Human Capital Department's forum presentation on Employee Health, Safety & Well-being held at KLIC King's Lynn on the 25/01/17.

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2. Employee Health, Safety & Well-being
Welcome to
The Human Capital Department
HR Forum
Date: 25th Jan 2018
Time: 12:30 – 14:00 hrs.

3. Agenda
1 Welcome and Introductions.
2 Employee Well-Being – Short Presentation from Rod Lee [Human Capital
Department.
3 Health and Safety – Short Presentation from Stuart Haysman [Human Capital
Department].
4 Facilitated Discussion - Peter Lawrence [Human Capital Department].
5 Concluding comments & next steps.
Employee Health, Safety & Well-being

4. Employee Health, Safety & Well-being
What do we mean by “Well-being” at work?
 The promotion of well-being at work creates workplaces that support
health and happiness so that people can flourish and reach their
potential. It creates an environment that actively promotes a state of
satisfaction and contentment, benefiting both employees and the
organisation.
 Points of discussion:
1. How do we achieve the notion of well-being in the workplace?
2. Do we think it is necessary to promote well-being?
3. How does well-being help the organisation or is it just an idea that
keeps employees happy?

5. HOW DO WE ACHIEVE WELL-
BEING FOR OUR
WORKFORCE?
An effective health and well-being programme will
depend on the needs of the organisation and its people.
There is no one model that fits all but it is likely that the
programme will contain similar elements.

6. Developing a well-being programme:
Elements may include: Management responsibility:
• A safe, healthy and pleasant
environment
• Health promotions
• Flexible working
• Positive relationships
• Opportunities for career
development
• A healthy management style where
staff feel able to discuss their
concerns.
Management together with those
responsible for HR play a key role in
ensuring transparency in our
relationships with employees and
building trust and confidence. It is
also important that the culture is
promoted throughout the
organisation so that employees are all
treated in the same way and have
similar opportunities.

7. Is it necessary to promote well-being?
How does it benefit the organisation?
Is it necessary?
Investing in well-being can lead to
increased resilience, greater innovation
and higher productivity. A healthy
workforce is a happy one. Likewise a
dissatisfied workforce is likely to be a sick
one.
A 2016 absence management survey
found that a significant number of
organisations had seen an increase in
reported mental health problems such as
anxiety and depression among
employees in the past 12 months. This
has led to a growing recognition of the
need for employer well-being practices
to address these types of issues as well
as physical aspects of working life.
How does it benefit the
organisation?
In simple terms, it’s a win-win.
It makes good, sound business
sense.
 Increased productivity
 Reduced absence
 Greater involvement with
employees leading to more
innovation and progress
 Employees are healthy, happy
and satisfied with their work.

8. Employee Health, Safety & Well-being
Generally businesses need to:
o Understand their statutory obligations
o Ensure both management and their employees
know and understand their responsibilities

9. Businesses
Employees
Customers
Employee Health, Safety & Well-being
o Manage risk to their:

10. Employee Health, Safety & Well-being
o Develop and put in place good policies,
procedures, practices and systems.

11. Employee Health, Safety & Well-being
Health and Wellbeing
Recent CIPD Survey – Summary of findings:

12. Employee Health, Safety & Well-being
• Employee Absence in 2016 was 6.3 days per employee, per
year
• Main cause was minor illness
• Most common causes were:
– Stress
– Acute medical conditions
– Mental ill health
• 1/3rd of organisations related increases in:
– Stress related absence
– Mental health issues
• 25% of organisations reported that non-genuine absence is
amongst their top 5 causes of short term absence

13. Employee Health, Safety & Well-being
50% reported an increase in focus upon employee well-
being, this includes:
– Improving their communications with employees
concerning the well-being benefits on offer.
– Made significant changes in improving the physical
working environment.
– Taken significant steps to discourage presenteeism of the
last 12 months.
– Longer working hours are the norm.
– Concerns of growing workloads being the most common
cause of:
• Stress related absence
• Mental health problems

14. Employee Health, Safety & Well-being
Most businesses would benefit by having:
‘A more strategic, integrated and
co-ordinated approach to attendance and
well-being’

15. first steps could include: next steps:
Employee Health, Safety & Well-being
• Pre- employment checks
• Absence management systems
including:
– Absence recording
– Return to work reviews
– Absence monitoring and review
• Immunising employees against
common infections e.g. common flu.
• Accessing advisory services through
an Occupational Health provider.
• Promoting a well-being policy to all
employees
• As an employer provide or offer :
– Health promotions.
– A good working environment.
– Flexible working.
– Positive relationships.
– Opportunities for career
development.
– A healthy management style.

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17. Employee Health, Safety & Well-being
Health and safety management has evolved!
Not a consideration
Managing injury aftermath
Injury prevention
Managing physical ill health aftermath
Physical ill heath prevention
Managing mental health aftermath
Mental heath prevention
Workplace happiness
1800’s
Today

18. Employee Health, Safety & Well-being
Health and safety management has evolved!
Not a consideration
Managing injury aftermath
Injury prevention
Managing physical ill health aftermath
Physical ill heath prevention
Managing mental health aftermath
Mental heath prevention
Workplace happiness
1800’s
Today

19. Employee Health, Safety & Well-being
How can sensible health and safety management
support your business and employee wellbeing?
• Looking after People, Property and Profits
• Legal compliance (and beyond?)
• Risk management
• Loss prevention – a people focussed approach
• Improved physical and mental wellbeing
• Improved recruitment and retention

20. Employee Health, Safety & Well-being
What are your legal obligations and risks?
• HSE and EHO enforcement
• Significant powers
• Unlimited fines
• Imprisonment
• Enforcement notices
• FFI - ‘self funding’
• Know your legal obligations

21. Employee Health, Safety & Well-being
Are you accountable or responsible for H&S?
• Owners and directors are generally accountable...
• ...but do they know their obligations?
• Everyone is responsible for H&S – but do they
know it?
• Only one of these things can be delegated...

22. Employee Health, Safety & Well-being
• an HSE recognised model
• Plan - how you will manage
• Do – implement your plan
• Check – review your success
• Act – on your review and
update the Plan
Manage H&S with the Plan Do Check Act Cycle

23. Employee Health, Safety & Well-being
What does this mean in practice?
• Create a H&S Policy (written?)
• Create a risk register...
• ...risk assess the significant things...
• and create a proportionate action plan
• Communicate what everyone needs to do...
• ...review how successful you are being...
• ...and continually improve your Policy

24. Employee Health, Safety & Well-being
What’s in the H&S toolkit?
• Engage your employees
• Great management!
• Training and Toolbox Talks
• Workplace improvements
• Equipment improvements
• Health surveillance
• DSE assessments

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