Health & Wellbeing for UK Rail
Roadmap Workshop 2 7 November, DRAFT 1.0 Nov 2013
Note: Wordle created from participant vision statements
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Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 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 second of three workshops to develop a roadmap to bring about commitment
and understanding for a series of well-planned, effective and prioritised tasks that a diverse range of
stakeholders believe will improve health and wellbeing management within the railway and
therefore the health and wellbeing of the Rail Workforce and the efficiency of the sector.
The workshop was jointly hosted by RSSB and ORR at Central Hall Westminster and benefitted from
the insights of 26 experts from across the relevant stakeholder groups. The workshop started with a
baseline landscape and outline vision based on the pre-work that had been completed by the vast
majority of participants.
In setting out a Vision for Health and Wellbeing in UK Rail the group showed very strong alignment
across all stakeholder groups (see 1.1) in identifying “Better workforce health and physical, social
and psychological wellbeing, underpinned by a culture which demonstrates that health at work is
everybody's responsibility” as the two key aspects of the Vision. Further factors were also seen to be
important: Legal compliance and moving towards broader industry best-in-class; An inclusive and
sustainable workforce; Professionalised health and wellbeing provision in Rail; A more efficient and
productive railway for the benefit of everyone; Working for the rail industry is a long, productive
and attractive career; and An engaged and committed supply chain working together.
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Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 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
• Social attitudes driving changes in work / life balance
• Overcoming entrenched rail culture that health risk ‘not an issue'
• Design with roles and people in mind (RTS)
• Equipment supplied with health issues managed (e.g. built with ergonomics in mind)
• Regulation on health risks, ageing disorders & equality
• Better OH Contracts
• Rising Obesity
• Evaluation of role of fit notes
• Technology advances & automation
• Need for reliable, timely, consistent & transparent data
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Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 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):
• Poor health management limits ability to work
• Management of individual health risks
• Lack of individual resilience and adaptability
• Fatigue / shift patterns
• Stress, Anxiety and Depression
• Access for all to quality OH services
• Musculoskeletal disorders
• Engagement Deficit
• Stress (Trauma management following suicides)
• Future occupational cancer burden – shift work, DEEE
• Presenteeism
• Absenteeism
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Rail Health & Wellbeing Workshop 2
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Executive Summary (continued)
The group then worked to identify and prioritise the key Reponses, Actions and other Enablers that
could be pit in place to address these Challenges in the context of future Drivers and Needs (see
section 4). The highest priorities were identified as:
• Board Level champions provide continued purpose, direction and decision making for industry
• Development of cross industry training modules & Education for target groups
• H&W best practice guides created
• Deliver Employee engagement by operationalising four enablers described by Mcleod and Clarke
• Make business case link with Health performance through improved cost benefit analyses and tools
• Collaborative industry approach to common issues
• All stakeholders (incl. individuals taking ownership) understand roles in making positive changes.
• Need for data that is more leading / cross-discipline
• Competency frameholders for health and wellbeing line managers
• Opportunity for health / safety by design (eg cab ergonomics)
• Send signal through franchise programme for H&W
• Behaviour & Culture change activities.
A number of these priorities were explored in more detail to characterise benefits and identify outline
Action Plans for delivery (see section 5)
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Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 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 2
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1.1. Vision for Health & Wellbeing in UK Rail
Vision component
Infrastructure
TOC
FOC
3
6
0
Number of participants in stakeholder group in workshop:
Better workforce health and physical,
social and psychological wellbeing
A culture which demonstrates that health
at work is everybody's responsibility
Legal compliance and moving towards
broader industry best-in-class
An inclusive and sustainable workforce
Professionalised health and wellbeing
provision in Rail
A more efficient and productive railway
for the benefit of everyone
Working for the rail industry is a long,
productive and attractive career
An engaged and committed supply chain
working together
Health
Rail /
Specialist External
Body
5
10
Supply
Chain
Total
2
26
43%
33%
31%
21%
0%
27%
29%
26%
29%
17%
46%
25%
0%
10%
0%
15%
31%
10%
10%
10%
6%
11%
0%
9%
0%
17%
9%
7%
0%
8%
0%
0%
11%
13%
0%
7%
5%
2%
3%
14%
0%
7%
14%
2%
11%
3%
23%
7%
Note: Not all stakeholder groups were equally represented.
Stakeholder group numbers do not reflect balance of influence across sector
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Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
1.2. Roadmap Landscape Headlines
Past
2014
Short term
2016
2017
CP4
Trends & Drivers
Social
2020
Long term
Technological
Environmental
24/7/365 working
environment
Economic
Regulation on health risks, ageing
disorders & equality
Effects of VfM driving
behaviours
Ageing workforce / longer working
life
Tax relief for companies that
manage health of employees
Industry reputation as an attractive
place to work
Retain the best employees
TOCs & FOCs
Network Rail
Equipment supplied with health issues managed
(eg built with ergonomics in mind)
Suppliers
InfraCos
Health Professionals
Well-being
Occ Health
Others / Whole Industry
Need for reliable, timely, consistent &
transparent data
Better OH Contracts
Need to raise Health higher up
Corporate Agenda
Overcoming entrenched rail culture
that health risk ‘not an issue'
Legal requirements
seem remote
Effect of work on health
Fatigue / shift
patterns
Fitness for work
Musculoskeletal
disorders
Poor health management limits
ability to work
Psychological wellbeing
Physical wellbeing
Evaluation of role of fit notes
SEQOHS occ health
competency
Stress, Anxiety and
Depression
Management of individual
health risks
Future occupational cancer
burden – shift work, DEEE
Stress (Trauma management
following suicides)
Lack of individual resilience
and adaptability
Social wellbeing
Engagement
Deficit
Engagement
Access for all to quality OH
services
Opportunity and Access
Other
Required Responses and Actions
Industry leadership
Clinical leadership
Collaborative industry approach to
common issues
Board Level champions provide continued purpose,
direction and decision making for industry
H&W best practice guides created
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Make business case link with Health performance
through improved cost benefit analyses and tools
Need for data that is more leading /
cross-discipline
Competency frameholders for health and
wellbeing line managers
All stakeholders (incl. individuals taking ownership)
understand roles in making positive changes.
Development of cross industry training
modules & Education for target groups
Opportunity for health / safety by
design (eg cab ergonomics)
Specific Interventions
Other Enablers
Deliver Employee engagement by operationalising four
enablers described by Mcleod and Clarke
Behavioural change
Knowledge
People & Skills
Research and specialist advice to
formulate the basics / strategy
Railway conferences allow cross-fertilisation
and promotion of best practice
Occupational Health and Wellbeing
expertise
Improved equipment / reduced
emissions
Voluntary standards improve organisational
management of health to agreed levels
Standards & Regulation
Supply Chain
Best practice
knowledge transfer
Resources (Numbers of
professionals)
Facilities & Infrastructure
Data processing system / shared
databases
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Rail based health standards are reviewed
and improved for better outcomes
Incentives and penalties? - H&W as
a contract criterion
8
2025
CP6
Work-force
Sakeholder Perspectives
2019
Social attitudes driving changes in
Rising Obesity
work / life balance
Whole system approach to railway
Technology advances
management (RTS)
& automation
Design with roles and
people in mind (RTS)
Political & Legal inc DfT & ORR
Health & Wellbeing Challenges &
Opportunities
Medium term
CP5
Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Vision
CP7+
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
Pressure from socioeconomic downturn
£140m cost of
impairment
New Franchising
Worker health has a lower profile than
worker and passenger safety
Sakeholder Perspectives
Work-force
D&A tests
TOCs & FOCs
ATOC HEROH
Forum
VfM Study - Rail industry needs to
earn its investment from
Gender Occupational Safety and
Health good practice (GOSH)
Protection of transient workforce
Meet franchise
requirements
OH professionals need a greater
understanding of Rail health issues
Occ Health
Effect of work on health
Psychological wellbeing
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
HAVS
Fatigue / shift
patterns
Musculoskeletal
disorders
Hearing loss
Improved Employee and Union
relations / engagement
Professionalised workforce
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)
Future occupational cancer
burden – shift work, DEEE
Respiratory
issues
Effects of long-distance
commuting
Absenteeism
Companies re-evaluate
health policies
Individual underutilised
Engagement
Deficit
Lack of individual
resilience and adaptability
Individual
Burnout
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
Trade Union support
Informing policy / standards
development for OH
H&W best practice guides
created
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 stage
Improved occupational
health reports
Embrace diversity of workforce
Competency frameholders for health
and wellbeing line managers
Increase employee say in what is
happening
Health professionals improve health
decisions within organisations
Make business case link with Health performance
through improved cost benefit analyses and tools
Companies publish improved health data
indicating the progress of the rail industry
All stakeholders (incl. individuals taking ownership)
understand roles in making positive changes.
Diet & Nutrition advice (engage food
services)
Hazard specific working groups
tackle difficult healt h hazards
Specific Interventions
Better awareness of H&W initiativ es
across dispersed workforce
Occupational Health and
Wellbeing expertise
Rehabilitation plans reduce absence
costs
Guidance enables better contracts
developed with OH providers
Opportunity for health / safety
by design (eg cab ergonomics)
Job roles altered to
become more engaging
Develop and Validate H&W assessment for
Railway staff esp. ‘high risk’ workers
Regulator's forum
Resources (Numbers of
professionals)
Voluntary standards improve organisational
management of health to agreed levels
Data processing system / shared
databases
Industry productivity is enhanced to
improve successful outcomes for all.
Implement all 10 recommendations
in briefing
NSARE accreditation to include
occupational health?
Improved equipment / reduced
emissions
Facilities & Infrastructure
Deliver Employee engagement by operationalising
four enablers described by Mcleod and Clarke
All trained on health at work as the
norm
Link reward (or salary sacrifice) to
health & wellbeing
Risks are proactively
addressed
Best practice knowledge transfer
Education outreach to schools
Review frequency of D&A testing
Communication leads to access to
information for all
Behaviour & Culture change
activities.
Organisational roles take a holistic approach
to health rather than functional
Send signal through franchise
programme for H&W
Railway conferences allow crossfertilisation and promotion of best practice
Success is measured and reviewed
before wider industry roll-out.
Development of cross industry training
modules & Education for target groups
Logistics of remote working
Employee health and wellbeing
issues also impact passengers
Clinical leadership provides direction for
development of industry’s health capabilities
Guidance is developed to assist
railway physicians
Industry educational and competence
requirements are mapped
Awareness of & training for stress
issues
Leadership creates conditions for
change
Translate proven health activities
from other industries into rail
Action based upon sound evidence
Health and wellbeing monitoring
technology
Health data collection supports reasoned
decisions to drive change.
