Health & Wellbeing for UK Rail
Roadmap Workshop 1 17 October, DRAFT 1.0 Oct 2013
Note: Wordle created from participant vision statements
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
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 first 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 the ORR offices in Manchester and benefitted
from the insights of 25 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, closely followed by “delivering legal
compliance and moving towards broader industry best-in-class” and “delivering a more efficient and
productive railway for the benefit of everyone through professionalised health and wellbeing
provision in Rail”. The importance of an inclusive and sustainable workforce (in which working for
the rail industry is a long, productive and attractive career) and an engaged and committed supply
chain were also noted.
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
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
• Retain the best employees
• Social attitudes driving changes in work / life balance
• Improved H&W delivers productivity to benefit of all
• Regulation on health risks, ageing disorders & equality
• ORR health programme priorities 2014-19
• People as key drivers in business
• Technology advances & automation
• Better OH Contracts
• Equipment supplied with health issues managed (eg built with ergonomics in mind)
• Need for reliable, timely, consistent & transparent data
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
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):
• Stress, Anxiety and Depression
• Access for all to quality OH services
• Need for reliable leading and lagging indicators for ill health
• Active life styles / Active life style promotion
• Fatigue / shift patterns
• Absenteeism
• Management of individual health risks
• Musculoskeletal disorders
• Poor health management limits ability to work
• Stress (Trauma management following suicides)
• Future occupational cancer burden – shift work, DEEE
• HAVS
• Long term sickness
• Wellbeing sustains engagement
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
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:
• Collaborative industry approach to common issues
• Commitment from top-level sponsors provides continued purpose, direction and decision making for
industry
• Need for data that is more leading
• Best practice knowledge transfer
• Improved understanding of OH issues in rail by OH practitioners
• Behaviour change / nudging activities.
• Improved cost benefit analyses and tools
• Training courses & Education for target groups
• Clinical leadership provides direction for development of industry’s health capabilities
• Health data collection supports reasoned decisions to drive change.
• Industry educational and competence requirements are mapped
• Employee engagement enables buy-in to the goals of health and wellbeing activity.
• Leadership creates conditions for change
• H&W Monitoring Technology
• Competency Frameworks for H&W
• Occupational Health and Wellbeing expertise
A number of these priorities were explored in more detail to characterise benefits and identify outline
Action Plans for delivery (see section 5)
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
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
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
1.1. Vision for Health & Wellbeing in UK Rail
Vision component
Infrastructure
TOC
FOC
5
5
2
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
A more efficient and productive railway
for the benefit of everyone
Professionalised health and wellbeing
provision in Rail
An inclusive and sustainable workforce
An engaged and committed supply chain
working together
Working for the rail industry is a long,
productive and attractive career
Health
Rail /
Specialist External
Body
3
9
Supply
Chain
Total
1
25
29%
31%
29%
24%
21%
29%
26%
23%
34%
29%
14%
18%
29%
23%
14%
3%
14%
14%
21%
0%
14%
3%
3%
0%
24%
19%
0%
11%
11%
13%
14%
14%
5%
14%
10%
17%
9%
7%
5%
2%
14%
8%
3%
6%
7%
0%
10%
0%
6%
0%
0%
0%
5%
5%
14%
3%
Note: Not all stakeholder groups were equally represented.
Stakeholder group numbers do not reflect balance of influence across sector
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
1.2. Roadmap Landscape Headlines
Past
2014
Short term
2016
2017
CP4
People as key
drivers in business
Trends & Drivers
Social
Design with roles
and people in mind
Technological
Social attitudes driving
changes in work / life balance
24/7/365 working
environment
Environmental
Sakeholder Perspectives
2020
Rising Obesity
Technology advances &
automation
Economic
ORR health programme
priorities 2014-19
Long term
2025
Regulation on health risks,
ageing disorders & equality
Reduced NHS results in best companies
picking up non-essential health needs of
TOCs & FOCs
Network Rail
Suppliers
InfraCos
OH professionals need a greater
understanding of Rail health issues
Health Professionals
Need to raise Health higher up
Corporate Agenda
Well-being
Occ Health
Others / Whole Industry
Stress, Anxiety and
Depression
Fitness for work
Musculoskeletal
disorders
Improved H&W delivers
productivity to benefit of all
Need for reliable, timely,
consistent & transparent data
Overcoming entrenched rail culture
that health risk ‘not an issue'
Effect of work on health
Improvement needed in competency
amongst managers
Management of individual
health risks
Fatigue / shift
patterns
Poor health management
limits ability to work
Stress (Trauma management
following suicides)
Psychological wellbeing
Need for reliable leading and
lagging indicators for ill health
Physical wellbeing
Social wellbeing
Access for all to quality OH
services
Opportunity and Access
Reporting and metrics
Collaborative industry approach
to common issues
Commitment from top-level sponsors provides
continued purpose, direction and decision making
Clinical leadership provides direction for
development of industry’s health capabilities
Improved understanding of OH
issues in rail by OH practitioners
Clinical leadership
Evidence based action
Active life styles / Active life
style promotion
Absenteeism
Engagement
Industry leadership
Equipment supplied with health issues
managed (eg built with ergonomics in mind)
Better OH Contracts
Health data collection supports
reasoned decisions to drive change.
Improved cost benefit
analyses and tools
Need for data that is more
leading
Employee engagement
Industry educational and competence
requirements are mapped
Education & Training
Behavioural change
Behaviour change / nudging
activities.
Training courses & Education
for target groups
Specific Interventions
Other Enablers
Knowledge
People & Skills
Occupational Health and
Wellbeing expertise
Best practice knowledge
transfer
Resources (Numbers of
professionals)
Facilities & Infrastructure
Voluntary standards improve organisational
management of health to agreed levels
Standards & Regulation
Supply Chain
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Increasing mechanisation to
eliminate hazardous tasks
Voluntary standards result in the scope of
health activities being fully covered
Supply chain standards ensure
Supply chain provides tools
health is integrated into design
to reduce harm
Rail Health & Wellbeing Workshop 1
17 Oct
Smart cards enable the health of employees to
be tracked through their working life
Incentives and penalties? H&W as a contract criterion
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Vision
CP7+
Ageing workforce / longer
working life
Retain the best employees
Worker health has a lower profile than
worker and passenger safety
Work-force
Health & Wellbeing Challenges &
Opportunities
2019
CP6
Political & Legal inc DfT & ORR
Required Responses and Actions
Medium term
CP5
1.3. Roadmap Landscape (See later for more readable detail)
Past
2014
Short term
2016
2017
CP4
Dame Carol Black report indicates
work is good for you
Trends & Drivers
Social
People as key drivers
in business (RTS)
Changes in labour market (zero hours
contracts; EU migration and legislation?)
Worsening living conditions increase demands
for better management of health
£75m cost of
absence
Economic
Design with roles and
people in mind (RTS)
Pressure from socioeconomic downturn
£140m cost of
impairment
New Franchising
24/7/365 working
environment
Worker health has a lower profile than
worker and passenger safety
Sakeholder Perspectives
Work-force
D&A tests
TOCs & FOCs
Protection of transient workforce
Meet franchise
requirements
OH professionals need a greater
understanding of Rail health issues
Occ Health
Effect of work on health
Improvement needed in
competency amongst managers
Manage liabilities
Need to raise Health higher up
Corporate Agenda
Legal requirements seem remote
Overcoming entrenched rail culture
that health risk ‘not an issue'
SEQOHS occ health competency
Customers do not require strategic
input
Ensuring employment issues are not
medicalised (flexible working, shifts)
Stress, Anxiety and Depression
Toilet waste on the
track
Psychological wellbeing
Hearing loss
HAVS
Musculoskeletal
disorders
The Railway a magnet for talent
(RTS)
Regulation on health risks,
UK Railway Recognised as a key contributor to
Tax relief for companies that
ageing disorders & equality
the world wide integrated transport sector (RTS)
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
Government looks to industry to
play an increased role in health
Industry reputation as an attractive
place to work
International supply chain impacting
on H&W of non-GB workforce
Equipment supplied with health issues
managed (eg built with ergonomics in mind)
Management of individual health
risks
Diesel engine exhaust
emissions
Future occupational cancer burden
– shift work, DEEE
Poor health management limits
ability to work
Long term sickness
Heart / circulatory
disorders
Endocrine disorders eg diabetes
Respiratory
issues
Increased home working or working
at remote locations
Absenteeism
Presenteeism
Access for all to quality OH
services
Eyesight & Colour vision
Industry leadership
Commitment from top-level
sponsors provides continued
Companies re-evaluate
health policies
Engagement
Deficit
Healthier job roles improve
engagement
Wellbeing sustains
engagement
H&W perks support recruitment &
retention for sustainable railway
Sustainable workforce through
effective succession planning
Informing policy / standards
development for OH
Improved OH guidance (eg
managing return to work)
Health data collection supports
reasoned decisions to drive change.
Collaborative industry approach
to common issues
Clinical effectiveness is
managed within industry
Improved understanding of OH
issues in rail by OH practitioners
Intended use of data outputs is
understood during the planning
Reporting and metrics
Improved occupational
health reports
Increase employee say in what is
happening
Employee engagement
Competency frameholders for
health and wellbeing line managers
Leadership creates conditions for
change
Translate proven health activities
from other industries into rail
Health professionals improve health
decisions within organisations
Clinical leadership provides direction for
development of industry’s health
Guidance is developed to assist
railway physicians
Action based upon sound evidence
Health and wellbeing monitoring
technology
Need for data that is more leading
Improved cost benefit analyses
and tools
Companies publish improved health data
indicating the progress of the rail industry
All stakeholders agree benefits and
understand roles in making positive changes.
Better awareness of H&W initiatives
across dispersed workforce
Industry educational and competence
requirements are mapped
Success is measured and reviewed
before wider industry roll-out.
Communication leads to access to
information for all
Training courses & Education for
target groups
Employee engagement enables buy-in to the
goals of health and wellbeing activity.
Industry productivity is enhanced to
improve successful outcomes for all.
All trained on health at work as the
norm
Behaviour change / nudging
activities.
Awareness of stress issues
Behavioural change
Lack of individual resilience
and adaptability
Individual
Burnout
Individual underutilised
Match requirements to work undertaken to
retain tacit knowledge of ageing workforce
Trade Union support
More effective communication between OH
service providers and line managers
Better cooperation between medical
professionals eg OHS and GPs
Evidence based action
Active life styles / Active
life style promotion
Need for reliable leading and
lagging indicators for ill health
Effects of long-distance
commuting
Avoidance of abuse of support
networks
Hazard specific working groups
tackle difficult health hazards
Specific Interventions
Organisational roles take a holistic
approach to health rather than functional
Logistics of remote working
Risks are proactively
addressed
Rehabilitation plans reduce absence
costs
Opportunity for
safety by design
Job roles altered to
become more engaging
Baseline health assessment of all
‘high risk’ workers
Employee health and wellbeing
issues also impact passengers
Research and specialist advice to
formulate the basics / strategy
Railway conferences allow cross-fertilisation
and promotion of best practice
Best practice knowledge transfer
Occupational Health and
Wellbeing expertise
Resources (Numbers of
professionals)
NSARE accreditation to include
occupational health?
