Health & Wellbeing for UK Rail

Transcription

1 Health & Wellbeing for UK Rail Roadmap Workshop 2 7 November, DRAFT 1.0 Nov 2013 Note: Wordle created from participant vision statements Copyright Institute for Manufacturing Page 1 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

2 Executive Summary This report results from a one-day workshop to map the future of Health & Wellbeing for the UK Rail industry. This is the second of three workshops to develop a roadmap to bring about commitment and understanding for a series of well-planned, effective and prioritised tasks that a diverse range of stakeholders believe will improve health and wellbeing management within the railway and therefore the health and wellbeing of the Rail Workforce and the efficiency of the sector. The workshop was jointly hosted by RSSB and ORR at Central Hall Westminster and benefitted from the insights of 26 experts from across the relevant stakeholder groups. The workshop started with a baseline landscape and outline vision based on the pre-work that had been completed by the vast majority of participants. In setting out a Vision for Health and Wellbeing in UK Rail the group showed very strong alignment across all stakeholder groups (see 1.1) in identifying Better workforce health and physical, social and psychological wellbeing, underpinned by a culture which demonstrates that health at work is everybody's responsibility as the two key aspects of the Vision. Further factors were also seen to be important: Legal compliance and moving towards broader industry best-in-class; An inclusive and sustainable workforce; Professionalised health and wellbeing provision in Rail; A more efficient and productive railway for the benefit of everyone; Working for the rail industry is a long, productive and attractive career; and An engaged and committed supply chain working together. Copyright Institute for Manufacturing Page 2 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

3 Executive Summary (continued) Key Trends, Drivers and Stakeholder Perspectives prioritised by the group as having the most influence on the future context for Health and Wellbeing included the following (in order of priority see section 2 for detail): Ageing workforce / longer working life Need to raise Health higher up Corporate Agenda Social attitudes driving changes in work / life balance Overcoming entrenched rail culture that health risk not an issue' Design with roles and people in mind (RTS) Equipment supplied with health issues managed (e.g. built with ergonomics in mind) Regulation on health risks, ageing disorders & equality Better OH Contracts Rising Obesity Evaluation of role of fit notes Technology advances & automation Need for reliable, timely, consistent & transparent data Copyright Institute for Manufacturing Page 3 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

4 Executive Summary (continued) The Health and Wellbeing Challenges faced by the Industry (which of course represent Opportunities if addressed) were prioritised as follows (see section 3 for detail): Poor health management limits ability to work Management of individual health risks Lack of individual resilience and adaptability Fatigue / shift patterns Stress, Anxiety and Depression Access for all to quality OH services Musculoskeletal disorders Engagement Deficit Stress (Trauma management following suicides) Future occupational cancer burden shift work, DEEE Presenteeism Absenteeism Copyright Institute for Manufacturing Page 4 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

5 Executive Summary (continued) The group then worked to identify and prioritise the key Reponses, Actions and other Enablers that could be pit in place to address these Challenges in the context of future Drivers and Needs (see section 4). The highest priorities were identified as: Board Level champions provide continued purpose, direction and decision making for industry Development of cross industry training modules & Education for target groups H&W best practice guides created Deliver Employee engagement by operationalising four enablers described by Mcleod and Clarke Make business case link with Health performance through improved cost benefit analyses and tools Collaborative industry approach to common issues All stakeholders (incl. individuals taking ownership) understand roles in making positive changes. Need for data that is more leading / cross-discipline Competency frameholders for health and wellbeing line managers Opportunity for health / safety by design (eg cab ergonomics) Send signal through franchise programme for H&W Behaviour & Culture change activities. A number of these priorities were explored in more detail to characterise benefits and identify outline Action Plans for delivery (see section 5) Copyright Institute for Manufacturing Page 5 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

6 Contents Executive Summary 1. Vision and Roadmap Landscape 2. Trends & Drivers and Stakeholder Perspectives 3. Health & Wellbeing Challenges & Opportunities 4. Responses & Enablers 5. Detailed exploration of Responses & Enablers Characterisation and Elevator Pitch Outline Action Plan Appendices: A. Participants B. Workshop Feedback C. Detailed exploration of Value Creation Opportunities D. Workshop Process E. Participant Perspectives Copyright Institute for Manufacturing Page 6 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

7 1.1. Vision for Health & Wellbeing in UK Rail Vision component Infrastructure TOC FOC Health Specialist Rail / External Body Supply Chain Number of participants in stakeholder group in workshop: Better workforce health and physical, social and psychological wellbeing A culture which demonstrates that health at work is everybody's responsibility Legal compliance and moving towards broader industry best-in-class An inclusive and sustainable workforce 43% 33% 31% 21% 0% 27% 29% 26% 29% 17% 46% 25% 0% 10% 0% 15% 31% 10% 10% 10% 6% 11% 0% 9% Total Professionalised health and wellbeing provision in Rail A more efficient and productive railway for the benefit of everyone Working for the rail industry is a long, productive and attractive career An engaged and committed supply chain working together 0% 17% 9% 7% 0% 8% 0% 0% 11% 13% 0% 7% 5% 2% 3% 14% 0% 7% 14% 2% 11% 3% 23% 7% Note: Not all stakeholder groups were equally represented. Stakeholder group numbers do not reflect balance of influence across sector Copyright Institute for Manufacturing Page 7 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

8 Health & Wellbeing Challenges & Opportunities Trends & Drivers Sakeholder Perspectives Required Responses and Actions Enablers 1.2. Roadmap Landscape Headlines Occ Health Well-being Social Technological Environmental Economic Political & Legal inc DfT & ORR Past 2014 Short term Medium term Long term 2025 Vision CP4 CP5 CP6 CP7+ Effects of VfM driving behaviours Design with roles and people in mind (RTS) 24/7/365 working environment Social attitudes driving changes in Rising Obesity work / life balance Technology advances Whole system approach to railway & automation management (RTS) Regulation on health risks, ageing disorders & equality Ageing workforce / longer working life Tax relief for companies that manage health of employees Work-force Retain the best employees Industry reputation as an attractive place to work TOCs & FOCs Network Rail Suppliers InfraCos Health Professionals s / Whole Industry Effect of work on health Fitness for work Psychological wellbeing Physical wellbeing Social wellbeing Engagement Opportunity and Access Industry leadership Need for reliable, timely, consistent & transparent data Need to raise Health higher up Corporate Agenda Overcoming entrenched rail culture that health risk not an issue' Stress, Anxiety and Depression Musculoskeletal disorders Fatigue / shift patterns Better OH Contracts Legal requirements seem remote Poor health management limits ability to work Stress (Trauma management following suicides) Board Level champions provide continued purpose, direction and decision making for industry SEQOHS occ health competency Future occupational cancer burden shift work, DEEE Access for all to quality OH services Evaluation of role of fit notes Equipment supplied with health issues managed (eg built with ergonomics in mind) Management of individual health risks Engagement Deficit Collaborative industry approach to common issues Lack of individual resilience and adaptability Clinical leadership H&W best practice guides created Evidence based action Reporting and metrics Need for data that is more leading / cross-discipline Make business case link with Health performance through improved cost benefit analyses and tools Employee engagement Education & Training Behavioural change Competency frameholders for health and wellbeing line managers All stakeholders (incl. individuals taking ownership) understand roles in making positive changes. Development of cross industry training modules & Education for target groups Deliver Employee engagement by operationalising four enablers described by Mcleod and Clarke Specific Interventions Opportunity for health / safety by design (eg cab ergonomics) Knowledge People & Skills Facilities & Infrastructure Standards & Regulation Supply Chain Research and specialist advice to formulate the basics / strategy Occupational Health and Wellbeing expertise Railway conferences allow cross-fertilisation and promotion of best practice Data processing system / shared databases Best practice knowledge transfer Resources (Numbers of professionals) Improved equipment / reduced emissions Voluntary standards improve organisational management of health to agreed levels Rail based health standards are reviewed and improved for better outcomes Incentives and penalties? - H&W as a contract criterion Copyright Institute for Manufacturing Page 8 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