Need for data that is more leading
/ cross-discipline
Research and specialist advice to
formulate the basics / strategy
Active life styles / Active life
style promotion
Increased home working or working
at remote locations
Sustainable workforce through
effective succession planning
More effective communication between OH
service providers and line managers
Better cooperation between medical
professionals eg OHS and GPs
Behavioural change
Need for reliable leading and
lagging indicators for ill health
Presenteeism
Access for all to quality OH
services
Eyesight & Colour vision
Evidence based action
Supply Chain
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
Alliances between railway
organisations drive performance
Increasing demands > Capability <
Cost for CP6/7
ORR health programme priorities
2014-19
Long term sickness
Heart / circulatory
disorders
Endocrine disorders eg diabetes
Board Level champions provide continued purpose,
direction and decision making for industry
Standards & Regulation
The Railway a magnet for talent
(RTS)
Management of individual health
risks
Diesel engine exhaust
emissions
Poor health management limits
ability to work
Industry leadership
People & Skills
Whole system approach to
railway management (RTS)
Stress (Trauma management
following suicides)
Sleep disorders
Avoidance of abuse of support
networks
Knowledge
CP7+
Ageing workforce / longer
working life
Improved H&W delivers productivity
to benefit of all
Manual handling of
wheelchairs
Biological
contaminants
Other
Other
Morbidity & cognitiv e
decline
Evaluation of role of fit notes
Better OH Contracts
Improvement needed in competency
amongst managers
Fitness for work
Education & Training
Vision
CP5 charged large savings from
H&W and technology
A reliable supply chain
Need for reliable, timely, consistent
& transparent data
Ballast dust
Employee engagement
2025
Increased demands on contractors long working hours/tighter schedules
Health Professionals
Reporting and metrics
Long term
Mismatch between franchise term
and whole working life
InfraCos
Clinical leadership
Cost of non compliance to
legislation
Retain the best employees
Large number of contractors (8090K)
Extended supply chain changing
time / cost / culture demands
Suppliers
Opportunity and Access
Rising Obesity
Technology advances
& automation
Improved medical understanding
demands better treatment
ISLG OH manifesto
Network Rail
Well-being
Health & Wellbeing Challenges &
Opportunities
Required Responses and Actions
Social attitudes driving changes
in work / life balance
Highly skilled
workforce (RTS)
24/7/365 working
environment
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
Design with roles and
people in mind (RTS)
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
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
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 2
7 Nov DRAFT 1.0 Nov 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
Social
Changes in labour market (zero
hours contracts; EU migration and
legislation?)
People as key
drivers in business
(RTS)
Trends & Drivers
Worsening living conditions increase
demands for better management of
health
£75m cost of
absence
Economic
Highly skilled
workforce (RTS)
There needs to be a cost
benefit to health
TOCs & FOCs
Meet franchise
requirements
Protection of transient
workforce
Regulation on health risks,
ageing disorders & equality
The Railway a magnet for
talent (RTS)
Improved Employee and
Union relations / engagement
Reduced tolerance for lack of
action to prevent ill health
Tax relief for companies
that manage health of
employees
Reduced NHS results in best companies
picking up non-essential health needs of
employees
ORR health programme
priorities 2014-19
Cost of non compliance to
legislation
UK Railway Recognised as a key
contributor to the world wide integrated
transport sector (RTS)
Government looks to industry
to play an increased role in
health management
Industry reputation as an
attractive place to work
Professionalised workforce
Mismatch between franchise
term and whole working life
CP5 charged large savings
from H&W and technology
ISLG OH manifesto
Network Rail
Extended supply chain
changing time / cost / culture
demands
Suppliers
CP7+
Whole system approach to
railway management (RTS)
Alliances between railway
organisations drive
performance and cost
Retain the best employees
Large number of contractors
(80-90K)
ATOC
HEROH
Forum
Technology
advances &
automation
Increasing demands >
Capability < Cost for CP6/7
Workforce and TU
expectations for improved
H&W
Largely male workforce with
most employees over 40
A reliable supply chain
Equipment supplied with health issues
managed (eg built with ergonomics in
mind)
International supply chain
impacting on H&W of non-GB
workforce
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)
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Vision
Ageing workforce / longer
working life
Rising Obesity
VfM Study - Rail industry
needs to earn its investment
from government
Gender Occupational Safety
and Health good practice
(GOSH)
Worker health has a lower profile
than worker and passenger safety
2025
Climate change leads to temp
rise
Role of insurance
companies
Effects of VfM
driving behaviours
Political & Legal inc DfT
& ORR
D&A tests
Long term
Morbidity &
cognitive decline
24/7/365
working
environment
New
Franchising
Pressure from socioeconomic downturn
£140m cost of
impairment
Work-force
2020
Social attitudes driving
changes in work / life
balance
Improved medical
understanding demands
better treatment
Environmental
2019
CP6
Design with roles
and people in
mind (RTS)
Technological
Sakeholder Perspectives
Medium term
CP5
Rail Health & Wellbeing Workshop 2
Improved H&W delivers
productivity to benefit of all
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
2.2 Trends & Drivers (1 to 20)
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Driver
Timescale
Ageing workforce / longer working life
long
Social attitudes driving changes in work / life balance
medium
Design with roles and people in mind (RTS)
short
Regulation on health risks, ageing disorders & equality
long
Rising Obesity
medium to long
Technology advances & automation
medium
24/7/365 working environment
short
Effects of VfM driving behaviours
short
Tax relief for companies that manage health of employees
long
Whole system approach to railway management (RTS)
medium
Government looks to industry to play an increased role in health management medium to long
Morbidity & cognitive decline
long
New Franchising
short
ORR health programme priorities 2014-19
medium
Changes in labour market (zero hours contracts; EU migration and legislation?) short
UK Railway Recognised as a key contributor to the world wide integrated transport
long
sector (RTS)
£140m cost of impairment
Past
£75m cost of absence
Past
Gender Occupational Safety and Health good practice (GOSH)
Short
Highly skilled workforce (RTS)
medium
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11
8
8
7
6
5
5
4
4
3
3
3
3
2
2
1
1
1
1
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%
18%
11%
8%
8%
7%
6%
5%
5%
4%
4%
3%
3%
3%
3%
2%
2%
1%
1%
1%
1%
2.2 Trends & Drivers (cont)
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Driver
Timescale
People as key drivers in business (RTS)
short
Pressure from socio-economic downturn
short
Reduced tolerance for lack of action to prevent ill health
long
Role of insurance companies
short
Alliances between railway organisations drive performance and cost improvements
medium
Climate change leads to temp rise
long
Cost of non compliance to legislation
medium
Dame Carol Black report indicates work is good for you
short
Improved medical understanding demands better treatment
medium
Increasing demands > Capability < Cost for CP6/7
medium
Reduced NHS results in best companies picking up non-essential health needs medium
of employees
The
Railway a magnet for talent (RTS)
medium
VfM Study - Rail industry needs to earn its investment from government
medium
Worsening living conditions increase demands for better management of health medium
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1
1
1
1
0
0
0
0
0
0
0
0
0
0
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%
1%
1%
1%
1%
0%
0%
0%
0%
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
Overcoming entrenched rail culture that health risk ‘not an issue'
short
Equipment supplied with health issues managed (eg built with ergonomics in mind)
medium
Better OH Contracts
short
Evaluation of role of fit notes
medium
Need for reliable, timely, consistent & transparent data
short
Industry reputation as an attractive place to work
medium
Legal requirements seem remote
short
Retain the best employees
medium
SEQOHS occ health competency
short
Improvement needed in competency amongst managers
short
Increased demands on contractors - long working hours/tighter schedules
medium
Meet franchise requirements
short
OH professionals need a greater understanding of Rail health issues
short
A reliable supply chain
medium
Ensuring employment issues are not medicalised (flexible working, shifts)
short
Extended supply chain changing time / cost / culture demands
short
International supply chain impacting on H&W of non-GB workforce
long
ISLG OH manifesto
short
Largely male workforce with most employees over 40
short
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11
9
6
4
4
4
3
3
3
3
2
2
2
2
1
1
1
1
1
1
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%
16%
13%
9%
6%
6%
6%
4%
4%
4%
4%
3%
3%
3%
3%
1%
1%
1%
1%
1%
1%
2.4 Stakeholder Perspectives (cont)
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Needs
Manage liabilities
Mismatch between franchise term and whole working life
Professionalised workforce
Protection of transient workforce
Workforce and TU expectations for improved H&W
ATOC HEROH Forum
CP5 charged large savings from H&W and technology
Customers do not require strategic input
D&A tests
Improved Employee and Union relations / engagement (inc H&S Reps)
Improved H&W delivers productivity to benefit of all
Large number of contractors (80-90K)
There needs to be a cost benefit to health
Worker health has a lower profile than worker and passenger safety
 Copyright Institute for Manufacturing
Page
14
Rail Health & Wellbeing Workshop 2
Timescale
short
short
medium
medium
short
short
medium
short
short
medium
long
short
short
short
Workshop
1
1
1
1
1
0
0
0
0
0
0
0
0
0
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
1%
1%
1%
1%
1%
0%
0%
0%
0%
0%
0%
0%
0%
0%
3.1 Health & Wellbeing Challenges & Opportunities
Past
2014
Short term
2016
2017
CP4
Occ Health
Stress, Anxiety and
Depression
Toilet waste on
the track
Musculoskeletal
disorders
Manual handling
of wheelchairs
Physical wellbeing
Long term
CP6
Diesel engine
exhaust emissions
Long term sickness
Stress (Trauma
management following
suicides)
Active life styles /
Active life style
promotion
Respiratory
issues
Heart / circulatory
disorders
Effects of long-distance
commuting
Need for reliable leading and
lagging indicators for ill health
Increased home working or
working at remote locations
Lack of individual
resilience and
adaptability
Individual
Burnout
Individual
underutilised
Healthier job roles improve
engagement
Absenteeism
Presenteeism
Engagement
Access for all to quality
OH services
Eyesight & Colour vision
Opportunity and Access
Other
2020
Future occupational
cancer burden – shift
work, DEEE
Biological
contaminants
Endocrine disorders eg
diabetes
Social wellbeing
2019
Management of individual
health risks
Poor health management
limits ability to work
Sleep disorders
Psychological
wellbeing
Hearing loss
HAVS
Fatigue / shift
patterns
Fitness for work
Well-being
Health & Wellbeing Challenges & Opportunities
Ballast dust
Effect of work on
health
Medium term
CP5
Engagement
Deficit
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
Wellbeing sustains
engagement
Sustainable workforce
through effective succession
planning
Page
15
Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 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
Timescale
Poor health management limits ability to work
short
Management of individual health risks
medium
Lack of individual resilience and adaptability
medium
Fatigue / shift patterns
short
Stress, Anxiety and Depression
short
Access for all to quality OH services
short
Musculoskeletal disorders
short
Engagement Deficit
medium
Stress (Trauma management following suicides)
short
Future occupational cancer burden – shift work, DEEE
short
Presenteeism
medium
Absenteeism
short
Match requirements to work undertaken to retain tacit knowledge of ageing workforce
medium
Healthier job roles improve engagement
medium
Need for reliable leading and lagging indicators for ill health
medium
Sustainable workforce through effective succession planning
long
Active life styles / Active life style promotion
medium
Effects of long-distance commuting
short
Respiratory issues
short
Endocrine disorders eg diabetes
short
 Copyright Institute for Manufacturing
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Rail Health & Wellbeing Workshop 2
Workshop
16
14
10
9
9
8
8
7
7
6
6
5
5
4
4
4
3
3
3
2
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
11%
10%
7%
6%
6%
5%
5%
5%
5%
4%
4%
3%
3%
3%
3%
3%
2%
2%
2%
1%
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
HAVS
Hearing loss
Heart / circulatory disorders
Increased home working or working at remote locations
Avoidance of abuse of support networks
Individual underutilised
Long term sickness
Sleep disorders
Wellbeing sustains engagement
Ballast dust
Biological contaminants
Diesel engine exhaust emissions
Eyesight & Colour vision
H&W perks support recruitment & retention for sustainable railway
Individual Burnout
Manual handling of wheelchairs
Toilet waste on the track
 Copyright Institute for Manufacturing
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17
Rail Health & Wellbeing Workshop 2
Timescale
short
short
short
medium
short
medium
medium
short
medium
short
short
short
short
long
medium
short
short
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Workshop
2
2
2
2
1
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
Trade Union
support
Board Level champions provide continued
purpose, direction and decision making for
industry
More effective communication
between OH service providers and
line managers
Required Responses and Actions
Better cooperation between
medical professionals eg
OHS and GPs
Evidence based action
H&W best practice guides
created
Increase employee say in
what is happening
Competency frameholders for
health and wellbeing line
managers
Other Enablers
Occupational Health and
Wellbeing expertise
People & Skills
Supply Chain
 Copyright Institute for Manufacturing
Page
18
Regulator's forum
Resources (Numbers of
professionals)
Voluntary standards improve
organisational management of health
to agreed levels
Guidance enables better
contracts developed with OH
providers
Job roles altered to
become more
engaging
Implement all 10
recommendations in briefing
Education outreach to schools
Review frequency of D&A
testing
Opportunity for health /
safety by design (eg cab
ergonomics)
Develop and Validate H&W
assessment for Railway staff esp.