Improved equipment / reduced
emissions
Facilities & Infrastructure
Voluntary standards improve organisational
management of health to agreed levels
Standards & Regulation
Supply Chain
Whole system approach to railway
management (RTS)
Stress (Trauma management
following suicides)
Sleep disorders
Other
People & Skills
CP7+
Ageing workforce / longer
working life
Improved H&W delivers
productivity to benefit of all
Manual handling of
wheelchairs
Biological
contaminants
Fatigue / shift
patterns
Fitness for work
Knowledge
Morbidity & cognitive
decline
Evaluation of role of fit notes
Better OH Contracts
Need for reliable, timely, consistent
& transparent data
Ballast dust
Other
Vision
Increased demands on contractors long working hours/tighter schedules
Health Professionals
Education & Training
2025
CP5 charged large savings from
H&W and technology
A reliable supply chain
InfraCos
Clinical leadership
Long term
Mismatch between franchise term
and whole working life
Extended supply chain changing
time / cost / culture demands
Suppliers
Well-being
Health & Wellbeing Challenges &
Opportunities
Required Responses and Actions
ATOC HEROH
Forum
Alliances between railway
organisations drive performance
Increasing demands > Capability <
Cost for CP6/7
ORR health programme priorities
2014-19
Improved Employee and Union
relations / engagement
Professionalised workforce
Retain the best employees
Large number of contractors (8090K)
ISLG OH manifesto
Network Rail
Opportunity and Access
Rising Obesity
Technology advances
& automation
Improved medical understanding
demands better treatment
Cost of non compliance to
legislation
Workforce and TU expectations for
improved H&W
Largely male workforce with most
employees over 40
There needs to be a cost benefit to
health
Others / Whole Industry
Other Enablers
Social attitudes driving changes
in work / life balance
Highly skilled
workforce (RTS)
VfM Study - Rail industry needs to
earn its investment from
Role of insurance
companies
Effects of VfM driving
behaviours
Political & Legal inc DfT & ORR
Social wellbeing
2020
Climate change leads to temp rise
Environmental
Engagement
2019
CP6
Technological
Physical wellbeing
Medium term
CP5
Data processing system / shared
databases
Guidance enables better contracts
developed with OH providers
Increasing mechanisation to
eliminate hazardous tasks
New technology (eg otoacoustic
emission testing)
Voluntary standards result in the scope of health
activities being fully covered
Supply chain standards ensure
health is integrated into design
Supply chain provides tools to
reduce harm
Regional OH provider centres
based at railway premises
Smart cards enable the health of employees
to be tracked through their working life
Rail based health standards are reviewed
and improved for better outcomes
There is an increase in health skills
purchased by the organisation
Incentives and penalties? - H&W
as a contract criterion
Note: Deeper colours indicate higher priority items.
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Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
2.1 Trends and Drivers
Past
2014
Short term
2016
2017
CP4
Dame Carol Black
report indicates work
is good for you
Trends & Drivers
Social
People as key
drivers in
business (RTS)
Changes in labour market
(zero hours contracts; EU
migration and legislation?)
Design with roles
and people in mind
(RTS)
Environmental
£75m cost
of absence
£140m
cost of
impairment
Economic
Worsening living conditions
increase demands for better
management of health
Highly skilled
workforce (RTS)
Long term
New
Franchising
Role of
insurance
companies
Workforce and TU
expectations for
improved H&W
Largely male
workforce with most
employees over 40
Social attitudes driving
changes in work / life
balance
ATOC
HEROH
Forum
There needs to be a
cost benefit to health
Meet
franchise
requirements
Protection of transient
workforce
CP7+
Ageing workforce /
longer working life
Whole system
approach to railway
management (RTS)
The Railway a magnet
for talent (RTS)
Alliances between railway
organisations drive
performance and cost
Regulation on health
risks, ageing disorders
& equality
Tax relief for companies
that manage health of
employees
Increasing demands >
Capability < Cost for
CP6/7
Reduced NHS results in best
companies picking up non-essential
health needs of employees
ORR health
programme priorities
2014-19
Government looks to industry
to play an increased role in
health management
Improved Employee
and Union relations /
engagement
UK Railway Recognised as a
key contributor to the world
wide integrated transport sector
Reduced tolerance for
lack of action to
prevent ill health
Industry reputation as
an attractive place to
work
Professionalised
workforce
CP5 charged large
savings from H&W
and technology
A reliable supply
chain
Extended supply chain
changing time / cost / culture
demands
Suppliers
Vision
Mismatch between
franchise term and whole
working life
ISLG OH
manifesto
Network Rail
Morbidity &
cognitive
decline
Rising
Obesity
Technology
advances &
automation
VfM Study - Rail industry
needs to earn its investment
from government
Retain the best
employees
Large number of
contractors (80-90K)
2025
Climate change leads
to temp rise
Cost of non
compliance to
legislation
D&A tests
TOCs & FOCs
2020
24/7/365 working
environment
Effects of VfM
driving
behaviours
Pressure from
socio-economic
downturn
Worker health has a
lower profile than worker
and passenger safety
Work-force
2019
CP6
Improved medical
understanding demands
better treatment
Technological
Political & Legal inc
DfT & ORR
Sakeholder Perspectives
Medium term
CP5
Equipment supplied with health
issues managed (eg built with
ergonomics in mind)
International supply chain
impacting on H&W of non-GB
workforce
Increased demands on contractors long working hours/tighter
schedules
InfraCos
Health Professionals
Others / Whole Industry
OH professionals need a
greater understanding of
Rail health issues
Evaluation of role of
fit notes
Better OH Contracts
Need for reliable, timely,
consistent & transparent
data
Improvement needed
in competency
amongst managers
Manage liabilities
Need to raise Health
higher up Corporate
Agenda
Legal requirements
seem remote
Customers do not
require strategic input
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
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10
Rail Health & Wellbeing Workshop 1
Improved H&W
delivers productivity
to benefit of all
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
2.2 Trends & Drivers (1 to 20)
ID
D01
D21
D28
D33
D16
D09
D31
D24
D10
D18
D30
D03
D15
D02
D14
D05
D12
D25
D06
D11
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Driver
Ageing workforce / longer working life
Social attitudes driving changes in work / life balance
Regulation on health risks, ageing disorders & equality
ORR health programme priorities 2014-19
People as key drivers in business (RTS)
Technology advances & automation
24/7/365 working environment
Reduced NHS results in best companies picking up non-essential health needs
of employees
Rising
Obesity
Design with roles and people in mind (RTS)
Effects of VfM driving behaviours
Government looks to industry to play an increased role in health management
Whole system approach to railway management (RTS)
£75m cost of absence
Cost of non compliance to legislation
Pressure from socio-economic downturn
Reduced tolerance for lack of action to prevent ill health
Tax relief for companies that manage health of employees
The Railway a magnet for talent (RTS)
UK Railway Recognised as a key contributor to the world wide integrated
transport sector (RTS)
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Rail Health & Wellbeing Workshop 1
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Timescale
long
medium
long
medium
short
medium
short
medium
med to long
short
short
med to long
medium
Past
medium
short
long
long
medium
long
Workshop
15
7
6
5
5
5
4
4
4
3
3
3
3
2
2
2
2
2
2
2
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
17%
8%
7%
6%
6%
6%
5%
5%
5%
3%
3%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2.2 Trends & Drivers (cont)
ID
D08
D04
D32
D22
D20
D07
D13
D26
D17
D23
D27
D29
D19
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
Driver
£140m cost of impairment
Alliances between railway organisations drive performance and cost
improvements
Changes
in labour market (zero hours contracts; EU migration and legislation?)
Dame Carol Black report indicates work is good for you
Increasing demands > Capability < Cost for CP6/7
VfM Study - Rail industry needs to earn its investment from government
Worsening living conditions increase demands for better management of
health
Climate change leads to temp rise
Highly skilled workforce (RTS)
Improved medical understanding demands better treatment
Morbidity & cognitive decline
Role of insurance companies
New Franchising
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Rail Health & Wellbeing Workshop 1
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Timescale
Past
medium
short
short
medium
medium
medium
long
medium
medium
long
short
short
Workshop
1
1
1
1
1
1
1
0
0
0
0
0
0
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
1%
1%
1%
1%
1%
1%
1%
0%
0%
0%
0%
0%
0%
2.4 Stakeholder Perspectives (1 to 20)
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Needs
Timescale
Need to raise Health higher up Corporate Agenda
short
Retain the best employees
medium
Improved H&W delivers productivity to benefit of all
long
Better OH Contracts
short
Equipment supplied with health issues managed (eg built with ergonomics in mind)
medium
Need for reliable, timely, consistent & transparent data
short
OH professionals need a greater understanding of Rail health issues
short
Overcoming entrenched rail culture that health risk ‘not an issue'
short
Worker health has a lower profile than worker and passenger safety
short
Improvement needed in competency amongst managers
short
Legal requirements seem remote
short
Protection of transient workforce
short
Evaluation of role of fit notes
medium
Extended supply chain changing time / cost / culture demands
short
Increased demands on contractors - long working hours/tighter schedules
medium
Industry reputation as an attractive place to work
medium
International supply chain impacting on H&W of non-GB workforce
long
Large number of contractors (80-90K)
short
There needs to be a cost benefit to health
short
CP5 charged large savings from H&W and technology
medium
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Rail Health & Wellbeing Workshop 1
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Workshop
10
9
7
5
5
5
5
4
4
3
3
3
2
2
2
2
2
2
2
1
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
12%
11%
9%
6%
6%
6%
6%
5%
5%
4%
4%
4%
2%
2%
2%
2%
2%
2%
2%
1%
2.4 Stakeholder Perspectives (cont)
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Needs
Ensuring employment issues are not medicalised (flexible working, shifts)
Improved Employee and Union relations / engagement
Largely male workforce with most employees over 40
SEQOHS occ health competency
A reliable supply chain
ATOC HEROH Forum
Customers do not require strategic input
D&A tests
ISLG OH manifesto
Manage liabilities
Meet franchise requirements
Mismatch between franchise term and whole working life
Professionalised workforce
Workforce and TU expectations for improved H&W
 Copyright Institute for Manufacturing
Page
14
Rail Health & Wellbeing Workshop 1
17 Oct
Timescale
short
medium
short
short
medium
short
short
short
short
short
short
short
medium
short
Workshop
1
1
1
1
0
0
0
0
0
0
0
0
0
0
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
1%
1%
1%
1%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
3.1 Health & Wellbeing Challenges & Opportunities
Past
2014
Short term
2016
2017
CP4
Occ Health
Effect of work on
health
Toilet
waste on
the track
Stress, Anxiety and
Depression
Musculoskeletal
disorders
Sleep disorders
Psychological
wellbeing
Physical wellbeing
Social wellbeing
Hearing loss
HAVS
Fatigue / shift
patterns
Diesel engine
exhaust
emissions
Biological
contaminants
Endocrine disorders
eg diabetes
Heart /
circulatory
disorders
Respiratory
issues
Effects of longdistance
commuting
CP6
Future occupational
cancer burden – shift
work, DEEE
Need for reliable leading
and lagging indicators
for ill health
Increased home working
or working at remote
locations
Presente
eism
Access for all to
quality OH services
Eyesight & Colour
vision
Active life styles /
Active life style
promotion
Individual
underutilised
Engagem
ent Deficit
Individual
Burnout
Lack of individual
resilience and
adaptability
Healthier job roles
improve engagement
Wellbeing sustains
engagement
H&W perks support
recruitment & retention for
sustainable railway
Match requirements to work
undertaken to retain tacit
knowledge of ageing workforce
Avoidance of abuse of
support networks
 Copyright Institute for Manufacturing
Long term
Stress (Trauma
management following
suicides)
Engagement
Other
2020
Long term sickness
Absenteeism
Opportunity and Access
2019
Management of
individual health
risks
Manual handling
of wheelchairs
Poor health
management limits
ability to work
Fitness for work
Well-being
Health & Wellbeing Challenges & Opportunities
Ballast
dust
Medium term
CP5
Sustainable workforce
through effective
succession planning
Page
15
Rail Health & Wellbeing Workshop 1
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DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
2025
Vision
CP7+
3.2 Health & Wellbeing Challenges & Opportunities
Rank
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
Challenges
Stress, Anxiety and Depression
Access for all to quality OH services
Need for reliable leading and lagging indicators for ill health
Active life styles / Active life style promotion
Fatigue / shift patterns
Absenteeism
Management of individual health risks
Musculoskeletal disorders
Poor health management limits ability to work
Stress (Trauma management following suicides)
Future occupational cancer burden – shift work, DEEE
HAVS
Long term sickness
Wellbeing sustains engagement
Effects of long-distance commuting
Endocrine disorders eg diabetes
H&W perks support recruitment & retention for sustainable railway
Hearing loss
Lack of individual resilience and adaptability
Presenteeism
 Copyright Institute for Manufacturing
Page
16
Rail Health & Wellbeing Workshop 1
17 Oct
Timescale
short
short
medium
medium
short
short
medium
short
short
short
short
short
medium
medium
short
short
long
short
medium
medium
Workshop
15
12
10
8
8
7
6
6
6
6
5
5
5
5
4
4
4
4
4
4
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
10%
8%
7%
5%
5%
5%
4%
4%
4%
4%
3%
3%
3%
3%
3%
3%
3%
3%
3%
3%
3.2 Health & Wellbeing Challenges & Opportunities
Rank
U
V
W
X
Y
Z
AA
AB
AC
AD
AE
AF
AG
AH
AI
AJ
AK
Challenges
Timescale
Sustainable workforce through effective succession planning
long
Diesel engine exhaust emissions
short
Healthier job roles improve engagement
medium
Heart / circulatory disorders
short
Sleep disorders
short
Ballast dust
short
Engagement Deficit
medium
Eyesight & Colour vision
short
Manual handling of wheelchairs
short
Avoidance of abuse of support networks
short
Biological contaminants
short
Increased home working or working at remote locations
medium
Individual Burnout
medium
Individual underutilised
medium
Match requirements to work undertaken to retain tacit knowledge of ageing workforce
medium
Respiratory issues
short
Toilet waste on the track
short
 Copyright Institute for Manufacturing
Page
17
Rail Health & Wellbeing Workshop 1
17 Oct
Workshop
4
3
3
3
3
2
1
1
1
0
0
0
0
0
0
0
0
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
3%
2%
2%
2%
2%
1%
1%
1%
1%
0%
0%
0%
0%
0%
0%
0%
0%
4.1 Responses and Enablers
Past
2014
Short term
2016
2017
CP4
Industry leadership
Required Responses and Actions
Intended use of data outputs
is understood during the
planning stage for collection.