9 Health & Wellbeing Challenges & Opportunities Enablers Sakeholder Perspectives Trends & Drivers Required Responses and Actions Well-being Occ Health 1.3. Roadmap Landscape (See later for more readable detail) Social Technological Environmental Economic Political & Legal inc DfT & ORR Work-force TOCs & FOCs Network Rail Suppliers InfraCos Health Professionals s / Whole Industry Past 2014 Short term Medium term Long term 2025 Vision CP4 CP5 CP6 CP7+ Dame Carol Black report indicates People as key drivers in Changes in labour market (zero hours Social attitudes driving changes Rising Obesity work is good for you business (RTS) contracts; EU migration and legislation?) Design with roles and Highly skilled in work / life balance people in mind (RTS) workforce (RTS) Improved medical understanding Technology advances demands better treatment & automation 75m cost of Worsening living conditions increase demands 24/7/365 working absence for better management of health New Franchising environment VfM Study - Rail industry needs to Alliances between railway earn its investment from organisations drive performance 140m cost of Pressure from socioeconomic downturn Effects of VfM driving Increasing demands > Capability < Role of insurance companies impairment behaviours Cost of non compliance to Cost for CP6/7 Gender Occupational Safety and legislation ORR health programme priorities Health good practice (GOSH) Morbidity & cognitive Ageing workforce / longer decline working life Whole system approach to The Railway a magnet for talent railway management (RTS) (RTS) Climate change leads to temp rise Regulation on health risks, Tax relief for companies that ageing disorders & equality manage health of employees Reduced NHS results in best companies picking up non-essential health needs of employees Reduced tolerance for lack of action Government looks to industry to to prevent ill health play an increased role in health Worker health has a lower profile than Workforce and TU expectations for Retain the best employees Improved Employee and Union Industry reputation as an worker and passenger safety improved H&W relations / engagement attractive place to work D&A tests Largely male workforce with most Large number of contractors (80- Protection of transient workforce Professionalised workforce employees over 40 90K) ATOC HEROH Meet franchise Mismatch between franchise term There needs to be a cost benefit to Forum requirements and whole working life health ISLG OH manifesto CP5 charged large savings from H&W and technology Extended supply chain changing A reliable supply chain Equipment supplied with health issues International supply chain impacting time / cost / culture demands managed (eg built with ergonomics in mind) on H&W of non-gb workforce Increased demands on contractors - long working hours/tighter schedules OH professionals need a greater Better OH Contracts Evaluation of role of fit notes understanding of Rail health issues Need for reliable, timely, consistent Improvement needed in competency Manage liabilities & transparent data amongst managers Need to raise Health higher up Legal requirements seem remote Customers do not require strategic Corporate Agenda input Overcoming entrenched rail culture SEQOHS occ health competency Ensuring employment issues are not that health risk not an issue' medicalised (flexible working, shifts) UK Railway Recognised as a key contributor to the world wide integrated transport sector (RTS) Improved H&W delivers productivity to benefit of all Effect of work on health Fitness for work Psychological wellbeing Physical wellbeing Social wellbeing Engagement Opportunity and Access Industry leadership Clinical leadership Evidence based action Reporting and metrics Employee engagement Education & Training Behavioural change Specific Interventions Knowledge People & Skills Facilities & Infrastructure Standards & Regulation Supply Chain Ballast dust Stress, Anxiety and Depression HAVS Hearing loss Diesel engine exhaust Management of individual health emissions risks Toilet waste on the Fatigue / shift Biological Manual handling of Future occupational cancer track Musculoskeletal patterns contaminants wheelchairs burden shift work, DEEE disorders Poor health management limits Long term sickness ability to work Sleep disorders Stress (Trauma management following suicides) Endocrine disorders eg diabetes Heart / circulatory Respiratory Need for reliable leading and Active life styles / Active life Individual Lack of individual disorders issues lagging indicators for ill health style promotion Burnout resilience and adaptability Effects of long-distance Increased home working or working Individual underutilised commuting at remote locations Absenteeism Presenteeism Engagement Wellbeing sustains Healthier job roles improve H&W perks support recruitment & Deficit engagement engagement retention for sustainable railway Eyesight & Colour vision Access for all to quality OH Match requirements to work undertaken to services retain tacit knowledge of ageing workforce Avoidance of abuse of support Sustainable workforce through networks effective succession planning Board Level champions provide continued purpose, Trade Union support Collaborative industry approach Translate proven health activities Leadership creates conditions for direction and decision making for industry to common issues from other industries into rail change Companies re-evaluate More effective communication between OH Informing policy / standards Clinical effectiveness is Health professionals improve health Clinical leadership provides direction for health policies service providers and line managers development for OH managed within industry decisions within organisations development of industry s health capabilities Better cooperation between medical H&W best practice guides Improved understanding of OH Guidance is developed to assist professionals eg OHS and GPs created issues in rail by OH practitioners railway physicians Health data collection supports reasoned Health and wellbeing monitoring Action based upon sound evidence decisions to drive change. technology Need for data that is more leading Intended use of data outputs is Make business case link with Health performance Success is measured and reviewed / cross-discipline understood during the planning stage through improved cost benefit analyses and tools before wider industry roll-out. Improved occupational Companies publish improved health data health reports indicating the progress of the rail industry Embrace diversity of workforce Increase employee say in what is All stakeholders (incl. individuals taking ownership) Better awareness of H&W initiatives Communication leads to access to Deliver Employee engagement by operationalising Industry productivity is enhanced to happening understand roles in making positive changes. across dispersed workforce information for all four enablers described by Mcleod and Clarke improve successful outcomes for all. Competency frameholders for health Industry educational and competence Development of cross industry training All trained on health at work as the and wellbeing line managers requirements are mapped modules & Education for target groups norm Awareness of & training for stress Diet & Nutrition advice (engage food Behaviour & Culture change Link reward (or salary sacrifice) to issues services) activities. health & wellbeing Hazard specific working groups Organisational roles take a holistic approach Risks are proactively Opportunity for health / safety Job roles altered to tackle difficult health hazards to health rather than functional addressed by design (eg cab ergonomics) become more engaging Logistics of remote working Rehabilitation plans reduce absence Develop and Validate H&W assessment for costs Railway staff esp. high risk workers Employee health and wellbeing Send signal through franchise Implement all 10 recommendations issues also impact passengers programme for H&W in briefing Research and specialist advice to Railway conferences allow crossfertilisation and promotion of best practice Best practice knowledge transfer Regulator's forum formulate the basics / strategy Occupational Health and Education outreach to schools Resources (Numbers of NSARE accreditation to include Wellbeing expertise professionals) occupational health? Improved equipment / reduced Increasing mechanisation to New technology (eg otoacoustic Regional OH provider centres Smart cards enable the health of employees to emissions eliminate hazardous tasks emission testing) based at railway premises be tracked through their working life Review frequency of D&A testing Voluntary standards improve organisational Voluntary standards result in the scope of health Rail based health standards are management of health to agreed levels activities being fully covered reviewed and improved for better Data processing system / shared Guidance enables better contracts Supply chain standards ensure Supply chain provides tools to There is an increase in health skills Incentives and penalties? - H&W databases developed with OH providers health is integrated into design reduce harm purchased by the organisation as a contract criterion Note: Deeper colours indicate higher priority items. Copyright Institute for Manufacturing Page 9 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

10 Sakeholder Perspectives Trends & Drivers 2.1 Trends and Drivers Social Technological Environmental Past 2014 Short term Medium term Long term 2025 Vision CP4 CP5 CP6 CP7+ Dame Carol Black report indicates work is good for you People as key drivers in business (RTS) Worsening living conditions increase demands for better management of health Changes in labour market (zero hours contracts; EU migration and legislation?) Design with roles and people in mind (RTS) 24/7/365 working environment Highly skilled workforce (RTS) Improved medical understanding demands better treatment Social attitudes driving changes in work / life balance Technology advances & automation Rising Obesity Morbidity & cognitive decline Whole system approach to railway management (RTS) Ageing workforce / longer working life Climate change leads to temp rise The Railway a magnet for talent (RTS) Economic 75m cost of absence 140m cost of impairment Pressure from socioeconomic downturn Effects of VfM driving behaviours New Franchising Role of insurance Increasing demands > companies Capability < Cost for CP6/7 VfM Study - Rail industry needs to earn its investment from government Alliances between railway organisations drive performance and cost Regulation on health risks, ageing disorders & equality Tax relief for companies that manage health of employees Reduced NHS results in best companies picking up non-essential health needs of employees Reduced tolerance for lack of action to prevent ill health UK Railway Recognised as a key contributor to the world wide integrated transport sector (RTS) Political & Legal inc DfT & ORR Work-force Worker health has a lower profile than worker and passenger safety D&A tests Largely male workforce with most employees over 40 Gender Occupational Safety and Health good practice (GOSH) Workforce and TU expectations for improved H&W Large number of contractors (80-90K) Cost of non compliance to legislation Retain the best employees Protection of transient workforce ORR health programme priorities Improved Employee and Union relations / engagement Professionalised workforce Government looks to industry to play an increased role in health management Industry reputation as an attractive place to work TOCs & FOCs There needs to be a cost benefit to health ATOC HEROH Forum Meet franchise requirements Mismatch between franchise term and whole working life Network Rail ISLG OH manifesto CP5 charged large savings from H&W and technology Suppliers Extended supply chain changing time / cost / culture demands A reliable supply chain Equipment supplied with health issues managed (eg built with ergonomics in mind) International supply chain impacting on H&W of non-gb workforce InfraCos Increased demands on contractors - long working hours/tighter schedules Health Professionals OH professionals need a greater understanding of Rail health issues Better OH Contracts Evaluation of role of fit notes Need for reliable, timely, consistent & transparent data Improvement needed in competency amongst managers Manage liabilities s / Whole Industry Need to raise Health higher up Corporate Agenda Legal requirements seem remote Customers do not require strategic input Improved H&W delivers productivity to benefit of all Overcoming entrenched rail culture that health risk not an issue' SEQOHS occ health competency Ensuring employment issues are not medicalised (flexible working, shifts) Copyright Institute for Manufacturing Page 10 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