‘high risk’ workers
Rehabilitation plans reduce
absence costs
Improved equipment /
reduced emissions
Data processing system /
shared databases
Risks are
proactively
addressed
Best practice knowledge
transfer
Facilities &
Infrastructure
Standards & Regulation
Link reward (or salary
sacrifice) to health &
wellbeing
Send signal through franchise
programme for H&W
Railway conferences allow crossfertilisation and promotion of best
practice
All trained on health at work
as the norm
Development of cross industry
training modules & Education for
target groups
Organisational roles take a holistic
approach to health rather than
functional
Industry productivity is enhanced to
improve successful outcomes for all.
Deliver Employee engagement by
operationalising four enablers described by
Mcleod and Clarke
Behaviour & Culture change
activities.
Diet & Nutrition advice
(engage food services)
Logistics of remote working
Research and specialist
advice to formulate the
basics / strategy
Communication leads to
access to information for all
Industry educational and
competence requirements are
mapped
Specific Interventions
Success is measured and
reviewed before wider
industry roll-out.
Better awareness of H&W
initiatives across dispersed
workforce
Hazard specific working
groups tackle difficult health
hazards
Knowledge
Make business case link with Health
performance through improved cost
benefit analyses and tools
All stakeholders (incl. individuals taking
ownership) understand roles in making
positive changes.
Employee health and
wellbeing issues also impact
passengers
CP7+
Clinical leadership provides direction
for development of industry’s health
capabilities
Companies publish improved health data
indicating the progress of the rail industry
Improved
occupational health
reports
Embrace diversity of
workforce
Other
Vision
Action based upon sound
evidence
Intended use of data outputs is
understood during the planning
stage for collection.
Awareness of & training for
stress issues
2025
Guidance is developed to
assist railway physicians
Health and wellbeing
monitoring technology
Health data collection supports
reasoned decisions to drive
change.
Employee engagement
Long term
Leadership creates conditions
for change
Translate proven health
activities from other industries
into rail
Health professionals improve
health decisions within
organisations
Improved understanding of
OH issues in rail by OH
practitioners
Reporting and metrics
Behavioural change
2020
Clinical effectiveness
is managed within
industry
Need for data that is more
leading / cross-discipline
Education & Training
2019
CP6
Collaborative industry
approach to common
issues
Informing policy /
standards development
for OH
Companies reevaluate health
policies
Clinical leadership
Medium term
CP5
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 2
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
7 Nov DRAFT 1.0 Nov 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
Timescale
Short
1 2
Board Level champions provide continued purpose, direction and decision making
for industry
Development of cross industry training modules & Education for target groups medium 2 5
H&W best practice guides created
Short
1 2
Deliver Employee engagement by operationalising four enablers described
Med-Long
1
by
Mcleod
and Clarke
Make
business
case link with Health performance through improved cost
Medium 2 2
benefit
analyses
and
tools
Collaborative industry approach to common issues
Medium
2
All stakeholders (incl. individauls taking ownership) understand roles in
medium 1 1
making
changes.
Need
forpositive
data that
is more leading / cross-discipline
Short
1 1
Competency frameholders for health and wellbeing line managers
Medium 1 1
Opportunity for health / safety by design (eg cab ergonomics)
Medium
1
Send signal through franchise programme for H&W
Medium 1 2
Behaviour & Culture change activities.
Medium
1
Industry educational and competence requirements are mapped
Short
2
Action based upon sound evidence
medium
long
1
All trained on health at work as the norm
Better awareness of H&W initiatives across dispersed workforce
Medium
Trade Union support
Short
Companies re-evaluate health policies
Short
Increase employee say in what is happening
Medium 1
Health and wellbeing monitoring technology
Med-Long 1 1
 Copyright Institute for Manufacturing
Page
19
Rail Health & Wellbeing Workshop 2
2
1
2
1
1
2
1
4
1
1
4
2
1
2
1
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
4
1
3
5
2
Supply Chain
Rail / External Body
Health Specialist
FOC
TOC
The number in the colour-coded columns shows the priority voting of specific
stakeholder groups
Infra-structure
4.2 Responses
1
1
2
3
3
3
2
3
1
2
2
1
1
1
1
1
1
Total
10
9
9
7
7
6
6
6
6
5
5
4
4
4
4
3
3
3
3
3
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
Responses
Embrace diversity of workforce
Implement all 10 recommendations in briefing
Intended use of data outputs is understood during the planning stage for
collection.
Organisational
roles take a holistic approach to health rather than functional
Improved understanding of OH issues in rail by OH practitioners
Develop and Validate H&W assessment for Railway staff esp. ‘high risk’
workers publish improved health data indicating the progress of the rail
Companies
industry policy / standards development for OH
Informing
Health data collection supports reasoned decisions to drive change.
Risks are proactively addressed
Leadership creates conditions for change
Health professionals improve health decisions within organisations
Rehabilitation plans reduce absence costs
Employee health and wellbeing issues also impact passengers
Awareness of & training for stress issues
Communication leads to access to information for all
Translate proven health activities from other industries into rail
Success is measured and reviewed before wider industry roll-out.
Industry productivity is enhanced to improve successful outcomes for all.
Job roles altered to become more engaging
 Copyright Institute for Manufacturing
Page
20
Rail Health & Wellbeing Workshop 2
Timescale
Short
Med-Long
Medium
Medium
Short
1
Medium 1
Medium
Short
Short
Medium
Medium
Medium
Medium
Short
Medium 1
Medium
Medium
Medium
long
Medium
1
1
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Total
3
3
2
2
2
2
1
1
1
1
1
1
1
1
1
0
0
0
0
0
4.2 Responses (cont)
Rank
41
42
43
44
45
46
47
48
49
50
Responses
Clinical leadership provides direction for development of industry’s health
capabilities
More
effective communication between OH service providers and line
managers
Clinical
effectiveness is managed within industry
Hazard specific working groups tackle difficult health hazards
Guidance is developed to assist railway physicians
Improved occupational health reports
Better cooperation between medical professionals eg OHS and GPs
Logistics of remote working
Link reward (or salary sacrifice) to health & wellbeing
Diet & Nutrition advice (engage food services)
 Copyright Institute for Manufacturing
Page
21
Rail Health & Wellbeing Workshop 2
Timescale
Medium
Short
Short
Medium
Medium
Short
Short
Medium
Med-Long
medium
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Total
0
0
0
0
0
0
0
0
0
0
This table shows the identified linkages between Responses
and priority Drivers, Stakeholder perspectives and H&W
Challenges.
The right hand column indicates total number of linkages.
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Ageing workforce / longer working life
Need to raise Health higher up Corporate Agenda
Social attitudes driving changes in work / life balance
Overcoming entrenched rail culture that health risk ‘not an issue'
Design with roles and people in mind (RTS)
Equipment supplied with health issues
Regulation on health risks, ageing disorders & equality
Better OH Contracts
Rising Obesity
Evaluation of role of fit notes
Technology advances & automation
Need for reliable, timely, consistent & transparent data
Poor health management limits ability to work
Management of individual health risks
Lack of individual resilience and adaptability
Fatigue / shift patterns
Stress, Anxiety and Depression
Access for all to quality OH services
Musculoskeletal disorders
Engagement Deficit
Stress (Trauma management following suicides)
Future occupational cancer burden – shift work, DEEE
Presenteeism
Absenteeism
4.3 Responses Linkages
Responses
1 2 3 4 5 6
1 6for industry
2
Board Level champions provide continued purpose, direction and decision making
Development of cross industry training modules & Education for target groups 1 1 1
1
H&W best practice guides created
1 1
Deliver Employee engagement by operationalising four enablers described
by Mcleod
and Clarke
Make
business
case link with Health performance through improved cost
benefit analyses
and tools
Collaborative
industry
approach to common issues
3 1 1 1
All stakeholders (incl. individauls taking ownership) understand roles in
1
1
making
changes.