Improved
occupational health
reports
Increase employee
say in what is
happening
Employee engagement
Competency frameholders for
health and wellbeing line
managers
Health professionals improve
health decisions within
organisations
Long term
Specific Interventions
2025
Clinical leadership provides
direction for development of
industry’s health capabilities
Success is measured
and reviewed before
wider industry roll-out.
Improved cost
benefit analyses and
tools
Better awareness of H&W
initiatives across dispersed
workforce
Communication leads to
access to information for
all
Employee engagement
enables buy-in to the goals of
health and wellbeing activity.
Industry productivity is enhanced
to improve successful outcomes
for all.
All trained on health at
work as the norm
Training courses &
Education for target
groups
Behaviour change /
nudging activities.
Risks are
proactively
addressed
Organisational roles take a
holistic approach to health
rather than functional
Logistics of remote
working
Rehabilitation plans
reduce absence costs
Opportunity for
safety by design
Job roles altered to
become more
engaging
Baseline health
assessment of all ‘high
risk’ workers
Employee health and
wellbeing issues also
impact passengers
Other
Research and specialist
advice to formulate the
basics / strategy
Knowledge
Railway conferences allow
cross-fertilisation and
promotion of best practice
Best practice
knowledge transfer
Occupational Health
and Wellbeing
expertise
People & Skills
Resources (Numbers
of professionals)
Improved equipment
/ reduced emissions
Facilities &
Infrastructure
Voluntary standards improve
organisational management of
health to agreed levels
Standards & Regulation
Data processing
system / shared
databases
 Copyright Institute for Manufacturing
Guidance enables better
contracts developed with OH
providers
Page
18
NSARE accreditation
to include
occupational health?
Increasing mechanisation
to eliminate hazardous
tasks
New technology (eg
otoacoustic emission
testing)
Voluntary standards result in
the scope of health activities
being fully covered
Supply chain standards
ensure health is
integrated into design
Rail Health & Wellbeing Workshop 1
Supply chain provides
tools to reduce harm
17 Oct
Regional OH provider
centres based at railway
premises
Smart cards enable the health of
employees to be tracked through
their working life
Rail based health standards are
reviewed and improved for better
outcomes
There is an increase in
health skills purchased by
the organisation
Vision
CP7+
Leadership creates
conditions for change
Guidance is developed to
assist railway physicians
Industry educational and
competence requirements
are mapped
Hazard specific working
groups tackle difficult health
hazards
Other Enablers
Translate proven health
activities from other industries
into rail
Companies publish improved
health data indicating the progress
of the rail industry
All stakeholders agree benefits and
understand roles in making positive
changes.
Awareness of stress
issues
Behavioural change
Supply Chain
2020
Action based upon
sound evidence
Health and wellbeing
monitoring technology
Health data collection supports
reasoned decisions to drive
change.
Reporting and metrics
Clinical effectiveness
is managed within
industry
Improved understanding
of OH issues in rail by
OH practitioners
Improved OH guidance
(eg managing return to
work)
Need for data that is
more leading
Education & Training
2019
CP6
Collaborative industry
approach to common
issues
Informing policy /
standards development
for OH
More effective communication
between OH service providers
and line managers
Better cooperation between
medical professionals eg
OHS and GPs
Evidence based action
Trade Union support
Commitment from top-level sponsors
provides continued purpose, direction
and decision making for industry
Companies reevaluate health
policies
Clinical leadership
Medium term
CP5
Incentives and
penalties? - H&W as a
contract criterion
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Responses
Collaborative industry approach to common issues
Commitment from top-level sponsors provides continued purpose, direction
and decision
industry
Need
for datamaking
that is for
more
leading
Improved understanding of OH issues in rail by OH practitioners
Behaviour change / nudging activities.
Training courses & Education for target groups
Improved cost benefit analyses and tools
Health data collection supports reasoned decisions to drive change.
Clinical leadership provides direction for development of industry’s health
capabilities
Industry educational and competence requirements are mapped
Employee engagement enables buy-in to the goals of health and wellbeing
activity.and wellbeing monitoring technology
Health
Leadership creates conditions for change
Companies publish improved health data indicating the progress of the rail
industry
All
trained on health at work as the norm
Improved OH guidance (eg managing return to work)
Competency frameholders for health and wellbeing line managers
Translate proven health activities from other industries into rail
Action based upon sound evidence
Informing policy / standards development for OH
 Copyright Institute for Manufacturing
Page
19
Rail Health & Wellbeing Workshop 1
17 Oct
Timescale
Medium
Short
Short
Short
medium
medium
Medium
Short
medium
Short
med-long
medium
medium
medium
long
Short
Short
medium
medium
Short
3
4
3
1
1
1
1
2
1
3
1
1
6
3
3
3
3
2
3
1
2
1
1
1
1
1
2
1
2
2
2
1
2
1
2
2
1
1
4
1
1
1
1
1
1
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
5
4
2
1
3
3
2
3
1
3
1
1
3
Supply Chain
Rail / External Body
Health Specialist
FOC
TOC
Pre-work indicates the number of times this issue occurred in the pre-work of the participants
The number in the colour-coded columns shows the priority voting of specific stakeholder groups
Infra-structure
4.2 Responses
1
1
1
1
1
1
2
1
1
Total
17
14
11
9
8
7
7
7
7
6
5
5
4
3
3
3
3
2
2
1
4.2 Responses (cont)
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
Responses
Intended use of data outputs is understood during the planning stage for
collection.
Job
roles altered to become more engaging
Hazard specific working groups tackle difficult health hazards
Guidance is developed to assist railway physicians
Better cooperation between medical professionals eg OHS and GPs
Awareness of stress issues
Logistics of remote working
Communication leads to access to information for all
Better awareness of H&W initiatives across dispersed workforce
Risks are proactively addressed
Trade Union support
Success is measured and reviewed before wider industry roll-out.
All stakeholders agree benefits and understand roles in making positive
changes.productivity is enhanced to improve successful outcomes for all.
Industry
Opportunity for safety by design
Organisational roles take a holistic approach to health rather than functional
More effective communication between OH service providers and line
managers re-evaluate health policies
Companies
Clinical effectiveness is managed within industry
Health professionals improve health decisions within organisations
Rehabilitation plans reduce absence costs
Baseline health assessment of all ‘high risk’ workers
Improved occupational health reports
Increase employee say in what is happening
Customer health and wellbeing issues also impact passengers
 Copyright Institute for Manufacturing
Page
20
Rail Health & Wellbeing Workshop 1
17 Oct
Timescale
medium
medium
medium
Medium
Short
Short
Medium
Medium
Medium
medium
Short
medium
medium
long
Medium
Medium
short
short
Short
medium
medium
Medium
Short
Short
Short
1
1
1
1
1
1
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
1
Total
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
This table shows how Responses are linked to priority
Drivers, Stakeholder perspectives and H&W Challenges.
The right hand column indicates total number of linkages.
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Responses
Collaborative industry approach to common issues
Commitment from top-level sponsors provides continued purpose, direction
and decision
industry
Need
for datamaking
that is for
more
leading
Improved understanding of OH issues in rail by OH practitioners
Behaviour change / nudging activities.
Training courses & Education for target groups
Improved cost benefit analyses and tools
Health data collection supports reasoned decisions to drive change.
Clinical leadership provides direction for development of industry’s health
capabilities
Industry educational and competence requirements are mapped
Employee engagement enables buy-in to the goals of health and wellbeing
activity.and wellbeing monitoring technology
Health
Leadership creates conditions for change
Companies publish improved health data indicating the progress of the rail
industry
All
trained on health at work as the norm
Improved OH guidance (eg managing return to work)
Competency frameholders for health and wellbeing line managers
Translate proven health activities from other industries into rail
Action based upon sound evidence
Informing policy / standards development for OH
 Copyright Institute for Manufacturing
Page
21
Ageing workforce / longer working life
Need to raise Health higher up Corporate Agenda
Retain the best employees
Social attitudes driving changes in work / life balance
Improved H&W delivers productivity to benefit of all
Regulation on health risks, ageing disorders &
ORR health programme priorities 2014-19
People as key drivers in business (RTS)
Technology advances & automation
Better OH Contracts
Equipment supplied with health issues managed (eg built with ergonomics
Need for reliable, timely, consistent & transparent data
Stress, Anxiety and Depression
Access for all to quality OH services
Need for reliable leading and lagging indicators for ill health
Active life styles / Active life style promotion
Fatigue / shift patterns
Absenteeism
Management of individual health risks
Musculoskeletal disorders
Poor health management limits ability to work
Stress (Trauma management following suicides)
Future occupational cancer burden – shift work, DEEE
HAVS
4.3 Responses Linkages
1 2
1 1
3
1 1
1
1 1
3 4 5 6 7
1 1 1
1 1 1 1 1
1
1
1
1 1
1
1
8 9 10 11 12 A B
1
1 2 1
1
1
1 1
1
1
2
1
1
2
1
1
2 1
2
1
1
1
1
1
1
1
2 1
1
1 1
1
1
1 1
1
1 1
1
1
1 1
1
1
1
Rail Health & Wellbeing Workshop 1
C D E F G H I J K L
1
1 1
1
1 1
1
1
1
1
1
1 1 1 1 1 1 1
1
1
1
1
2 1
2 2
1
1
1
1 2
1
1
1
1
1
1
1
1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
TOTAL
16
12
9
13
7
4
5
15
3
11
4
10
0
0
0
2
3
1
3
1
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Enablers
Best practice knowledge transfer
Supply chain standards ensure health is integrated into design
Occupational Health and Wellbeing expertise
Increasing mechanisation to eliminate hazardous tasks
Incentives and penalties? - H&W as a contract criterion
Resources (Numbers of professionals)
Smart cards enable the health of employees to be tracked through their
workingchain
life provides tools to reduce harm
Supply
Voluntary standards improve organisational management of health to agreed
levels
Voluntary
standards result in the scope of health activities being fully covered
Improved equipment / reduced emissions
Railway conferences allow cross-fertilisation and promotion of best practice
Guidance enables better contracts developed with OH providers
Data processing system / shared databases
Regional OH provider centres based at railway premises
There is an increase in health skills purchased by the organisation
Rail based health standards are reviewed and improved for better outcomes
Research and specialist advice to formulate the basics / strategy
New technology (eg otoacoustic emission testing)
NSARE accreditation to include occupational health?
Review frequency of D&A testing
Regulator's forum
 Copyright Institute for Manufacturing
Page
22
Rail Health & Wellbeing Workshop 1
17 Oct
Timescale
short
Medium
short
Medium
long
long
long
Medium
medium
Medium
Medium
Short
short
short
long
Medium
Medium
short
Medium
long
short
Medium
3
1
2
4
1
1
1
1
3
3
2
1
1
1
Supply Chain
Rail / External Body
Health Specialist
FOC
TOC
Pre-work indicates the number of times this issue occurred in the pre-work of the participants
The number in the colour-coded columns shows the priority voting of specific stakeholder groups
Infra-structure
4.4 Enablers
1
1
1
1
1
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Total
11
5
4
3
2
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
This table shows how Enablers are linked to priority
Drivers, Stakeholder perspectives and H&W Challenges.
The right hand column indicates total number of linkages.