11 2.2 Trends & Drivers (1 to 20) Rank Driver Timescale Workshop % 1 Ageing workforce / longer working life long 18 18% 2 Social attitudes driving changes in work / life balance medium 11 11% 3 Design with roles and people in mind (RTS) short 8 8% 4 Regulation on health risks, ageing disorders & equality long 8 8% 5 Rising Obesity medium to long 7 7% 6 Technology advances & automation medium 6 6% 7 24/7/365 working environment short 5 5% 8 Effects of VfM driving behaviours short 5 5% 9 Tax relief for companies that manage health of employees long 4 4% 10 Whole system approach to railway management (RTS) medium 4 4% 11 Government looks to industry to play an increased role in health management medium to long 3 3% 12 Morbidity & cognitive decline long 3 3% 13 New Franchising short 3 3% 14 ORR health programme priorities medium 3 3% 15 Changes in labour market (zero hours contracts; EU migration and legislation?) short 2 2% 16 UK Railway Recognised as a key contributor to the world wide integrated transpolong 2 2% m cost of impairment Past 1 1% 18 75m cost of absence Past 1 1% 19 Gender Occupational Safety and Health good practice (GOSH) Short 1 1% 20 Highly skilled workforce (RTS) medium 1 1% Copyright Institute for Manufacturing Page 11 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

12 2.2 Trends & Drivers (cont) Rank Driver Timescale Workshop % 21 People as key drivers in business (RTS) short 1 1% 22 Pressure from socio-economic downturn short 1 1% 23 Reduced tolerance for lack of action to prevent ill health long 1 1% 24 Role of insurance companies short 1 1% 25 Alliances between railway organisations drive performance and cost improveme medium 0 0% 26 Climate change leads to temp rise long 0 0% 27 Cost of non compliance to legislation medium 0 0% 28 Dame Carol Black report indicates work is good for you short 0 0% 29 Improved medical understanding demands better treatment medium 0 0% 30 Increasing demands > Capability < Cost for CP6/7 medium 0 0% 31 Reduced NHS results in best companies picking up non-essential health needs medium 0 0% 32 The Railway a magnet for talent (RTS) medium 0 0% 33 VfM Study - Rail industry needs to earn its investment from government medium 0 0% 34 Worsening living conditions increase demands for better management of health medium 0 0% Copyright Institute for Manufacturing Page 12 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

13 2.4 Stakeholder Perspectives (1 to 20) Rank Needs Timescale Workshop % 1 Need to raise Health higher up Corporate Agenda short 11 16% 2 Overcoming entrenched rail culture that health risk not an issue' short 9 13% 3 Equipment supplied with health issues managed (eg built with ergonomics in minmedium 6 9% 4 Better OH Contracts short 4 6% 5 Evaluation of role of fit notes medium 4 6% 6 Need for reliable, timely, consistent & transparent data short 4 6% 7 Industry reputation as an attractive place to work medium 3 4% 8 Legal requirements seem remote short 3 4% 9 Retain the best employees medium 3 4% 10 SEQOHS occ health competency short 3 4% 11 Improvement needed in competency amongst managers short 2 3% 12 Increased demands on contractors - long working hours/tighter schedules medium 2 3% 13 Meet franchise requirements short 2 3% 14 OH professionals need a greater understanding of Rail health issues short 2 3% 15 A reliable supply chain medium 1 1% 16 Ensuring employment issues are not medicalised (flexible working, shifts) short 1 1% 17 Extended supply chain changing time / cost / culture demands short 1 1% 18 International supply chain impacting on H&W of non-gb workforce long 1 1% 19 ISLG OH manifesto short 1 1% 20 Largely male workforce with most employees over 40 short 1 1% Copyright Institute for Manufacturing Page 13 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

14 2.4 Stakeholder Perspectives (cont) Rank Needs Timescale Workshop % 21 Manage liabilities short 1 1% 22 Mismatch between franchise term and whole working life short 1 1% 23 Professionalised workforce medium 1 1% 24 Protection of transient workforce medium 1 1% 25 Workforce and TU expectations for improved H&W short 1 1% 26 ATOC HEROH Forum short 0 0% 27 CP5 charged large savings from H&W and technology medium 0 0% 28 Customers do not require strategic input short 0 0% 29 D&A tests short 0 0% 30 Improved Employee and Union relations / engagement (inc H&S Reps) medium 0 0% 31 Improved H&W delivers productivity to benefit of all long 0 0% 32 Large number of contractors (80-90K) short 0 0% 33 There needs to be a cost benefit to health short 0 0% 34 Worker health has a lower profile than worker and passenger safety short 0 0% Copyright Institute for Manufacturing Page 14 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

15 Health & Wellbeing Challenges & Opportunities Well-being Occ Health 3.1 Health & Wellbeing Challenges & Opportunities Past 2014 Short term Medium term Long term 2025 Vision CP4 CP5 CP6 CP7+ Ballast dust Stress, Anxiety and Depression HAVS Hearing loss Management of individual health risks Effect of work on health Toilet waste on the track Fatigue / shift patterns Manual handling of wheelchairs Diesel engine exhaust emissions Musculoskeletal disorders Biological contaminants Future occupational cancer burden shift work, DEEE Fitness for work Poor health management limits ability to work Long term sickness Psychological wellbeing Sleep disorders Stress (Trauma management following suicides) Physical wellbeing Endocrine disorders eg diabetes Heart / circulatory disorders Respiratory issues Need for reliable leading and lagging indicators for ill health Active life styles / Active life style promotion Individual Burnout Lack of individual resilience and adaptability Social wellbeing Engagement Effects of long-distance commuting Absenteeism Increased home working or working at remote locations Presenteeism Engagement Deficit Individual underutilised Wellbeing sustains engagement Healthier job roles improve engagement H&W perks support recruitment & retention for sustainable railway Opportunity and Access Eyesight & Colour vision Access for all to quality OH services Match requirements to work undertaken to retain tacit knowledge of ageing workforce Avoidance of abuse of support networks Sustainable workforce through effective succession planning Copyright Institute for Manufacturing Page 15 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

16 3.2 Health & Wellbeing Challenges & Opportunities Rank Challenges Timescale Workshop % A Poor health management limits ability to work short 16 11% B Management of individual health risks medium 14 10% C Lack of individual resilience and adaptability medium 10 7% D Fatigue / shift patterns short 9 6% E Stress, Anxiety and Depression short 9 6% F Access for all to quality OH services short 8 5% G Musculoskeletal disorders short 8 5% H Engagement Deficit medium 7 5% I Stress (Trauma management following suicides) short 7 5% J Future occupational cancer burden shift work, DEEE short 6 4% K Presenteeism medium 6 4% L Absenteeism short 5 3% M Match requirements to work undertaken to retain tacit knowledge of ageing wor medium 5 3% N Healthier job roles improve engagement medium 4 3% O Need for reliable leading and lagging indicators for ill health medium 4 3% P Sustainable workforce through effective succession planning long 4 3% Q Active life styles / Active life style promotion medium 3 2% R Effects of long-distance commuting short 3 2% S Respiratory issues short 3 2% T Endocrine disorders eg diabetes short 2 1% Copyright Institute for Manufacturing Page 16 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

17 3.2 Health & Wellbeing Challenges & Opportunities Rank Challenges Timescale Workshop U HAVS short 2 V Hearing loss short 2 W Heart / circulatory disorders short 2 X Increased home working or working at remote locations medium 2 Y Avoidance of abuse of support networks short 1 Z Individual underutilised medium 1 AA Long term sickness medium 1 AB Sleep disorders short 1 AC Wellbeing sustains engagement medium 1 AD Ballast dust short 0 AE Biological contaminants short 0 AF Diesel engine exhaust emissions short 0 AG Eyesight & Colour vision short 0 AH H&W perks support recruitment & retention for sustainable railway long 0 AI Individual Burnout medium 0 AJ Manual handling of wheelchairs short 0 AK Toilet waste on the track short 0 Copyright Institute for Manufacturing Page 17 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

18 Enablers Required Responses and Actions 4.1 Responses and Enablers Industry leadership Clinical leadership Evidence based action Reporting and metrics Employee engagement Education & Training Behavioural change Specific Interventions Past 2014 Short term Medium term Long term 2025 Vision CP4 CP5 CP6 CP7+ Board Level champions provide continued purpose, direction and decision making for industry Companies reevaluate health policies Better cooperation between medical professionals eg OHS and GPs More effective communication between OH service providers and line managers Health data collection supports reasoned decisions to drive change. Need for data that is more leading / cross-discipline Embrace diversity of workforce H&W best practice guides created Competency frameholders for health and wellbeing line managers Awareness of & training for stress issues Trade Union support Informing policy / standards development for OH Increase employee say in what is happening Hazard specific working groups tackle difficult health hazards Collaborative industry approach to common issues Improved understanding of OH issues in rail by OH practitioners Health and wellbeing monitoring technology Intended use of data outputs is understood during the planning stage for collection. Improved occupational health reports All stakeholders (incl. individuals taking ownership) understand roles in making positive changes. Industry educational and competence requirements are mapped Diet & Nutrition advice (engage food services) Clinical effectiveness is managed within industry Translate proven health activities from other industries into rail Make business case link with Health performance through improved cost benefit analyses and tools Companies publish improved health data indicating the progress of the rail industry Behaviour & Culture change activities. Organisational roles take a holistic approach to health rather than functional Logistics of remote working Health professionals improve health decisions within organisations Guidance is developed to assist railway physicians Action based upon sound evidence Better awareness of H&W initiatives across dispersed workforce Communication leads to access to information for all Development of cross industry training modules & Education for target groups Risks are proactively addressed Rehabilitation plans reduce absence costs Leadership creates conditions for change Clinical leadership provides direction for development of industry s health capabilities Success is measured and reviewed before wider industry roll-out. Opportunity for health / safety by design (eg cab ergonomics) Deliver Employee engagement by operationalising four enablers described by Mcleod and Clarke All trained on health at work as the norm Link reward (or salary sacrifice) to health & wellbeing Develop and Validate H&W assessment for Railway staff esp. high risk workers Job roles altered to become more engaging Industry productivity is enhanced to improve successful outcomes for all. Employee health and wellbeing issues also impact passengers Send signal through franchise programme for H&W Implement all 10 recommendations in briefing Knowledge Research and specialist advice to formulate the basics / strategy Railway conferences allow crossfertilisation and promotion of best practice Best practice knowledge transfer Regulator's forum People & Skills Occupational Health and Wellbeing expertise Education outreach to schools Resources (Numbers of professionals) NSARE accreditation to include occupational health? Facilities & Infrastructure Standards & Regulation Supply Chain Review frequency of D&A testing Data processing system / shared databases Guidance enables better contracts developed with OH providers Improved equipment / reduced emissions Voluntary standards improve organisational management of health to agreed levels Supply chain standards ensure health is integrated into design Increasing mechanisation to eliminate hazardous tasks Voluntary standards result in the scope of health activities being fully covered New technology (eg otoacoustic emission testing) Supply chain provides tools to reduce harm Rail based health standards are reviewed and improved for better outcomes Regional OH provider centres based at railway premises There is an increase in health skills purchased by the organisation Smart cards enable the health of employees to be tracked through their working life Incentives and penalties? - H&W as a contract criterion Copyright Institute for Manufacturing Page 18 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

19 4.2 Responses Infra-structure TOC FOC Health Specialist Rail / External Body Supply Chain The number in the colour-coded columns shows the priority voting of specific stakeholder groups Rank Responses Timescale Total 1 Board Level champions provide continued purpose, direction and decision makshort Development of cross industry training modules & Education for target groups medium H&W best practice guides created Short Deliver Employee engagement by operationalising four enablers described Med-Long Make business case link with Health performance through improved cost Medium Collaborative industry approach to common issues Medium All stakeholders (incl. individauls taking ownership) understand roles in medium Need for data that is more leading / cross-discipline Short Competency frameholders for health and wellbeing line managers Medium Opportunity for health / safety by design (eg cab ergonomics) Medium Send signal through franchise programme for H&W Medium Behaviour & Culture change activities. Medium Industry educational and competence requirements are mapped Short Action based upon sound evidence medium All trained on health at work as the norm long Better awareness of H&W initiatives across dispersed workforce Medium Trade Union support Short Companies re-evaluate health policies Short Increase employee say in what is happening Medium Health and wellbeing monitoring technology Med-Long Copyright Institute for Manufacturing Page 19 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

20 4.2 Responses (cont) Rank Responses Timescale Total 21 Embrace diversity of workforce Short Implement all 10 recommendations in briefing Med-Long Intended use of data outputs is understood during the planning stage for Medium Organisational roles take a holistic approach to health rather than functional Medium Improved understanding of OH issues in rail by OH practitioners Short Develop and Validate H&W assessment for Railway staff esp. high risk Medium Companies publish improved health data indicating the progress of the rail Medium Informing policy / standards development for OH Short Health data collection supports reasoned decisions to drive change. Short Risks are proactively addressed Medium Leadership creates conditions for change Medium Health professionals improve health decisions within organisations Medium Rehabilitation plans reduce absence costs Medium Employee health and wellbeing issues also impact passengers Short Awareness of & training for stress issues Medium Communication leads to access to information for all Medium 0 37 Translate proven health activities from other industries into rail Medium 0 38 Success is measured and reviewed before wider industry roll-out. Medium 0 39 Industry productivity is enhanced to improve successful outcomes for all. long 0 40 Job roles altered to become more engaging Medium 0 Copyright Institute for Manufacturing Page 20 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

21 4.2 Responses (cont) Rank Responses Timescale Total 41 Clinical leadership provides direction for development of industry s health Medium 0 42 More effective communication between OH service providers and line Short 0 43 Clinical effectiveness is managed within industry Short 0 44 Hazard specific working groups tackle difficult health hazards Medium 0 45 Guidance is developed to assist railway physicians Medium 0 46 Improved occupational health reports Short 0 47 Better cooperation between medical professionals eg OHS and GPs Short 0 48 Logistics of remote working Medium 0 49 Link reward (or salary sacrifice) to health & wellbeing Med-Long 0 50 Diet & Nutrition advice (engage food services) medium 0 Copyright Institute for Manufacturing Page 21 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

22 4.3 Responses Linkages Ageing workforce / longer working life Need to raise Health higher up Corporate Agen Social attitudes driving changes in work / life ba Overcoming entrenched rail culture that health r Design with roles and people in mind (RTS) Equipment supplied with health issues Regulation on health risks, ageing disorders & e Better OH Contracts Rising Obesity Evaluation of role of fit notes Technology advances & automation Need for reliable, timely, consistent & transparen Poor health management limits ability to work Management of individual health risks Lack of individual resilience and adaptability Fatigue / shift patterns Stress, Anxiety and Depression Access for all to quality OH services Musculoskeletal disorders Engagement Deficit Stress (Trauma management following suicides Future occupational cancer burden shift work, Presenteeism Absenteeism This table shows the identified linkages between Responses and priority Drivers, Stakeholder perspectives and H&W Challenges. The right hand column indicates total number of linkages. Rank Responses A B C D E F G H I J K L TOTAL 1 Board Level champions provide continued purpose, direction and decision mak Development of cross industry training modules & Education for target groups H&W best practice guides created Deliver Employee engagement by operationalising four enablers described 0 5 Make business case link with Health performance through improved cost 0 6 Collaborative industry approach to common issues All stakeholders (incl. individauls taking ownership) understand roles in Need for data that is more leading / cross-discipline 0 9 Competency frameholders for health and wellbeing line managers 0 10 Opportunity for health / safety by design (eg cab ergonomics) 0 11 Send signal through franchise programme for H&W 0 12 Behaviour & Culture change activities Industry educational and competence requirements are mapped Action based upon sound evidence All trained on health at work as the norm 0 16 Better awareness of H&W initiatives across dispersed workforce Trade Union support Companies re-evaluate health policies Increase employee say in what is happening Health and wellbeing monitoring technology 0 Copyright Institute for Manufacturing Page 22 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

23 4.4 Enablers Infra-structure TOC FOC Health Specialist Rail / External Body Supply Chain The number in the colour-coded columns shows the priority voting of specific stakeholder groups Rank Enablers Timescale Total 1 Occupational Health and Wellbeing expertise short Research and specialist advice to formulate the basics / strategy short Railway conferences allow cross-fertilisation and promotion of best practice Short Incentives and penalties? - H&W as a contract criterion long Best practice knowledge transfer short Resources (Numbers of professionals) long Data processing system / shared databases short Voluntary standards improve organisational management of health to agreed medium Rail based health standards are reviewed and improved for better outcomes Medium Improved equipment / reduced emissions Medium 0 11 Guidance enables better contracts developed with OH providers short 0 12 Supply chain standards ensure health is integrated into design Medium 0 13 Smart cards enable the health of employees to be tracked through their long 0 14 Increasing mechanisation to eliminate hazardous tasks Medium 0 15 Supply chain provides tools to reduce harm Medium 0 16 Regional OH provider centres based at railway premises long 0 17 Voluntary standards result in the scope of health activities being fully covered Medium 0 18 There is an increase in health skills purchased by the organisation Medium 0 19 New technology (eg otoacoustic emission testing) Medium 0 20 NSARE accreditation to include occupational health? long 0 21 Review frequency of D&A testing short 0 22 Regulator's forum Medium 0 23 Education outreach to schools 0 Copyright Institute for Manufacturing Page 23 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

24 4.5 Enabler Linkages Ageing workforce / longer working life Need to raise Health higher up Corporate A Social attitudes driving changes in work / lif Overcoming entrenched rail culture that he Design with roles and people in mind (RTS Equipment supplied with health issues Regulation on health risks, ageing disorder Better OH Contracts Rising Obesity Evaluation of role of fit notes Technology advances & automation Need for reliable, timely, consistent & trans Poor health management limits ability to wo Management of individual health risks Lack of individual resilience and adaptabili Fatigue / shift patterns Stress, Anxiety and Depression Access for all to quality OH services Musculoskeletal disorders Engagement Deficit Stress (Trauma management following suic Future occupational cancer burden shift w Presenteeism Absenteeism This table shows the identified linkages between Enablers and priority Drivers, Stakeholder perspectives and H&W Challenges. The right hand column indicates total number of linkages. Rank Enablers A B C D E F G H I J K L TOTAL 1 Occupational Health and Wellbeing expertise 0 2 Research and specialist advice to formulate the basics / strategy Railway conferences allow cross-fertilisation and promotion of best practice Incentives and penalties? - H&W as a contract criterion Best practice knowledge transfer Resources (Numbers of professionals) 0 7 Data processing system / shared databases 0 8 Voluntary standards improve organisational management of health to agreed 0 9 Rail based health standards are reviewed and improved for better outcomes 0 10 Improved equipment / reduced emissions 0 11 Guidance enables better contracts developed with OH providers 0 12 Supply chain standards ensure health is integrated into design 0 13 Smart cards enable the health of employees to be tracked through their 0 14 Increasing mechanisation to eliminate hazardous tasks 0 15 Supply chain provides tools to reduce harm 0 16 Regional OH provider centres based at railway premises 0 17 Voluntary standards result in the scope of health activities being fully covered 0 18 There is an increase in health skills purchased by the organisation 0 19 New technology (eg otoacoustic emission testing) 0 20 NSARE accreditation to include occupational health? 0 21 Review frequency of D&A testing Regulator's forum 0 23 Education outreach to schools 0 Copyright Institute for Manufacturing Page 24 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

25 4.6 Linkages Key Rank Driver / Perspective Workshop % 1 Ageing workforce / longer working life 18 6% 2 Need to raise Health higher up Corporate Agenda 11 4% 3 Social attitudes driving changes in work / life balance 11 4% 4 Overcoming entrenched rail culture that health risk not an issue' 9 3% 5 Design with roles and people in mind (RTS) 8 3% 6 Equipment supplied with health issues managed (e.g. built with ergonomics in mind) 4 1% 7 Regulation on health risks, ageing disorders & equality 8 3% 8 Better OH Contracts 4 1% 9 Rising Obesity 7 3% 10 Evaluation of role of fit notes 4 1% 11 Technology advances & automation 6 2% 12 Need for reliable, timely, consistent & transparent data 4 1% Rank Challenges Workshop % A Poor health management limits ability to work 16 9% B Management of individual health risks 14 8% C Lack of individual resilience and adaptability 10 6% D Fatigue / shift patterns 9 5% E Stress, Anxiety and Depression 9 5% F Access for all to quality OH services 8 5% G Musculoskeletal disorders 8 5% H Engagement Deficit 7 4% I Stress (Trauma management following suicides) 7 4% J Future occupational cancer burden shift work, DEEE 6 3% K Presenteeism 6 3% L Absenteeism 5 3% Copyright Institute for Manufacturing Page 25 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

26 5. Detailed exploration of H&W Challenges (explored in breakout groups) Team Responses Development of cross industry training modules 1 Board Level champion for this agenda 2 Team 1 Team 2 Team 3 VR NL JP JT Team 4 SW OK GC CM Team 5 Comments inc "Training courses & Education for target groups" and "Competency frameholders for health and wellbeing line managers" inc "Make business case link with Health performance" 3 Industry best practice guides created MT SM DE 4 Engagement-4 enablers as described by McLeod and Clarke JG PA KA 5 6 Develop and Validate H&W assessment for Railway staff Create accurate and usable ergonomic design specs BJ PW SM SA TR GL DH SC 7 Send signal through franchise programme for H&W DB MG See over for outputs from breakout group exploration of Priority Responses & Enablers. Key: Black text: original team input Red text: carousel group comments indicates agreement indicates disagreement Copyright Institute for Manufacturing Page 26 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

27 Team: 1 Cross-industry training for line managers Timescale to Full Implementation GND 2015 Required Response / Action Develop training material and performance assessment criteria for line managers DfT ORR TOCs FOCs Network Rail Include in ITTs RM3 model Work together to develop standards and support implementation The Industry Needs to Have completed research; help development workshops of produced cross-industry training standards and materials Workforce & TU s RSSB, OCC health providers Addresses Key Drivers & Stakeholder Needs Legal compliance; moral responsibility; reducing absenteeism - lost time - financial losses; positive health and safety culture impact; engagement increase; significance of risks not fully identified/understood; poor customer service...because: We want to create an environment where people are safe and enjoy working and meet out legal obligations Addresses Key Health & Wellbeing Challenges / Opportunities Knowledge gap; not knowing how to deal with issues; breaking down stigmas; lack of 'softer' skills; opportunity to make wellbeing and OCC health MGT part of 'business as usual' - culture change; educate/develop; share good practice; better partnership working with OCC health specialists By educating managers and providing them with the tools to manage their people effectively Benefit in delivering Rail Workforce H&W Benefit in Efficient & Productive Railway 5 5 Enable managers to successfully identify and manage OCC health risks on both individual and company level Consistency in standards/health management across industries Management that then medicalised Reduced absenteeism This will deliver the following benefits for the Rail workforce and the industry as a whole Increase productivity Reduce absenteeism Improve quality of life at work and home Likelihood of adoption and success 4 High - due to legal requirement and impact on business management/financials...with the following costs and likelihood of success Negligible costs compared to short and long-term benefits Costs to implement (1=High / 5=Low) 3 R&D, facilitations, release, materials Key Enablers Potential barriers & how to overcome them Sound underpinning data and related issues Corporate, union, management, regulatory support Lack of resource - sharing resource, RSSB support Parent company mandates; Lack of MGR willingness to develop Future proofing Knowledge Gaps & Next Steps in validation / evaluation: R&D, peer reviews Enablers, barriers and mitigating actions include Board level committee industry-wide adoption culture change Copyright Institute for Manufacturing Page 27 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

28 Team: Short Medium Long 2025 Milestones R&D including workshops End of 2015 materials available Roll-out delivery 2018 review effectiveness Embed in industry wide culture DfT Consider inclusion in ITT ORR RM3 RM3 ROGS update TOCs FOCs Participate in workshops Release MGRs for training Assist in review and update Network Rail RSSB Data collation Produce materials Lead review and update Suppliers InfraCos Workforce & TU Participate Consultation Participation of MGRs Participate in review and update s Participate (OCC health) Participate in review and update Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration External Stakeholders Copyright Institute for Manufacturing Page 28 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

29 Team: 2 Board level champions and business case Timescale to Full Implementation Required Response / Action All director's role and all should lead IOD checklist Adopting an approach that health is considered in all decisions would facilitate discussion at board level Determine how/who will be champion Should they leave a healthy lifestyle themselves DfT ORR TOCs FOCs Network Rail The Industry Needs to Each member needs to have a board level champion (clearly identified) for H&W How do we get the CEO/board member aware they need a champion Workforce & TU Supply chain Addresses Key Business case for H&W Drivers & Stakeholder -Money -Ethics/reputation -Good for our TU members -Long term sustainability -Works for short and medium and long term (CP4, 5, 6 and Needs onwards) For sustainability, avoid flash in the pan and tokenism Focus on using board level coaches. Get them to influence CEOs to benefits s...because: It makes good sense (business case is clear) Addresses Key Health & Wellbeing Challenges / Opportunities The elements in each organisation which feed in to above Both short term 'fixes' and long term delivery are importance. Key word is 'both' Addresses organisation specific elements in both short and long term Benefit in delivering Rail Workforce H&W Benefit in Efficient & 5 Part of critical enabler of everything else (does not deliver in own right) Board member therefore it all happens This will deliver the following benefits for the Rail workforce and the industry as a whole Critical enabler of everything else so makes it all happen Productive Railway 5 Likelihood of adoption and success Costs to implement (1=High / 5=Low) 2 5 Many board pressures/so much else is happening Needs to be on one page of A4 (business case) e.g. increases profit/ebit/roi PTC No 'killer slide' at present One business case used multiple times Cheap (very cheap)...with the following costs and likelihood of success Low cost but needs agreed killer slide to out through board stuff Key Enablers Potential barriers & how to overcome them Good data on cost of poor H&W to the business i.e. obvious and 'hidden' costs e.g. absence through poor management etc Good model from the H&W outcomes to business bottom line Industry culture either 'ignore' or 'if you don't like it get lost' Knowledge Gaps & Next Steps in validation / evaluation: Enablers, barriers and mitigating actions include Needs more research to get costs/outcomes defined/agreed and must challenge and change industry culture Copyright Institute for Manufacturing Page 29 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

30 Team: Short Medium Long 2025 Milestones Identify champions Agreed business case(s) Developed strategic plans to improve H&W Review of actual business benefits of improved H&W DfT ORR TOCs FOCs Network Rail RSSB Suppliers Adapt/send right signals in franchise model Adapt/send right signals by active supportive rewards Identify champion Use industry model to build your business case Identify champion Use industry model to build your business case Develop adaptable business case methodology Build model linking H&W outcomes to business performance Individual co plans and strategies Do not penalise economic success Individual co plans and strategies Plan do review Plan do review InfraCos Workforce & TU s Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration Work with employers to support the activity because it is good for business hence good for TU members Political will to support in reality not just soundbite (No distraction from HS2) Start process at RSSB board Guidance helps to define: 1) How do we identify a champion 2) How to influence then 3) Define their role External Stakeholders Copyright Institute for Manufacturing Page 30 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

31 Team: 3 Industry best practices guide Timescale to Full Implementation Required Response / Action Collaboration and sharing of best practice from all rail areas of business regarding health and wellbeing I think there is already plenty of guidance DfT ORR TOCs FOCs Network Rail Workforce & TU The Industry Needs to Survey: QHRC; HSE; NICE Link: SEQOHS Link up ARIOPS MD team s ARIOPS/ ORR/ RSSB/ BENCHMARK Addresses Key Drivers & Stakeholder Needs Uniform approach to addressing health and wellbeing in rail...because: Clear guidance and consistency = improved engagement, productivity, attendance, work/life Addresses Key Health & Wellbeing Challenges / Opportunities Obesity, MSD, fatigue/shift working, stress, resilience, bullying/harassment, ageing workforce, proactive policies - common sense Health conditions but also policies and procedures impact on health Benefit in delivering Rail Workforce H&W Benefit in Efficient & Productive Railway 5 5 If this is a collaborative approach - resources/evidence based to support all Right time railway = happy customers - increased revenue, trust in service, engaged workforce Need to evaluate quality of BP recommending - techniques available at literature reviews This will deliver the following benefits for the Rail workforce and the industry as a whole Evidence based resource Increase revenue Better engagement Likelihood of adoption and success Costs to implement (1=High / 5=Low) 5 2 If communicated well with ALL stakeholders, develop 'host' site group with forum access - acceptable to all (e.g. ORR) Initial costs high to develop - however ongoing costs will be moderate...with the following costs and likelihood of success Stakeholder commit Initial costs high but long term benefit will support business case Key Enablers Potential barriers & how to overcome them Motivation and passion, benchmarking other industries and organisations, facilitated Disagreement - what is good practice - right people Risk adverse - technology vs. standards Knowledge Gaps & Next Steps in validation / evaluation: Forum FAQ - identify issues and knowledge gaps Enablers, barriers and mitigating actions include Benchmarking 'Risk averse' Power plays Copyright Institute for Manufacturing Page 31 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

32 Team: Short Medium Long 2025 Milestones Select project manager and committee Collate data and info Bench mark Determine best practice Web based tools/forum On-going review DfT Fund ORR Facilitate TOCs FOCs Network Rail RSSB Facilitate Suppliers InfraCos Workforce & TU s ARIOPS Share best practice and develop Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration Move on to industry standards Possible hosts of meter are NSE/ORR External Stakeholders professionals - HSE, FOM, SOM, AOHNP Copyright Institute for Manufacturing Page 32 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

33 Team: 4 Engagement Timescale to Full Implementation Required Response / Action Industry needs better engagement on health issues Action - in line with the 4 enablers: Narrative, Engage managers, Employee voice, Integrity DfT ORR TOCs FOCs HLOS could include collaborative working requirement Encourage engagement - enforce if necessary Do it The Industry Needs to Have a strategy for encouragement that encourages manager/employee engagement and makes it work right consistently over time Network Rail Do it Workforce & TU Do it s OCC health profession facilitate and encourage join up Addresses Key Drivers & Stakeholder Needs Addresses Key Health & Wellbeing Challenges / Opportunities 4 (attitudes) and 2 ( high in corporate agenda) H (engagement deficit) and B (management of health risks)...because: Engagement will drive health up the corporate agenda and promote change in attitudes to health and you get better management of individual health risks and minimise engagement deficit Benefit in delivering Rail Workforce H&W Benefit in Efficient & Productive Railway 4 3 This will deliver the following benefits for the Rail workforce and the industry as a whole Greater clarity gives us better management leads to getting right things done right first time and workforce healthy Likelihood of adoption and success Costs to implement (1=High / 5=Low) 3 5 Net cost - example: full time health and safety reps...with the following costs and likelihood of success Costs minimal - it is time commitment for existing people Key Enablers Absolutely vital key enabler is CEO level champions (like Higgins) who does it and promotes it Enablers, barriers and mitigating actions include Potential barriers & Middle management 'inversion' layer. 'Die hard'/political TU person how to overcome them Knowledge Gaps & Next Steps in validation / evaluation: Mutual understanding of running a 'just culture'. Copyright Institute for Manufacturing Page 33 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

34 Team: Short Medium Long 2025 Milestones Engagement needs analysis by each company driven by board/ceo champion Where are we? Define engagement strategy/narrative Where do we want to get to? Sustain DfT ORR State ORR want industry to do this Check it's happening TOCs FOCs Network Rail RSSB Plan and do the engagement Plan and do the engagement Middle management: Consistent messages Training Middle management: Consistent messages Training Testing, validation and adjustment Testing, validation and adjustment Suppliers InfraCos Workforce & TU s Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration Managers having the time Training/briefing in how to have proper health conversations External Stakeholders Copyright Institute for Manufacturing Page 34 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

35 Team: 5 Develop and validate H&W assessment for railway staff Timescale to Full Implementation 6 months to pilot; 5 years to full roll-out Required Response / Action Tailored self report questionnaire (format flexible) for specific rail job families to inform and evaluate health strategy Can this build into H&W assessment work done by RSSB? There is mileage in this. Potential quick win DfT ORR TOCs FOCs Franchising Sponsor? Regulate The Industry Needs to Develop a H&W assessment for specific rail job families covering all aspects of work that impact on wellbeing Network Rail Contractual provision Workforce & TU Evidence based s RSSB specialists Addresses Key Drivers & Stakeholder Needs Obesity; ageing workforce; SAM; MSDs; Mental health; Litigation; Standards for franchising; league table for KPIs; lower insurance premiums (PL, EL); level playing field...because: To improve health and reduce cost. Currently 220m (absence top 5 conditions) Addresses Key Health & Wellbeing Challenges / Opportunities As above. Nothing similar currently exists Need for anonymisation Benefit in delivering Rail Workforce H&W Benefit in Efficient & Productive Railway 5 4 Targeted interventions Industry specific Validates benefits delivered to employees Makes business case Reduced healthcare costs, ROI Reduced absence Improved engagement and productivity, metrics This will deliver the following benefits for the Rail workforce and the industry as a whole Inform effective programmes and priorities for key risk areas to be addressed in the work place putting rail at forefront of H&W movement Likelihood of adoption and success 4 80%...with the following costs and likelihood of success 50k investment, 80% uptake Costs to implement (1=High / 5=Low) 5 50k to develop questionnaire Key Enablers Enablers, barriers and mitigating actions include Early adopters drag others along Potential barriers & how to overcome them MD scepticism - funding RSSB? Cost Lack of ownership Knowledge Gaps & Next Steps in validation / evaluation: Copyright Institute for Manufacturing Page 35 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

36 Team: Short Medium Long 2025 Milestones Study outline Publish pilot results Wide adoption DfT ORR Sell proposition TOCs FOCs Complete pilot Rolloct to TOCs/FOCs/IC Network Rail RSSB Potential sponsor Identify pilot IC/TOC/FOC Evaluate and review Suppliers InfraCos Complete pilot Rolloct to IC Workforce & TU Consult unions and OH s Identify job families Design questionnaire Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration 2 year review cycle External Stakeholders Copyright Institute for Manufacturing Page 36 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

37 Team: 6 Create accurate and usable design specs - ergonomics Timescale to Full Implementation 5 years Required Response / Action Research (incl. what's been done) Implement research outputs across all industry DfT ORR Provide guidance and info Satisfy legal obs. The Industry Needs to Set standards by unearthing what exists and researching what doesn't TOCs FOCs Implement specs Network Rail Implement specs Workforce & TU Healthier, TU demonstrate success s RSSB - specify Addresses Key Drivers & Stakeholder Needs Ageing workforce (1) ; Obesity (7); Workforce diversity; MSDs; Psychosocial; technological advances; ergonomics 1,6,7 Psychosocial aspects becoming more important...because: It's a major source of ill-health and further issues developing solutions for future can be found Addresses Key Health & Wellbeing Challenges / Opportunities Covers most A-L to greater or lesser extent Broad application across industry to enable better wellbeing Benefit in delivering Rail Workforce H&W 5 Wide range of application and benefit across all sectors This will deliver the following benefits for the Rail workforce and the industry as a whole... Benefit in Efficient & Creates 'objective' info for managers Productive Railway 4 Likelihood of adoption and success 4 On basis of business case and setting of standard...with the following costs and likelihood of success Costs to implement (1=High / 5=Low) 5 Principles often exist. Research costs relatively low Key Enablers HSE, university and academic researchers. International knowledge sharing Enablers, barriers and mitigating actions include Who will fund? RSSB? Potential barriers & how to overcome them Lack of awareness and training (understanding) Knowledge Gaps & Next Steps in validation / evaluation: Lack of specific data. People of influence unaware of it Copyright Institute for Manufacturing Page 37 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

38 Team: Short Medium Long 2025 Milestones Plan Standard Review DfT ORR TOCs FOCs Integrate Network Rail Apply STD Validate Feedback RSSB Discover existing research Consultation Standard Integrate into specs Apply learning Suppliers Reserved to fill in blanks Apply STD Validate Feedback InfraCos Integrate into specs Validate application of standard Gather user feedback Workforce & TU Apply STD s Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration BS1/HS1 working group on EU cab ergo standard Awareness Training competence External Stakeholders OH specialists Unions Copyright Institute for Manufacturing Page 38 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

39 Team: 7 Franchise programme Timescale to Full Implementation 2018 Required Response / Action Send signal through franchise Programme for health and welfare DfT ORR Include in franchise programme Engage with DfT and use knowledge, expertise, policies and data collection The Industry Needs to DfT signed important TOCs FOCs DfT to engage with and understand issues Network Rail DfT to engage with ek Workforce & TU DfT to engage with ek s ROSCOLS; supplies; NSARE Addresses Key Drivers & Stakeholder Needs Overcoming franchise system and short termism 1,2,4,5,8,11,12...because: HECP to embed H&W into TOC planning Addresses Key Health & Wellbeing Challenges / Opportunities Investment long term to reduce absence due to ill health delivering healthy, more productive workforce. Aging workforce Mobile workforce A-L to improve OH, absence and productivity Benefit in delivering Rail Workforce H&W 4 This will deliver the following benefits for the Rail workforce and the industry as a whole... Benefit in Efficient & Productive Railway 4 Likelihood of adoption and success 4 Success depends on implementation - effective monitoring and enforcement...with the following costs and likelihood of success Costs to implement (1=High / 5=Low) 5 Low as % of long term franchise bid Key Enablers I.D best practice, data, skills, better info business benefits Enablers, barriers and mitigating actions include... Potential barriers & Enforcement - life cycle of franchise. Lack of political support - industry push how to overcome them Knowledge Gaps & Next Steps in validation / evaluation: Need CBA evidence. Build industry support. ID best practice, rail and elsewhere Copyright Institute for Manufacturing Page 39 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

40 Team: Short Medium Long 2025 Milestones East coast ITT TPE Franchise Franchise Franchise Franchise DfT ORR TOCs FOCs Network Rail RSSB Suppliers InfraCos Workforce & TU s ROSCOS MINISTERS Involve industry in developing spec Advise DfT on best practice, policies, bus case Advise DfT on best practice, policies, bus case Advise DfT on best practice, policies, bus case Advise DfT on best practice, policies, bus case Advise DfT on best practice, policies, bus case Advise DfT on best practice, policies, bus case Advise DfT on best practice, policies, bus case Review and engage with industry Monitor, report and enforce TU - Agree principle and provide input Review and engage with industry Monitor, report and enforce Franchise specific issues Review and engage with industry Monitor, report and enforce Review and engage with industry Monitor, report and enforce Review and engage with industry Monitor, report and enforce Key Enablers eg Knowledge; People & Skills; Facilities & Infrastructure; Standards & Regulation; Partnerships & Collaboration Training KPI and develop External Stakeholders Copyright Institute for Manufacturing Page 40 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

41 Appendices A. Participants B. Workshop Feedback C. Responses & Enablers Detailed Comments D. Workshop Process E. Participant Perspectives Copyright Institute for Manufacturing Page 41 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

42 Appendix A: Workshop Participants Name Company Bridget Juniper Work and Well-Being Ltd Caroline Meek Network Rail Dame Carol Black Expert Adviser on Health and Work to the Department of Health Dave Bennett ASLEF David Hitchcock Ergonomics Design Safety Consultancy Training Research Diane Eversfield TFL Gary Cooper National Taskforce Geoff Ledger Bombardier Transportation UK Ltd Jay Thompson Greater Anglia Jennie Pitt East coast John Gillespie ORR Keith Atkinson ORR Mark Gaynor DFT Megan Taylor Southern Natasha Lelyveld Greater Anglia Owen Keyes-Evans Consultant Occupational Physician Paul Appleton ORR Paul Whitehead Balfour Beatty Rail Ltd Richard Sharp Murphy Group Sharon Allaway Marum Healthcare Stephen Watson Arthur D. Little UK - Cambridge Steve Coe TSSA Susan Murray UNITE Copyright Institute for Manufacturing Page 42 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

43 Appendix B.1: Feedback Joining instructions and preworkshop information Opening remarks and introduction to the workshop Facilitation of the workshop 5. Excellent 4. Very Good Piccies 3. Good 2. Satisfactory 1. Poor Structure / process of the workshop Opportunity to participate and contribute Make-up of workshop participants 97% Excellent, Very Good or Good Time keeping Catering Venue Copyright Institute for Manufacturing Page 43 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

44 Appendix B.2: Feedback I found the workshop stimulating I enjoyed the workshop I found my participation worthwhile I feel I have contributed to the workshop The workshop provides useful insights 5. Strongly Agree 4. Agree 3. No comment 2. Disagree 1. Strongly Disagree 98% Strongly Agree or Agree Copyright Institute for Manufacturing Page 44 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

45 Appendix C. Responses & Enablers Detailed Comments Rank Responses Comments 1 Board Level champions provide continued purpose, direction and decision making for industry Decide whether industry approach is voluntary or mandatory to health and wellbeing; Board level champion for this agenda; Need to raise health higher up agenda; Directors and senion management buy in - need their engagement to make it work; Compete in the jobs market by emphasisng that we're companies the properly manage people's health - we become employer of choice 2 Development of cross industry training modules & Education/health interventions to be delivered in a different/engaging format; Education program developers; Development of cross- Education for target groups Industry OH Training Modules for Line Managers 3 H&W best practice guides created Establish clear stress management protocol in across industry; Focus on what OH services do (and the expertise required for that) and less on the mechanisms/arrangements by which they do them 4 Deliver Employee engagement by operationalising four enablers described by Mcleod and Clarke The four enablers for engagement as described by Mcleod and Clarke operationalise them; 5 Make business case link with Health performance Articulate the industry and company business cost for improved health wellbeing; Make business case to link health with performance (to through improved cost benefit analyses and tools convince C-suite) 6 Collaborative industry approach to common issues Better collaboration between providers; Achieve partnership of trust between all players; OH and GPs working in collaboration; TUs management regulators to have a forum to promulgate best practice; "Health" implications must be a standard question all management raise when considering changes. Collaborate cross functionally (e.g. TOCs, TU, OCC health) to share data and best practice 7 All stakeholders (incl. individauls taking ownership) understand roles in making positive changes. Ensure all workers are involved in procurement of equipment; 8 Need for data that is more leading / cross-discipline Creat cross discipline data sets 9 Competency frameholders for health and wellbeing line managers 10 Opportunity for health / safety by design (eg cab ergonomics) Create accurate and useable ergonomics design specifications and data 11 Send signal through franchise programme for H&W Send signals through franchise programme that health and wellbeing matters; 12 Behaviour & Culture change activities. Extend no blame culture; A "just" management culture (rather than a default culture); 13 Industry educational and competence requirements are mapped 14 Action based upon sound evidence Management and Tus must adopt a commitment to "evidence based" approach to health issues; Develop and validate health and wellbeing assessment specifically for railway staff to inform priority actions 15 All trained on health at work as the norm Train line managers in people skills; Do practical things that help e.g. job design, clothing design, workplace design 16 Better awareness of H&W initiatives across dispersed workforce 17 Trade Union support TUs must step back from wielding "health and safety" for non-health-and-safety puposes and management must accept health issues properly raised; Create award programme to encourage appropriate change; safety manage health 18 Companies re-evaluate health policies Ensure that equality considerations are embedded in all policies and actions reflect equality act and affect action taker 19 Increase employee say in what is happening Ensure all workers are involved in procurement of equipment; Recommendation of the needs of the business against that of the individual 20 Health and wellbeing monitoring technology Copyright Institute for Manufacturing Page 45 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

46 Appendix C. Responses & Enablers Detailed Comments Rank Responses Comments 21 Embrace diversity of workforce Embrace the diversity of the workforce - treat people as individuals 22 Implement all 10 recommendations in briefing 23 Intended use of data outputs is understood during the planning stage for collection. 24 Organisational roles take a holistic approach to health rather than functional Better collaboration between providers of H&W - good practice sharing ideas and intentions 25 Improved understanding of OH issues in rail by OH practitioners 26 Develop and Validate H&W assessment for Railway staff esp. high risk workers 27 Companies publish improved health data indicating the progress of the rail industry 28 Informing policy / standards development for OH 29 Health data collection supports reasoned decisions to drive change. 30 Risks are proactively addressed 31 Leadership creates conditions for change 32 Health professionals improve health decisions within organisations 33 Rehabilitation plans reduce absence costs 34 Employee health and wellbeing issues also impact passengers 35 Awareness of & training for stress issues 36 Communication leads to access to information for all Risk assessments carried out on shift working with involvement of workers; Develop machanism for line manager to assess workforce 'fitness for work' when planning work; Leaders introduce employee health risk management measures into business task management tools; Pro-active health surveillance for exposed worker groups; Medicals for all regardless of role; Establish guidelines for recording of health data to consider trends and inform "FOWS" Translate proven health activities from other industries into rail Success is measured and reviewed before wider industry roll-out. Industry productivity is enhanced to improve successful outcomes for all. Copyright Institute for Manufacturing Page 46 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

47 Appendix C. Responses & Enablers Detailed Comments Rank Responses Comments 40 Job roles altered to become more engaging 41 Clinical leadership provides direction for development of industry s health capabilities 42 More effective communication between OH service providers and line managers Good communication within diverse organisations i.e. internet, intranet, written, visual 43 Clinical effectiveness is managed within industry 44 Hazard specific working groups tackle difficult health hazards Work/life balance (shift management) 45 Guidance is developed to assist railway physicians 46 Improved occupational health reports Create cross-discipline (e.g. OH and FLEET) datasets to enable empirical thinking and understanding; Assess effectiveness of interventions to determine impact and success 47 Better cooperation between medical professionals Poor GP and OCC health judgements. Too much detail of what can't be done rather than what can. Guidance issued; Shift work that ensures eg OHS and GPs that BSG assessments are carried ut on shift patterns with involvement of the workers. 48 Logistics of remote working 49 Link reward (or salary sacrifice) to health & wellbeing 50 Diet & Nutrition advice (engage food services) Copyright Institute for Manufacturing Page 47 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

48 Appendix C. Responses & Enablers Detailed Comments Rank Enablers Comments 1 Occupational Health and Wellbeing expertise Clearer understanding of OCC and health risks in rail; OH aspects to fall into two categories: physical and mental. Within management this needs to be holistically owned. 2 Research and specialist advice to formulate the R&D project; Make good H&W the easy option remove damaging optional drivers; Research and write taking healthy decisions (like taking basics / strategy safety decisions); 3 Railway conferences allow cross-fertilisation and promotion of best practice Implement all ten rec's in briefing 4 Incentives and penalties? - H&W as a contract criterion Embed H&W in all decisions relating to job, task and equipment design 5 Best practice knowledge transfer Ensure that policies are developed collaboratively to help prevent harassment and bullying 6 Resources (Numbers of professionals) 7 Data processing system / shared databases 8 9 Voluntary standards improve organisational management of health to agreed levels Rail based health standards are reviewed and improved for better outcomes Standardised language 10 Improved equipment / reduced emissions 11 Guidance enables better contracts developed with OH providers 12 Supply chain standards ensure health is integrated into design 13 Smart cards enable the health of employees to be tracked through their working life 14 Increasing mechanisation to eliminate hazardous tasks 15 Supply chain provides tools to reduce harm 16 Regional OH provider centres based at railway premises 17 Voluntary standards result in the scope of health activities being fully covered 18 There is an increase in health skills purchased by the organisation 19 New technology (eg otoacoustic emission testing) 20 NSARE accreditation to include occupational health? 21 Review frequency of D&A testing 22 Regulator's forum Copyright Institute for Manufacturing Page 48 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

49 Appendix C. Vision Detailed Comments / Additions Vision component Better workforce health and physical, social and psychological wellbeing A culture which demonstrates that health at work is everybody's responsibility Legal compliance and moving towards broader industry bestin-class An inclusive and sustainable workforce Professionalised health and wellbeing provision in Rail A more efficient and productive railway for the benefit of everyone Working for the rail industry is a long, productive and attractive career An engaged and committed supply chain working together Additional comments Leadership and collaboration to drive long term health improvement A culture which demonstrates (etc) led by management. Getting managers and senior directors to engage in wellbeing and see as being as important as safety Change: A culture which demonstrates that health at work is manager's responsibility, work ing with individuals Nationalisation will help joined up work on OH. Not employers job to enforce health and wellbeing for individuals. Prevent bullying. Effective management of health and wellbeing in order to give our work forces choices i.e. they can decide when to retire as opposed to having that decision imposed on them due to work related mental or physical problems. Shift work (including gender issues) Highlight/Stress/Sell The need for trained competent line manager. Training for all in dealing with mental health. Government OCC health service a good idea but should not displace good OCC. Health provision already in place. Train line managers. Join up activities on H&S and wellbeing. Articulate better business benefit for health and wellbeing Environmental wellbeing e.g. mess facilities Look after all workers including older workers Involve workers in procurement process e.g. when buying vehicles and equipment (NB seating) Copyright Institute for Manufacturing Page 49 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

50 Appendix D. Workshop Process Copyright Institute for Manufacturing Page 50 Rail Health & Wellbeing Workshop 2 7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk

51 Workshop agenda Morning 9:15 Registration & Coffee 9:45 Introduction, agenda and process 10:00 Participants share perspectives Vision; Key Challenges & Actions needed 11:00 Prioritise Vision elements; Drivers and Challenges 11:15 Break 11:30 Identify leading Actions Needed 12:30 Lunch Afternoon 13:15 Identify breakout groups for Afternoon Session 13:30 Characterise priority Actions for Impact / Effectiveness 14:15 Develop Action Plan 15:00 Break 15:15 Present Elevator Pitch & Carousel Review 16:15 Review 16:30 Close Copyright Institute for Manufacturing Health & Wellbeing Roadmap Dominic Oughton do251@cam.ac.uk

52 Background and Aims of Workshop Purpose of the roadmap: We are looking for a roadmap to bring about commitment and understanding for a series of well-planned, effective and prioritised tasks that a diverse range of stakeholders believe will improve health and wellbeing management within the railway and therefore the health and wellbeing of the Rail Workforce and the efficiency of the sector. Commitment: Individual managers, companies aware and prepared, Managing Directors engaged, customer willing to act or request RSSB to act Understanding: What tasks, costs, impacts? The organisations role? Role for RSSB/ industry? Well planned: Timed well, those participating are able to act, coordinates with and benefits the customer, yearly costs align with industry s capacity to meet them, meets new control period timeframe, customer has time to implement Effective tasks: tasks are needed, cost effective, generate company action, generate industry action Prioritised: By industry or organisational level of importance?, By sector? By Cost? By Stage? Improve: industry level? Organisational /customer level? Both? At low cost? At high cost with high return? Evolutionary? Planned? Copyright Institute for Manufacturing Health & Wellbeing Roadmap Dominic Oughton do251@cam.ac.uk

53 Workshop Definitions Occupationa l Health Wellbeing Contemporary thinking and government policy on workforce health recognise that health has three fundamental elements. The effect of work on health (eg airborne contaminants, asbestos, musculoskeletal disorders, mental health) Fitness for work (eg safety critical tasks, drugs and alcohol testing, health assessments) General wellbeing (eg obesity, smoking, sickness absence management, rehabilitation) Industry consensus, including the Industry Safety Meeting (ISM), now supports rail employers actively embracing these three elements. The three components of employee wellbeing, taken from Wellbeing, Productivity and Happiness at Work (Ivan Robertson and Cary Cooper, 2011), are said to be: 1. Psychological wellbeing for example, the ability to handle the stresses of everyday life and maintain a positive attitude and sense of purpose 2. Physical wellbeing for example, the amount of exercise, sleeping habits, alcohol 3. Social wellbeing for example, a positive and supportive social network Engagement Employee engagement is a measure of how motivated an employee is to give their best to their job. It shows how well motivated, energised and inspired they are to go the extra mile. Engagement is uniformly measured via staff surveys and typically asks questions about pride in their company, would they recommend as a great place to work, belief in company vision and goals, a willingness to go beyond their job requirements and whether they are considering leaving at the present time. Companies with high levels of employee engagement experience greater profitability, reduced absence and greater levels of employee wellbeing, amongst many other benefits. See for more information. This is about how we create the conditions in which employees offer more of their capability and potential. David Macleod author of UK Govt s Engage For Success report. Employee engagement should not be confused with how we communicate and interact with our people. Presenteeis m The term presenteeism is often interpreted in different ways. Robertson and Cooper (2011) suggest three attributes to the term: 1. Attending work when unwell 2. Putting in long hours but not working all of the time (often known as face time ) 3. Working at a reduced level because of distractions (for example, going online) Additional attribute added: People who have a health risk factor that inhibits their ability to do their job (for example, obesity and manual work). Copyright Institute for Manufacturing Health & Wellbeing Roadmap Dominic Oughton do251@cam.ac.uk

54 How? What? Why? Roadmapping- Linking future to present Time Trends & Drivers Markets Opportunities Technologies & Capabilities Enablers Where are D 1 D 2 D 2 M 1 M 2 M 3 O 1 we now? O 2 O 3 O 4 O 1 O 2 T 1 T 2 T 4 C 6 T 1 How can we get there? M 2 C 3 T 5 Where do M 4 we want to go? Funding Infrastructure Staff / skills Copyright Institute for Manufacturing Health & Wellbeing Roadmap Dominic Oughton do251@cam.ac.uk

55 VISION Social Templates Technological Trends & Drivers Stakeholder Perspectives Health & Wellbeing Challenges Environmental Economic Political & Legal inc DfT/ORR Workforce On-board Trackside Station & TOCs & FOCs Network Rail Suppliers InfraCos inc Health Professionals Work-related Non work-related Lifestyle Opportunity & Access Responses Industry leadership Stakeholder Clinical leadership Actions Evidence based action (eg for TOCs & FOCs; Network Rail; ORR, Reporting and metrics RSSB, ISLG & Employee engagement Contractors & Education & Training Suppliers, OH, Tus; Workforce & s Behavioural change Enablers Knowledge People & Skills Facilities & Infrastructure Standards & Regulation Supply Chain Past 2014 Short Medium Long 2025 Vision CP4 CP5 CP6 CP7+ Trends & Drivers What is shaping the future context and environment for H&W Stakeholder Perspectives What are the needs of the different stakeholder groups H&W Challenges: Current and Future Challenges (and Opportunities to improve) H&W Responses that could be put in place to deliver improved H&W outcomes and performance...and associated Actions by Rail Stakeholders Enablers and other resources also necessary for success Copyright Institute for Manufacturing Health & Wellbeing Roadmap Dominic Oughton do251@cam.ac.uk

56 2-Step Workshop process Step 1: Scan ( Landscape ) - Large group activity - Broad scope - Share and capture perspectives - Link, focus and prioritise Step 2: Probe ( Landmark ) - Small group activity - Focused scope - Share and capture expertise - Organise, plan and action Google Earth Copyright Institute for Manufacturing UK Robotics & Autonomous Systems Roadmap January 2013 Dominic Oughton do251@cam.ac.uk