mental Health says that most people suffering with stress continue to work, but may struggle with concentration and effective decision making. It’s estimated that this ‘presenteeism’ costs UK businesses £15.1bn per year in reduced productivity2
1.HSE Labour Force Survey 2012/132.Centre for Mental Health
Issue for employers
Employers pay £9bn per year in sick pay and associated costs, plus the indirect costs of managing business whilst people are absent
A third of managers have no support in place to help deal with employees experiencing depression
A recent YouGov survey for the TUC found that one in three employees are not engaged in their work
British Heart Foundation
• 20% of workers do not take a lunchbreak
• 49% feel stressed on a daily basis
• Over two thirds believe their employer should take general responsibility for their health at work
Leadership team need to set the example
We can spend up to 60% of our day at work – much of this time spent physically inactive, stressed and reliant on caffeine and sugar
Our story
Our approach
Staff investment• Health and wellbeing programme
including reward scheme• Volunteering• Work-Life balance• Flexible working patterns• Development and training
Resulting in high engagement, low sickness and turnover plus impact on the bottom line
www.hertsdirect.org
Listening to Hertfordshire WorkplacesThe 2013-2014 Pilot
Jim McManus, CPsychol, CSci, AFBPsS,
FFPH, FRSPH, MCIPD
Director of Public Health
www.hertsdirect.org
Some of our partners
www.hertsdirect.org
What have we done?
• Worked with Business in the Community on a pilot project
• 21 employers
www.hertsdirect.org
Agree%
98
4
2
95
Disagree%
Workplace health & well-being
Improving workplace health is seen as strong contributor to business success (2 in 5 strongly agree)
95% believe it is more important in tough economic climate
www.hertsdirect.org
Employers’ reasons for focusing on workplace health are around staff engagement, motivation and absence...
Need to reduce ‘presenteeism’
Type of employees (e.g. gender, age, nationality)
Business leadership keen to improve health
Working style (e.g. shifts, sedentary office, manual labour)
Need to improve productivity
Part of broader employee engagement
Need to change approach to health among employees
Need to reduce absenteeism
Need to engage or motivate staff
37%
37%
48%
52%
62%
65%
75%
79%
85%
www.hertsdirect.org
Type of employees (e.g. gender, age, nationality)
Need to reduce ‘presenteeism’
Business leadership keen to improve health
Working style (e.g. shifts, sedentary office, manual labour)
Need to improve productivity
Part of broader employee engagement
Need to change approach to health among employees
Need to reduce absenteeism
Need to engage or motivate staff
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Series2
Series1
However public health focus is on improving productivity & reducing presenteeism when employers are focusing more on
employee motivation and engagement (NB small base)
Businesses
Public health
www.hertsdirect.org
We’ve built our workplace offer around what employers have told us
www.hertsdirect.org
You said….we did
www.hertsdirect.org
You said….we did
www.hertsdirect.org
Our Offer1. Workplace health champions (North Herts College)
2. Mental Health First Aid (Bourne Leisure)
3. Health Checks and Mini-MOTs (HCC)
4. Physical Activity (ServiceLine)
5. Weight Management
6. Stop Smoking
7. Alcohol and Drugs
8. Active Travel
61
RES
PRESENTER NAME –
BARRY THOMPSON – SENIOR GROUP HEALTH & SAFETY ADVISORBSc (Hons) OSHE, CMIOSH, MIIRSM
Hertfordshire Public Health and Business in the Community
Improving Employee Wellbeing at RES – 26/03/14
62
Energy storage
Advisory Services
Transmission lines
Solar PV
Offshore WindOnshore Wind
RES are the largest Independent Renewable Energy System provider in the UK
63
Our Growth
1981-91 1992 2001 2003 2005 2006 2007 2008 2009 2010 2012 2013
Over 8,200MW of renewable energy capacity in its global portfolio. A further 1,700MW under construction and thousands of megawatts in development
1GW
5GW
8.2GWOur projects are meeting the needs of the industrial, public and commercial sectors
64
Working across the globe to develop, construct & operate a range of projects & services, contributing to the goal of creating a low carbon future
Renewable Energy in 5 Continents
14 UK offices
Sweden, Norway and Finland
North America & Canada
ChileAustralia
Japan
South Africa
France, Germany, Italy,Portugal
Turkey
65
Business: Positioning the company for continued growth combining long term thinking with exceptional short term performance
Social: Providing a safe and stimulating work environment and working with our stakeholders to provide mutual benefits
Environment: Managing our activities and impacts in order to maximise the environmental benefit we create through our projects
Reputation: Being a thought leader and trusted partner, leaving a lasting and positive legacy for our stakeholders
We are basing our Sustainability on four principles – Business, Social, Environment and Reputation. This means:
Applying Sustainability – 2013 onwards
66
Why Wellbeing is important to RES
• We have recognised that our employees are our most valuable asset to sustaining the
company at the forefront of Renewable Energy
• We take health and safety seriously – supported from the Senior Management
• Health to us is a 24/7 consideration – Home and work
• We have been introducing employee health and wellbeing gradually as part of a long
term programme and have run quarterly health & safety campaigns from the end of 2012
67
How we support Employee Wellbeing at RES• Dedicated pages on company intranet –
running, climbing, cycling, curry and book reading clubs. Even had a knitting club
• All employees undertake a health questionnaire when joining company. And for certain tasks have yearly medicals / ECG’s
• We have a dedicated Occupational Health Assistant – DSE, Provision of equipment – AED’s training
• We provide showers, lockers for kit, drying rooms – where possible
• We have an employee forum – WB raised as a subject. Also introducing a intranet forum page
• We support community projects – everyone can go on these events, paid
• Numerous sports events are planned – summer solstice ride, Frisbee throwing, inter-departmental football, cricket
• Annual Company / H&S questionnaire to employees – independent results – state of the business
• Charity events – dress down days, food days, office challenges – even had a flash dance (France) & Cross Ski challenge (Sweden). 2012 Cycle event from KL to Avignon office (5 days)
• Training on Safety leadership/behaviour/wellbeing
Why RES got involved in the workplace pilot on Employee Wellbeing
68
The demographics of our workforce indicate that we have a relatively young workforce. Around 50% of the employees are under the age of 35 and 78% are under 45 years old (KL).