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Enablers
Best practice knowledge transfer
Supply chain standards ensure health is integrated into design
Occupational Health and Wellbeing expertise
Increasing mechanisation to eliminate hazardous tasks
Incentives and penalties? - H&W as a contract criterion
Resources (Numbers of professionals)
Smart cards enable the health of employees to be tracked through their
workingchain
life provides tools to reduce harm
Supply
Voluntary standards improve organisational management of health to agreed
levels
Voluntary
standards result in the scope of health activities being fully covered
Improved equipment / reduced emissions
Railway conferences allow cross-fertilisation and promotion of best practice
Guidance enables better contracts developed with OH providers
Data processing system / shared databases
Regional OH provider centres based at railway premises
There is an increase in health skills purchased by the organisation
Rail based health standards are reviewed and improved for better outcomes
Research and specialist advice to formulate the basics / strategy
New technology (eg otoacoustic emission testing)
NSARE accreditation to include occupational health?
Review frequency of D&A testing
Regulator's forum
 Copyright Institute for Manufacturing
Page
23
Ageing workforce / longer working life
Need to raise Health higher up Corporate Agenda
Retain the best employees
Social attitudes driving changes in work / life balance
Improved H&W delivers productivity to benefit of all
Regulation on health risks, ageing disorders
ORR health programme priorities 2014-19
People as key drivers in business (RTS)
Technology advances & automation
Better OH Contracts
Equipment supplied with health issues managed (eg built with ergonomi
Need for reliable, timely, consistent & transparent data
Stress, Anxiety and Depression
Access for all to quality OH services
Need for reliable leading and lagging indicators for ill health
Active life styles / Active life style promotion
Fatigue / shift patterns
Absenteeism
Management of individual health risks
Musculoskeletal disorders
Poor health management limits ability to work
Stress (Trauma management following suicides)
Future occupational cancer burden – shift work, DEEE
HAVS
4.5 Enabler Linkages
1 2 3 4 5 6 7 8 9 10 11 12 A B C D E F G H I J K L TOTAL
2 1 1 1 1
1
2
1 1
11
2
2
2
1
1
1
1 2
12
1
1
1
1
1
1 1 1 1 1 1 1
12
0
0
1
1
2
0
1
1
1 1
1 5
1 1 1
1
1
1
1 7
0
0
1 1 1
1
4
0
0
0
0
1
1 1
1
1
1
1
1 1 9
1
1
2
0
0
1 1
1
3
0
Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
4.6 Linkages Key
Rank
1
2
3
4
5
6
7
8
9
10
11
12
Rank
A
B
C
D
E
F
G
H
I
J
K
L
Driver / Stakeholder Perspective
Workshop
Ageing workforce / longer working life
15
Need to raise Health higher up Corporate Agenda
10
Retain the best employees
9
Social attitudes driving changes in work / life balance
7
Improved H&W delivers productivity to benefit of all
7
Regulation on health risks, ageing disorders & equality
6
ORR health programme priorities 2014-19
5
People as key drivers in business (RTS)
5
Technology advances & automation
5
Better OH Contracts
5
Equipment supplied with health issues managed (eg built with ergonomics in mind)
5
Need for reliable, timely, consistent & transparent data
5
Health & Wellbeing Challenge / Opportunity
Workshop
Stress, Anxiety and Depression
15
Access for all to quality OH services
12
Need for reliable leading and lagging indicators for ill health
10
Active life styles / Active life style promotion
8
Fatigue / shift patterns
8
Absenteeism
7
Management of individual health risks
6
Musculoskeletal disorders
6
Poor health management limits ability to work
6
Stress (Trauma management following suicides)
6
Future occupational cancer burden – shift work, DEEE
5
HAVS
5
 Copyright Institute for Manufacturing
Page
24
Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
%
6%
4%
3%
3%
3%
2%
2%
2%
2%
2%
2%
2%
%
9%
7%
6%
5%
5%
4%
4%
4%
4%
4%
3%
3%
5. Detailed exploration of H&W Challenges
(explored in breakout groups)
Team Responses
Collaborative industry approach to common issues
1
2
3
4
5
6
7
8
Team 1
Team 2
Team 3
CD
JR
NB
Commitment from top-level sponsors provides continued purpose,
DH
direction and decision making for industry
Best practice knowledge transfer
JB
Need for data that is more leading to support reasoned decisions
to drive change.
Improved understanding & Expertise of OH issues in rail by OH
practitioners
Employee engagement enables buy-in to the goals of health and
wellbeing activity (through behaviour change)
Improved cost benefit analyses and tools
Training courses & Education for target groups
Team 4
Comments
CB
SM
JD
CJ
KA
PR
Include R11
JF
CS
HW
Include E5
RW
ML
JE
DF
DS
CF
BM
BW
BD
PB
Include R4
Include R23
DL
Include R19
See over for outputs from breakout group exploration of Priority Responses & Enablers.
Key:
Black text:
Red text:
 Copyright Institute for Manufacturing
original team input
carousel group comments
indicates agreement
indicates disagreement
Page
25
Rail Health & Wellbeing Workshop 1
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Team: 1
Collaborate industry approach to common issue
Timescale to Full Implementation
DfT
Required
1. Common problem
Response / Action 2. Interface
3. Trigger
Trigger incident
RIDDOR reporting
Change in position on a hazard i.e. new carcinogens
ORR
TOCs FOCs
No single blueprint
Coordinating body: ATOC, ORR, HSR, RSSB
Share information
Collaborative with other regulators? Are they 'better'?
The Industry Needs to…
Work through solutions
Share outcomes and positive stories of
the good things we've done
Working groups are good
Network Rail
Workforce & TU
Others
BS 11000 collaborate?
Addresses Key
Drivers & Stakeholder 1. Personal - good place to work
2. Business - sustainable: cost benefit, staff retention
Needs
3. Regulator - compliance -> culture
Limited resource
Need for consistency
Addresses Key Health Asbestos on trains
Low level of asbestos and low level of awareness
& Wellbeing
Anything affecting more than one stakeholder
Challenges /
Opportunities
Setting strategy/action/policy
Asbestos on trains
What is within scope i.e. what is health
and wellbeing and what isn't
HAVS/BDWG
Mechanism for manual handling
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Save lives
Improve wellbeing
Decrease absence retention
Increase culture and engagement
Decrease costs to society
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
4
Driving consistent behaviours across contractual interfaces/cultures
Competition - motivation
Consistency
5
Buy-in
One solution benefits multiple organisations
Faster, easier communication
Requires effort rather than investment
...with the following costs and likelihood
of success
Some but minimised costs
Higher/raised likelihood of success due
to buy-in or motivation to implement
solution
Other Key Enablers
Senior management support
Contracts driving desired behaviour - Alliancing
Existing forums
Enablers, barriers and mitigating actions
include…
Time resource is limited
Potential barriers &
how to overcome
them
Reluctance to engage but good examples of success
Ballast dust, asbestos, today personal agendas can be barriers
Costs to implement
(1=High / 5=Low)
Time, competition, cultural barriers
3
4
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Team: 1
Milestones
DfT
ORR
TOCs FOCs
Network Rail
RSSB
Suppliers
InfraCos
2014
Short
2016
Establishing the
collaborative groups
Seeing activity being
delivered strategically
Medium
Seeing consistent good
practice demonstrated
Seeing activity being
delivered at Coal Face
Promote collaborative working in OCC health
programmes
Set industry agenda
2019
Franchise obligations
Reflect desired behaviours
Visibility of leadership
Collaborative interface with
InfraCos
Promote
collaborative
working in OCC
Get OCC health on
agenda
Understand and
manage different
cultures
Collaborative working with
RSSB/ORR support
ISLG RICA
Shared OCC health objectives
and culture with Network Rail
Active engagement
on OCC health
Sharing good practice
Others
Other Key Enablers eg
Front line
management
involvement
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
What do other
industries do?
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Long
2025
Visible demonstration of improved
working practise consistently sustained
Promote collaborative working in OCC
health programmes
Set industry agenda
Get OCC health on agenda
Workforce & TU
External Stakeholders
2017
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Team: 2
Commitment from top level sponsors provides continued purpose
Required
Identify groups: OPS council, HEROH, ISM
Response / Action To spread the word; To secure funding; To promote within company
Indentify sponsors - names
Provide a clear message to sponsor
Engage: Individual company; Cross-industry engagement
Owning groups
Executive
A believable purpose
A share purpose
Timescale to Full Implementation
DfT
Provides direction and guidance: -Franchising -Voice of Gov. Governance. What is meant by a sponsor?
ORR
Provides direction/guidance - Governance
TOCs FOCs
Provides voice/influence
Network Rail
Provides voice/influence
Workforce & TU
Can have influence - needs to have voice
Others TU
Provides influence, support/partnership?
The Industry Needs to…
Develop a clear message
Identify key sponsors/groups
Spread the word:
-Industry
-Internally
-Outside
Create a business case:
-Commercial value
-Future business
-Employee benefit
Credibility of purpose for activities
Addresses Key
Drivers & Stakeholder Desired behaviour needs to be reflected in personal objectives
Needs
...because:
With no credibility of purpose things
don't change/lip service/fad
Addresses Key Health No resources
No resonance within co.
& Wellbeing
Does not move forward
Challenges /
Opportunities
No resources
No resonance within co.
Benefit in delivering
Rail Workforce H&W
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Focus, common purpose voice and
collaborative working
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Without this it is difficult to make things happen and to provide focus
5
Enables cross-industry working, synergies, sharing best practice
Collaborate working
3
No data, no cases or few cases, needs change in attitudes, lacking vision and clarity for value in the future
3
...with the following costs and likelihood
of success
Success depends on background work.
The stronger this is, the more likelihood
of success
Need to obtain the above to build case
3
Other Key Enablers
Extend knowledge, industry conferences, speaking in a language people respond to.
Potential barriers &
how to overcome
them
People do not want things done to them, want room to do what they think is right - Framework and principles
Knowledge Gaps & Next Steps in validation / evaluation:
Lack common purpose/case
Risk of this being a fad
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Enablers, barriers and mitigating actions
include…
External knowledge
- Unilever
- Nuclear
Business cases, principles
Telling - no voice/FAD
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Team: 2
Milestones
2014
Purpose
Short
Identify key
sponsors
Build
cases
2016
Identify ways to
share best practice
Link up
meetings
2017
Medium
Monitoring and payback
from business cases
2019
Keep cases
updated
DfT
ORR
TOCs FOCs
Network Rail
RSSB
Listen where
legally possible
Continue talking
- Attend meeting
- Work collaboratively
Continue
talking as
above
Listen not
tell
Framework/p
Suppliers
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Keeping on agenda
Promote at key meetings
Partnerships & Collaboration
External Stakeholders
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2020
Long
2025
Team: 3
Best practice knowledge transfer
Timescale to Full Implementation
Short - 2015?
Required
Understanding what it is
Response / Action Comparators: Within UK rail; UK non-rail; non-UK rail?
Scope - individual: Risk control; Wider health and wellbeing
Management standards: Fitness for work; Wellbeing
Good practice in what? Health and wellbeing; Fitness for work;
Occupational health
Effects work on health
Review other corp. standards. Adopt or create for rail industry
Understanding and defining what good practice is
Meaningful comparators outside rail (transport and logistic construction)
DfT
Health and wellbeing in tender/qualification?
ORR
Publicise good practise - Guidance what works
TOCs FOCs
Network Rail
Communicate, share and agree good practice principles
by sector
Workforce & TU
Others
DoS Health and Public Health England -> Standards and
guidance. RSSB wider research
Inform cost benefit argument
Addresses Key
Drivers & Stakeholder Getting higher up corporate agenda
Needs a framework to help it happen
Needs
Addresses Key Health
& Wellbeing
Challenges /
Opportunities
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
The Industry Needs to…
Identify scope of best practice and
meaningful comparators (RAK, non rail,
non UK?)
...because:
Understanding what works drive senior
management commitment and
consistency . Improve efficiency as well
as health
Need to quantify impact or cost benefit of best practice
Use existing industry forums to share: freight, tram operators, infrastructure managers
Consistent approach
RSSB has links to Euro rail as does some other groups
Starting low baseline - injection best practice to demonstrate real benefits and 'where to start'
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
More knowledge
Practical guidance
'Where to start'
4
If linked to sickness absence and efficiency/productivity then high impact
If not impact assessment, lower impact
4
Likelihood of
adoption and success
Dependant on relevance of case studies and impact assessment/CBA. Scope TOCS/POC adopt existing forums to share
Costs to implement
(1=High / 5=Low)
Sharing what already there - Research and sharing
...with the following costs and likelihood
of success
Impact will be linked to relevance
Needs create action
Success achievable - existing forums
5
Other Key Enablers
Resource to research
Potential barriers &
how to overcome
them
Commercial confidentiality for sharing
Diversity of organisation in sector
Lack senior level commitment
Knowledge Gaps & Next Steps in validation / evaluation:
Industry appetite to take on?
