Presentation on theme: "British Chambers of Commerce The Power of the Chamber Global Network Liverpool, 15 July 2014 Dame Carol Black Expert Adviser on Health and Work Department."— Presentation transcript:
British Chambers of Commerce The Power of the Chamber Global Network Liverpool, 15 July 2014 Dame Carol Black Expert Adviser on Health and Work Department of Health and Public Health England Principal, Newnham College Cambridge Health at Work
The Workplace and Health “ The potential to change positively the health of the individual, the profitability of the employer, and the productivity of the nation, in workplace settings, has been greatly underestimated.” Richard Heron, Editorial, Occ.Med 2013:63:314 The business case can be made. Tools on assessment etc : DWP spreadsheet www.dwp.gov.uk/health-work-and-well-being NICE business case www.nice.org.uk/PH22www.nice.org.uk/PH22 NHS Employers, tool www.nhsemployers.org
Initiatives Development tools, guidance, audit Engage for Success Toolkits to make the business case RCP/FOM NICE Audit Public Health Responsibility Deal NHS Employers’ Road map to Staff Health and Wellbeing Workplace Wellbeing Charter DH High Impact Factors
Employee Engagement Concept of Employee Engagement : a workplace approach, related to safety and well-being, designed to ensure that employees are: committed to their organisation’s goals and values motivated to contribute to organisational success, and also able to enhance their own sense of wellbeing. David MacLeod and Nita Clarke Now a movement encouraged by the Department of Business, Innovation and Skills, delivered through a taskforce of willing contributors from business, industry and the public sector – becoming successful in the UK, with regional networks and ambassadors www.engageforsuccess.org evidence-based paper, video
Healthy Engaged Workforces Hospitals with high staff engagement scores have standardised mortality rates lower (by 5%) than those with medium scores. Engagement Mortality mean 100 Staff engagement in NHS Trusts, 2009-13 2009 10 11 12 13 4.0 3.5 3.0 Engagement Failure to unlock employees’ ‘discretionary effort’ costs businesses dearly, cutting est. £6 billion – equivalent to 0.4% of GDP – from the UK economy in 2012. “Our productivity gap is matched by an ‘engagement gap’.. UK output per hour is 15% less than the G7 average. Britain ranks about ninth among the world’s top economies for engagement.” (Archie Norman, Daily Telegraph, 2013)
Public Health Responsibility Deal Health at Work pledges Health at Work Network, with nine collective pledges : - H1. Chronic conditions guide - H2. Occupational health standards - H3. Board Reporting, health & well-being - H4. Healthier staff restaurants - H5. Smoking cessation/Respiratory health - H6. Staff Healthchecks “ The Responsibility Deal is a Coalition response to challenges which we know cannot be solved by regulation and legislation alone..... a partnership between Government, business and other organisations that balances proportionate regulation with corporate responsibility.” Established 2010, delivered through four Networks (food, alcohol, physical activity and the.... - H7. Mental Health in the workplace - H8. Young persons’ health at work - H9. Domestic violence plus - H10. Specific to the construction industry.
PHRD Pledge for Construction and Civil Engineering Industries A special pledge for construction within the Public Health Responsibility Deal “As organisations working in the construction or civil engineering industries, we will take action to manage the causes of occupational disease and to improve the health and well-being of people working across offices and sites, large and small. We recognise that prevention and early intervention are the keys to success, and will take continuing action on the following: (1) Annual reporting of the health and well-being of employees (2) Provision of clinical Occupational Health Services (OHS) that work in accordance with the relevant standards e.g. SEQOHS (3) Arrangements to develop a programme to actively promote health and well- being and the effective management of health. We also pledge to encourage our subcontractors and our supply chains to endorse at least one of the actions above to implement good health and well-being activities.”
Public Sector : Health and Wellbeing Improvement Framework (DH for NHS) With strong visible leadership Supported by improved management capability With all staff encouraged and enabled to take more personal responsibility Better, local high-quality accredited Occupational Health services Developing local evidence- based improvement plans The Department of Health published a Health and Well-being Improvement Framework which highlights the evidence and detail behind the 5 high impact change pathway: uptake is supported by NHS Employers. http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsP olicyAndGuidance/DH_128691 …. sets out five high-impact changes that NHS organisations can follow to improve staff health and well being and reduce sickness absence:
HWIF 2 : Strong visible leadership Board level involvement will make the difference Where NHS Boards live the values they want to achieve, staff will take those values seriously. A named board member responsible for H&WB and reviewing progress every 6 months will drive this agenda forward. Example: York Teaching Hospitals NHS FT Used board engagement to drive progress across the Trust Board visibly involved in events to promote better health and well- being, and communicated this to staff. Delivered sickness absence savings of £2.7m yearly, and 72% reduction in long-term absence.
NHS Employers : Roadmap to staff health and wellbeing
RCP Audit of NICE Guidance : NHS Trusts in England : Summary Setting higher standards 6 NICE Guidances Improvement in most areas in the 3 years between Round 1 and Round 2. 2010 2013 Board engagement Obesity Physical activity Smoking cessation Long-term sickness absence Promoting mental wellbeing Overall
Workplace Wellbeing Charter National Standards and Awards Eight standards to promote good, safe and healthy work, evidence-based, SME focussed, developed in Liverpool, now popular nationally. Standards set for Leadership, Attendance Management, Health and Safety Requirements, Mental Health and Wellbeing, Smoking and Tobacco- related ill-health, Physical Activity, Healthy Eating, Alcohol/Substance Misuse. Awards given to organisations that achieve the Standards. Public Health England have supported refreshing the Charter and Standards, on a national basis, and providing toolkits, topic guides etc to enable businesses to engage with the scheme, launched June 2014.
CBI : GETTING BETTER 2014 Workplace Health as a Business Issue “ The working world is getting ever more complex, with flexibility and globalisation beginning to break down the barriers of what we are used to. In the UK, we need to compete on the quality of what we do – and that makes staff performance and productivity vital. And workplace health is essential to both of those key factors. ” Sponsor: Medicash Neil Carberry CBI director of employment & skills
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