We are constantly trying to get worker engagement into everything we do and we felt that we needed to do more on the wellbeing side. We hope to engender good health practices within the business, recognising the benefits it brings in all areas of a persons home and working life.
The offerings that BITC and HPH were offering fit within the wellbeing framework that we are planning over the next 2 years and what has been provided so far has generated employee awareness of their wellbeing and how it can be supported within RES.
69
What RES have done in conjunction with BITC & HPH
• We have put 5 people through the Workplace Champions Offering
• We have provided 9 employees with Mental Health Lite Awareness training
• We have taken the opportunity of having mini MOT’s provided to staff – 25 employees
• We promoted the workplace challenge / portal within the business – over 40 registered and 46 employees did
the pedometer challenge - in total we had over 70 employees engaged in some form of physical activity – approximately 20 – 22% of office staff
• We have also signed on to the Governments, Health at Work element of the Public Health Responsibility Deal
70
What are our Champions doing
Our Champions are made up from HR / H&S / Office Managers
• Meeting monthly• Planning – 2 year cycle, using occupational health and wellbeing
planner• Looking at workplace demographics in planning• Attending wellbeing events – i.e: Health & Wellbeing @ work –
NEC• Obtaining resources from organisations• Looking at what additional clubs can be promotedAlready in planning• Mental Health Awareness Campaign (End
of May) – 1 week of information on intranet, posters, notice boards and Friday forum
• Alcohol & Drugs Awareness Campaign (End of November) – same approach as above
• We are inviting members of the charity committee to work with us
71
Mental Health
This is one of the biggest challenges in RES - Awareness
9 employees (line Managers / HSQE / HR) went through the Mental Health Lite offering – good to gauge their reaction to the information
• Firstly, this was a start – helped in providing feedback• Has helped provide information for campaign in May to whole
workforce• Enables us to look at the budget and training requirements for
the rest of the line managers for the next financial budget setting (30- 40 line managers + senior staff)
• It has shown to us the need for further training – misconception of what MH is and how to manage it (benefits, resilience etc)
72
How do our staff respond?
All RES employees are constantly encouraged to provide feedback on their learning outcomes.
• Annual questionnaire – state of the business• Forum sessions – (new intranet forum pages
being developed)• Training feedback – all training• Providing recommendations for topics• Involvement in community campaigns• Taking up company offerings – cycle schemes,
etc• Talking about the issues openly within the
working environment• At management monthly / quarterly updates• Challenge any new ideas / introduced elements –
effectiveness / need
73
The RES Wellbeing future
RES are putting wellbeing within its long term planning to make sure its supported by:• resources• finance• materials• communication
The process is to develop a 2 year rolling plan looking at:• learning from feedback• Items / issues raised by employees for
consideration• Lessons from the community / other
organisations best practices• Any legislation requirements• Expanding on BITC / HPH offerings• Changes to business / business needs
74
Any Questions HSQE
SafetyHealth
Wellbeing
Environment
Suzanna GieraGroup Occupational Health Assistant
Alan SonghurstGroup Health & Safety Advisor
Barry ThompsonSenior Group Health & Safety Advisor
75
Julian Hubbard Group HSQE Manager
76
www.hertsdirect.org
Break Out Sessions
• Mental Wellbeing• Musculoskeletal• Physical Activity• Workplace Health Champions
Based on the four big issues
Mental health fi rst aid
Sue HazletonLuton Borough Council
ilot
• Experience in the private, voluntary and public sectors
• Led on workplace health in Camden for Public Health – identified need for more support around mental health issues
• Trained as an MHFA trainer – part of a national accredited programme – evidence based
• Now working in Public Health in Luton and rolling out programme within Luton’s workplaces
Sue Hazleton – my background
What is a mental health problem?
“It seemed to me the basic definition of mental illness, this persistent, painful inability to simply be with someone else. It might be lifelong, or it might descend like a sudden catastrophe, this blankness between ourselves and the rest of the world. The blankness might not even be obvious to others. But on our side of that severed connection, it was hell, a life lived behind glass. The only difference between mild depression and severe schizophrenia was the amount of sound and air that seeped in”. –Anon
“And of course you are mad, if by a madman we mean a mind that questions and rejects every civilized norm”. – Stephen Fry, Revenge
Impact of mental health
Mental health problems cover a wide range of issues
They affect someone’s ability to get on with their daily life
1 in 4 British adults experience at least one diagnosable problem in any year*
Almost 9% of people in Britain meet the criteria for diagnosis of mixed anxiety and depression*
* The Office for National Statistics Psychiatric Morbidity report (2001)
Mental health and work – is it an issue?
One in five workers report their job to be very or extremely stressful
One in six workers are likely to experience anxiety, depression or stress-related problems at any one time
Anxiety, stress and depression were responsible for the most UK sick days from 2001-2008
In 2007/08, an estimated 442,000 people in Britain believed they experienced work-related stress at a level that was making them ill
Self-reported work related stress, depression or anxiety accounted for an estimated 13.5m lost working days in Britain in 2007/08
Mental health and work – the costs
The overall cost of mental health problems in England stands at £105.2 billion a year, (taking into account care costs, sickness absence and unemployment)*
Stress, anxiety and depression are responsible for 70 million days sick leave every year*
In 2003 research by the Sainsbury’s Centre for Mental Health showed that staff with mental illness not being supported cost UK businesses a total of £26bn per year – equivalent to £1,035 for every employee in the UK workforce
For 2009/10 updated figures estimate that the cost to UK businesses is now £30.3 billion a year – equivalent to £1206 peremployee
*The Centre for Mental Health (2010)
What can you do to help?
Early intervention can help slow down or stop a mental health problem and lead to a faster recovery
However, most of us know very little about mental health
We often don’t spot the signs that someone else – or ourselves – maybe struggling until very late
An MHFA course will teach you to:
Define mental health and some mental health problems
Reduce the stigma and discrimination of mental health problems
Spot the early signs of a mental health problem
Relate to other people’s experience
Guide someone towards the right support
Look after your own mental health and wellbeing
What will an MHFA course teach you?
Quotes We receive compulsory resuscitation training annually, which I have never put into practice. This is the
first mental health training for the vast majority of our officers, and yet they are meeting people with
mental health difficulties almost daily
I believe that my awareness of mental health issues has been improved and I feel I will be able to use the knowledge
gained every day and in one-off situations
Helped me pick up on the warning signs and refer people
at an early stage to occupational health for advice/support
• Mental Health issues are one of the top two issues for the workplace
• Over 150 employees have attended the MHFA Lite training sessions • All 5 core employers took up the training on their own sites plus an
additional 4 ‘open sessions’ were run to support employer requests• “The course seemed to touch a nerve with all the leaders in the
room. There are not many opportunities to take 3 hours out to focus on yourself, to ask yourself how am I really doing? Am I looking after my mental health? And then question how well you really support and perceive your team if/when they have mental health concerns.” – see the Bourne Leisure case study in the workplace brochure
Feedback from the Herts Pilot
• Perceived Benefits: – Opens the door very effectively to talk about these
issues and get mental wellbeing on the agenda – Seen as a fantastic offering for all line managers– RES say it is so successful they are now looking to
build it into management training and have not done anything like this on mental health before
Feedback from the Herts Pilot
Change lives
“Mental Health is everyone’s responsibility, something MHFA England strongly believes in. They create positive change in people by focusing on individuals’ capacity, ability, skills, knowledge, passion, interest, connections and on their potential to do things and make a difference for themselves. I believe that organisations such as MHFA England are a vital community resource and are leading the way in community engagement and creating networks that enable individuals, families and neighbourhoods to all play a crucial role to change people's lives for the better.”
Lord Kamlesh Patel, March 2011, MHFA Patron.
Next steps – attend an MHFA Lite course Mental Health First Aid Lite Training – 24th April 2014
FREE to Hertfordshire based workplaces, funded by Public Health Hertfordshire Target audienceAvailable to Hertfordshire workplaces, aimed at Line Managers, Health & Safety and HR professionalsCourse detailsVenue: Beales Hotel, HatfieldDate/Time: 24th April 2014 - 9.30am – 12.30pm
For more information or book your place please email: [email protected]
www.hertsdirect.org
The way forward
• We need your help in recruiting more workplaces to join in with this
• Will you pledge today to be a champion?– Tell and recruit other workplaces for us?– Get this offer to other businesses, especially
commercial and independent sectors?– Phone one employer you think could
benefit and get this to them?
www.hertsdirect.org
•Many thanks to our breakout presenters
•No such thing as a free lunch! Please complete evaluation forms and hand to a member of BITC staff who will then allow you to have your lunch!
•Thank you and enjoy your networking lunch...