 Copyright
Institute for Manufacturing
Why do health interventions not have
impact/outcome
assessment?
Enablers, barriers and mitigating actions
include…
Resource in RSSB
Commercial confidentiality
Opportunity for RSSB avoiding duplicate
cost and avoiding inform becoming
owned by one part of business
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Team: 3
Milestones
2014
Short
2016
Define best practice: individual
risk and health management
2017
Capture and
disseminate
Medium
2019
Agree national best practice
standards for health and wellbeing
TOCs FOCs
Network Rail
RSSB
Suppliers
InfraCos
Workforce & TU
Others
Identify and promote good
practice via website and
1/4 health update
ATOC and National Freight Safety
Group; Rail Freight Operators Group
- Pool and publish
Share other infrastructure managers
including TFL plus share contractors
2025
DfT mandate rail operators
(franchises) meet national
health and wellbeing standards
Health and wellbeing
included in 'social value
for GUT money
How capture feedback and
measure impact
Health and wellbeing
included in 'social value' for
GUT money
Health and wellbeing
included in 'social value'
for GUT money
Research best practice outside UK
rail and rail outside UK
Rail best practice health conference?
Promote good practice in health by design (vibration, noise?)
Supply food to rail staff
All need buy in to best practice
management standards
RSSB review continued
Health and wellbeing included in 'social value'
Improvement in best practice
ISLG - Sharing and publishing
good practice (in rail and in
civils/construction)
Workforce and TUS feed local examples
upwards (conferences, newsletters). Wider
TU good practice - Unite, TUC?
CIRAS - Publish good practice as well as
complaints? PHE to publish/deliver
national workplace wellbeing charter
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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Long
Implement
and monitor
DfT
ORR
2020
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Team: 4
Need for data that is more leading to support reasoned decisions to drive change.
Required
Leading indicators health
Response / Action Basic information: Legal compliance; Days lost
Reporting matrix (agreed) must, should, could
Ease of access
User friendly
Work on health, health on work
Co-ordinated approach to data collection (common language)
Measures of success
Bench marking
Timescale to Full Implementation
DfT
RSSB - manage co-ordinate data collections and areas of focus
ORR
Use data to guide industry areas of focus
What do you mean by "industry" and what are you
expecting from non-operational suppliers?
TOCs FOCs
Commitment to collecting and recording data
Sharing appropriate data
Network Rail
Workforce & TU
The Industry Needs to…
Develop shared data collection
But needs to be relevant. Some
interventions are bespoke.
How do we collate info on 'wellbeing'
when requirements not there to report
Could this double work for companies
that work out with industry and have
own systems
Support the collection of anonymous data
Others
Return on investment
Addresses Key
Drivers & Stakeholder Foundation of strategy
Identify baseline and areas of intervention
Needs
Proving legislative compliance
...because:
We currently have no measures of
business cost related to health and no
ability to identify areas of focus
There are indirect measures: sickness
Addresses Key Health Focus on appropriate/relevant intervention
& Wellbeing
Challenges /
Opportunities
spell rate and lost time
Labour turnover
OCC related illness claims
Ill health retirement
Benefit in delivering
Rail Workforce H&W
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Reduce costs
Recruitment tool
Proving regulatory compliance
Focus investment
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
3
Workforce awareness though data
Increase motivation to change behaviour
Indirect benefit
More people at work, more often
Reduce risk of wasting money
5
Selling to business - what value will it add?
...with the following costs and likelihood
of success
Short term - moderate investment, but
with significant long term benefits
For industry wide data collection costs
will be significant. Need to do it though.
3
3
Other Key Enablers
Funding benefits; Industry buy-in; Learning from best practice - other industries; Resource; Directorial leadership; Trade union and employee buy-in Enablers, barriers and mitigating actions
include...
Potential barriers &
how to overcome
them
Data protection
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/ evaluation:
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for Manufacturing
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Team: 4
Milestones
2014
TOCs FOCs
Network Rail
Part of working group
ORR
RSSB
2016
What and how
Lead working group
to define reporting
requirement
Set clear
expectations of data
requirements
Part of working group
DfT
Short
Lead working group
Implementation
2017
Medium
"MUST" data
compare/analysis
Align systems
Develop action plans
using "MUST" data
Develop action plans
using "MUST" data
Align systems
Coordinate
implementation
2019
Establish leading group to
define areas of focus for
action plans to develop locally
Measure success
using "MUST" data
with focus areas
Suppliers
InfraCos
Workforce & TU
Part of working group
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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2020
Long
2025
Team: 5
Clinical leadership and improved understanding/knowledge of rail specific OH issues
DfT
Required
Strategic leadership providing quality management OH advice
Response / Action
Timescale to Full Implementation
Develop set of competencies and then audit; Academic
body for railway OH; Distance learning module; Clinical
syllabus for training
Care not to over 'medicalise'. Involve others - simple
communication
ORR
TOCs FOCs
Network Rail
The Industry Needs to…
Dorm a group of CMOs
Develop training syllabus and guidance
Audit OH clinically
Need to ensure all levels of OH
professionals are included in the CMO
group
Why CMOs specifically? Why not
broader railway health professionals?
Workforce & TU
Others
Regulation requires clinically competent practitioners
Addresses Key
Drivers & Stakeholder
Needs
...because:
Reactive to developments
Wheels re-invented
Risk of 'race to bottom'
Addresses Key Health OH contracts within rail industry need to include advisory services
Each contract needs a CMO who is part of the strategic leadership
& Wellbeing
Practitioners must have relevant workplace experience and be able to visit workplaces on a regular basis
Challenges /
Opportunities
Need collaboration with industry to
ensure guidance is consistent with
current and future requirements
Benefit in delivering
Rail Workforce H&W
This will deliver the following benefits for
the Rail workforce and the industry as a
whole...
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
4
Single voice for industry on health issues at higher level
Avoid "wheel re-invention" by duty holders
Improved quality of OH advice
Nobody wants to discover the hard way (safety) that there has been a "race to the bottom" in terms of OH quality
OH is part of delivering efficiency but multi-factoral
3
Until there is an accident… (See Australian experience)
...with the following costs and likelihood
of success
Would at ATOC CMO work?
1
2
5
Expensive clinician time v more defensible decisions
Distance learning - initial set up costs and advertising - self funded
Other Key Enablers
Funding for CMO group
Hosting/facilitating distribution of guidance for internal or external bodies
Existing guidance build upon
Potential barriers &
how to overcome
them
OH contracts transactional. Providers commercial - Conflicts of interest
Cost of consensus guidance - could we use Australian etc to build upon
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Enablers, barriers and mitigating actions
include…
Funding existing guidance
Conflicts of interests
Funding
17 Oct
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Team: 5
Milestones
DfT
ORR
TOCs FOCs
Network Rail
RSSB
2014
Short
OH contracts
include CMO
2016
Savings on routine
meds and D&A
CMO groups
formed
Demands evidence
of clinical leadership
2017
Medium
Training course
and syllabus
Link up extended to
all rail OH (audit)
2019
Research objectives
informed by audit
Savings used
ORR now requires
evidence of TRG
course
ORR asks for TRG
Challenges
guidance to support
European directive
ETDLR
TDCLR
Franchise renewal
CMO exists
Commission and
pump prime TRs
Assist TOCs
How to buy OH
RSSB commissions
comprehensive
guidance
OH suppliers release
CMO
Suppliers
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
ARIOPs
Existing railway medical expertise (Natural wastage)
Partnerships & Collaboration
External Stakeholders
TRG passengers
parliament rail
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2020
Long
Academic dept "institute"
(see Netherlands)
2025
Team: 6
Employee engagement enables buy in to goals of health and wellbeing
Required
Response / Action
Timescale to Full Implementation
Before end 2017
DfT
Include within model
ORR
Guiding principle
TOCs FOCs
Commitment to work to guidance
Network Rail
Commitment to work to guidance
Workforce & TU
Commitment to work to guidance
Others
Commitment to work to guidance
Not just nice to have but is value added
Addresses Key
Drivers & Stakeholder
Needs
The Industry Needs to…
Realise that health and wellbeing
strategy is an enabler for increased
EMP. ENG not one size fits all sector
...because:
Engaged employees deliver better
services which delivers improved
service, profits etc
Addresses Key Health Unhealthy workforce, age
Not becoming nanny state
& Wellbeing
Also need future professional workforce
Challenges /
Opportunities
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Raise profile within industry
Willingness to spend more within section
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Reduced absence retention of
employees
Increased bottom line
4
Employees at work
Customer needs
4
Slow burner
...with the following costs and likelihood
of success
Initial high cost but long term return
3
High initial
Pay back long term
1
Other Key Enablers
Potential barriers &
how to overcome
them
Enablers, barriers and mitigating actions
include…
Change in government policy
Change client requirement
Board buy in of benefits and initial buy in to manage self
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DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Team: 6
Milestones
2014
Short
Buy in from
leadership
2016
Cascade through
management
Buy in from
leadership
2017
Medium
2019
Milestone %
DfT
ORR
X industry analysis of
best practise and how
it drives engagement
TOCs FOCs
Share what works
then adopt
Network Rail
Share
Reduce absenteeism
RSSB
Share
Suppliers
InfraCos
Workforce & TU
Share
Feedback
H&W survey
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
NHS trusts
ATOC
OCC health suppliers
External Stakeholders
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2020
Long
2025
Team: 7
Improved cost benefit analyses and tools
Timescale to Full Implementation
Required
The Industry Needs to…
Response / Action Know how much health interventions cost and how much health/other
benefit they bring
The Industry Needs to…
Know how much health interventions
cost and how much health/other benefit
they bring
DfT
ORR
TOCs FOCs
Network Rail
Workforce & TU
Others
Need to raise Health higher up Corporate Agenda
Addresses Key
Drivers & Stakeholder
Needs
...because:
They don't have unlimited money and
there will be no commitment without a
good business case driven by corporate
responsibility, governmental regulatory
and insurance pressure
Addresses Key Health Need for reliable leading and lagging indicators for ill health
& Wellbeing
Challenges /
Opportunities
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Fundamental to every H&W initiative for long term adoption and success
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Maximise health benefits from health
interventions targeted in right place
5
More beneficial than continue with status quo
4
Persuasive evidence of cost benefit will ensure adoption
...with the following costs and likelihood
of success
Relatively low costs and good prospects
of success if done properly
4
Costs to implement
(1=High / 5=Low)
Other Key Enablers
Epidemiologists; Health economists; Cross discipline industry communication; OH research; Purchasers of OH; Intelligent customers
Potential barriers &
how to overcome
them
Poor transfer of information between parties
Commercial interest
Current procurement processes
Enablers, barriers and mitigating actions
include…
Get people who understand this area to
help those in a position to make a
difference
Knowledge Gaps & Next Steps in validation / evaluation:
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DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Team: 7
Milestones
DfT
ORR
2014
Short
Define problem what does industry
need?
Virtual workshop to
gather current best
practice in industry
Common
methodology
based on expertise
2017
Test
methodology
Medium
Encourage widespread
adoption of communication
promotion learning
2019
Industry wide adoption of:
informed purchaser;
validated accepted
methodology and H&W
ID expertise and
develop methodology
What do we do?
What do we know?
TOCs FOCs
Network Rail
2016
Problem definition
and common
methodology
RSSB
Suppliers
InfraCos
Do we support this?
Workforce & TU
Others
Public Health England
D.H
What interventions?
What is already being done?
How/what do we want to measure?
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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2020
Long
Focussed
interventions
Happier,
healthier,
engaged
2025
Team: 8
Training courses & Education for target groups / Mapping Industry educational and competence requirements
Required
Training courses and education for targeted groups
Response / Action Industry educational and competence requirements mapped
Need to focus on good line management rather than OCC health
specialities
What would 'imposing' wellbeing across the board achieve? We recruit
managers/leaders for rounded people skills. The OH function is the
specialist/professional. Education/aware
Timescale to Full Implementation
The Industry Needs to…
Know what we want
Complete needs analysis
Develop framework
Develop courses/training/qualifications
Deliver
Evaluate effectiveness
Monitor
Improve
DfT
ORR
TOCs FOCs
Network Rail
Workforce & TU
Others
Knowledge and skilled workforce that's sustainable throughout industry (including franchises) e.g. TUPE
Addresses Key
Drivers & Stakeholder
Needs
...because:
Evidence suggests improved
competency improves health (and
efficiency) e.g. stress management
standards
Addresses Key Health Better educated business decisions: Human, economic, compliance/legal/standards, lifestyle choice
Individuals
& Wellbeing
Challenges /
Opportunities
Informed and educated decisions by all
Benefit in delivering
Rail Workforce H&W
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Competent compliant healthy workforce
making the right decisions
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Improves risk based decisions
Better management decisions: strategy, planning, risk
5
Longer term healthier workforce for everyone
Industry effectiveness and safety for all including passengers and freight services - customer satisfaction
4
Slow burn - long term goal
Needs investment - cost benefits e.g. saved spend on absenteeism, replacement personnel, 'payouts'
2
...with the following costs and likelihood
of success
Investment based on better health Long term cost benefits
sickness, early retirement etc
High up front cost backed by long term healthier workforce ultimately driving cost down.
3
Other Key Enablers
Model in construction CLTB levy (need to be convinced it would be flexible to meet different needs), RITB, HS2 (too late?), Mirror ODA, Olympic
Potential barriers &
how to overcome
them
Cost - who pays? Consistency across
Franchise issues and not mandatory
Overcome by setting a competency standard
Enablers, barriers and mitigating actions
include…
Model in construction funding HS2
mirror ODS - spear hear Apple one
Cost and not mandatory
Knowledge Gaps & Next Steps in validation / evaluation:
One size does not fit all - Today has shown that
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Team: 8
Milestones
2014
Short
Bench mark within and
out with UK, Euro, World
2016
Develop
framework
2017
Deliver
Develop 'IIT' that meets
needs e.g. leaders,
managers, doers
DfT
Medium
TOCs FOCs
Pilot to target
audience
Network Rail
Pilot to target
audience
Facilitate
development of
framework
Feedback
Suppliers
RSSB to commission
Develop IIT
InfraCos
Pilot to target
audience
Workforce & TU
Others
HSL?
Other Key Enablers eg
In house evaluation
impact
Delivered by all
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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Monitor and improve
training product
Included in targeted
inspect by ORR
initial
ORR
RSSB
Evaluate effectiveness
initial impact
2019
DRAFT 1.0 Oct 2013 Dominic Oughton do251@cam.ac.uk
Long
2025
Appendices
A.
B.
C.
D.
E.
Participants
Workshop Feedback
Responses & Enablers – Detailed Comments
Workshop Process
Participant Perspectives
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Appendix A: RAS SIG Workshop Participants
Paul Roper
Mark Lowe
Sharon Mawhood
Des Lowe
David Foster
John Battershall
Sandie McDonnell
Jane English
Jim Allenden
Chris Jones
Claire Dickinson
Nicola Buckley
John Reddyhoff
Claire Sallis
Clare Burles
Ian Gooday
James Dunningham
Dr. David Shackleton
Clare Foreshaw
Andy Parry
Cathy Turner
Barry Wilkes
Teresa Hawkins
Dr. Howard Watson
Dr Jim Ford
Sharon Greenwell
Frieghtliner
Bam Nuttall
ORR
Cross Country
Mersey Rail
Freightliner
Arriva
Mersey Rail
Network Rail
Network Rail
ORR
First TransPennine Express
Eversholt Rail
Alstom (UK) Corporate
East Midland Trains
ORR
Health@Work
Health & Safety Executive
Mersey Rail
Mersey Rail
NEBOSH
NEBOSH
Health Management Ltd
Hesketh Work&Health Ltd
WellWork Ltd
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Appendix B.1: Feedback
Joining instructions and preworkshop information
Opening remarks and
introduction to the workshop
Facilitation of the
workshop
Piccies
Structure / process of the
workshop
Opportunity to participate and
contribute
5. Excellent
4. Very Good
3. Good
2. Satisfactory
1. Poor
Make-up of workshop
participants
94% Excellent,
Very Good or Good
Time keeping
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Catering
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Appendix B.2: Feedback
I enjoyed the workshop
I found the workshop
stimulating
I feel I have contributed to the
workshop
I found my participation
worthwhile
The workshop provides useful
insights
5. Strongly Agree
4. Agree
3. No comment
2. Disagree
1. Strongly Disagree
92% Strongly Agree or Agree
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
1
2
3
Collaborative industry approach to common issues
Commitment from top-level sponsors provides
continued purpose, direction and decision making
for industry
Need for data that is more leading
5
6
Improved understanding of OH issues in rail by OH
practitioners
Behaviour change / nudging activities.
Training courses & Education for target groups
7
Improved cost benefit analyses and tools
4
8
9
10
11
12
13
14
15
16
17
18
Health data collection supports reasoned decisions
to drive change.
Clinical leadership provides direction for
development of industry’s health capabilities
Comments
Definitions -what it is, what it isn't (OCC health and wellbeing); Collaborative industry approach to common issues; Lessons from industry
safety meeting; Managing across interfaces
Industry leadership (group) to set priorities and drive improvement; Industry leadership. Trade unions overall deliverable; Board approved
Guidance for industry on leading and lagging indicators of health - benchmarking within and outside rail industry
Railway knowledge and experience syllabus for OH doctors
Health and welfare embedded in business culture; Changing peoples behaviour
Improve line manager training; Absence MGT; Mental health; Health champions
Especially of 'value added' activities rather than statutory activities; One/consistent costing framework for comparison of cost of health;
Comparator data; Must understand and communicate: Employer business case, team/line manager benefits, individual and community
benefits
Health data collection and analysis within rail to inform industry and company priorities; Develop accurate and easy health data reporting
systems; Data, Segmentation, Targeted H&W activity
Forum for clinical practice exchange; Railway medical "college" for CPD of OH doctors
Industry educational and competence requirements Training for line managers in health and wellbeing is the norm; Industry educational and comp requirements (per grades etc) mapped
are mapped
(comparable 150 stds); Continuous improvement; Information, instruction, training
Employee engagement enables buy-in to the goals
of health and wellbeing activity.
Health and wellbeing monitoring technology
Leadership creates conditions for change
Companies publish improved health data indicating
the progress of the rail industry
All trained on health at work as the norm
Ensuring we have an engaged work force
Implement technology to monitor individual exposure to occupational health hazards
The main indicators to manage metal health etc is being a good manager generally - need to promote management competency framework
Improved OH guidance (eg managing return to work) Clinical standards and guidance for OH practitioners
Competency frameholders for health and wellbeing
line managers
Translate proven health activities from other
industries into rail
Competency framework for health and wellbeing to cover all levels of staff;
19
Action based upon sound evidence
Action based on sound evidence (risk assessments); Promote the Finnish model of managing ageing worker: workability index, implement
their findings
20
Informing policy / standards development for OH
Need to establish UK sensitive training and guidance for railway physicians and nurses paid for by rail industry
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
Intended use of data outputs is understood during
21
the planning stage for collection.
22
Job roles altered to become more engaging
Hazard specific working groups tackle difficult health
23
hazards
24
Guidance is developed to assist railway physicians
Better cooperation between medical professionals
25
eg OHS and GPs
26
Awareness of stress issues
27
Logistics of remote working
28
Comments
Flexibility, increase PT work flexibility
Clear guidelines associated with age related health issues which can impact on competency
OH contracts to include CMO time; Form a strategic leadership group of railway CMOs
Awareness around stress issues/ management pressure
Logistics with a remote workforce. Travelling to work location
Communication leads to access to information for all
41
Better awareness of H&W initiatives across
What is it?; Home life on work; Better awareness of H&W
dispersed workforce
Risks are proactively addressed
Trade Union support
Success is measured and reviewed before wider
industry roll-out.
All stakeholders agree benefits and understand roles
in making positive changes.
Industry productivity is enhanced to improve
successful outcomes for all.
Opportunity for safety by design
Organisational roles take a holistic approach to
OH in core processes; Health issues to be considered during engineering change process; Integrated health management approach
health rather than functional
More effective communication between OH service
providers and line managers
Companies re-evaluate health policies
Clinical effectiveness is managed within industry
Health professionals improve health decisions
Clinical audit of OH doctors
within organisations
Rehabilitation plans reduce absence costs
42
Baseline health assessment of all ‘high risk’ workers
43
44
Improved occupational health reports
Increase employee say in what is happening
Customer health and wellbeing issues also impact
passengers
29
30
31
32
33
34
35
36
37
38
39
40
45
 Copyright Institute for Manufacturing
OH as part of appraisal; Promote work pressure assessment as part of normal appraisal
(Marked with cross)
Passenger issues: hot/cold trains, dirty toilets, pigeon mess, re: customer satisfaction. How best to take forward? (Marked with cross)
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Appendix C. Responses & Enablers – Detailed Comments
Rank Enablers
Comments
1
Better cross industry sharing and best practice; Sharing of best practice (framework, one industry, different needs); Buy in to current
agendas on H&W (Public Health England, SCHWL, Const & CE Resp. deal etc)
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Best practice knowledge transfer
Supply chain standards ensure health is integrated
into design
Occupational Health and Wellbeing expertise
Increasing mechanisation to eliminate hazardous
tasks
Incentives and penalties? - H&W as a contract
criterion
Resources (Numbers of professionals)
Smart cards enable the health of employees to be
tracked through their working life
Supply chain provides tools to reduce harm
Voluntary standards improve organisational
management of health to agreed levels
Voluntary standards result in the scope of health
activities being fully covered
Major contractors drive and assist supply chain; Build "health by design"
Occupational health and well being expertise
(All drivers throughout programme of change) People and skills. Resources not just professional (but in house); Increase the number of
funded OH training positions in rail both for OHP/OHN and others
Investment/innovation technical advances
Provide not legislate
Improved equipment / reduced emissions
Railway conferences allow cross-fertilisation and
promotion of best practice
Guidance enables better contracts developed with
OH providers
Industry support for ARIOPS/RMAG type forum
Data processing system / shared databases
Regional OH provider centres based at railway
premises
There is an increase in health skills purchased by the
organisation
Rail based health standards are reviewed and
Close work with regulators
improved for better outcomes
Research and specialist advice to formulate the
Need to establish a programme of clinically focused research i.e. one which addresses the clinical issues which challenge the industry
basics / strategy
19
New technology (eg otoacoustic emission testing)
20
NSARE accreditation to include occupational health?
21
22
Review frequency of D&A testing
Regulator's forum
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Pay for health provider training by reducing routine meds and D&A (Marked with cross)
EHOs, HSE, FDA, OPR etc (Marked with cross)
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Appendix D. Workshop Process
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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
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
Workshop Definitions
Occupationa 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)
l 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.
Wellbeing
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 http://www.engageforsuccess.org/ 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).
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Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
Roadmapping- Linking future to present
What?
Why?
Time
Trends &
D1
Drivers
D2
M1
Markets
M2
we now?
& Capabilities
T1
M4
O2
we want
we get
O3
O2
O1
T1
Where do
M2
O1
Opportunities
M3
How can
Where are
Technologies
How?
D2
T2
there?
O4
T4
C3
to go?
C6
T5
Funding
Enablers
Infrastructure
Staff / skills
 Copyright Institute for Manufacturing
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
Past 2014
CP4
Trends &
Drivers
Short
2016 2017
CP5
Medium
2019 2020
Long
CP6
2025 Vision
CP7+
Social
Templates
Technological
Environmental
Trends & Drivers  What is shaping the future
context and environment for H&W
Economic
Stakeholder
Perspectives
On-board
WorkTrackside
force
Station & Other
TOCs & FOCs
Stakeholder Perspectives What are the needs of
the different stakeholder groups
Network Rail
Suppliers
InfraCos
Other inc Health Professionals
Health &
Wellbeing
Challenges
Work-related
Non work-related
H&W Challenges: Current and Future Challenges (and
Opportunities to improve) H&W
Lifestyle
Opportunity & Access
Other
Responses
Stakeholder
Actions
(eg for TOCs & FOCs;
Network Rail; ORR,
RSSB, ISLG &
Contractors &
Suppliers, OH, Tus;
Workforce & Others
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Responses that could be put in place to deliver improved
H&W outcomes and performance
 ...and associated Actions by Rail Stakeholders
Other
Other Enablers Knowledge
People & Skills
Facilities & Infrastructure
Enablers and other resources also necessary for success
Standards & Regulation
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Supply Chain
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
VISION
Political & Legal inc DfT/ORR
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
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UK Robotics & Autonomous Systems Roadmap January 2013
Dominic Oughton do251@cam.ac.uk
Team:
Response / Action: Cross-Industry
Required
Response / Action
Industry needs consistent standards for data gathering,
applied uniformly across the sector.
Timescale to Full Implementation: 2016
Data Collection
(Underpins much other work)
DfT
ORR
Include in franchising model
Define standards
TOCs FOCs
Network Rail
Workforce & TU
Others
Involvement in ensuring data is useful for all
stakeholders to actually drive improved H&W
outcomes
Addresses Key Drivers &
Stakeholder Needs
Wellbeing Challenges /
Enables evidence-based investment in H&W by capturing benefits
Opportunities
Benefit in delivering Rail
Workforce H&W Impact
onWorkforce Needs and H&W
This will enable
effective communication of
H&W activity
1
2
3
4
This will deliver the following benefits for the
Rail workforce and the industry as a whole...
Will enable cross-industry collaboration and synergies
Better focussed
intervention and
meauserement of outcomes
Will require widespread changes in numerous areas
...with the following costs and likelihood of
success
Significant start-up costs should soon be eroded through reduced duplication
Significant initial costs will
soon be recovered through
more effective allocation of
resources and reduced
duplication
5
Benefit in delivering
Efficient & Productive
1
2
3
4
...and support appropriate
intervention
Will enable resources and action to be prioritised towards appropriate interventions
Challenges
Railway Impact on other
Establish onsistent
standards for data
gathering, applied uniformly
across the sector.
...because:
Addresses need for transparancy and openness.
Resolves under-reporting
Addresses Key Health &
The Industry Needs to...
5
Stakeholder Needs
Likelihood of adoption and
success across all stakeholder
groups
1
2
3
4
5
1
2
3
4
5
Costs to implement (1=High /
5=Low )
Other Key Enablers
Identify best practice in other / adjacent industries and non-UK Rail
Enablers, barriers and mitigating actions
Identify best practice
in other / adjacent
industries and non-UK Rail
include...
Potential barriers - and how
to overcome them
Compatibility of systems???
Knowledge Gaps & Next Steps in validation / evaluation:
 Copyright Institute for Manufacturing
Are there any systems implications?
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
Team:
2014
Short
2016
2017
Medium
2019
2020
Long
Milestones
Milestone 1
DfT
Milestone 2
Map current
practice and
ORR
Define full
systems
specification
Define Draft
systems
specification
TOCs FOCs
Review
Pilot
Network Rail
Pilot
RSSB
Pilot
Suppliers
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
Benchmark
adjacent
industries
 Copyright Institute for Manufacturing
Update
systems &
infrastructure
Health & Wellbeing Roadmap
Roll-out
awareness &
training
Dominic Oughton do251@cam.ac.uk
2025
Appendix E. Participant pre-work
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ABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Chris Jones Network Rail
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: ‘Everyone fit for the Future’ for 2024 which comprises-99% fitness for safety critical roles, no one
harmed by the business, beyond this is employee wellbeing-physical, social and mental.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Occupational Health there is-regulatory
interest, protection of people’s health,
better technology
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Four point plan-Managing a healthy
workplace, Providing opportunities to
promote wellbeing, Developing
supportive actions, Guidance/Policy,
process and systems
•Shorter term six issues- data that is
more leading, accurate, easily
consolidated; HAVS; Respiratory issues;
Mental wellbeing; Muscular Skeletal
issues; Facilities (welfare, nutrition etc.)
•
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Challenges-getting reliable and
consistent data transparently available;
•Getting basics of H&W in position;
•Getting H&W visibility higher up the
corporate agenda-health previously seen
as punitive
•Lack of experienced resources
•
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Network Rail has own agenda which is
in the process of being endorsed.
Looking for RSSB to assist by driving
cross industry issues e.g. contractors,
identifying best practice, assisting
standards development and providing
transparency across industry. RSSB
should not legislate
•Network Rail already in discussion with
ISLG and acceptance of H&W issues
can be inhibited in a tight margin
scenario and business cases need to be
well justified
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
 Copyright
Institute for Manufacturing
Supply
Chain
•Physical wellbeing-morbidity, aging
workforce, cognitive decline
•Psychological-stress, depression
•HR-social wellbeing, improved
Employee and Union relations
•Government focus to push health costs
onto industry (NHS overwhelmed)
•
•Regulation increasing focused onhealth risks and aging disorders, equality
in treatment level of health in
employees
Critical to build health agenda on
solid OH foundations and in a
sustainable way ,which may be
unglamorous but needs to be done data is therefore high on the agenda
whilst delivering some quick wins
Wellbeing needs to follow
During next CP charged large
savings from H&W and technology
needs to play its part
•A largely male workforce with most
existing, as well as new, employees over
40
•Large number of contractors (80-90K
contractors) How to influence this
group?)
•Large construction sector that requires
particular inputs which is different to
others in industry
Regulation is not allowing a breathing
space at the operational level to get
H&W sorted at the strategic level,
whilst at policy level there seems to
be more space
•Opportunities-Improve Safety; Higher
levels of engagement; Better
attendance; Higher performance;
Improved reputation
•Use of predictive health data, as well as
technologies that enable accurate
information capture
•Engagement is important and facilitation
alone with not be sufficient
•Companies should invest and support
those people who are willing to change
rather than attempting to change all.
•Commitment from top level sponsors
critical
•Trade union support
•ORR support
•BuyRoadmap
in from employees
Health & Wellbeing
•Applicable technology that is affordable
and available to reduce hazards
•Support up and down the Supply Chainincentives and penalties? (sustainability
weighted as 5% of every contract, H&W
•Resources (Numbers of professionals)
to be made available
•Cross industry working to avoid
duplication and nonsenses (e.g.
medicals
for approval
to work must be
Dominic Oughton
do251@cam.ac.uk
TRENDS &
DRIVERS
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
ENABLERS
2014
Short
The Industry Vision for Health and Wellbeing in UK Rail should include:
STAKEHOLDER
NEEDS
VISION
Name: Jim Allenden
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
2016
2017
Medium
2019
2020
Long
An inclusive and sustainable workforce
•Increased drive for ‘efficiency’ is
driving longer working hours
•Type 2 diabetes
•Colour Vision – match requirements
to work undertaken
•Hearing Loss – from the perspective
of allowing an ageing but
experienced workforce to remain in
employment
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
 Copyright Institute for Manufacturing
•Increased mechanisation –
perception of ‘employment risk’
Health & Wellbeing Roadmap
•Lead the way in reducing emissions
from equipment, HAV etc.
Dominic Oughton do251@cam.ac.uk
2025
TRENDS &
DRIVERS
VISION
Name: Nicola Buckley
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Absence levels / impact on
productivity
Expectation of employees to provide
H&W
Awareness of initiatives /
opportunities in the workplace /
community
Trade union pressure
Combination of inactive / younger
workforce and aging population
Widely accepted proactive approach
to H&W
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
Lack of understanding / need for
defintion and direction
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
Looking for industry leaders / share
best practice
Create competition within the
industry
Need for consistency in the provision
of support and information
Collate evidence to demonstrate the
improvements that a focus on H&W
can bring to absence / engagement /
productivity etc.
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Muscular Skeletal
Fatigue / shift patterns
Personal safety
Stress
Financial pressures
Onsite / access to “alternative”
health care professionals
Holistic approach to employment /
assessment of all needs
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Shared results on effectiveness of
initiatives
Collaborative industry approach to
common issues
Transparent reporting on H&W
issues
Knowledge
People & Skills
Facilities & Infrastructure
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Institute
for Manufacturing
Standards
Regulation
Research and specialist advice to
formulate the basics / strategy
Incentives
RSSB Regulation to help focus
efforts
Link to corporate responsibility /
political influence
Benchmark with the global market
Opportunity for training for line
managers
Challenge of promotion of events
and initiatives in a geographically
diverse workforce
Health & Wellbeing Roadmap
Guidance on relevant data collaction
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Claire Sallis
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
‘to promote and support a culture where the physical and psychological health of staff is respected, protected and where possible improved whilst at
work’
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•
Pressure from socio-economic
downturn resulting in increase in
mental health problems,
cardiovascular disease etc
•
Abolishment of DRA- Ageing
workforce. Need for interface with
educational establishments to
encourage todays children to
enter the rail industry
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•
Financial constraints
•
Increased demands on
contractors- long working
hours/tighter schedules
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Musculoskeletal disorders
•Work-related stress due to
increased demands-above
•Mental health problems due to
socio-economic downturn- above
•Cancer. Number of predicted
deaths in men expected to rise by
30% in 2030 (Cancer Research)
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Top down commitment to
‘Wellbeing and Performance’
•
•Culture change
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply
Chain
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•Occupational Health and Wellbeing
expertise
•Benchmarking and sharing
evidence based best practise
Focus on presenteeism rather
than just absenteeism
•
Sustainable workforce through
effective succession planning
•Policy
•Effective communication
Health & Wellbeing Roadmap
•Need to look at fitness for work
standards- ? Deemed as
discriminatory
•Still relevant in the changing world
of work?
•Customers and contractors working
as one and not in isolation
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Claire Dickinson
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: able to demonstrate management arrangements are capable of identifying, managing and
controlling health risks consistently and robustly.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Govt agenda to see improved efficiency in the rail industry
(McNulty), improvements in absence and reduced costs from illheatlth
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Improvements in competency amongst managers
•Improvements on legal requirements of Construction, design &
management regs Client responsibilities
•Some pockets a need for vision/strategy and action plans
•Central vs delivery at a local level significant issue for
management of a number of health risks.
•Need for clinical lines to take/standards for diabetes, hearing,
sight, etc etc
•Agreed approach for demonstrating £20m efficiency saving from
better management of health – agreed costing framework for NR &
ORR
•Resolution of toilet waste on the track spraying on those trackside.
•Delivery of the NR Strategy by routes and delivery units
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Sufficient resources
•Buy in that is sustained
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Need all of the list on the LHS !
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
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Supply
Chain
•Data processing system
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: John Reddyhoff
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: Positive impact on better workforce health on business culture leading to improved efficiency and
making rail an attractive place to work
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Effects of VfM (value for money)
driving behaviours
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Extended supply chain changing
time / cost / culture demands
•International supply chain impacting
on health and welfare of non-GB
workforce
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Increased home working or working
at remote locations
•Effects of long-distance commuting
•Effective management of stress in
workplace
•Avoidance of abuse of support
networks
•Social attitudes driving changes in
work / life balance
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Encouraging positive and improving
business culture
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
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Supply
Chain
•Loss of tacit knowledge due to
approaching peak of retirements
•Ageing workforce
•Local solutions to common safety
hazards increase risks to people
working at multiple locations
•Ageing workforce less able to adapt
to changes needed by industry
generating stress and health issues
•Sharing good practice
•Encouraging consistent practice
where appropriate
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
TRENDS &
DRIVERS
VISION
Name: Clare Forshaw
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: An engaged and committed supply chain working together to share best practice and ensure a
healthy and productive workforce
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Joined up political agenda realising
benefits of practively tackling
occuptional health
•Leslie Rushton future occupational
cancer burden impact and actions –
shift work, DEEE – other emerging
health issues
•Integrated occupational and public
health strategies
•Health at work is recognised as
business as usual
•Improved cost benefit analyses and
tools to understand/assess this
•Attitudes that health at work is
everybody's responsibility
•Sharing of best practice across
sectors
•Self regulation???
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
•Insurance companies – wrong
pressures?
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
•Clear roles and responsibilities on
duties wrt managing work related ill
health
•Procurement of services and
provision needs improvement
•SEQOHS occ health competency
and trusted by procurers
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Latency – not taken seriously
•Look after self by going to the gym
but ignore work related health risks
•Access for all to quality occ halth
services
•Reliable leading and lagging
indicators for ill health
•Occ health services to include a
range of professions and expertise
•Less presenteeism and
absenteeism
•Understand effect of health on work
and work on health – open and
honest acknowledment of this
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
•Senior level commitment to tackling
occupational health
•Improved systems to
measure/manage effectiveness in
occ health management
•All trained on health at work as the
norm – access to info for all
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply
Chain
 Copyright Institute for Manufacturing
•Competence of all in understanding
roles and responsibilities
•Separate policy to deal with occ
health
•Attitudes – health is inevitbale –
nothing can be prevented
•Health is down to individual and can
only be dealt with by nurse/doctor
•Tick
box approach
Health & Wellbeing
Roadmap
•Working for the rail industry means
a long and productive career
•Established and respected
competences regimes
•Engaged workforce – mutual trust
•Industry lead on best practice
•Risks proactively addressed
•Integrated health risks management
systems – communications
•Clear understanding of what must
be done, what is appropriate to
•Supply chain assist each other and
understand roles and responsibilities
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Sharon Mawhood ORR
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: that the rail industry:
• consistently achieves best practice in managing occupational health ;
• embraces the need to promote wider workforce wellbeing,;
• and maximises the efficiency gains from a healthier workforce
Social
Technological
Environmental
Economic
Political & Legal inc
DfT/ORR
•
24/7/365 working environment
•
Less access for infrastructure
maintenance, squeezing delivery
timescales – impacts on OH
compliance
•Changes in labour market (zero hours
contracts; EU migration and legislation?)
•Industry top heavy with older
workers
•Gvt agenda to increase fare box
contribution to funding - passenger
expectations?
•Skills/experience among younger
workers?
•ORR health programme priorities 201419
•Structure of the industry - > vertical
integration?
•Rail companies know cost of ill health
Work-force:
- On-board
- Trackside
- Station, Depots & BackOffice
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
•
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
 Copyright Institute for Manufacturing
•Stability in structure of the industry
long term?
•Longer franchises – underpins more
health investment?
•Opportunities for safety by design – lower
emission diesel/ electrification; reduced
noise and vibration for hand held and
yellow plant; track renewals plant with
dust suppression ; mechanical hoists at
station for trolleys/wheelchairs;
‘lightweight’ lineside equipment and
handling aids
•As for medium term
•More focus on preventing stress at
organisational level – scope for
changes to way work is done – shift
focus from supporting individual only
•Better understanding of purpose,
scope, and results from health
surveillance
•
•Widening health and well being
support to employees’ families, to
make rail employer of choice?
•More effective communication between
OH service providers and line
managers – make health surveillance
count.
•Baseline health assessment of all ‘high
risk’ workers, including previous
employment, to identify and manage preexisting and new ill health conditions.
•Card scheme (e.g. Constructing
Better Health) with health
surveillance outcomes (and more?)
for all, including contractors.
•Development of basic OH metrics by
all rail employers, reported publicly
•Industry reporting (RRSB AHSPR?) on
health risk management performance?
•Better access to health
surveillance/face fit testing for mobile
workers/contractors?
•Exploit emerging technology to increase
efficiencies (e.g. otoacoustic emission
testing for noise induced hearing loss
surveillance)
•Comprehensive industry reporting
on health risk management
performance.
•
Overcoming entrenched rail culture
that health risk ‘not an issue’ –
ballast dust, manual handling
wheelchairs, diesel engine exhausts
at stations & depots
Management of contractors – health
not managed like safety in contractor
supply chain
Health & Wellbeing Roadmap
Intelligent targeting of wellbeing
initiatives – costing and measuring
impact
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: P Roper
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include:
knowing by sector any specific issues .
accurate data to be able to demonstrate position
actual programme to help educate / influence healthy lifestyle.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•The cost of absence from work
The cost of claims
Cost of non compliance to legislation
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
All stakeholder agreement to
policies / strategies
Regulators , health providers and
rail industry workers working
together.
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Influence lifestyle changes.
Clear policy that can be understood
by all.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Clinical & industry working together
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply
Chain
 Copyright Institute for Manufacturing
Does a short term franchise restrict
long tem OH planning
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
2025
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: JAMES DUNNINGHAM
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include:
A CONSISTANT APPROACH ACROSS THE INDUSTRY
RECOGNISED OUTSIDE OF THE INDUSTRY AS AN EXAMPLE OF GOOD PRACTICE AND EMPLOYERS OF CHOICE
IMPROVEMENTS IN CHOSEN KPIs – SICKNESS ABSENCE LEVELS, STAFF RETENTION, STAFF TURNOVER ETC
•THE BUSINESS CASE –
SICKNESS, RETENTION,
TURNOVER ETC
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•AGEING WORKFORCE
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•WORKFORCE LOCATION – NOT
ALL IN HQ SITE, SPREAD
ACROSS DEPOTS, STATIONS
ETC, INCLUDING REMOTE
WORKERS – LOGITSICAL ISSUES
•DIVERSE WORKFORCE AND JOB
ROLES – NEED FOR
SEGMENTATION AND
TARGETING
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•LEADERSHIP NEEDED
Knowledge
People & Skills
Facilities & Infrastructure
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Standards
Regulation
•RESOURCES NEEDED, NOT
JUST TALK FROM THE TOP
•HR PROFESSIONALS NEED A
FRAMEWORK FOR AUDIT,
PLANNING AND
IMPLEMENTATION
•LINE MANAGER BUY IN AND
TRAINING ESSENTIAL
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
2025
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Jane English
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: a holistic and integrated approach to health and well being – it is not an add on or a nice to have – it
is seen as important as safety – putting the health back into health and safety
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Rail traditionally higher absence
rates than private and public
organisations
•Aging workforce
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Pro active management of
occupational health issues– more
than just statutory regulations
•RoI data not readily available for
H&WB activities
•Better cooperation between medical
professionals - OHS and GP’s in
particular
•Ensuring employment issues are
not medicalised (flexible working,
shifts)
•Evaluation of role of fit notes and
any potential government changes
with a further emphasis of getting
employees back in work
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Changing medical advice –
eyesight, hearing, heart defects,
diabeties
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Occupational health profession
realises it has to balance between
being business focused and patient
focused – too patient focused
currently
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply
Chain
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•Cross industry focus on this issue –
not to be seen as a flavor of the
month
•Aging workforce
•Technological advances
•OH seen as a line management
activity, not a nice to do HR does
•More joined up thinking between
HR and safety on OH issues
Health & Wellbeing Roadmap
•On going cross industry focus on
OH issues
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: David Foster
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include:
•Aging population
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Increased obesity / Lack of exercise
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•A healthier workforce that are able
to provide continuity of service
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Sleep disorders
•Stress (Work and Social)
•Stress (Trauma management
following suicides)
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Improved occupational health
reports
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Best practice knowledge transfer
 Copyright Institute for Manufacturing
•Occupational health professionals
who have a greater understanding of
the health issues associated with the
rail industry
•Active life styles / Active life style
promotion
•Improved understanding of the
occupational health issues
associated with the rail industry by
occupational health practitioners
•Improved occupational health
guidance in relation to managing
employees back into the business
following sickness etc.
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
2025
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Peter Darling
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
That every employer and employee is aware of the risks of ill health by whatever means and the benefits that ‘Health & Wellbeing’ bring to the individual and workforce
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Driven by the regulator and
goverment
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•To assesses properly the risks to
occupational health on the work
force
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Making people aware that this is a
serious subject
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
 Copyright Institute for Manufacturing
•To pro-active monitor and gain
workforce engagement
•SMS designed but in line with Occ
health needs
•Union engagement
•Union engagement
•People being aware
•People actively engaging and cooperating
•Industry needing to treat this as a
serious subject
•Industry needing to treat this as a
serious subject
•Industry needing to treat this as a
serious subject
•Education
•Education
•Education
•Union engagement
•The fact that this will also kill you
the same as a train, but it takes
longer (asbestos etc.) – peolpe need
to understand this!
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Barbara McCluskey
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Assess task risks with individual
capabilities with regard to health
•Review job design – use technology
•Longer healthier working life
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Put health back in to Health and
Safety
•Provide line management with
“tools” to be aware of health and
wellbeing issues
•Less absentees due to health and
wellbeing issues
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Education on :
•Stress
•Sleep disorders
•Lifestyle options
•Good return to work process
•Proactive management of health
and wellbeing
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Leadership – shared vision by all
•Health education to all on
importance to assess health and
wellbeing
•Choosing a healthy lifestyle
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Educate workforce
•Clear minimum expectations by all
•Knowledge sharing
•Rail Standard / Best Practice
guidance
 Copyright Institute for Manufacturing
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: DES LOWE
2014
Short
2016
The Industry Vision for Health and Wellbeing in UK Rail should include :
2017
Medium
2019
2020
Long
2025
EVERYONE COMMITTED TO HEALTH AND WELLBEING WITH THE SAME
DEDICATION AS WE APPLY TO SAFETY
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Fatigue associated to stress
•Rising Obesity
•Removal of retirement age
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Industry commitment
•Industry campaigns
•Sustainable support
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Fatigue due to Stress
•Increased Heart Problems
•Worker involvement
•Lifestyle support and education
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Setting the strategy
•Developing policies guidance and
standards
•Sharing best practice
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Identification of Leaders/Educators
•Learning from other industries
•In house support and Health
Advisors
 Copyright Institute for Manufacturing
•Technology conflicts with healthy
lifestyle
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Ian Gooday
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Social and technical drivers may
more immediate effect to reduce
risks eg machinery that reduces
HAVS. Evidence of costs savings to
the industry will help convince key
personnel of the need to be
proactive.
Political trends may change come
2015.
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
It is arguable that trackside workers
are more at risk of serious
occupational health illness and
therefore Network Rail and
contractors should be given the first
priority. But Depots too have a
higher risk group because of the
nature of their work.
On board and station staff should be
medium term.
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Work–related issues are easier to
address but must not lose sight of
lifestyle and non-work related issue.
These should be looked at in the
medium term too.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Critical to establish clear industry
leadership on health. Reporting
internally within companies is
important to understanding cost.
RIDDOR reporting will not give a
comprehensive view of OH issues
because of it limited nature so it
needs RSSB to lead on persuading
the industry of the need for good
reporting.
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
 Copyright
Institute for Manufacturing
Supply
Chain
Proactively understanding the issues
and being able to prevent them
occurring would be my short and
medium term aim.
Health & Wellbeing Roadmap
In my view employee engagement
and education and training need to
be hand in hand. They will learn and
appreciate more if they understand
what it means for them.
Long term aim should be to
persuade a change in attitude to
towards occupational health.
•Changes to and new legislation are
much more difficult to introduce at
this stage in the current political
climate.
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Mark Lowe BAM Nuttall
2014
Short
2016
The Industry Vision for Health and Wellbeing in UK Rail should include: A
2017
Medium
2019
2020
Long
2025
Healthier more aware workforce covered by a sustainable world leading
Health and wellbeing programme.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Improved data recording and
monitoring facilities
Improved social awareness of
health and wellbeing issues
•Funding constraints
•Change in Government agenda
•Climate change
Continued investment to system
•Client aware of issues
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Benefits- longer life expectancy
Benefits- Improved workplace
•Benefits – Improved Health
•Consistent growth
•Consistency of workload
•Un-certain workload (constant
change to workforce requirements)
•Awareness of health Issues
•Recognition outside rail industry
•Constant managerial change
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Fatigue
Adoption and adoption of work place
Consistent benefits
•Adoption of change
Consistent message
Adoption by other industry sectors
•Cultural change
Demands upon (limited) workforce
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Client led
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
 Copyright Institute for Manufacturing
•Consistent benefits
•Industry pressure
•Peer pressure
•Ease of adoption to systemic
approach
Health & Wellbeing Roadmap
•Consistent industry figures
delivered
Workforce pressure for continued
improvement
•Adoption by supply chain
•Regulatory pressure
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: RICHARD WHITEHEAD –
SIGNAL HOUSE GROUP LTD.
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
• Unhealthy lifestyles
• Poor physical fitness
• Ageing workforce
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
• Versatile employees
• Multi-skilling
• Flexibility
• Plentiful supply of skilled labour
• Older employees fit for work
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
• Benefits and claims culture
• Debt
• Strains on physical and
psychological health
• Enough leisure time to stay fit as
well as work
•
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
• Company specific health
awareness campaigns
• Health screening for all employees
• Companies accommodate the less
able with appropriate work
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
• Funding to allow in-house
campaigns for small businesses in
particular
• Legislation
• Culture change
 Copyright Institute for Manufacturing
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk