1. Measurement and Evaluation RBS (formerly Royal Bank of Scotland) : Nailing the evidence – the link between Engagement, leadership and Business Performance. Studied over 370 anonymised business units (headcount >10) for any correlation between staff engagement, business results, leadership capability and customer service,) Courtesy Greig Aitken

2. Healthy Engaged Workforces are Safer Organisations with engagement in the bottom quartile average 62% more accidents than those in the top quartile (Gallup 2006) The Olympic construction had an Accident Frequency Rate of 0.17 per 100,000 hours worked, less than half the average for the construction industry – attributed to strategies known to improve employee engagement. There were no deaths in building the 2012 London Olympic Village – a first in modern Olympic history. Engagement comes with Health and Wellbeing

3. Engagement and Disengagement Lack of motivation and sub-optimal health cause UK workers to work below peak productivity, holding back potential growth. Study of 5000 workers About half of people do not go above and beyond at work because they think it won’t be acknowledged or rewarded. Over a third of teams are experiencing extra stress and pressure due to staff ill health and absences One in four staff admit they don’t want to win new business as it will only mean more work for them. Failure to unlock employees’ ‘discretionary effort’ costs businesses dearly, cutting a potential £6 billion – equivalent to 0.4 per cent of GDP – from the UK economy in 2012. BUPA/Centre for Economics and Business Research, December 2013

4. Good Work Stable and safe work - that is not precarious Individual control – part of decision making Work demands – quality and quantity Fair employment – earnings and security from employer Flexible arrangements – where possible Opportunities – training, promotion, “growth” Promotes Health and WellBeing – mental and physical Prevents social isolation, discrimination & violence Shares information - participation in decision making, collective bargaining, justice in conflicts Reintegrates sick or disabled wherever possible. (mixture of Marmot and The Work Foundation)

5. Control at Work : My train driver Baker Street station, London Early shift Bakerloo line Good things for the driver : This is my train – I’m in charge ! Shift work suits my life I know the Bakerloo line – I’m competent ! I don’t need extra variety, this work gives me enough. Good mates, good OH, reasonable pay.

6. SME Awards : Training and Skills Judge’s comment: Taking on a culture change in a very traditional community, Port of Blyth persuaded hard-living dockers to live healthier lives in and outside work – which helped them to take advantage of new employment opportunities. For “the organisation that can best demonstrate how it has worked to sustain the health and well – being of its workforce to mutual benefit.” Port of Blyth is a medium sized port in Northumberland, male-dominated shift workers handling various cargoes. Two needs identified: - literacy, numeracy & skills gap – poor physical health. Solutions: - a nationally-recognised training programme for literacy and numeracy - partnering with local NHS health trainers. Results: - improved productivity, lower staff turnover, healthier staff, sickness absence down from 6 to 4%.

7. The Sequence Good work and good workplaces lead to Employee Wellbeing and Engagement Increased productivity, improved quality of product, reduced sickness absence, reduced staff turnover Improved economic performance, and benefits to society

8. Augmenting organisational health Need to pay specific attention to……so that we can… Enhance the delivery of sustainable business performance Personal physical and psychological health Organisational integrity Leadership commitment to wellbeing BT : Addressing Health & Well-being holistically in a business context BT, formerly British Telecom Courtesy Paul Litchfield

9. BT : Successful promotion of health and wellbeing Based on needs assessment Developed in collaboration with employees Provides flexibility and choice in interventions Evaluated and disseminated Maintain and improve quality Sustainability built in Involvement with other sectors Address mental health in context of general health Aims of BT’s resulting Work Fit programme : Raise awareness Encourage personal responsibility Focus on sustainable changes however small Emphasise prevention and early detection Provide guidance in the workplace Work in partnership

10. Personal resilience Resilience is the ability and developable skills that enable us to function effectively, deal with the ups and downs of everyday life, adapt to change, bounce back from adversity and even grow as a result (King, 2013, based on: Masten, 2001; Reivich and Shatte 2002; WHO, 2004; Barker Caza & Milton, 2011) Courtesy Dr Catherine Kilfedder BT Better health Higher self esteem More flexible and innovative Help others more Higher lifetime earnings Live longer Higher engagement and productivity Lower absence Better decision making Better recovery from adversity More openness to feedback

11. Mental Health Toolkit 1. Promote good mental health –Management competencies for stress –Positive mentality –How good is your mental health? –Managing pressure –Achieving the Balance 2. Support when mental health at risk at work - STREAM, STRIDE - 2 minute guides to stress - Employee Assistance Management - Health and Wellbeing passport - Training

12. BT Mindfulness Interest Group More than 200 members Running since 2012 Weekly calls Website Practice sessions and resources Courtesy Dr Catherine Kilfedder Head of Wellbeing, BT

13. Be Mindful Online pilot http://www.bemindfulonline.com Average Stress Score (max 40) Scores for participants, before, after, and one month on from completing the course. Average Anxiety Score (maximum possible 21) Average Depression Score (max 27) Courtesy Dr Catherine Kilfedder BT

14. Mental Health Toolkit 3. Managing mental health issues –Open Minds: Head First –Resource pack for managing people in distress –Managing mental health training –Self-help books –Employee Assistance Programme –Mental Health service –Occupational Health service

15. Managers’ Mental Health training Aims: Preserve life when in danger Provide help to prevent deterioration Promote recovery of good mental health Provide comfort to the distressed Skills: Recognition of mental health symptoms Provision of initial help Guidance towards appropriate professional help Outcome: –97% increased awareness and understanding –91% increased confidence –94% provided additional skills –90% helpful or very helpful in their managerial role –36% applied in 6 months after attendance Courtesy Dr Catherine Kilfedder

16. BT : Impact of Work Fit Mental health - 56% tried some of the recommendations and were continuing with them at 3-month follow-up, 51% noted improvements in mental wellbeing Cardiovascular - 16,366 registered, 2kg mean weight loss Stop smoking - 1,000 signed up, 30% success rate Cancer - Knowledge levels improved by 4-12% Diabetes - 5,200 completed online risk assessment tool Lifestyle changes - typically 2/3rds of those who respond to post-campaign surveys, mostly in relation to physical activity, diet and weight management “ With help from the Work Fit pages I have now lost 40 lbs and still have another 20 lb to go. Thank you and the team - really good campaign.” Openreach Field Engineer, Isle of Lewis

17. Final thought Change is the law of life. And those who look only to the past or present are certain to miss the future. John F. Kennedy