Need
forpositive
data that
is more leading / cross-discipline
Competency frameholders for health and wellbeing line managers
Opportunity for health / safety by design (eg cab ergonomics)
Send signal through franchise programme for H&W
Behaviour & Culture change activities.
2
Industry educational and competence requirements are mapped
2
1
Action based upon sound evidence
1
1 1 1
All trained on health at work as the norm
Better awareness of H&W initiatives across dispersed workforce
1 1
Trade Union support
1 1
Companies re-evaluate health policies
1
Increase employee say in what is happening
2 1 1 1 1
Health and wellbeing monitoring technology
 Copyright Institute for Manufacturing
Page
22
Rail Health & Wellbeing Workshop 2
7 8 9 10 11 12 A
1 2
1 1 1
1 1 2
1 1
1
1
1
1 1 1
1 1 1
1
1
1
1 1 1
1
1
1
1 1 1
1
1
B C D E F G H I J K L
3
1
1
1 1 1
2
1
1 1
1
1
1
1
1
1
1
1
1
1 1 1 1
1
1 1
1 1 1 1 2
1
1 1 3 3 1 1 1 1
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
TOTAL
16
17
10
0
0
13
7
0
0
0
0
6
7
10
0
1 10
9
2
1 1 22
0
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Enablers
Occupational Health and Wellbeing expertise
Research and specialist advice to formulate the basics / strategy
Railway conferences allow cross-fertilisation and promotion of best practice
Incentives and penalties? - H&W as a contract criterion
Best practice knowledge transfer
Resources (Numbers of professionals)
Data processing system / shared databases
Voluntary standards improve organisational management of health to agreed
levels
Rail based health standards are reviewed and improved for better outcomes
Improved equipment / reduced emissions
Guidance enables better contracts developed with OH providers
Supply chain standards ensure health is integrated into design
Smart cards enable the health of employees to be tracked through their
working
life
Increasing
mechanisation to eliminate hazardous tasks
Supply chain provides tools to reduce harm
Regional OH provider centres based at railway premises
Voluntary standards result in the scope of health activities being fully covered
There is an increase in health skills purchased by the organisation
New technology (eg otoacoustic emission testing)
NSARE accreditation to include occupational health?
Review frequency of D&A testing
Regulator's forum
Education outreach to schools
 Copyright Institute for Manufacturing
Page
23
Rail Health & Wellbeing Workshop 2
Timescale
short
short
1
Short
long
short
long
short
medium
Medium
Medium
short
Medium
long
Medium
Medium
long
Medium
Medium
Medium
long
short
Medium
2
1
1
1
1
1
1
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
1
1
3
2
1
Supply Chain
Rail / External Body
Health Specialist
FOC
TOC
The number in the colour-coded columns shows the priority voting of specific
stakeholder groups
Infra-structure
4.4 Enablers
1
Total
4
4
3
2
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
This table shows the identified linkages between Enablers
and priority Drivers, Stakeholder perspectives and H&W
Challenges.
The right hand column indicates total number of linkages.
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Ageing workforce / longer working life
Need to raise Health higher up Corporate Agenda
Social attitudes driving changes in work / life balance
Overcoming entrenched rail culture that health risk ‘not an issue'
Design with roles and people in mind (RTS)
Equipment supplied with health issues
Regulation on health risks, ageing disorders & equality
Better OH Contracts
Rising Obesity
Evaluation of role of fit notes
Technology advances & automation
Need for reliable, timely, consistent & transparent data
Poor health management limits ability to work
Management of individual health risks
Lack of individual resilience and adaptability
Fatigue / shift patterns
Stress, Anxiety and Depression
Access for all to quality OH services
Musculoskeletal disorders
Engagement Deficit
Stress (Trauma management following suicides)
Future occupational cancer burden – shift work, DEEE
Presenteeism
Absenteeism
4.5 Enabler Linkages
Enablers
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
Occupational Health and Wellbeing expertise
0
Research and specialist advice to formulate the basics / strategy
2 1 3 1
1 4 2
1
1
16
Railway conferences allow cross-fertilisation and promotion of best practice 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 24
Incentives and penalties? - H&W as a contract criterion
1
1
1
1 1
1
1 7
Best practice knowledge transfer
1
1
2
Resources (Numbers of professionals)
0
Data processing system / shared databases
0
Voluntary standards improve organisational management of health to agreed
0
levels
Rail
based health standards are reviewed and improved for better outcomes
0
Improved equipment / reduced emissions
0
Guidance enables better contracts developed with OH providers
0
Supply chain standards ensure health is integrated into design
0
Smart cards enable the health of employees to be tracked through their
0
working life
Increasing
mechanisation to eliminate hazardous tasks
0
Supply chain provides tools to reduce harm
0
Regional OH provider centres based at railway premises
0
Voluntary standards result in the scope of health activities being fully covered
0
There is an increase in health skills purchased by the organisation
0
New technology (eg otoacoustic emission testing)
0
NSARE accreditation to include occupational health?
0
Review frequency of D&A testing
1 1
1
3
Regulator's forum
0
Education outreach to schools
0
 Copyright Institute for Manufacturing
Page
24
Rail Health & Wellbeing Workshop 2
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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 / Perspective
Ageing workforce / longer working life
Need to raise Health higher up Corporate Agenda
Social attitudes driving changes in work / life balance
Overcoming entrenched rail culture that health risk ‘not an issue'
Design with roles and people in mind (RTS)
Equipment supplied with health issues managed (e.g. built with ergonomics in mind)
Regulation on health risks, ageing disorders & equality
Better OH Contracts
Rising Obesity
Evaluation of role of fit notes
Technology advances & automation
Need for reliable, timely, consistent & transparent data
Challenges
Poor health management limits ability to work
Management of individual health risks
Lack of individual resilience and adaptability
Fatigue / shift patterns
Stress, Anxiety and Depression
Access for all to quality OH services
Musculoskeletal disorders
Engagement Deficit
Stress (Trauma management following suicides)
Future occupational cancer burden – shift work, DEEE
Presenteeism
Absenteeism
 Copyright Institute for Manufacturing
Page
25
Rail Health & Wellbeing Workshop 2
Workshop
18
11
11
9
8
4
8
4
7
4
6
4
Workshop
16
14
10
9
9
8
8
7
7
6
6
5
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
6%
4%
4%
3%
3%
1%
3%
1%
3%
1%
2%
1%
%
9%
8%
6%
5%
5%
5%
5%
4%
4%
3%
3%
3%
5. Detailed exploration of H&W Challenges
(explored in breakout groups)
Team
1
2
3
4
5
6
7
Responses
Team Team Team Team Team
Comments
1
2
3
4
5
Development of cross industry training modules
Board Level champion for this agenda
Industry best practice guides created
Engagement-4 enablers as described by McLeod and Clarke
Develop and Validate H&W assessment for Railway staff
Create accurate and usable ergonomic design specs
Send signal through franchise programme for H&W
VR
NL
JP
JT
inc "Training courses & Education for target
groups" and "Competency frameholders for
health and wellbeing line managers"
SW
OK
GC
CM
inc "Make business case link with Health
performance"
MT
SM
DE
JG
PA
KA
BJ
PW
SM
GL
DH
SC
DB
MG
SA
TR
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
26
Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Team: 1
Cross-industry training for line managers
Timescale to Full Implementation
GND 2015
Required
Develop training material and performance assessment criteria for line
Response / Action managers
DfT
Include in ITTs
ORR
RM3 model
TOCs FOCs
Work together to develop standards and support
implementation
Network Rail
The Industry Needs to…
Have completed research; help
development workshops of produced
cross-industry training standards and
materials
Workforce & TU
Others RSSB, OCC
health providers
Legal compliance; moral responsibility; reducing absenteeism - lost time - financial losses; positive health and safety culture impact; engagement
Addresses Key
Drivers & Stakeholder increase; significance of risks not fully identified/understood; poor customer service
Needs
...because: We want to create an
environment where people are safe and
enjoy working and meet out legal
obligations
Addresses Key
Health & Wellbeing
Challenges /
Opportunities
By educating managers and providing
them with the tools to manage their
people effectively
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Knowledge gap; not knowing how to deal with issues; breaking down stigmas; lack of 'softer' skills; opportunity to make wellbeing and OCC health
MGT part of 'business as usual' - culture change; educate/develop; share good practice; better partnership working with OCC health specialists
Enable managers to successfully identify and manage OCC health risks on both individual and company level
5
Consistency in standards/health management across industries Management that then medicalised
Reduced absenteeism
This will deliver the following benefits
for the Rail workforce and the industry
as a whole…
Increase productivity
Reduce absenteeism
Improve quality of life at work and home
5
High - due to legal requirement and impact on business management/financials
4
...with the following costs and likelihood
of success
Negligible costs compared to short and
long-term benefits
R&D, facilitations, release, materials
3
Other Key Enablers
Sound underpinning data and related issues
Corporate, union, management, regulatory support
Potential barriers &
how to overcome
them
Lack of resource - sharing resource, RSSB support
Parent company mandates; Lack of MGR willingness to develop
Future proofing
Enablers, barriers and mitigating
actions include…
Board level committee industry-wide
adoption culture change
Knowledge Gaps & Next Steps in validation / evaluation:
R&D, peer reviews
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Milestones
2014
Short
R&D including
workshops
2016
End of 2015
materials available
2017
Roll-out
delivery
TOCs FOCs
2019
Embed in industry
wide culture
2018 review
effectiveness
RM3
RM3
Release MGRs for
training
Participate in
workshops
ROGS update
Assist in review and
update
Network Rail
RSSB
2020
Consider inclusion in
ITT
DfT
ORR
Medium
Produce materials
Data collation
Lead review and
update
Suppliers
InfraCos
Workforce & TU
Participate
Others
Participate (OCC
health)
Consultation
Participation of
MGRs
Participate in review
and update
Participate in review
and update
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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2025
Team: 2
Board level champions and business case
Timescale to Full Implementation
Required
All director's role and all should lead
Response / Action IOD checklist
Adopting an approach that health is considered in all decisions would
facilitate discussion at board level
Determine how/who will be champion
Should they leave a healthy lifestyle themselves
The Industry Needs to…
Each member needs to have a board
level champion (clearly identified) for
H&W
How do we get the CEO/board member
aware they need a champion
DfT
ORR
TOCs FOCs
Network Rail
Workforce & TU
Others
Supply chain
Business case for H&W
Addresses Key
Drivers & Stakeholder -Money -Ethics/reputation -Good for our TU members -Long term sustainability
onwards)
Needs
For sustainability, avoid flash in the pan and tokenism
Focus on using board level coaches. Get them to influence CEOs to benefits
Addresses Key
Health & Wellbeing
Challenges /
Opportunities
The elements in each organisation which feed in to above
Both short term 'fixes' and long term delivery are importance. Key word is 'both'
Benefit in delivering
Rail Workforce H&W
Part of critical enabler of everything else (does not deliver in own right)
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
-Works for short and medium and long term (CP4, 5, 6 and
...because:
It makes good sense (business case is
clear)
Addresses organisation specific
elements in both short and long term
This will deliver the following benefits
for the Rail workforce and the industry
as a whole…
Critical enabler of everything else so
makes it all happen
5
Board member therefore it all happens
5
2
Many board pressures/so much else is happening
Needs to be on one page of A4 (business case) e.g. increases profit/EBIT/ROI PTC
No 'killer slide' at present
One business case used multiple times
...with the following costs and likelihood
of success
Low cost but needs agreed killer slide
to out through board stuff
Cheap (very cheap)
5
Other Key Enablers
Good data on cost of poor H&W to the business i.e. obvious and 'hidden' costs e.g. absence through poor management etc
Good model from the H&W outcomes to business bottom line
Potential barriers &
how to overcome
them
Industry culture either 'ignore' or 'if you don't like it get lost'
Enablers, barriers and mitigating
actions include…
Needs more research to get
costs/outcomes defined/agreed and
must challenge and change industry
culture
Knowledge Gaps & Next Steps in validation / evaluation:
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Milestones
DfT
ORR
TOCs FOCs
Network Rail
RSSB
2014
Short
2016
Identify
champions
Agreed business
case(s)
2017
Medium
Developed strategic
plans to improve H&W
Adapt/send right
signals in franchise
model
Adapt/send right
signals by active
supportive rewards
Identify champion
2019
Review of actual business
benefits of improved H&W
Do not penalise
economic success
Use industry model
to build your
business case
Identify champion
Use industry model
to build your
business case
Develop adaptable business case methodology
Build model linking H&W outcomes to business
performance
Individual co plans
and strategies
Individual co plans
and strategies
Plan do review
Plan do review
Suppliers
InfraCos
Workforce & TU
Work with employers to support the
activity because it is good for business
hence good for TU members
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
Political will to support in reality not just soundbite
(No distraction from HS2)
Start process at RSSB board
Guidance helps to
define:
1) How do we identify a
champion
2) How to influence then
3) Define their role
External Stakeholders
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Long
2025
Team: 3
Industry best practices guide
Timescale to Full Implementation
The Industry Needs to…
Survey:
QHRC; HSE; NICE
Link:
SEQOHS
Link up
ARIOPS
MD team
Required
Collaboration and sharing of best practice from all rail areas of business DfT
Response / Action regarding health and wellbeing
ORR
I think there is already plenty of guidance
TOCs FOCs
Network Rail
Workforce & TU
Others
ARIOPS/ ORR/ RSSB/ BENCHMARK
Uniform approach to addressing health and wellbeing in rail
Addresses Key
Drivers & Stakeholder
Needs
...because:
Clear guidance and consistency =
improved engagement, productivity,
attendance, work/life
Addresses Key
Health & Wellbeing
Challenges /
Opportunities
Health conditions but also policies and
procedures impact on health
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Obesity, MSD, fatigue/shift working, stress, resilience, bullying/harassment, ageing workforce, proactive policies - common sense
If this is a collaborative approach - resources/evidence based to support all
5
Right time railway = happy customers - increased revenue, trust in service, engaged workforce
Need to evaluate quality of BP recommending - techniques available at literature reviews
This will deliver the following benefits
for the Rail workforce and the industry
as a whole…
Evidence based resource
Increase revenue
Better engagement
5
If communicated well with ALL stakeholders, develop 'host' site group with forum access - acceptable to all (e.g. ORR)
5
...with the following costs and likelihood
of success
Stakeholder commit
Initial costs high but long term benefit
will support business case
Initial costs high to develop - however ongoing costs will be moderate
2
Other Key Enablers
Motivation and passion, benchmarking other industries and organisations, facilitated
Potential barriers &
how to overcome
them
Disagreement - what is good practice - right people
Risk adverse - technology vs. standards
Enablers, barriers and mitigating
actions include…
Benchmarking
'Risk averse'…
Power plays
Knowledge Gaps & Next Steps in validation / evaluation:
Forum FAQ - identify issues and knowledge gaps
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2014
Milestones
Select project manager
and committee
DfT
ORR
Short
2016
2017
Collate data
and info
Medium
Bench mark
Determine best practice
2019
Web based
tools/forum
Fund
Facilitate
TOCs FOCs
Network Rail
RSSB
Facilitate
Suppliers
InfraCos
Workforce & TU
Others
ARIOPS
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
Share best practice
and develop
Move on to industry
standards
Possible hosts of meter are
NSE/ORR
Other professionals HSE, FOM, SOM,
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Long
On-going
review
2025
Team: 4
Engagement
Timescale to Full Implementation
Required
Industry needs better engagement on health issues
Response / Action Action - in line with the 4 enablers:
Narrative, Engage managers, Employee voice, Integrity
DfT
HLOS could include collaborative working requirement
ORR
Encourage engagement - enforce if necessary
TOCs FOCs
Do it
Network Rail
Do it
Workforce & TU
Do it
Others
OCC health profession facilitate and encourage join up
4 (attitudes) and 2 ( high in corporate agenda)
Addresses Key
Drivers & Stakeholder
Needs
Addresses Key
Health & Wellbeing
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)
The Industry Needs to…
Have a strategy for encouragement that
encourages manager/employee
engagement and makes it work right
consistently over time
...because:
Engagement will drive health up the
corporate agenda and promote change
in attitudes to health and you get better
management of individual health risks
and minimise engagement deficit
H (engagement deficit) and B (management of health risks)
This will deliver the following benefits
for the Rail workforce and the industry
as a whole…
Greater clarity gives us better
management leads to getting right
things done right first time and
workforce healthy
4
3
...with the following costs and likelihood
of success
Costs minimal - it is time commitment
for existing people
3
Net cost - example: full time health and safety reps
5
Other Key Enablers
Absolutely vital key enabler is CEO level champions (like Higgins) who does it and promotes it
Potential barriers &
how to overcome
them
Middle management 'inversion' layer. 'Die hard'/political TU person
Enablers, barriers and mitigating
actions include…
Knowledge Gaps & Next Steps in validation / evaluation: Mutual understanding of running a 'just culture'.
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Milestones
2014
Short
2016
Engagement needs analysis by each
company driven by board/CEO champion
2017
Define engagement
strategy/narrative
Where
are we?
Medium
Where do we
want to get to?
2019
Sustain
DfT
ORR
State ORR want
industry to do this
TOCs FOCs
Plan and do the
engagement
Network Rail
Plan and do the
engagement
Check it's happening
Middle management:
Consistent messages
Training
Middle management:
Consistent messages
Training
Testing,
validation and
adjustment
Testing,
validation and
adjustment
RSSB
Suppliers
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
Managers having the
time
Training/briefing in
how to have proper
health conversations
External Stakeholders
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Long
2025
Team: 5
Develop and validate H&W assessment for railway staff
Timescale to Full Implementation
6 months to pilot; 5 years to full roll-out
Required
Tailored self report questionnaire (format flexible) for specific rail job
Response / Action families to inform and evaluate health strategy
Can this build into H&W assessment work done by RSSB?
There is mileage in this. Potential quick win
DfT
Franchising
ORR
Sponsor? Regulate
TOCs FOCs
Network Rail
Contractual provision
Workforce & TU
Evidence based
Others
RSSB specialists
Obesity; ageing workforce; SAM; MSDs; Mental health; Litigation; Standards for franchising; league table for KPIs; lower insurance premiums (PL,
Addresses Key
Drivers & Stakeholder EL); level playing field
Needs
Addresses Key
Health & Wellbeing
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)
...because:
To improve health and reduce cost.
Currently £220m (absence top 5
conditions)
As above. Nothing similar currently exists
Need for anonymisation
5
4
Targeted interventions
Industry specific
Validates benefits delivered to employees
Makes business case
This will deliver the following benefits
for the Rail workforce and the industry
as a whole…
Inform effective programmes and
priorities for key risk areas to be
addressed in the work place putting rail
at forefront of H&W movement
Reduced healthcare costs, ROI
Reduced absence
Improved engagement and productivity, metrics
80%
...with the following costs and likelihood
of success
£50k investment, 80% uptake
4
£50k to develop questionnaire
5
Other Key Enablers
Potential barriers &
how to overcome
them
The Industry Needs to…
Develop a H&W assessment for
specific rail job families covering all
aspects of work that impact on
wellbeing
Enablers, barriers and mitigating
actions include…
Early adopters drag others along
MD scepticism - funding RSSB?
Cost
Lack of ownership
Knowledge Gaps & Next Steps in validation / evaluation:
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Team: 5
2014
Milestones
Study outline
Short
2016
2017
Medium
Publish pilot
results
2019
Wide adoption
DfT
ORR
Sell proposition
Rolloct to
TOCs/FOCs/IC
Complete pilot
TOCs FOCs
Network Rail
RSSB
Potential sponsor
Identify pilot
IC/TOC/FOC
Evaluate and review
Suppliers
Complete pilot
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Rolloct to IC
Consult unions and
OH
Identify job families
Design questionnaire
2 year review cycle
Partnerships & Collaboration
External Stakeholders
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Long
2025
Team: 6
Create accurate and usable design specs - ergonomics
Required
Research (incl. what's been done)
Response / Action Implement research outputs across all industry
Timescale to Full Implementation
5 years
DfT
Provide guidance and info
ORR
Satisfy legal obs.
TOCs FOCs
Implement specs
Network Rail
Implement specs
Workforce & TU
Healthier, TU demonstrate success
Others
RSSB - specify
The Industry Needs to…
Set standards by unearthing what
exists and researching what doesn't
Ageing workforce (1) ; Obesity (7); Workforce diversity; MSDs; Psychosocial; technological advances; ergonomics
Addresses Key
Drivers & Stakeholder 1,6,7
Psychosocial aspects becoming more important
Needs
...because:
It's a major source of ill-health and
further issues developing solutions for
future can be found
Addresses Key
Health & Wellbeing
Challenges /
Opportunities
Broad application across industry to
enable better wellbeing
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Covers most A-L to greater or lesser extent
Wide range of application and benefit across all sectors
This will deliver the following benefits
for the Rail workforce and the industry
as a whole...
5
Creates 'objective' info for managers
4
On basis of business case and setting of standard
...with the following costs and likelihood
of success
4
Principles often exist. Research costs relatively low
5
Other Key Enablers
HSE, university and academic researchers. International knowledge sharing
Potential barriers &
how to overcome
them
Lack of awareness and training (understanding)
Enablers, barriers and mitigating
actions include…
Who will fund? RSSB?
Knowledge Gaps & Next Steps in validation / evaluation:
Lack of specific data. People of influence unaware of it
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Team: 6
Milestones
2014
Short
2016
Plan
2017
Medium
2019
Standard
2020
Long
Review
DfT
ORR
Integrate
TOCs FOCs
Apply STD
Network Rail
RSSB
Suppliers
Discover existing
research
Consultation
Standard
Validate
Apply learning
Integrate into specs
Reserved to fill in
blanks
Apply STD
Validate
Validate application
of standard
Integrate into specs
InfraCos
Feedback
Feedback
Gather user
feedback
Apply STD
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
BS1/HS1 working
group on EU cab
ergo standard
OH specialists
Awareness
Training competence
Unions
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Team: 7
Franchise programme
Timescale to Full Implementation
2018
Required
Send signal through franchise
Response / Action Programme for health and welfare
DfT
Include in franchise programme
ORR
Engage with DfT and use knowledge, expertise, policies
and data collection
TOCs FOCs
DfT to engage with and understand issues
Network Rail
DfT to engage with ek
Workforce & TU
DfT to engage with ek
Others
ROSCOLS; supplies; NSARE
The Industry Needs to…
DfT signed important
Overcoming franchise system and short termism 1,2,4,5,8,11,12
Addresses Key
Drivers & Stakeholder
Needs
...because:
HECP to embed H&W into TOC
planning
Addresses Key
Health & Wellbeing
Challenges /
Opportunities
to improve OH, absence and
productivity
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Investment long term to reduce absence due to ill health delivering healthy, more productive workforce.
Aging workforce
Mobile workforce
A-L
This will deliver the following benefits
for the Rail workforce and the industry
as a whole...
4
4
Success depends on implementation - effective monitoring and enforcement
...with the following costs and likelihood
of success
4
Low as % of long term franchise bid
5
Other Key Enablers
I.D best practice, data, skills, better info business benefits
Potential barriers &
how to overcome
them
Enforcement - life cycle of franchise. Lack of political support - industry push
Enablers, barriers and mitigating
actions include...
Knowledge Gaps & Next Steps in validation / evaluation: Need CBA evidence. Build industry support. ID best practice, rail and elsewhere
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Team: 7
Milestones
DfT
ORR
TOCs FOCs
Network Rail
RSSB
Suppliers
InfraCos
Workforce & TU
2014
East coast ITT
Short
2016
TPE
2017
Medium
Franchise
Franchise
Involve industry Review and
Review and Monitor,
Monitor,
Review and
in developing
engage with
report and engage with report and engage with
spec
industry
enforce
industry
enforce
industry
Advise DfT on best
practice, policies,
bus case
Advise DfT on best
practice, policies,
bus case
Advise DfT on best
practice, policies,
bus case
Franchise specific
Advise DfT on best
issues
practice, policies,
bus case
Advise DfT on best
practice, policies,
bus case
Advise DfT on best
practice, policies,
bus case
TU - Agree principle
Advise DfT on best
and provide input
practice, policies,
bus case
Monitor,
report and
enforce
2019
Franchise
Review and
engage with
industry
Monitor,
report and
enforce
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Review and
engage with
industry
Training KPI and
develop
Partnerships & Collaboration
External Stakeholders
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Franchise
Others
ROSCOS MINISTERS
Other Key Enablers eg
2020
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Monitor,
report and
enforce
2025
Appendices
A.
B.
C.
D.
E.
Participants
Workshop Feedback
Responses & Enablers – Detailed Comments
Workshop Process
Participant Perspectives
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Appendix A: Workshop Participants
Name
Bridget Juniper
Caroline Meek
Dame Carol Black
Dave Bennett
David Hitchcock
Diane Eversfield
Gary Cooper
Geoff Ledger
Jay Thompson
Jennie Pitt
John Gillespie
Keith Atkinson
Mark Gaynor
Megan Taylor
Natasha Lelyveld
Owen Keyes-Evans
Paul Appleton
Paul Whitehead
Richard Sharp
Sharon Allaway
Stephen Watson
Steve Coe
Susan Murray
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Company
Work and Well-Being Ltd
Network Rail
Expert Adviser on Health and Work to the Department of Health
ASLEF
Ergonomics Design Safety Consultancy Training Research
TFL
National Taskforce
Bombardier Transportation UK Ltd
Greater Anglia
East coast
ORR
ORR
DFT
Southern
Greater Anglia
Consultant Occupational Physician
ORR
Balfour Beatty Rail Ltd
Murphy Group
Marum Healthcare
Arthur D. Little UK - Cambridge
TSSA
UNITE
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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
Make-up of workshop
participants
Catering
Venue
Time keeping
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5. Excellent
4. Very Good
3. Good
2. Satisfactory
1. Poor
97% Excellent,
Very Good or Good
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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
98% Strongly Agree or Agree
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
1
2
3
4
5
Board Level champions provide continued purpose,
direction and decision making for industry
Development of cross industry training modules &
Education for target groups
H&W best practice guides created
Deliver Employee engagement by operationalising
four enablers described by Mcleod and Clarke
Make business case link with Health performance
through improved cost benefit analyses and tools
Comments
Decide whether industry approach is voluntary or mandatory to health and wellbeing; Board level champion for this agenda; Need to raise
health higher up agenda; Directors and senion management buy in - need their engagement to make it work; Compete in the jobs market
by emphasisng that we're companies the properly manage people's health - we become employer of choice
Education/health interventions to be delivered in a different/engaging format; Education program developers; Development of crossIndustry OH Training Modules for Line Managers
Establish clear stress management protocol in across industry; Focus on what OH services do (and the expertise required for that) and less
on the mechanisms/arrangements by which they do them
The four enablers for engagement as described by Mcleod and Clarke operationalise them;
Articulate the industry and company business cost for improved health wellbeing; Make business case to link health with performance (to
convince C-suite)
6
Collaborative industry approach to common issues
Better collaboration between providers; Achieve partnership of trust between all players; OH and GPs working in collaboration; TUs
management regulators to have a forum to promulgate best practice; "Health" implications must be a standard question all management
raise when considering changes. Collaborate cross functionally (e.g. TOCs, TU, OCC health) to share data and best practice
7
All stakeholders (incl. individauls taking ownership)
understand roles in making positive changes.
Ensure all workers are involved in procurement of equipment;
8
9
10
11
12
13
Need for data that is more leading / cross-discipline
Competency frameholders for health and wellbeing
line managers
Opportunity for health / safety by design (eg cab
ergonomics)
Send signal through franchise programme for H&W
Behaviour & Culture change activities.
Industry educational and competence requirements
are mapped
14
Action based upon sound evidence
15
All trained on health at work as the norm
Better awareness of H&W initiatives across
dispersed workforce
16
Creat cross discipline data sets
Create accurate and useable ergonomics design specifications and data
Send signals through franchise programme that health and wellbeing matters;
Extend no blame culture; A "just" management culture (rather than a default culture);
Management and Tus must adopt a commitment to "evidence based" approach to health issues; Develop and validate health and
wellbeing assessment specifically for railway staff to inform priority actions
Train line managers in people skills; Do practical things that help e.g. job design, clothing design, workplace design
17
Trade Union support
18
Companies re-evaluate health policies
TUs must step back from wielding "health and safety" for non-health-and-safety puposes and management must accept health issues
properly raised; Create award programme to encourage appropriate change; safety manage health
Ensure that equality considerations are embedded in all policies and actions reflect equality act and affect action taker
19
Increase employee say in what is happening
Ensure all workers are involved in procurement of equipment; Recommendation of the needs of the business against that of the individual
20
Health and wellbeing monitoring technology
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
21
Embrace diversity of workforce
22
Implement all 10 recommendations in briefing
Intended use of data outputs is understood during
23
the planning stage for collection.
Organisational roles take a holistic approach to
24
health rather than functional
Improved understanding of OH issues in rail by OH
25
practitioners
26
Develop and Validate H&W assessment for Railway
staff esp. ‘high risk’ workers
35
Companies publish improved health data indicating
the progress of the rail industry
Informing policy / standards development for OH
Health data collection supports reasoned decisions
to drive change.
Risks are proactively addressed
Leadership creates conditions for change
Health professionals improve health decisions
within organisations
Rehabilitation plans reduce absence costs
Employee health and wellbeing issues also impact
passengers
Awareness of & training for stress issues
36
Communication leads to access to information for all
27
28
29
30
31
32
33
34
37
38
39
Comments
Embrace the diversity of the workforce - treat people as individuals
Better collaboration between providers of H&W - good practice sharing ideas and intentions
Risk assessments carried out on shift working with involvement of workers; Develop machanism for line manager to assess workforce
'fitness for work' when planning work; Leaders introduce employee health risk management measures into business task management
tools; Pro-active health surveillance for exposed worker groups; Medicals for all regardless of role;
Establish guidelines for recording of health data to consider trends and inform "FOWS"
Translate proven health activities from other
industries into rail
Success is measured and reviewed before wider
industry roll-out.
Industry productivity is enhanced to improve
successful outcomes for all.
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
Comments
40
Job roles altered to become more engaging
Clinical leadership provides direction for
41
development of industry’s health capabilities
More effective communication between OH service
42
Good communication within diverse organisations i.e. internet, intranet, written, visual
providers and line managers
43
Clinical effectiveness is managed within industry
Hazard specific working groups tackle difficult health
44
Work/life balance (shift management)
hazards
45
Guidance is developed to assist railway physicians
Create cross-discipline (e.g. OH and FLEET) datasets to enable empirical thinking and understanding; Assess effectiveness of interventions
46
Improved occupational health reports
to determine impact and success
Better cooperation between medical professionals Poor GP and OCC health judgements. Too much detail of what can't be done rather than what can. Guidance issued; Shift work that ensures
47
eg OHS and GPs
that BSG assessments are carried ut on shift patterns with involvement of the workers.
48
Logistics of remote working
49
Link reward (or salary sacrifice) to health & wellbeing
50
Diet & Nutrition advice (engage food services)
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Appendix C. Responses & Enablers – Detailed Comments
Rank Enablers
1
Occupational Health and Wellbeing expertise
5
6
Research and specialist advice to formulate the
basics / strategy
Railway conferences allow cross-fertilisation and
promotion of best practice
Incentives and penalties? - H&W as a contract
criterion
Best practice knowledge transfer
Resources (Numbers of professionals)
7
Data processing system / shared databases
2
3
4
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Voluntary standards improve organisational
management of health to agreed levels
Rail based health standards are reviewed and
improved for better outcomes
Comments
Clearer understanding of OCC and health risks in rail; OH aspects to fall into two categories: physical and mental. Within management this
needs to be holistically owned.
R&D project; Make good H&W the easy option remove damaging optional drivers; Research and write taking healthy decisions (like taking
safety decisions);
Implement all ten rec's in briefing
Embed H&W in all decisions relating to job, task and equipment design
Ensure that policies are developed collaboratively to help prevent harassment and bullying
Standardised language
Improved equipment / reduced emissions
Guidance enables better contracts developed with
OH providers
Supply chain standards ensure health is integrated
into design
Smart cards enable the health of employees to be
tracked through their working life
Increasing mechanisation to eliminate hazardous
tasks
Supply chain provides tools to reduce harm
Regional OH provider centres based at railway
premises
Voluntary standards result in the scope of health
activities being fully covered
There is an increase in health skills purchased by the
organisation
New technology (eg otoacoustic emission testing)
NSARE accreditation to include occupational health?
Review frequency of D&A testing
Regulator's forum
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Appendix C. Vision – Detailed Comments / Additions
Vision component
Additional comments
Better workforce health and physical, social and
psychological wellbeing
Leadership and collaboration to drive long term health improvement
A culture which demonstrates that health at work is
everybody's responsibility
A culture which demonstrates (etc) led by management .
Getting managers and senior directors to engage in wellbeing and see as being as
important as safety
Change: A culture which demonstrates that health at work is manager's responsibility,
work ing with individuals
Nationalisation will help joined up work on OH.
Not employers job to enforce health and wellbeing for individuals.
Prevent bullying.
Legal compliance and moving towards broader industry bestin-class
An inclusive and sustainable workforce
Effective management of health and wellbeing in order to give our work forces choices
i.e. they can decide when to retire as opposed to having that decision imposed on them
due to work related mental or physical problems.
Shift work (including gender issues)
Professionalised health and wellbeing provision in Rail
Highlight/Stress/Sell The need for trained competent line manager.
Training for all in dealing with mental health.
Government OCC health service a good idea but should not displace good OCC. Health
provision already in place.
Train line managers. Join up activities on H&S and wellbeing.
A more efficient and productive railway for the benefit of
everyone
Articulate better business benefit for health and wellbeing
Working for the rail industry is a long, productive and
attractive career
Environmental wellbeing e.g. mess facilities
Look after all workers including older workers
An engaged and committed supply chain working together
Involve workers in procurement process e.g. when buying vehicles and equipment (NB
seating)
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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
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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?
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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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ENABLERS
RESPONSES H&W CHALLENGES
& ACTIONS & OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Simon Millward (ECML)
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
1.
2.
3.
Forward thinking and introduce opportunities for individuals to educate themselves which in turn influence lifestyle choices which impact themselves and their immediate
families.
Monitor trends to ensure OH and other health related services are current and appropriate
Examine the environmental factors to develop ways that minimise the impact of these on individuals
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Collate difficulties experienced
since the introduction of ‘fit notes’
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Diet and nutrition advice
•Staff food and food services being
encouraged to form part of a
balanced diet
•Really manage OH/EAP providers
to ensure you’re getting value for
money.
•Review working environments
establish how much investment
might be needed
•Develop further industry standards
taking into account ‘fit notes’ etc
•Investment in working environment
•Start to investigate how to get H&W
into schools, colleges and the home
•Salary sacrifice options to
encourage participation
•Work with local gyms/pools for open
days/ trial periods – accessible
prIcing
•Cross TOC sports day/events?
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Work with schools and colleges to
develop strong links to the industry
needing balanced and healthy
workforce (H, W, D&A policies)
•Provide feedback to influence
political agenda to ensure ‘fit
notes/GPs’ link to OH industry
specialists to ensure they don’t
impose risk to the industry
•Check uniforms are provide
adequate
•Review progress for management
of OH/EAP to establish industry
success to progress through all
TOCs
•Review industry standards
•Develop a year long calendar so
that we generate/encourage
activities
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Knowledge
People & Skills
 Copyright
for Manufacturing
Facilities
& Institute
Infrastructure
•Education, Develop an industry
calendar to have a UK roll out on key
initiatives enabling charities and
other organisations to join in
•Roll out education road shows core
sites
•Establish how to engage with small
locations (<35 FTEs)
•Cross TOC working group to further
develop
•Central library for cross TOC
collaboration
Health & Wellbeing Roadmap
•Working group to develop this area
•Review
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Paul Appleton
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: Excellence in the management of health
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Cost of occ health – see ORR NR
Determination chapter 11 - Occ
health efficiency in determination.
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Healthy staff
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•24/7 railway – shift work – fatigue
management.
•Move beyond simple counting of
hours for shift work. Consult with
staff on what works and what
doesn’t.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Industry recognises that it has a
problem
•Workforce education
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Educate management in occ health
issues so they can recognise
problems, measure them and design
controls.
 Copyright Institute for Manufacturing
•Aging population
•Loss of skilled staff due to health
issues
•Extension of retirement age – older
people in the work force.
•Takes on leadership rather than
being driven
•Collect occ health data rather than
ignore issue.
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
David Bennett, ASLEF
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Accept all ten issues recommendations , and work towards implementation on an agreed timescale
Accept ORR OH strategy, and work towards implementation on an agreed timescale
Mainstream gender occupational safety and health good practice (GOSH)
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
• Embed gender occupational safety
and health good practice (GOSH)
•Review progress on embedding
GOSH
•Re-nationalise the railway!
•Elect a Government with renationalisation as policy
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
•All - Set up Fatigue Risk
management groups
•Use recognised trade union health
and safety reps – view as an asset
not a “burden on business”
•Review progress
•HS reps consulted in good time,
views given consideration, and
allowed to develop skills
•Fatigue risk management
embedded
•HS reps input valued and training
not seen as a burden but as an asset
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•All 3 of work related, non work
related and lifestyle considered, but
priority given to occupational risk –
not just look at lifestyle of the
individual - “blame the worker”
“resilience”
•Use ORR OH policy to assist
•Review progress – would expect
OH costs to be falling as health
improves
•ORR to monitor progress of policy
•OH management embedded
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Clinical – agree with
recommendation on issue 5 OH
market
•Review progress
•Healthier workforce, less stress,
less absence, less injuries, with
progress being measured by using
good data, engaging workforce and
using agreed collective bargaining
machinery
•Metrics –agree recommendation
issue 1 on data
•Review progress
•Review if collective bargaining is
being bypassed
•Employee engagement should not
be used to bypass collective
bargaining
• GOSH “mainstreamed”
•Ensure funding for expanded
nationalised industry
•Behaviour changes and “nudging”
must include managers and
directors, not just imposed on the
workforce.
Knowledge
People & Skills
 Copyright Institute for Manufacturing
Facilities & Infrastructure
•Agree recommendation issue 6 on
training
Health & Wellbeing Roadmap
•Review progress
•Occupational hygienists,
ergonomists
other health
Dominic Oughton and
do251@cam.ac.uk
NABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Jennie PItt
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: To work collaboratively across the industry to become ‘employers of choice’ ,creating a healthy and
engaged workforce that will better serve our passengers
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Significant organisational change as
a result of the Intercity Express
Project
•Technological advances resulting
in automation of tasks (Medium to
Long term)
•Change in franchise – job insecurity
•Economic Uncertainty (Medium to
Long term)
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
•Training for managers in managing
absence/ health & wellbeing of
employees
•Introduction of ‘truly’ randomised
D&A screening
•OH Suppliers - understand the
TOC/industry vision for H&W
Work in Partnership together
•Review job design in line with
technological changes
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Challenge - Exposed worker groups
Opportunity- Consider how Health
Surveillance can be established
•Challenge - Psychosocial impact of
work
Opportunity - Improved people
management /health management
training for managers
•Use management information to
inform Health & Wellbeing Strategy
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Mental Health First Aid training for
managers
•Review terms and conditions
•Aging workforce – ongoing
review/changes to pension
provisions (Medium to Long term)
•Establish joint forum across the
industry to include OH suppliers, HR
& Safety professionals
•Use management information to
inform Health & Wellbeing
roadshows
•Link reward to health & wellbeing
e.g. Discounted gym membership,
cycle to work scheme etc.
Knowledge
People & Skills
Facilities & Infrastructure
 Copyright Institute for Manufacturing
Standards & Regulation
•Share initiatives
•Improved reporting/management
information
Health & Wellbeing
Roadmap
Dominic Oughton do251@cam.ac.uk
TRENDS &
VISION
DRIVERS
Name: Sharon Allaway
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: The need for an industry culture that acknowledges the need to consider health in every
business decision made
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Introduction of government Health
and Work Service (late 2014).
•Introduction of Train Driver
Licencing Regs for new entrants
(2014)
•Introduction of Train Driver
Licencing Regs for existing drivers
(2018)
•Anticipation that morbidity will be
compressed into final few days /
hours of life thus reducing likelihood
of severe illness during working life
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
•Pre-employment screening to be
tailored for job-specific hazards
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Creation of a guidance / a
schematic outlining how individual
employers can integrate their health
and wellbeing offerings to deliver a
specific goal eg. increased
productivity or Employer of Choice
that will allow a staged approach to
this work
•Adopt the Workability Index as a
tool to be used by OH for helping
predict length of employees’ working
lives
•Develop H&W services that
employees can access to help
themselves stay healthy
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Leaders to take the long view and
embed wellbeing and resilience into
everyday working life
•Leaders to introduce employee
health risk management measures
(leading and lagging) into business
risk management tools
•OH to focus more intently on
cultivating a culture of preventive
healthcare in anticipation of working
with conditions that have ill-defined
symptoms eg stress, chronic fatigue,
multiple chemical sensitivity, diffuse
pain syndrome, psycho neuro
immunology
•Investigate the links between
actions managers take and the
reduction in stress
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply
Chain
 Copyright
Institute for Manufacturing
•Create Knowledge Officer role(s) to
help achieve the integration of health
and wellbeing with other business
practices
Health & Wellbeing
Roadmap and undertake knowledge
•Develop
•OH to gear themselves up to help
employees change their lifestyles
•Create an Award Programme for
the railway industry cf. Everett Coop
Award (- to bring about critical
attitudinal and behavioural changes
in the American health care system,
so that providers and consumers
employ its vast resources with
increasing knowledge and
understanding.)
•Achieve a partnership of trust
between employers and employees
in relation to health and wellbeing
rather than one of blame as typified
by managing for attendance
•Celebrate award of first prize for
Award Programme
Dominic Oughton do251@cam.ac.uk
Name: Diane Eversfield
2014
Short
2016
2017
Medium
2019
2020
Long
2025
ABLERS
RESPONSES &
ACTIONS
H&W CHALLENGES &
OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
The Industry Vision for Health and Wellbeing in UK Rail should include:
The culture and policies in the UK Rail industry, from CEO to worker in Client Organisations and all parts
the supply chain, fully embrace the attainment of a healthier workplace.
Social
Technological
Environmental
Economic
Political & Legal inc
DfT/ORR
Better understanding required of the cost to
business of both absence and presenteeism.
What is the deleterious impact on productivity
and wellbeing of person being stuck in an
unsuitable job with very low job satisfaction
Will there be any impact of the forthcoming
government driven changes to OH provision
Learn / enquire about organisational culture
in relation to health. What are the specific
health needs of the employees
Changes in public health strategy and moves to mo
local policy setting and provision
A strategy for culture change – to a culture that
recognises the importance of employee health to
industry performance, a culture where there is no
stigma attached to having mental health problems
A long term strategy for health improvement
Work-force:
- On-board
- Trackside
- Station, Depots &
Back-Office
- Other environments
TOCs & FOCs
Ensuring employees have access to fast
good quality psychological support
Ensuring employees at risk of trauma have
fast access to specialist counselling
Ensuring employees have access to health
improvement opportunities
Closer cooperation between NHS, private &
in-house OH providers and specialist
organisations and charities
Develop a cross organisational group to
steer, support and influence health
improvement work
Make better use of technology and provide good q
training to improve staff knowledge – some basic
computer skills training may be required
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Better understand the impact of shift working
on health and wellbeing
Improve employee engagement with
assessment and treatment processes
Achieve much more timely and useful GP &
Specialist reports
Improve staff canteens (menus and food
labelling)
Remove from the workplace vending
machines plying unhealthy drinks and
snacks
Explore the use and impact of life coaches, perso
trainers, health coaches within the industry
Explore the opportunity of workplace health activat
across the industry
Utilisation of in house health statistics to drive hea
promotion – ie anonomised sickness absence reas
and health data from periodic medicals ie BP,weigh
and identify priorites
Industry leadership
Clinical leadership
Evidence based
action
Reporting and metrics
Employee
engagement
Education & Training
Behavioural change
Other
Work on getting buy in from the highest levels
– not just words but actions
Good – informative communications with
employees on health and health related
matters and services/support available to
them – various ways to communicate and
identify fun resources
Undertake more structured research to
better understand the impact of
interventions on health and wellbeing and
absence from work
Think about interventions/ support/
strategies that focus on specific
organisational needs
Work in partnership with employees, don’t
do it all for them, give them the
opportunities, involve them in the planning
OH Nurse degree training is currently Public Health
based rather then Occupational Health focussed –
change to include more OH/health and wellbeing
content.
Training for employees and managers – how
well does the industry support the
Look at the skill set for recruitment of people mana
– are people
skills
a high
enough priority?
Dominic
Oughton
do251@cam.ac.uk
Knowledge
Include time in working day to allow
People & Skills
employees
attendRoadmap
health fairs/training
 Copyright Institute for Manufacturing
Health &to
Wellbeing
Facilities &
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Mark Davies (Carillion)
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: “Treating Health Like Safety”. Our strap lines always say … Safety First, we need it to be “Health
and Safety” First
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
• Transient Workforce
• Direct Employment
• Inclusion
(Ageing Workforce)
(Ageing Workforce)
(Ageing Workforce)
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
• Make Health simpler
• Motivated Workforce
• Increased Productivity
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
• Awareness and Education
• Positive Intervention by
Management and Individual
• Industry Changed
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
• Make Health simpler
• Management Ownership
• Healthy Behaviour by All
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
• Best Practice Now
• Industry Expectation and Minimum
Standards
• Health and Fitness Measure for
Railway Workers
 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: Dr Owen KEYES-EVANS
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Commitment by all stakeholders to an ongoing process based on organisational learning and continued improvement
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Higher profile of diet and exercise
•Current interest in outsourcing
•Plurality/ silos within the industry
and within organisations
•Evaluation of intervention/ control
measures
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
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•?Greater proportion of immigrant
workers
•Other demographic financial
pressures
•Ongoing safety control measures
•Image/ PR
•Mental health and musculoskeletal
problems
•Smoking and substance misuse
•Confusion/ misperceptions about
the employment relationship,
processes
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•24-hour, “mobile” (but also more
sedentary) society
•Ageing workforce
•Workforce to stay aware of their
own responsibilities
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
•Increased public expectations and
demands
•Maximising productivity
•Lack of suitable data/ use of data
•Variety of “assessment tools”
available
•Reduced occupational disease and
incidents
•Confusion/ misperceptions about
health, medicine
•Clarify ongoing resourcing and coordination of this initiative
•Repeated review and adjustment of
portfolio of actions
•Identify target groups
•Benchmarking
•Refer to published guidance and
best practice
•Cross-organisational working on
links
•Refresher training
•Ongoing communications strategy
•?Tax incentives
•Liason with healthcare service
providers
Health & Wellbeing Roadmap
•Use of internet and social media
•Earlier treatment of mental health
and musculoskeletal problems
•Support by lenders, insurers,
pension schemes etc
•Top management commitment to
Dominic Oughton do251@cam.ac.uk
ongoing support
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Geoff Ledger
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
•Peer and social pressure is contrary
to improving health – fast and
processed food, use of cars, etc.
•Increasingly sedentary lifestyle at
home and at work
•Increased retirement age and
chronic conditions
•The changing pace of technology
may restrict the adoption of such by
older people
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
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
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Richard Sharp
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
•Aging Workforce
Reduction in absenteeism through
occ health issues
•Climate change
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Clearer understanding of problem
•Plan for improvement
•Consistent approach throughout
industry
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•24/7 lifestyle
•Diet and fitness improvement
•Low cost access
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Joint education plan
•Industry leadership group
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Learning from others
•Sharing best practice
 Copyright Institute for Manufacturing
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Natasha Lelyveld
2014
Short
2016
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Improving the overall health and wellbeing of the workplace, particularly obesity and general health & fitness, to achieve reduced absenteeism
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
•c. 1 in 4 people in UK are obese
•Current health impairing ability of
some to perform role
Work-related
Non work-related
•Increased workloads, longer hours,
and increased financial pressures
are causing higher stress levels
Lifestyle
Opportunity & Access
Other
•Busy lives, taking on too much, not
leaving time for healthy eating and
exercise
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Knowledge
People & Skills
Facilities & Infrastructure
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for Manufacturing
Standards
Regulation
•50% obese by 2030
•Increased reliance on technology
means less active lifestyles
• Spotting the warning signs of
potential issues and offering support
as early as possible
•Stricter adherence to MFA
procedure
•Challenging stigma and
discrimination
•Assistance in managing a shift-work
lifestyle to enable better sleep,
eating habits and exercise
•Partnership working with OH
professionals
•Better access to gyms and other
fitness opportunities (industry-wide
deals?)
•Healthy,fit and active workforce
•Industry-wide health & wellbeing
standard
•H&W education currently limited
and sporadic
Behavioural change
Other
ABLERS
2017
•Adopting existing initiatives e.g.
Global Corporate Challenge
Health & Wellbeing Roadmap
•H&W awareness training for
individuals
•Training for managers
•Healthy eating culture throughout
the industry
•Industry sharing of best practice
•Cross-industry sharing of best
practice
•Rail
industry-led wellbeing initiatives
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: DAVID HITCHCOCK
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
ERGONOMICS & HUMAN FACTORS…the core requirement being to facilitate to improved understanding and communications between designers and ergonomists.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
The role of ergonomics and human
factors in future systems.
Ergonomics specifications of cab
design for future provision –
providing details rather than vague
guidelines without stifling creativity.
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
MAT development to incorporate
more specific task tools in place of
the general ART.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Driver training to incorporate MSD
controls (e.g. exercises)
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
How to improve the perception of
occupational health to all
stakeholders within the industry.
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Using mock-ups and representative
participants in station design and
upgrades.
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: David Litchfield
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: A Healthier Workforce safely delivering a more productive & Sustainable Railway
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
• Automation of repetitive tasks
• Strain of ill health on NHS
• Riddor Under reporting
•ISLG O/H manifesto
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
• Sleep disorders
• stress
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
• Leadership (shared pro-active
approach)
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
• shared best practice
 Copyright Institute for Manufacturing
• effective engaged communication
• A reliable supply chain
• HS2
• transient workforce
•Work / life balance (reduced travel)
• improved & coordinated data
collection
• smart card technology (recording)
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name:John Gillespie
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include:
Consistent proactive management of the activities that can give risk to ill health, such as noise, vibtation, asbestos, other substances hazardouc to health.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Pace of life.
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Productivity.
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Develop competent managers
working in a good system who deal
with health like they deal with money
and other management tasks.
•We can develop this system by
“pinching with pride” from other
industries on what works.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Leadership at all levels is essential.
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Training for 1st and 2nd line
managers
•Access to “hand holding” assistance
for them (this is a legal requirement
in the Management Regulatiions).
 Copyright Institute for Manufacturing
Pace of technological change.
•Leave some thinking they don’t
need to deal with people.
This leaves some feeling they’re
behind the curve.
But most essential of all is 1st and
2nd line managers: their world must
include the ability, time and
confidence to deal with health risks.
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
2025
Additional participant comments at start of workshop
Susan Murray
Need to ensure opportunities for prevention is not missed
Consultation and engagement at all aspects of Occupational Health including procurement of
services
Sickness absence management process – positive policies, not to be feared
Bridget Juniper
Data - Work occupational health currently does misses needs of the workforce and can be
misdirected as people do not have the right data
Steve Coe
Concerned of the comments ‘putting emphasis on individuals to look after themselves’.
Companies need to be responsible
Technological change
Issue about diversity and realising every person is different and has individual needs
Line management is crucial
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Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Additional participant comments at start of workshop
Owen Keyes-Evans
Occ health can be interpreted in different ways
Can be hidden and misperceived
Clarity of roles and responsibilities needed
H&S legislation – employer has a role
Terminology, roles and responsibilities
John Gillespie
Media – this is a wider issues.
Failure of system and management
Press need to recognise a business’ responsibility and not one individual at the top.
Dame Carol Black
Improve Health & Wellbeing of workers.
Need to link to H&S with the work of occ health professionals and promotion of health
H&W and H&S should not be separated
Train manager to understand ‘softer skills’ – Should make a KPI
Management has a critical role
 Copyright Institute for Manufacturing
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75
Rail Health & Wellbeing Workshop 2
7 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk