Health & Wellbeing for UK Rail
Roadmap Workshop 3 15 November, DRAFT 1.0 Nov 2013
Note: Wordle created from participant vision statements
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Rail Health & Wellbeing Workshop 3
15 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 third 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 RSSB in London and benefitted from the
insights of 24 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: Professionalised health and wellbeing provision in Rail A more efficient and productive
railway for the benefit of everyone and An engaged and committed supply chain working together.
Of relatively lower importance were: Legal compliance and moving towards broader industry bestin-class Working for the rail industry is a long, productive and attractive career An inclusive and
sustainable workforce
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Rail Health & Wellbeing Workshop 3
15 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
• Retain the best employees
• Rising Obesity
• Improved H&W delivers productivity to benefit of all
• Social attitudes driving changes in work / life balance
• Worker health has a lower profile than worker and passenger safety
• ORR health programme priorities 2014-19
• Improved Employee and Union relations / engagement (inc H&S Reps)
• Whole system approach to railway management (RTS)
• Industry reputation as an attractive place to work
• Dame Carol Black report indicates work is good for you
• There needs to be a cost benefit to health
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Rail Health & Wellbeing Workshop 3
15 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):
•Stress, Anxiety and Depression
• Fatigue / shift patterns
• Wellbeing sustains engagement
• Active life styles / Active life style promotion
• Need for reliable leading and lagging indicators for ill health
• Poor health management limits ability to work
• Access for all to quality OH services
• Lack of individual resilience and adaptability
• Musculoskeletal disorders
• Absenteeism
• Future occupational cancer burden – shift work, DEEE
• Sleep disorders
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Rail Health & Wellbeing Workshop 3
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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 put in place to address these Challenges in the context of future Drivers and Needs (see
section 4). The highest priorities were identified as:
• Emphasise key role of Line Managers in providing purpose & direction
• Leadership creates culture for behaviour change
• Employee engagement is key to delivering wellbeing ==> OH
• Training courses & Education for target groups (especially front-line managers)
• Industry strategy for Engagement
• All stakeholders (including individual responsibilities) agree benefits and understand roles in making
positive changes.
• Shift funding from reaction to prevention
• Rail based health standards are reviewed and improved for better outcomes
• Best practice knowledge transfer
• Increase employee say in what is happening
• Translate proven health activities from other industries into rail
• Awareness of, reporting & training for stress issues
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 3
15 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 3
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
1.1. Vision for Health & Wellbeing in UK Rail
Vision component
Infrastructure
TOC
FOC
3
7
2
Number of participants in stakeholder group in workshop:
Better workforce health and physical,
social and psychological wellbeing
A culture which demonstrates that health
at work is everybody's responsibility
Professionalised health and wellbeing
provision in Rail
A more efficient and productive railway
for the benefit of everyone
An engaged and committed supply chain
working together
Legal compliance and moving towards
broader industry best-in-class
Working for the rail industry is a long,
productive and attractive career
An inclusive and sustainable workforce
Health
Rail /
Specialist External
Body
3
Supply
Chain
Total
2
24
7
27%
26%
14%
18%
27%
21%
24%
9%
24%
29%
18%
18%
7%
19%
23%
12%
14%
23%
10%
21%
15%
0%
14%
0%
23%
20%
0%
13%
23%
18%
14%
0%
4%
21%
12%
18%
0%
7%
14%
8%
0%
7%
0%
4%
14%
5%
6%
21%
6%
0%
2%
7%
0%
6%
7%
4%
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 3
15 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 attitudes driving changes in
work / life balance
Dame Carol Black report indicates
work is good for you
Social
2019
Environmental
New Franchising
Economic
TOCs & FOCs
Network Rail
Morbidity & cognitive
decline
Long term
2025
Vision
CP6
Ageing workforce / longer
working life
CP7+
Whole system approach to railway
management (RTS)
24/7/365 working
environment
ORR health programme priorities
2014-19
Worker health has a lower profile
than worker and passenger safety
Largely male workforce with
most employees over 40
There needs to be a cost benefit to
health
Work-force
2020
Rising Obesity
Improved medical understanding
demands better treatment
Technological
Political & Legal inc DfT & ORR
Sakeholder Perspectives
Medium term
CP5
Retain the best
employees
Large number of
contractors (80-90K)
Improved Employee and Union
relations / engagement
Industry reputation as an
attractive place to work
Professionalised
workforce
Suppliers
InfraCos
Evaluation of role of fit notes
Health Professionals
Improved H&W delivers productivity
to benefit of all
Occ Health
Well-being
Health & Wellbeing Challenges &
Opportunities
Others / Whole Industry
Effect of work on health
Stress, Anxiety and
Depression
Musculoskeletal
disorders
Fitness for work
Fatigue / shift
patterns
Poor health management limits
ability to work
Lack of individual resilience
and adaptability
Psychological wellbeing
Need for reliable leading and
lagging indicators for ill health
Physical wellbeing
Social wellbeing
Engagement
Absenteeism
Active life styles / Active life
style promotion
Wellbeing sustains
engagement
Access for all to quality OH services
Opportunity and Access
Other
Required Responses and Actions
Industry leadership
Trade Union support
Emphasise key role of Line Managers in
providing purpose & direction
Leadership creates culture
for change
Clinical leadership
Evidence based action
Reporting and metrics
Industry strategy for Engagement
Employee engagement
Increase employee say in
what is happening
All stakeholders (including individual responsibilities)
agree benefits and understand roles in making positive
Employee engagement key to
delivering wellbeing ==> OH
Training courses & Education for target groups
(especially front-line managers)
Education & Training
Behavioural change
Specific Interventions
Shift funding from reaction to
prevention
Other
Best practice knowledge transfer
Knowledge
Other Enablers
Translate proven health activities
from other industries into rail
People & Skills
Facilities & Infrastructure
Occupational Health and
Wellbeing expertise
Funding
Real-time data collection
(eg via tablet technology)
Resources (Numbers of
professionals)
Improved equipment /
reduced emissions
Standards & Regulation
Increasing mechanisation to
eliminate hazardous tasks
There is an increase in health skills
purchased by the organisation
Supply Chain
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Rail Health & Wellbeing Workshop 3
IIP
Rail-based medical standards are reviewed
and improved for better outcomes
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
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
Worker health has a lower profile than
worker and passenger safety
Sakeholder Perspectives
Work-force
D&A tests
TOCs & FOCs
Improved medical understanding
demands better treatment
Cost of non compliance to
legislation
Gender Occupational Safety and
Health good practice (GOSH)
Workforce and TU expectations for
improved H&W
ATOC HEROH
Forum
Retain the best employees
Protection of transient workforce
Large number of contractors (8090K)
Meet franchise
requirements
OH professionals need a greater
understanding of Rail health issues
Health Professionals
Occ Health
Effect of work on health
Improvement needed in competency
amongst managers
Manage liabilities
Need to raise Health higher up
Corporate Agenda
Legal requirements seem remote
Overcoming entrenched rail culture
that health risk ‘not an issue'
SEQOHS occ health competency
Customers do not require strategic
input
Ensuring employment issues are not
medicalised (flexible working, shifts)
Stress, Anxiety and Depression
Toilet waste on the
track
Psychological wellbeing
Hearing loss
HAVS
Musculoskeletal
disorders
Heart / circulatory
disorders
Endocrine disorders eg diabetes
Regulation on health risks, ageing
UK Railway Recognised as a key contributor to
Tax relief for companies that
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
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)
Long term sickness
Respiratory
issues
Absenteeism
Companies re-evaluate
health policies
Informing policy / standards
development for OH
Improved OH guidance (eg
managing return to work)
Clinical effectiveness is
managed within industry
Improved understanding of OH
issues in rail by OH practitioners
Engage ageing
workforce
Embrace diversity of
workforce
Competency frameholders for health and
wellbeing line managers
Diet, Nutrition & active lifestyle
advice
Specific Interventions
Employee health and wellbeing
issues also impact passengers
Improved cost benefit analyses and tools
Shift funding from reaction to
prevention
Guidance enables better contracts
developed with OH providers
Industry productivity is enhanced to
improve successful outcomes for all.
Opportunity for health / safety by
design (eg cab ergonomics)
Job roles altered to
become more engaging
Baseline health assessment of all ‘high risk’
workers
Implement all 10 recommendations
in briefing
Best practice knowledge transfer
Regulator's forum
IIP
Resources (Numbers of
professionals)
Improved equipment / reduced
emissions
Voluntary standards improve organisational management
of health to agreed levels
Data processing system / shared
databases
Employee engagement key to
Communication leads to
delivering wellbeing ==> OH
access to information for all
All trained on health at work as the
norm
Link reward (or salary sacrifice) to
health & wellbeing
Risks are proactively
addressed
Rehabilitation plans reduce absence
costs
Real-time data collection (eg via
tablet technology)
Review frequency of D&A testing
Better awareness of H&W initiativ es
across dispersed workforce
Behaviour change / nudging
activities.
Organisational roles take a holistic approach
to health rather than functional
Education outreach to schools
Funding
Success is measured and reviewed
before wider industry roll-out.
Training courses & Education for target
groups (especially front-line managers)
Send signal through franchise
programme for H&W
Occupational Health and
Wellbeing expertise
Clinical leadership provides direction for
development of industry’s health capabilities
All stakeholders (including individual
responsibilities) agree benefits and understand roles
Logistics of remote working
Railway conferences allow cross-fertilisation
and promotion of best practic e
Leadership creates culture for
change
Translate proven health activities
from other industries into rail
Companies publish improved health data
indicating the progress of the rail industry
Increase employee say in
what is happening
Hazard specific working groups
tackle difficult healt h hazards
Facilities & Infrastructure
H&W perks support recruitment &
retention for sustainable railway
Guidance is developed to assist
railway physicians
Industry educational and competence
requirements are mapped
Awareness of, reporting & training
for stress issues
Keep it simple
Healthier job roles improve
engagement
Action based upon sound evidence
Improved occupational
health reports
Research and specialist advice to
formulate the basics / strategy
Lack of individual
resilience and adaptability
Individual
Burnout
Wellbeing sustains
engagement
Health professionals improve health
decisions within organisations
Intended use of data outputs is
understood during the planning stage
Reporting and metrics
Behavioural change
Engagement
Deficit
Collaborative industry approach to
common issues
Health and wellbeing monitoring
technology
Health data collection supports reasoned
decisions to drive change.
Industry strategy for
Engagement
Individual underutilised
Match requirements to work undertaken to
retain tacit knowledge of ageing workforce
Trade Union support
Need for data that is more leading
Education & Training
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
Evidence based action
Need for reliable leading and
lagging indicators for ill health
Presenteeism
Access for all to quality OH
services
Eyesight & Colour vision
Emphasise key role of Line Managers in providing
purpose & direction
Supply Chain
The Railway a magnet for talent
(RTS)
Future occupational cancer burden
– shift work, DEEE
Effects of long-distance
commuting
Industry leadership
Standards & Regulation
Whole system approach to
railway management (RTS)
Technology advances
& automation
Management of individual health
risks
Diesel engine exhaust
emissions
Poor health management limits
ability to work
Avoidance of abuse of support
networks
People & Skills
CP7+
Ageing workforce / longer
working life
Stress (Trauma management
following suicides)
Sleep disorders
Other
Knowledge
Morbidity & cognitive
decline
Improved H&W delivers
productivity to benefit of all
Manual handling of
wheelchairs
Biological
contaminants
Fatigue / shift
patterns
Fitness for work
Other
Rising Obesity
Evaluation of role of fit notes
Better OH Contracts
Need for reliable, timely, consistent &
transparent data
Ballast dust
Employee engagement
Vision
Increased demands on contractors long working hours/tighter schedules
InfraCos
Clinical leadership
2025
CP5 charged large savings from
H&W and technology
A reliable supply chain
Extended supply chain changing
time / cost / culture demands
Suppliers
Opportunity and Access
Long term
Mismatch between franchise term
and whole working life
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)
VfM Study - Rail industry needs to
earn its investment from
Role of insurance
companies
Effects of VfM driving
behaviours
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)
24/7/365 working
environment
New
Franchising
Political & Legal inc DfT & ORR
Social wellbeing
2020
Climate change leads to temp rise
Environmental
Engagement
2019
CP6
Technological
Physical wellbeing
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
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 3
15 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
People as key
drivers in
business (RTS)
Changes in labour market
(zero hours contracts; EU
migration and legislation?)
Design with
roles and
people in mind
Highly skilled
workforce
(RTS)
Worsening living conditions
increase demands for better
management of health
£75m cost
of absence
Economic
£140m cost
of
impairment
Effects of VfM
driving
behaviours
Long term
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
Morbidity &
cognitive
decline
Vision
CP7+
Ageing workforce /
longer working life
The Railway a magnet
for talent (RTS)
Whole system
approach to railway
management (RTS)
Technology
advances &
automation
Regulation on health
risks, ageing disorders
& equality
Alliances between railway
organisations drive performance
and cost improvements
Increasing demands >
Capability < Cost for
CP6/7
Cost of non
compliance to
legislation
Retain the best
employees
Workforce and TU
expectations for improved
H&W
2025
Climate change leads
to temp rise
Role of
insurance
companies
Political & Legal inc DfT
& ORR
Reduced NHS results in best
companies picking up non-essential
health needs of employees
ORR health
programme priorities
2014-19
Improved Employee and
Union relations /
engagement
Tax relief for companies
that manage health of
employees
UK Railway Recognised as a key
contributor to the world wide
integrated transport sector (RTS)
Reduced tolerance for lack
of action to prevent ill
health
Government looks to industry
to play an increased role in
health management
Industry reputation as an
attractive place to work
Professionalised
workforce
Work-force
D&A tests
Largely male workforce
with most employees over
40
There needs to be
a cost benefit to
health
TOCs & FOCs
Sakeholder Perspectives
2020
24/7/365 working
environment
New
Franchising
Pressure from
socio-economic
downturn
Rising
Obesity
Social attitudes
driving changes in
work / life balance
Improved medical
understanding
demands better
Environmental
2019
CP6
Technological
Trends & Drivers
Medium term
CP5
ATOC
HEROH
Forum
Large number of
contractors (80-90K)
Meet franchise
requirements
Protection of transient
workforce
Mismatch between
franchise term and whole
working life
CP5 charged large
savings from H&W and
technology
ISLG OH
manifesto
Network Rail
A reliable supply
chain
Extended supply chain
changing time / cost /
culture demands
Suppliers
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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Rail Health & Wellbeing Workshop 3
Improved H&W delivers
productivity to benefit of
all
15 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
Rising Obesity
medium to long
Social attitudes driving changes in work / life balance
medium
ORR health programme priorities 2014-19
medium
Whole system approach to railway management (RTS)
medium
Dame Carol Black report indicates work is good for you
short
Improved medical understanding demands better treatment
medium
New Franchising
short
24/7/365 working environment
short
Morbidity & cognitive decline
long
Pressure from socio-economic downturn
short
£75m cost of absence
Past
Effects of VfM driving behaviours
short
Gender Occupational Safety and Health good practice (GOSH)
Regulation on health risks, ageing disorders & equality
long
Tax relief for companies that manage health of employees
long
Technology advances & automation
medium
The Railway a magnet for talent (RTS)
medium
UK Railway Recognised as a key contributor to the world wide integrated transport
long
sector (RTS)
Worsening living conditions increase demands for better management of
medium
health
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Rail Health & Wellbeing Workshop 3
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13
12
9
5
5
4
4
4
3
3
3
2
2
2
2
2
2
2
2
2
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%
15%
14%
10%
6%
6%
5%
5%
5%
3%
3%
3%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2.2 Trends & Drivers (cont)
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Driver
Timescale
Changes in labour market (zero hours contracts; EU migration and legislation?) short
Cost of non compliance to legislation
medium
People as key drivers in business (RTS)
short
Reduced tolerance for lack of action to prevent ill health
long
Role of insurance companies
short
£140m cost of impairment
Past
Alliances between railway organisations drive performance and cost
medium
improvements
Climate
change leads to temp rise
long
Design with roles and people in mind (RTS)
short
Government looks to industry to play an increased role in health management medium to long
Highly skilled workforce (RTS)
medium
Increasing demands > Capability < Cost for CP6/7
medium
Reduced NHS results in best companies picking up non-essential health needs of medium
employees
VfM Study - Rail industry needs to earn its investment from government
medium
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1
1
1
1
1
0
0
0
0
0
0
0
0
0
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%
1%
1%
1%
1%
1%
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
Retain the best employees
medium
Improved H&W delivers productivity to benefit of all
long
Worker health has a lower profile than worker and passenger safety
short
Improved Employee and Union relations / engagement (inc H&S Reps)
medium
Industry reputation as an attractive place to work
medium
There needs to be a cost benefit to health
short
Large number of contractors (80-90K)
short
Evaluation of role of fit notes
medium
Largely male workforce with most employees over 40
short
Professionalised workforce
medium
Workforce and TU expectations for improved H&W
short
A reliable supply chain
medium
CP5 charged large savings from H&W and technology
medium
Extended supply chain changing time / cost / culture demands
short
Mismatch between franchise term and whole working life
short
Protection of transient workforce
medium
Customers do not require strategic input
short
D&A tests
short
Equipment supplied with health issues managed (eg built with ergonomics in mind)
medium
Increased demands on contractors - long working hours/tighter schedules
medium
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6
5
5
4
4
4
3
2
2
2
2
1
1
1
1
1
0
0
0
0
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%
14%
11%
11%
9%
9%
9%
7%
5%
5%
5%
5%
2%
2%
2%
2%
2%
0%
0%
0%
0%
2.4 Stakeholder Perspectives (cont)
Rank
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Needs
International supply chain impacting on H&W of non-GB workforce
ISLG OH manifesto
Meet franchise requirements
ATOC HEROH Forum
Better OH Contracts
Ensuring employment issues are not medicalised (flexible working, shifts)
Improvement needed in competency amongst managers
Legal requirements seem remote
Manage liabilities
Need for reliable, timely, consistent & transparent data
Need to raise Health higher up Corporate Agenda
OH professionals need a greater understanding of Rail health issues
Overcoming entrenched rail culture that health risk ‘not an issue'
SEQOHS occ health competency
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14
Rail Health & Wellbeing Workshop 3
Timescale
long
short
short
short
short
short
short
short
short
short
short
short
short
short
Workshop
0
0
0
0
0
0
0
0
0
0
0
0
0
0
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
3.1 Health & Wellbeing Challenges & Opportunities
Past
2014
Short term
2016
2017
CP4
Occ Health
Effect of work on
health
Stress, Anxiety and
Depression
Toilet waste on
the track
Diesel engine
exhaust
emissions
Biological
contaminants
Sleep disorders
Endocrine disorders
eg diabetes
CP6
Management of
individual health risks
Stress (Trauma
management following
suicides)
Heart /
circulatory
disorders
Respiratory
issues
Effects of longdistance
commuting
Need for reliable leading
and lagging indicators
for ill health
Increased home
working or working at
remote locations
Presenteeism
Engagement
Other
Access for all to
quality OH services
Eyesight & Colour
vision
Active life styles /
Active life style
promotion
Individual
Burnout
Lack of individual
resilience and
adaptability
Individual
underutilised
Engagement
Deficit
Wellbeing sustains
engagement
Healthier job roles
improve engagement
H&W perks support
recruitment & retention for
sustainable railway
Match requirements to work
undertaken to retain tacit knowledge
of ageing workforce
Avoidance of abuse of
support networks
 Copyright Institute for Manufacturing
Long term
Long term sickness
Absenteeism
Opportunity and Access
2020
Future occupational cancer
burden – shift work, DEEE
Poor health
management limits
ability to work
Psychological
wellbeing
Social wellbeing
2019
Manual handling
of wheelchairs
Fatigue / shift
patterns
Musculoskeletal
disorders
Physical wellbeing
Hearing loss
HAVS
Fitness for work
Well-being
Health & Wellbeing Challenges & Opportunities
Ballast
dust
Medium term
CP5
Sustainable workforce
through effective
succession planning
Page
15
Rail Health & Wellbeing Workshop 3
15 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
Stress, Anxiety and Depression
Fatigue / shift patterns
Wellbeing sustains engagement
Active life styles / Active life style promotion
Need for reliable leading and lagging indicators for ill health
Poor health management limits ability to work
Access for all to quality OH services
Lack of individual resilience and adaptability
Musculoskeletal disorders
Absenteeism
Future occupational cancer burden – shift work, DEEE
Sleep disorders
Sustainable workforce through effective succession planning
Engagement Deficit
HAVS
Healthier job roles improve engagement
Heart / circulatory disorders
Long term sickness
Management of individual health risks
Presenteeism
 Copyright Institute for Manufacturing
Page
16
Rail Health & Wellbeing Workshop 3
Timescale
short
short
medium
medium
medium
short
short
medium
short
short
short
short
long
medium
short
medium
short
medium
medium
medium
Workshop
12
8
8
6
6
6
5
5
5
4
4
4
4
3
3
3
3
3
3
3
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
11%
7%
7%
5%
5%
5%
5%
5%
5%
4%
4%
4%
4%
3%
3%
3%
3%
3%
3%
3%
3.2 Health & Wellbeing Challenges & Opportunities
Rank
U
V
W
X
Y
Z
AA
AB
AC
AD
AE
AF
AG
AH
AI
AJ
AK
Challenges
Timescale
Stress (Trauma management following suicides)
short
H&W perks support recruitment & retention for sustainable railway
long
Respiratory issues
short
Toilet waste on the track
short
Avoidance of abuse of support networks
short
Increased home working or working at remote locations
medium
Manual handling of wheelchairs
short
Match requirements to work undertaken to retain tacit knowledge of ageing workforce
medium
Ballast dust
short
Biological contaminants
short
Diesel engine exhaust emissions
short
Effects of long-distance commuting
short
Endocrine disorders eg diabetes
short
Eyesight & Colour vision
short
Hearing loss
short
Individual Burnout
medium
Individual underutilised
medium
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Page
17
Rail Health & Wellbeing Workshop 3
Workshop
3
2
2
2
1
1
1
1
0
0
0
0
0
0
0
0
0
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
3%
2%
2%
2%
1%
1%
1%
1%
0%
0%
0%
0%
0%
0%
0%
0%
0%
4.1 Responses and Enablers
Past
2014
Short term
2016
2017
CP4
Industry leadership
More effective communication
between OH service providers
and line managers
Better cooperation
between medical
professionals eg OHS
Improved OH guidance (eg
managing return to work)
Employee engagement
Embrace
diversity of
workforce
Competency frameholders
for health and wellbeing
line managers
Research and specialist
advice to formulate the
basics / strategy
Other Enablers
Organisational roles take a
holistic approach to health
rather than functional
Education outreach to
schools
Funding
Facilities &
Infrastructure
Real-time data
collection (eg via
tablet technology)
Review frequency of
D&A testing
Data processing
system / shared
databases
 Copyright Institute for Manufacturing
Page
Risks are
proactively
addressed
Rehabilitation plans
reduce absence costs
Shift funding from
reaction to
prevention
Guidance enables better
contracts developed with
OH providers
18
All trained on health at
work as the norm
Opportunity for health
/ safety by design (eg
cab ergonomics)
Job roles altered to
become more
engaging
Baseline health
assessment of all ‘high risk’
workers
Implement all 10
recommendations in
briefing
Regulator's forum
Resources (Numbers
of professionals)
Improved equipment /
reduced emissions
Voluntary standards improve
organisational management of
health to agreed levels
Standards & Regulation
Industry productivity is enhanced
to improve successful outcomes
for all.
Link reward (or salary
sacrifice) to health &
wellbeing
Behaviour change /
nudging activities.
Best practice
knowledge transfer
Railway conferences allow
cross-fertilisation and
promotion of best practice
Employee engagement key
to delivering wellbeing ==>
OH
Training courses & Education for
target groups (especially front-line
managers)
Send signal through
franchise programme
for H&W
Employee health and
wellbeing issues also impact
passengers
Occupational Health
and Wellbeing
expertise
Better awareness of H&W
initiatives across dispersed
workforce
Communication leads
to access to
information for all
Logistics of remote
working
Keep it simple
Success is measured
and reviewed before
wider industry roll-out.
Companies publish improved
health data indicating the
progress of the rail industry
Diet, Nutrition & active
lifestyle advice
Specific Interventions
Supply Chain
Improved cost benefit analyses
and tools
Industry educational and
competence requirements
are mapped
Hazard specific working
groups tackle difficult
health hazards
Other
Clinical leadership provides
direction for development of
industry’s health capabilities
Increase employee
say in what is
happening
Awareness of, reporting &
training for stress issues
Behavioural change
2025
Guidance is developed
to assist railway
physicians
All stakeholders (including individual
responsibilities) agree benefits and understand
roles in making positive changes.
Engage ageing
workforce
Long term
Action based upon
sound evidence
Improved
occupational health
reports
Industry strategy
for Engagement
People & Skills
2020
Leadership creates
culture 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
Intended use of data
outputs is understood
during the planning
Reporting and metrics
Knowledge
Clinical effectiveness
is managed within
industry
Health and wellbeing
monitoring technology
Need for data that is
more leading
Education & Training
2019
CP6
Collaborative industry
approach to common
issues
Informing policy /
standards development
for OH
Health data collection supports
reasoned decisions to drive
change.
Evidence based action
Required Responses and Actions
Trade Union support
Emphasise key role of Line
Managers in providing purpose &
direction
Companies reevaluate health
policies
Clinical leadership
Medium term
CP5
IIP
Increasing mechanisation
to eliminate hazardous
tasks
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 3
Supply chain provides
tools to reduce harm
NSARE accreditation
to include
occupational health?
New technology (eg
otoacoustic
emission testing)
Regional OH provider
centres based at
railway premises
Smart cards enable the health
of employees to be tracked
through their working life
Rail-based medical 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
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Vision
CP7+
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Responses
Emphasise key role of Line Managers in providing purpose & direction
Leadership creates culture for behaviour change
Employee engagement key to delivering wellbeing which will then drive OH
Training courses & Education for target groups (especially front-line
managers)
All stakeholders (including individual responsibilities) agree benefits and
understand
roles health
in making
positive
changes.
Translate proven
activities
from
other industries into rail
Improved understanding of OH issues in rail by OH practitioners
Industry-level strategy for Engagement
Trade Union support
Behaviour and culture change activities.
Increase employee say in what is happening
Prevention funding (switch from reactive to proactive)
KISS (Keep It Simple)
Better awareness of H&W initiatives across dispersed workforce
Awareness of, reporting & training for stress issues
Collaborative industry approach to common issues
Health data collection supports reasoned decisions to drive change.
Intended use of data outputs is understood during the planning stage for
collection.
Clinical leadership provides direction for development of industry’s health
capabilities
Organisational roles take a holistic approach to health rather than functional
 Copyright Institute for Manufacturing
Page
19
Rail Health & Wellbeing Workshop 3
Timescale
Short
2
medium 2
medium-long
2
medium 1
medium 1
medium
Short
1
1
Short
medium 2
1
Medium
Medium
Short
medium
medium
Medium
1
5
3
4
3
4
3
4
3
1
1
2
1
1
3
2
2
2
1
2
1
1
1
1
2
2
1
1
1
1
Supply Chain
Rail / External Body
Health Specialist
FOC
Infra-structure
The number in the colour-coded columns shows the priority voting of specific
stakeholder groups
TOC
4.2 Responses
1
1
1
1
1
3
1
1
1
2
1
1
1
1
1
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
1
2
2
1
1
1
Total
13
10
9
8
8
5
5
5
4
4
4
4
4
3
3
2
2
2
2
2
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
Need for data that is more leading
Competency frameholders for health and wellbeing line managers
Engage ageing workforce
Companies publish improved health data indicating the progress of the rail
industry
Informing policy / standards development for OH
Success is measured and reviewed before wider industry roll-out.
Industry educational and competence requirements are mapped
Job roles altered to become more engaging
Action based upon sound evidence
More effective communication between OH service providers and line
managers
All
trained on health at work as the norm
Health professionals improve health decisions within organisations
Guidance is developed to assist railway physicians
Baseline health assessment of all ‘high risk’ workers
Improved occupational health reports
Improved OH guidance (eg managing return to work)
Health and wellbeing monitoring technology
Diet & Nutrition advice (engage food services)
Communication leads to access to information for all
Improved cost benefit analyses and tools
 Copyright Institute for Manufacturing
Page
20
Rail Health & Wellbeing Workshop 3
Timescale
Short
1
1
1
1
medium
Short
medium
Short
medium
medium
short
long
medium
Medium
Medium
Short
Short
Medium
Short
Medium
Medium
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Total
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0
0
4.2 Responses (cont)
Rank
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
Responses
Risks are proactively addressed
Industry productivity is enhanced to improve successful outcomes for all.
Opportunity for health/safety by design
Companies re-evaluate health policies
Clinical effectiveness is managed within industry
Hazard specific working groups tackle difficult health hazards
Rehabilitation plans reduce absence costs
Better cooperation between medical professionals eg OHS and GPs
Employee health and wellbeing issues also impact passengers
Logistics of remote working
Link reward (or salary sacrifice) to health & wellbeing
Embrace diversity of workforce
Send signal through franchise programme for H&W
Implement all 10 recommendations in briefing
Link with cancer screen
 Copyright Institute for Manufacturing
Page
21
Rail Health & Wellbeing Workshop 3
Timescale
medium
long
Medium
short
Short
medium
medium
Short
Short
Short
long
Short
Short
medium
medium
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
Total
0
0
0
0
0
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
Responses
Emphasise key role of Line Managers in providing purpose & direction
Leadership creates culture for behaviour change
Employee engagement key to delivering wellbeing which will then drive OH
Training courses & Education for target groups (especially front-line
managers)
All
stakeholders (including individual responsibilities) agree benefits and
understand
roles health
in making
positive
changes.
Translate
proven
activities
from
other industries into rail
Improved understanding of OH issues in rail by OH practitioners
Industry-level strategy for Engagement
Trade Union support
Behaviour and culture change activities.
Increase employee say in what is happening
Prevention funding (switch from reactive to proactive)
KISS (Keep It Simple)
Better awareness of H&W initiatives across dispersed workforce
Awareness of, reporting & training for stress issues
Collaborative industry approach to common issues
Health data collection supports reasoned decisions to drive change.
Intended use of data outputs is understood during the planning stage for
collection.
Clinical
leadership provides direction for development of industry’s health
capabilities roles take a holistic approach to health rather than functional
Organisational
 Copyright Institute for Manufacturing
Page
22
Ageing workforce / longer working life
Retain the best employees
Rising Obesity
Improved H&W delivers productivity to benefit of all
Social attitudes driving changes in work / life balance
Worker health has a lower profile than worker
ORR health programme priorities 2014-19
Improved Employee and Union relations / engagement (inc H&S Re
Whole system approach to railway
Industry reputation as an attractive place to work
Dame Carol Black report indicates work is good for you
There needs to be a cost benefit to health
Stress, Anxiety and Depression
Fatigue / shift patterns
Wellbeing sustains engagement
Active life styles / Active life style promotion
Need for reliable leading and lagging indicators for ill health
Poor health management limits ability to work
Access for all to quality OH services
Lack of individual resilience and adaptability
Musculoskeletal disorders
Absenteeism
Future occupational cancer burden – shift work, DEEE
Sleep disorders
4.3 Responses Linkages
1 2 3 4 5 6 7 8 9 10 11 12 A B C D E F G H I J K L TOTAL
1 1
2
1
1 1
1 1 2 1
1
13
1 2
1
1
1
1 1 1 1
10
1
1
1 1
1
1 1
7
1 1
1 2
2
2 1 1 2 2
1
2
2
1
1 22
1 1
1
2
1
1 1
8
0
1
1
1
1
4
1 1 1
1
1
1
1 1
1
1
10
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
1 1
1
1 1
1
1 7
1
1 1
1
4
3 1 4 1 2 2 2
2
1 2 2
1 1 1 1
26
1 1
2
1
1
1 1
2
6
1
1
2
0
1
2
1 1 1
1 1 1 1 2
1 1
14
0
1
1
1
1 1
1 1
7
1
1
1
3
Rail Health & Wellbeing Workshop 3
15 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
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 3
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
15 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
Ageing workforce / longer working life
Retain the best employees
Rising Obesity
Improved H&W delivers productivity to benefit of all
Social attitudes driving changes in work / life balance
Worker health has a lower profile than worker
ORR health programme priorities 2014-19
Improved Employee and Union relations / engagement (inc H&S Reps)
Whole system approach to railway
Industry reputation as an attractive place to work
Dame Carol Black report indicates work is good for you
There needs to be a cost benefit to health
Stress, Anxiety and Depression
Fatigue / shift patterns
Wellbeing sustains engagement
Active life styles / Active life style promotion
Need for reliable leading and lagging indicators for ill health
Poor health management limits ability to work
Access for all to quality OH services
Lack of individual resilience and adaptability
Musculoskeletal disorders
Absenteeism
Future occupational cancer burden – shift work, DEEE
Sleep disorders
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
Rail based medical standards are reviewed and improved for better outcomes 2
2
1
1
1 2
1
1 1
12
Best practice knowledge transfer
3 2 1 2 1
1 1 1
1 1 1 1 3 1
1
21
Occupational Health and Wellbeing expertise
0
Improved equipment / reduced emissions
0
Resources (Numbers of professionals)
0
Increasing mechanisation to eliminate hazardous tasks
0
There is an increase in health skills purchased by the organisation
1
1
2
Funding
1
1
1
3
IIP
0
Real-time data collection (eg via tablet technology)
1 1 1
1
1 1
6
Incentives and penalties? - H&W as a contract criterion
0
Railway conferences allow cross-fertilisation and promotion of best practice
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
Data processing system / shared databases
0
Supply chain provides tools to reduce harm
1 1
1
1
4
Regional OH provider centres based at railway premises
0
Voluntary standards improve organisational management of health to agreed levels
0
Voluntary standards result in the scope of health activities being fully covered
0
 Copyright Institute for Manufacturing
Page
24
Rail Health & Wellbeing Workshop 3
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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
Retain the best employees
Rising Obesity
Improved H&W delivers productivity to benefit of all
Social attitudes driving changes in work / life balance
Worker health has a lower profile than worker and passenger safety
ORR health programme priorities 2014-19
Improved Employee and Union relations / engagement (inc H&S Reps)
Whole system approach to railway management (RTS)
Industry reputation as an attractive place to work
Dame Carol Black report indicates work is good for you
There needs to be a cost benefit to health
Challenges
Stress, Anxiety and Depression
Fatigue / shift patterns
Wellbeing sustains engagement
Active life styles / Active life style promotion
Need for reliable leading and lagging indicators for ill health
Poor health management limits ability to work
Access for all to quality OH services
Lack of individual resilience and adaptability
Musculoskeletal disorders
Absenteeism
Future occupational cancer burden – shift work, DEEE
Sleep disorders
 Copyright Institute for Manufacturing
Page
25
Rail Health & Wellbeing Workshop 3
Workshop
13
6
12
5
9
5
5
4
5
4
4
4
Workshop
12
8
8
6
6
6
5
5
5
4
4
4
15 Nov DRAFT 1.0 Nov 2013 Dominic Oughton do251@cam.ac.uk
%
15%
14%
14%
11%
10%
11%
6%
9%
6%
9%
5%
9%
%
11%
7%
7%
5%
5%
5%
5%
5%
5%
4%
4%
4%
5. Detailed exploration of H&W Challenges
(explored in breakout groups)
TEAM
1
2
3
4
5
6
7
Responses
Team
Emphasise key role of Line Managers in providing purpose
AB
& direction
Leadership creates culture for behaviour change
RB
Employee engagement key to delivering wellbeing ==> OH
Industry strategy for promotion of engagement in health
Shift funding from reaction to prevention
Rail based medical standards are reviewed and improved
for better outcomes
Increase employee say in what is happening
Comments
YC
MT
KG
CG
JD
SW
AL
LW
LM
IG
CD
GP
PJ
NS
SM
RG
inc Behaviour change / nudging
activities.
MH
See over for outputs from breakout group exploration of Priority Responses & Enablers.
Key:
Black text:
Red text:
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original team input
carousel group comments
indicates agreement
indicates disagreement
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Team: 1
Emphasise key role of line manager
Don't assume top down approach. Create demand from staff so managers support
DfT
Required
Industry needs to recognise the role of line manager in creating
Response / Action engagement and enlivening the OH agenda, providing necessary training
ORR
and support.
TOCs FOCs
Network Rail
Workforce & TU
Others
Timescale to Full Implementation
The Industry Needs to…
Establish clear roles, responsibility and
Use supportive, focused interventions on providing OH
expectations.
approach. Be collaborative.
Proactive, knowledgeable managers.
Have defined strategy that reorganises roles and
Train and empower managers to:
responsibilities
- Follow process
Actively engage and involve Tusk
- Know benefits
Recruit to that level of skill
Have defined strategy that reorganises roles and
Proper evaluation of the role that is
responsibilities
needed.
Partnership working
Better focused staff engagement working "better together". Role for rail NEBOSH cerf for managers
Got to use top and bottom up approach.
Involvement
Put priority on OH approach in franchising process
EFQM
Not just immediate line manager. Behaviour driven. Improved engagement. Reduced cost of absence. Healthier, fitter L/L workforce. Reduce
Addresses Key
Drivers & Stakeholder T/over. Personal contact with line manager vs. impersonal. 1.0 via control. Inter-dependent teams following/working towards company objectives,
goals, targets.
Needs
Proactive line manager with transferable skills will result in healthier, fitter workforce/reduction of turnover.
Support to line managers i.e. "HSEA"
...because: This will promote and
interdependent culture in leading by
example.
Re-educate line manager
Changing the culture of management
Addresses Key Health Managers come from line - reinforce old ways. Engagement.
Need collaborative, aligned approach (policies/process) (ORR, TU, HR LM)
& Wellbeing
Lead by example
Challenges /
Opportunities
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
4
Improved stability and consistency of approach across industry will facilitate earlier/timely intervention (chain of care).
Chain of care for staff. Earlier internally. Improved stability and consistency of approach across industry.
H&W model again good for cross industry awareness.
3
Share line manager awareness of key drivers to wellbeing should lead to better integration of activities where applicable.
Reduced loss/disruption due to absence/turnover.
Fitter workforce more productive. Reduce loss of work through absence.
4
Costs to implement
(1=High / 5=Low)
4
With standard guidance this should be relatively straight forward (not quick) provided exec team and all levels of management bought in an
leading by example.
High if starting at top level down.
With standard guidance should be relatively easy.
Some costs associated with training and mentorship and ongoing support.
Other elements should be in place.
Will need to invest time to train/educate and mentor/support
Other Key Enablers
Need to be able to measure effect - engagement and leading indicators lagging.
Do not understand the full range of ORG dynamics for different OH.
Engagement survey/measurement
Ensure right manager/staff ratios for delivery of objective
Potential barriers &
how to overcome
them
No all line mangers have effective interpersonal skills □ in O
Not all employees work to a regular line manager interface (i.e. via control).
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
To provide a healthier workforce and
environment that is m ore attractive to
work within.
Promote an independent culture.
Healthier workforce who are thinking
about themselves.
...with the following costs and likelihood
of success
Led from top/down and all share
common goal - reduced sickness,
absence and "better" management.
Significant changers to attitudes and
behaviours which will help change the
culture. Management engagement with
staff and clear leadership would
promote a healthier workforce and in
turn, reduce sickness absence costs.
Enablers, barriers and mitigating actions
include…
Acknowledgment that all managers are
effective in leadership as others.
Transitions will take time. To get
managers up to speed on ID health
needs of staff.
Knowledge Gaps & Next Steps in validation / evaluation: We do not have knowledge of all organisational dynamics across the industry to test overall approach.
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Team: 1
Milestones
DfT
2014
Define
Short
Gap
analysis
Develop
TNG
Promote OH within
franchising
ORR
Defined goals with identified
training support (working
groups?) led from top
Network Rail
Highlight OH
responsibility within
role profits
RSSB
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Medium
2019
Implement
Establish
support
Monitor
Review and revise
Training of managers
on identified gaps
Union reps
Ned good
data and
complete
Practical
guidelines
Overarching
guidance
Interdependant
safety culture in
health and wellbeing
4 positive rsults
- Engagement
- Cast
Capability
gap
analysis
Benchmark: Current level of absence
Engagement through survey and
current sickness
Use of OH by
managers
InfraCos
Workforce & TU
2017
Supportive
intervention
TOCs FOCs
Suppliers
2016
Aligned strategy
Agreed in
partnership with
unions
X industry forum
Setting up of
information tools for
managers
Avoid over regulating
Develop training
program
Adequete mentorship
and support
Effective monitor
Partnerships & Collaboration
External Stakeholders
3
OH
EAP
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Rail Health & Wellbeing Workshop 3
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2020
Long
2025
Team: 2
Leadership creates culture for behaviour change
Timescale to Full Implementation
Required
Engage with CEO and team; Engage stakeholders and shareholders;
Response / Action Understand culture drivers e.g. health; Understand positive and negative
behaviour
Lead by example: specify example, behaviour engaging, identify good
behaviour.
Comms strategy
DfT
DFT influences on franchising
ORR
ORR influence on duty holders to improve
TOCs FOCs
Work together to improve health and wellbeing
Network Rail
Work together to improve health and wellbeing
Workforce & TU
Work together to improve health and wellbeing
Others
TFL, PJE's, ISLG, RIAG, TSA, RSSB,RDG, rail
Identify good leadership behaviour
Addresses Key
Drivers & Stakeholder Understand collaborate/individual benefits
Understand benefits and enablers
Needs
Policy, principles, practice
Regular focus on issues. Resolution identification
Addresses Key Health
& Wellbeing
Challenges /
Opportunities
Benefit in delivering
Rail Workforce H&W
Workforce are supportive towards health and wellbeing when at work
4
4
Costs to implement
(1=High / 5=Low)
...because: Effective leaders behaviour
impact on culture is high
Leadership charter to align with industry
strategy /matrix
Industry campaign "Stoptober"
Eco-social climate
Needs commitment to MDs auditing e.g. feeding back
Look outside rail industry for advice/experience/ good practice e.g. police, fire service, bus industry
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
The Industry Needs to…
As leaders to demonstrate the right
behaviour to encourage health and
wellbeing.
Leadership behaviour? How can we
embed i.e. talk the talk but don't walk the
walk
Low awareness of good practice
already set down in the industry.
Engage workforce.
"Undercover boss" process.
Not sure this will work. Effective surveillance and monitor should cover this.
Lower cost to business.
Seems to be implying lack of knowledge of H&W but expertise exists in Pub. Health England, NICE, etc
Difficult case to build to overcome worth
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Improve health, wellbeing, productivity
and efficiency (attendance)
Global improve life
...with the following costs and likelihood
of success
Starting the ball rolling
2
Cost should not be a barrier - extension of what we are doing
4
Other Key Enablers
Personal behaviour; Figure head "C Coapier" stress; Internal champion; Research best practice; Benchmark in UK, out UK;
Benchmark 1) rail 2) non rail.
Good point - gap to be filled - research/proof/best practice research project
Potential barriers &
how to overcome
them
Changing socially acceptable practices; testing rec drugs; CEO attention
Enablers, barriers and mitigating actions
include…
Risk
Bottom line change - slow
Ignorance
Good idea to do through MD forum
Network Rail "RSSB lead"
Knowledge Gaps & Next Steps in validation / evaluation: Good leadership behaviour
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Rail Health & Wellbeing Workshop 3
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Team: 2
2014
Milestones
H&W best practice
cultural model
Short
2016
NR campaign
2017
Medium
H&W culture
survey initial
2019
H&W culture
survey
DfT
ORR
TOCs FOCs
H&W charter
Network Rail
RSSB
Leadership role MD
conference
H&W culture
research
project
H&W
culture
survey
Anual conference
on H&W targeting
our champions
Promote
to
leaders
Suppliers
InfraCos
H&W survey:
- Great idea
- Cross sector
uniform measures
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
RM3 for health has
been prepared need to promote
Partnerships & Collaboration
Benchmark other
industries
External Stakeholders
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Rail Health & Wellbeing Workshop 3
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2020
Long
2025
Team: 3
Employee engagement key to delivering wellbeing ==> OH
Required
Employee engagement key to delivering wellbeing
Response / Action How big a role does OH play in engagement and at what level
Contingent labour
Timescale to Full Implementation
DfT
ORR
TOCs FOCs
Network Rail
Workforce & TU
Others
Eng improves most business metrics; Carole Black;
Addresses Key
Drivers & Stakeholder Profit >>
<<Absence
Needs
<<Turnover;
Safer organisation; Focus on prevention; Innovation retention
Addresses Key Health
& Wellbeing
Challenges /
Opportunities
Mental health. How do we remove the stigma?
MSDs
Still have to deliver on regulatory needs i.e. health survey
Lifestyle, BMI, cardio etc
Ageing workforce more positive outlook on wellbeing 45 yrs+. 33% more likely to develop illness after 45.
Benefit in delivering
Rail Workforce H&W
5
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
The Industry Needs to…
Acknowledge engagement as a key
Link with national campaigns
business driver across all sectors.
Wellbeing needs to be promoted as
Leadership agenda. TOCs local eng. Agenda
preventive measure against absence.
Create rail engagement task force - with all involved PSLG Develop strategy that clearly explains
causal engagement. A blueprint
ISLG RIA
document for all of industry.
Satisfaction -> Commitment ->
Engagement -> Sustained engagement Suppliers
> Improve wellbeing
...because:
Higher levels of engagement drives the
TUE wellbeing in employees
People are key asset that deliver bottom
line performance
More efficient, productive and profitable
Focus on people in bids - franchises
Teams work better together
Decreased OH cost
Benefit to employees outside of work
Affect full lifestyle issues for staff
More efficient; staff costs lower etc
See above line
Engaged employees make healthy
choices
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
More efficient, productive, profitable.
Healthier employees make better
decisions - 'research'. Share please
Make rail a great place to work.
5
3
Already begun in many areas
Evidence needed for SMEs
Lack of consistency
4
Low
Main cost is in time to create strategy and deliver it
Competency training costs
Other Key Enablers
Senior management visible leadership by example; Benchmarking with other industries/test priorities; Engagement is very simple; DWISOT;
Eng and wellbeing can be measure via surveys.
Potential barriers &
how to overcome
them
Not an overnight fix. Benefits are slow to realise; Line management competence; How to share best practice across rail; Not a high level of
consistency.
...with the following costs and likelihood
of success
Already happening in many places but
not consistent - DfT focus on people
and engagement in bids.
Costs relatively low - depends on clear
and positive leadership.
Enablers, barriers and mitigating actions
include…
Need to demystify engagement for all
parts of industry.
Knowledge Gaps & Next Steps in validation / evaluation:
Best practice case studies - causal link between engagement and finance/innovation; Create rail engagement task force to pull together and promote; Wellbeing needs to be promoted as a preventative measure;
Research piece
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Rail Health & Wellbeing Workshop 3
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Team: 3
Milestones
2014
The first measure
- "the before"
Short
2016
Creation of
engagement strategy
blueprint for industry
2017
Medium
2019
Wellbeing vision and stretch
target for KPIs (lost time) and
sustainable engagement loading and logging KPIs
Route planning
- "the how"
DfT
ORR
TOCs FOCs
Input research
findings to support
Network Rail
RSSB
Measure ALL
Lead and focus programme
with project team and
industry support
Measure ALL
Measure ALL
RSSB H&W
culture
survey
Suppliers
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
Creation of rail engagement
task force/forum made up of all
above and lead by RSSB
Business case
of wellbeing
evidence
Task force look at Blueprint/strategy
develops KPIs to prove
external best
this works (lost days)
practice
External Stakeholders
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2020
Long
Wellbeing and engagement
culture embedded
2025
Team: 4
Industry strategy for promotion of engagement in health
Timescale to Full Implementation
When?
Required
To develop an industry wide framework for companies to subscribe to
Response / Action as moral, ethical 21st century employer.
Mandatory or voluntary.
DfT
Not to develop, but to support "rubber stamp"
ORR
All stakeholders with vested interest. Cross functional
leadership party
TOCs FOCs
All stakeholders with vested interest. Cross functional
leadership party
Network Rail
All stakeholders with vested interest. Cross functional
leadership party
Workforce & TU
All stakeholders with vested interest. Cross functional
leadership party
Others
RSSB
Age, stress, obesity, mental health -> employee security
Addresses Key
Drivers & Stakeholder Manual handling, working environment (lack of consistent strategy.
What is health? What does good wellbeing look like?
Needs
Who is doing it?
Contingent labour
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…
Collaborate and develop an industry
wide framework/matrix
All overlaps with team 3
...because: The industry has identified
key challenges relating to the current
and future health conditions of its
workforce and wants to implement
proactive intervention
Putting H&W on the agenda of industry leaders.
Cross the board H&W metrics i.e. sickness, attendance, health
Aimed at all industry personnel - past, future and present
Opportunities: Fresh eyes - breaking edge; Award winning intervention!; Solution focussed (i.e. not getting fatter/older/more stressed)
5
Brings rail companies back together if universal strategy.
Reduce ill health/manage 'meaningful' RTW.
Productivity - retention - staff feeling valued - "people focus"
Healthy workforce = engaged workforce -> quality, pride, productivity, retention through value stream to end customer
5
WIIFMI
KISS Think this is v. important. It doesn't need to be overcomplicated
3
4
ROI
Definition of strategy (time, people) -> Marketing, deployment, buy-in (subscription by industry) -> Company buy-in (individual companies) ->
Employees
Other Key Enablers
Best proactive within and outside -comparitors - BITC/IIP - other H&W providers (OCC health)
Potential barriers &
how to overcome
them
Sheer scale of desired state (i.e. industry)
Non rail environmental influences; Definition of metrics; Defining success
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Productivity
Engagement
Retention and attraction
Health
Value to end customer
...with the following costs and likelihood
of success
Companies will reap what they sow.
Success - long term measure
Quick win - Engagement
Long term - Sustainability
Enablers, barriers and mitigating actions
include…
"Should do" rather than "maybe"
Raising profile/agenda - "Sign of a good
employer"
Knowledge Gaps & Next Steps in validation / evaluation: Industry strategy for promotion of engagement in health; How to measure success of health interaction intervention; Define engagement metrics (health
relevant - to all); Health needs assessment of workforce; Change (desire for) at CEO level; Competing priorities - (want spend elsewhere); Business partnering of HR and OH and implementing change.
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Rail Health & Wellbeing Workshop 3
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Team: 4
Milestones
2014
Short
What is popular?
Health needs analysis
2016
Produce baseline
mid 2015
2017
Medium
2019
Market/deploy
DfT
Don't overcomplicate
or obsess about data
and targets. It will
feel right if it is!
ORR
TOCs FOCs
Network Rail
RSSB
Suppliers
Pull Jan 2014
representative
parties together
Fact finding Best
Develop broader
Are assumptions practice
objective (based
right?
comparitor? on facts)
Determine priorities
Develop
Review
indicators to
track progress
Determine timeframe
InfraCos
Workforce & TU
Others
HR and OH safety
insurers (i.e. PHI life
insurance
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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Rail Health & Wellbeing Workshop 3
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2020
Long
2025
Team: 5
Shift funding from reaction to prevention
Timescale to Full Implementation
2020
Required
Increase risk assessments, environmental monitoring
Response / Action Tax incentives
Insurance costs
Case management
Financial determination rewarding preventive
Procurement planning
DfT
Franchising
ORR
Financial determination
TOCs FOCs
Case management, risk management, mentoring
Network Rail
Workforce & TU
?Nothing
Others
Tax incentives, insurance costs
The Industry Needs to…
Govt. -> Franchising
- Financial determination
X-industry leverage - tax incentive
- Insurance cost
Company level - Grants
- Case management
- Risk/monetary/procurement
- Reduce claims
More preventative activity e.g. risk assess what leads to absence or health costs; Tax incentives; Monitoring; More case management:
Addresses Key
Drivers & Stakeholder rehabilitation/access to physio/access to medical services, blood sugar, blood pressure; Use health in branding/commercial profile; Managing
absences, so shorter; Financial determination; Reward preventative activity; Attractive to shareholders; Better procurement of tools
Needs
...because:
Increase money/resources
Decrease absences/disruption
Decrease costs, increase efficiency
Promote commercial brand/shareholder
Addresses Key Health Stress: increase resilience/education; Costing framework i.e. criteria for deciding priorities and trends; Cycle 2 work scheme - promote better
lifestyle; Frequency of medicals; Visibility of how much absence is costing; Vaccinations; Man handling training; Promote H&W services i.e. gym
& Wellbeing
concessions Great idea for quick win within organisation; Reviewing contracts of 3rd party health providers
Challenges /
Opportunities
Case management
Stress resilience increase
Med prevention - flu jabs, easily detect
Training/education
Benefit in delivering
Rail Workforce H&W
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Improved positioning and reputation.
Seen as good industry. 'Public
perception'.
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
4
4
Attractive place to work
Reduce in absence
Civil claims reduced
Less mgmt time
Higher performance
Healthy culture/better engagement
Reputation
Buy-in from the top Health surveillance as a "shoe in" to wellbeing - has to be paid for HASAWA
Difficulties in detaining grants
2
4
Other Key Enablers
Potential barriers &
how to overcome
them
...with the following costs and likelihood
of success
Enablers, barriers and mitigating actions
include...
Sr. management understanding need to change strategy
Knowledge Gaps & Next Steps in validation / evaluation: How the money goes round "in detail"
NR - what's the threshold re self-insure?
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Rail Health & Wellbeing Workshop 3
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Team: 5
Milestones
2014
Short
2016
2017
Medium
Reduced insurance
premiums
Tax incentives
Businesses taking a
preventative approach
2019
Financial determinations
supporting preventative and
not efficiency/excess cost
DfT
ORR
Promote
conferences/fora
TOCs FOCs
Company
strategy/policy/plan
Financial PR18
determination
Case building activity TOCs/ATOC freight
GP building case for
lower premiums
Network Rail
RSSB
Dialogue
Financial PR18
Determination indicators
Benchmark comparators
Other companies
good practice,
benchmark etc
Or HS1 or
others
Suppliers
InfraCos
Workforce & TU
Consult/promote
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Trade associations
Using leverage f
industry activities
Partnerships & Collaboration
External Stakeholders
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Rail Health & Wellbeing Workshop 3
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2020
Long
2025
Team: 6
Rail medical standards
Timescale to Full Implementation
24 months
Likelihood of
adoption and
success
3451
Consistency of application: guidance but not prescription
ARIOPS working group for standards
Risk management approach rather than 'rule based'
Liability issues
Agreed needs to feed in to Europe Rail agenda for a consistent Europe
wide standard
DfT
RSSB guidance not ORR standard. Set expectation
ORR
The buck starts here
The Industry Needs to…
Pull finder out
Committed to improvement
TOCs FOCs
Network Rail
Workforce & TU
Others
Not ORR can advise; ORR is statuary authority. RSSB is
not; Standard = RSSB not ORR; +UMC
ORR
Addresses Key
Drivers & Stakeholder TOCs and FOCs
RAIB reports
Needs
Why would standards not be changed
...because:
Consistency and fairness
Improve attendance
Healthy = safer
Increase efficiency
Addresses Key Health Best practice in other industries e.g. oil and gas, fire service
Contractors
& Wellbeing
Constructing better health
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)
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Healthier, happier, safer workforce
Better service for passengers (more
profitable railway)
5
5
Best practice reduces risks to both organisation and employee
...with the following costs and likelihood
of success
Minimal cost
Return enormous
2
5
None if paper
Cost = TOCs may need to subscribe to online version
Need consistency
Ensure cost is managed i.e. kept minimal as in the scheme of OH/wellbeing the issue has minimal impact
Other Key Enablers
ARIOPS; FOM; Providers (RLY cost management)
Don't just ask doctors, involve HR and others from industry in creating the standard
Potential barriers &
how to overcome
them
Shortage of doctors
Lack of experience of doctors - bribe them with footplate rides
Unions
Enablers, barriers and mitigating actions
include…
Time, effort, institutional inertia,
Parkinson's syndrome
Knowledge Gaps & Next Steps in validation / evaluation:
Knowledge gap of doctors and working conditions
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Rail Health & Wellbeing Workshop 3
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Team: 6
2014
Milestones
Short
2016
ARIOPS report
Conference
2017
End point
All rail OH aware
Medium
2019
Health and happiness
Audit compliant
DfT
ORR
Smile sweetly and
say Yes... Update
TOCs FOCs
Spreading the word
Network Rail
RSSB
Suppliers
Spreading the word
Supplier buy-in
Time...
Spreading the word
Company boards
aware
ARIOPS agreement
InfraCos
Workforce & TU
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Partnerships & Collaboration
External Stakeholders
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Rail Health & Wellbeing Workshop 3
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2020
Long
A profitable
working railway
2025
Team: 7
Increase employee say in what is happening
Timescale to Full Implementation
Required
Employees have ownership so it's not imposed and fully supported by
Response / Action board so that their ideas, voices and concerns are heard and acted on.
Fully support this. Employees don’t usually have a say.
DfT
Favour inclusion of this in franchising
ORR
Ensure commitments are acted on/delivered
TOCs FOCs
Consider benefits and map against objectives
Network Rail
Consider benefits and map against objectives
Workforce & TU
Support and participate
The Industry Needs to…
Ensure employees are at the heart of
H&W
Others
Satisfaction/engagement/discretionary effort
Addresses Key
Drivers & Stakeholder Cost/profit
Retention of skills/staff
Needs
Reduced sickness
Breeds company loyalty Roles of Tusk?
...because: Their commitment,
company loyalty, knowledge and skill will
drive the bottom line through an
increased idea pool, buy-in and full
understanding/acceptance.
Addresses Key Health
& Wellbeing
Challenges /
Opportunities
These are all benefits of increased
employee engagement.
This has links with other ideas so
beneficial.
Benefit in delivering
Rail Workforce H&W
Benefit in Efficient &
Productive Railway
Likelihood of
adoption and success
Costs to implement
(1=High / 5=Low)
Idea pool greater
Encourages preventative solutions
Buy-in/participation
Increased understanding
Needs absolute commitment so it's not destructive so it's positive
Knowledge management and retention
3
Staff reliability/availability
Operational resilience and customer service delivery
3
High as long as full commitment (not lip service)
...with the following costs and likelihood
of success
A release strategy will determine/drive
costs
4
Release/involvement strategy required
5
Other Key Enablers
Potential barriers &
how to overcome
them
This will deliver the following benefits for
the Rail workforce and the industry as a
whole…
Network resilience and customer
service delivery from engaged health
individuals
Enablers, barriers and mitigating actions
include…
All boards will be competing for Top of
the TOCs
Individual companies buy-in
Industrial relations and how it's introduced
Knowledge Gaps & Next Steps in validation / evaluation:
What would DfT and ORR have involvement in (and others)?
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Team: 7
2014
Short
Milestones
2016
2017
Medium
2019
Research paper
(best practice)
DfT
ORR
TOCs FOCs
Sign up / agree
Collate data
Network Rail
RSSB
Commission
research paper
Publish paper
Suppliers
InfraCos
Workforce & TU
In my TOC
unions need
engagement and
buy in
Others
Other Key Enablers eg
Knowledge; People & Skills;
Facilities & Infrastructure;
Standards & Regulation;
Implement judging and budget
Identify commercial projects
Partnerships & Collaboration
External Stakeholders
Data and research
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2020
Long
2025
Appendices
A.
B.
C.
D.
E.
Participants
Workshop Feedback
Responses & Enablers – Detailed Comments
Workshop Process
Participant Perspectives
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Appendix A: Workshop Participants
Name
Alan Brookes
Andrew Livingstone
Carole Bardell
Claire Dickinson
Colin Greenslade
David Davies
Diane Haggan
Gemma Pilgrim
Ian Gooday
James Dalton
Joe Dromey
Keith Greenfield
Libby Moore
Liz Davies
Lucy Weaver
Mark Hall
Michael Thompson
Nicola Spencer
Peter Jarvis
Richard Burnham
Robert Gifford
Sarah Weymouth
Simon Millward
Yvonne Campbell
 Copyright Institute for Manufacturing
Company
Network Rail
Atkins
Costain Rail
ORR
ORR
PACTS
FGW
GB Rail Freight
ORR
First Group
IPA
Heathrow Express
South Western Trains
RSSB
Unipart Rail
Capita
Chiltern Railways
Northern Rail
Ffestiniog Railway Medical Service
Amey
London TravelWatch and Passenger Focus
GB Rail Freight
East coast
Southeastern
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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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Rail Health & Wellbeing Workshop 3
5. Excellent
4. Very Good
3. Good
2. Satisfactory
1. Poor
99% Excellent, VG or Good
(excl venue & catering)
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Appendix B.2: Feedback
I enjoyed the workshop
I found the workshop
stimulating
I feel I have contributed to the
workshop
The workshop provides useful
insights
I found my participation
worthwhile
5. Strongly Agree
4. Agree
3. No comment
2. Disagree
1. Strongly Disagree
96% Strongly Agree or Agree
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
Emphasise key role of Line Managers in providing
1
purpose & direction
Comments
Line managers key; MDs buy in; Managers to be actively involved in staff H&W needs: "Lead by example."; Line managers are key in
delivery
Culture; Create "demand" for H&W support so management responds (as well as leading); Create better health and wellbeing culture and
supportive network for staff to feel comfortable raising issues and seeking help; How do we create a learning culture for WHWB? What
works? What doesn't?
2
Leadership creates culture for behaviour change
3
Employee engagement key to delivering wellbeing
which will then drive OH
Engagement: Wellbeing, OCC HGT; Don't fixate on industry data collection and analysis before you efficiently engage on wellbeing
4
Training courses & Education for target groups
(especially front-line managers)
Front line training for H&W; Wellbeing and health integrated into management development programmes and objectives; Resilience
training to prevent stress and burn-out modules based on CBT. Management and staff; Improve competence within wider workforce WRF
to OH issues; Attract OCC H profit to our industry. Establish links with universities to develop industry specific modules within existing
degree and education programmes (influencing future professionals)
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
All stakeholders (including individual
responsibilities) agree benefits and understand roles
in making positive changes.
Translate proven health activities from other
industries into rail
Improved understanding of OH issues in rail by OH
practitioners
Industry-level strategy for Engagement
Trade Union support
Behaviour and culture change activities.
inc. individual responsibility; Education of workforce to understand how they can deal with work related health issues.; Move away from
blaming individuals to understanding management confrontation.
Sharing of best practice from other industries
Proactive OCC health, not prescriptive
Clear industry wellbeing strategy that engages staff and manages based on key industry risks
Top level and TU commitment and involvement; Getting trade union reps better engaged on health risk (+) assessments
National programme, Education (local), Action plan, Lead for centre
Culture of "TALK" employees have to take responsibility - it isn't company responsibility. Company can help/support. 50:50 awareness
Increase employee say in what is happening
industry; Ensure engagement so employees share problems and are involved in wellbeing activities
Look to transfer investment from OH spend to prevention; Preventative measures ensure focus is not just on resolving issue but reducing
and preventing health issues occurring; Building prevention into work practice; Diabetic management strategy; Industry wide standard
Prevention funding (switch from reactive to
matrix. Recognised industry-wide matrix based on key issues i.e. obesity, mental health, managing ageing workforce. Create a
proactive)
"bandwagon."; Sleep apnoea/sleep disorders strategy needed. Why are driver passing medicals when raised incidence of sleep disorders
in the industry.
KISS (Keep It Simple)
KISS: Keep it simple and sweet - messages
Better awareness of H&W initiatives across dispersed Raise awareness of H&W issues. Encourage lifestyle changes; Benefit of social wellbeing/engagement - Expand awareness/understanding
workforce
across group
Awareness of, reporting & training for stress issues Reporting mental health; More education on mental health issues for managers and staff
Collaborative industry approach to common issues
Health data collection supports reasoned decisions to What information do we need to collect to asses that we are achieving our vision?; Develop clear understanding of key driver for info
drive change.
needs are understood and communicated - answers the way
Intended use of data outputs is understood during
the planning stage for collection.
Clinical leadership provides direction for
Clinical leadership - OH needs to be in driving seat; Change the railway doctor's arrangement from transactional to
development of industry’s health capabilities
embedded/OH/informing business on risk
Organisational roles take a holistic approach to
Manage role conflict; Role and conflict of managing for attendance and H&W policy
health rather than functional
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
21
Need for data that is more leading
28
Competency frameholders for health and wellbeing
line managers
Engage ageing workforce
Companies publish improved health data indicating
the progress of the rail industry
Informing policy / standards development for OH
Success is measured and reviewed before wider
industry roll-out.
Industry educational and competence requirements
are mapped
Job roles altered to become more engaging
29
Action based upon sound evidence
22
23
24
25
26
27
Comments
Data collection and analysis i.e. makes sue return to works done; What bothers me is the unknown unknowns; Need for data that is leading,
reliable, robust
Rail OHP/OHA 'certificate' of rail knowledge/understanding
Skills - capitalise on experience of the older generation; Ageing workforce should not seen as a problem
Ensure that data collection/reporting is done consistently across the industry enabling easy aggregation to identify industry issues, trends
etc.
Redesign workplace, access and work tasks to include physical activity
Achieve a better understanding of data
33
More effective communication between OH service
providers and line managers
All trained on health at work as the norm
Health professionals improve health decisions within
organisations
Guidance is developed to assist railway physicians
Guidance on health reporting good practice
34
Baseline health assessment of all ‘high risk’ workers Guidelines for fitness assessment for older workers and what to do with fails; European standard for health exams.
35
Improved occupational health reports
36
Improved OH guidance (eg managing return to work) Provide a solid consistent and high quality OCC health service; Creator defined rail specific OH advice to manage absence
37
38
Health and wellbeing monitoring technology
Diet & Nutrition advice (engage food services)
39
Communication leads to access to information for all Ensure proper feedback on policies developed
40
Improved cost benefit analyses and tools
30
31
32
 Copyright Institute for Manufacturing
Active lifestyles; Health and wellbeing actions i.e. Fruity Friday, Stop Smoking
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Appendix C. Responses & Enablers – Detailed Comments
Rank Responses
41
Risks
are proactively
addressed
40
Job roles
altered to become
more engaging
Industry
productivity
is enhanced
to improve
Clinical leadership
provides
direction
for
42
41
successful
outcomes
for all.health capabilities
development
of industry’s
43
Opportunity
forcommunication
health/safety by
design OH service
More effective
between
42
44
Companies
re-evaluate
health policies
providers and
line managers
45
Clinical effectiveness is managed within industry
43
Hazard specific working groups tackle difficult health
46
44
hazards
47
Rehabilitation
plans reduce
absence
costs
45
Guidance is developed
to assist
railway
physicians
Better cooperation between medical professionals
48
46
Improved occupational health reports
eg OHS and GPs
Employee
health and
wellbeing
issuesprofessionals
also impact
Better cooperation
between
medical
49
47
passengers
eg OHS and GPs
50
Logistics of remote working
48
49
Link reward (or salary sacrifice) to health & wellbeing
51
Link reward (or salary sacrifice) to health & wellbeing
50
Diet & Nutrition advice (engage food services)
52
Embrace diversity of workforce
53
Send signal through franchise programme for H&W
54
Implement all 10 recommendations in briefing
55
Link with cancer screen
 Copyright Institute for Manufacturing
Comments
Good communication within diverse organisations i.e. internet, intranet, written, visual
Day
seminar
with heritage
factor on asbestos management
Work/life
balance
(shift management)
Better use and understanding of phased returns and adjusted work patterns
Create cross-discipline (e.g. OH and FLEET) datasets to enable empirical thinking and understanding; Assess effectiveness of interventions
Link to NHS; Strategy for better link with NH/their initiative and resources
to determine impact and success
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
that BSG assessments are carried ut on shift patterns with involvement of the workers.
Measure absenteeism and link with travel to work mode. Active travel = less absenteeism
OH where feasible link with cancer screening programmes at work
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Appendix C. Responses & Enablers – Detailed Comments
Rank Enablers
Rail based medical standards are reviewed and
1
improved for better outcomes
Comments
Medical standards: Less complex, risk based, evidence based, clinical guidance for workforce physicians; Medical standards on recruit and
retention by each health. Conclusion - standards for medical practitioners.
Understand/define and share industry best practice on provision of workplace health facilities; Better sharing of good practice in the
industry; Employ a public health expert (not an occupational health expert) to embed healthy work practices; Need best practice on fatigue
management.
2
Best practice knowledge transfer
3
Occupational Health and Wellbeing expertise
4
Improved equipment / reduced emissions
5
Resources (Numbers of professionals)
Increasing mechanisation to eliminate hazardous
tasks
There is an increase in health skills purchased by the
Increase use of 3rd party OH and absence management to support managers
organisation
Funding
IIP
Rigorously use the development in tablet technology to capture real time data. Also real time support. Consider new "SOS" type apps,
Real-time data collection (eg via tablet technology)
linking to health professional.
Incentives and penalties? - H&W as a contract
criterion
Railway conferences allow cross-fertilisation and
promotion of best practice
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
6
7
8
9
10
11
12
13
14
15
16
Data processing system / shared databases
17
Supply chain provides tools to reduce harm
18
19
20
Have a "tool" information session for those involved in procurement; Consistency when in rail no matter what company or role. Can
"expect" same standard treatment approach - geographical factors.
Regional OH provider centres based at railway
premises
Voluntary standards improve organisational
management
of health
to agreed
levels of health
Voluntary
standards
result
in the scope
activities being fully covered
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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
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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
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Ian Gooday
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Social and technical drivers may
more immediate effect to reduce
risks eg machinery that reduces
HAVS. Evidence of costs savings to
the industry will help convince key
personnel of the need to be
proactive.
Political trends may change come
2015.
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
It is arguable that trackside workers
are more at risk of serious
occupational health illness and
therefore Network Rail and
contractors should be given the first
priority. But Depots too have a
higher risk group because of the
nature of their work.
On board and station staff should be
medium term.
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Work–related issues are easier to
address but must not lose sight of
lifestyle and non-work related issue.
These should be looked at in the
medium term too.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
Critical to establish clear industry
leadership on health. Reporting
internally within companies is
important to understanding cost.
RIDDOR reporting will not give a
comprehensive view of OH issues
because of it limited nature so it
needs RSSB to lead on persuading
the industry of the need for good
reporting.
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
 Copyright
Institute for Manufacturing
Supply
Chain
Proactively understanding the issues
and being able to prevent them
occurring would be my short and
medium term aim.
Health & Wellbeing Roadmap
In my view employee engagement
and education and training need to
be hand in hand. They will learn and
appreciate more if they understand
what it means for them.
Long term aim should be to
persuade a change in attitude to
towards occupational health.
•Changes to and new legislation are
much more difficult to introduce at
this stage in the current political
climate.
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES 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
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Start to investigate how to get H&W
into schools, colleges and the home
•Work with local gyms/pools for open
days/ trial periods – accessible
prIcing
•Develop a year long calendar so
that we generate/encourage
activities
•Salary sacrifice options to
encourage participation
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
•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
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Central library for cross TOC
collaboration
 Copyright Institute for Manufacturing
•Work with schools and colleges to
develop strong links to the industry
needing balanced and healthy
workforce (H, W, D&A policies)
•Working group to develop this area
further
Health & Wellbeing Roadmap
•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
•Cross TOC sports day/events?
•Review
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: David Knowles
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
• for all staff / managers / companies to be able to differentiate between risk and compliance
• To effectively manage the affects of system change and its impact on staff
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Increased pressure on costs
Work-force:
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Market demand for drivers
increasing. Significant increase in
inexperience
• changing role profile, train drivers
(ERTMS)
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Materialistic generation placing
pressure on work / life balance
•Late maturing generation
•
Changing workforce
•
Pressure to adapt
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Personal risk awareness
• Safety culture and maturity
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Preparation and awareness profile
 Copyright Institute for Manufacturing
•ERTMS
•new infrastructure and systems
•Return of workforce lifestyle
expectations
•
Health & Wellbeing Roadmap
•
Less work orientated
Demonstrable investment
Dominic Oughton do251@cam.ac.uk
TRENDS &
DRIVERS
VISION
Name: Michelle Smart
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Single tender awards
•15 year franchises
•Multi-skilled colleagues
•More investment in assets:
•Over 65 workforce
•Recession
•Sedentary lifestyles
New trains – better
ergonomics and CET tanks
New stations – less stations
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
•Obesity, nutrition
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Less colleagues
•4 generations, different needs
•Debunk myth of rail health expertise
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Stress/fatigue/shifts/muscular
skeletal
•Anxiety, depression
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Measure the same
•Changing nature of roles to multiskills
•Proactive intervention strategies
•Non tech skills
•Good management
•Engagement strategies
•Health for Life & interventions
ENABLERS
•Champions
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
 Copyright Institute for Manufacturing
Health & Wellbeing Roadmap
}
}
} deep partnerships
}
}
Dominic Oughton do251@cam.ac.uk
2025
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Robert Gifford
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: A commitment to improving health as effectively as it has improved safety within the industry over
the last decade.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•24 hour society
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Impact of ill-health on level of
service for passengers
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Shift patterns
•Understanding of fatigue
•Management of work-life balance
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Base interventions on scientific
evidence and research
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Involve workforce within
consultations
 Copyright Institute for Manufacturing
•Social media
•Networked world
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: R Burnham - Amey
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: Healthy and fit workforce delivering a railway to meet stakeholders needs, and be seen to be
adopting best practice at appropriate opportunities
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Are at the for-front of technology
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•RIAG and ISLG engagement
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Working hours
•Stress and anxiety
•Consistent message on healthy
lifestyle
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Robust reporting mechanism
•Transferable skills delivery for
current HSE personnel
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Development of industry specific
skills/training
•Transferable skills developed for
current HSE personnel
 Copyright Institute for Manufacturing
•Work ethics – youth of today !
•Ageing work force
•Need to promote what we are
doing, such we are setting the trend
•Collaboration and Alliances
•Supplier relationships based on
more than cost
•Validation of reporting
Health & Wellbeing Roadmap
•Review overseas practice
•Engaging with future generation
through appropriate media
•Bench marking other sectors
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Colin Clifton
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
A n industry characterised by low sickness rates and where employees retire at the end of their careers in good physical and mental health.
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Increasing age of retirement
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Evidence of commitment
•Knowledge and understanding of
issues
•Evidence of action
•Improvements in workforce health
and wellbeing
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Stress
•Fatigue
•Noise
•Vibration
•Dust
•General health and obesity
•Lifestyle
•Mental health
•Biological agents
•Changing attitudes to wellbeing and
heath
•Interdependent culture of health and
wellbeing
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Education
•Improved understanding of risks
and more imaginative controls
(prevention rather than mitigation)
•Effective risk management
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•General health promotion
•IIP Health & Wellbeing Award
criteria
•High quality data
•Business case for enhanced
provision
•Embedded health and wellbeing
management
•Evidence of cost-effectiveness of
approach
 Copyright Institute for Manufacturing
•Obesity and general health
•Risk assessment
•PPE
Health & Wellbeing Roadmap
•Increasing regulation/societal
expectation
•Attitudes to health and wellbeing
•Ageing workforce
•Informed workforce
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Andrew Livingston
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include:
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
•Increase in absenteeism and
presenteeism asscociated with
stress
•Better data
•Clear and proven care pathways for
specific health and wellbeing issues
•Improved staff engagement
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Raise awareness of mental health
and challenge the stigma
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Prepare case studies and openly
discuss how stress can be managed
proactively
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Benchmark effectiveness of various
care pathways across industry
sectors for specific health and
wellbeing issues
 Copyright Institute for Manufacturing
•Sedentary workforce with collateral
health issues
•‘’Park Health’ ODA approach for
large complex projects
•Design health into jobs and assets
•Develop preventative care
pathways
•Link health and wellbeing initiatives
to national campaigns and
awareness days
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
2025
TRENDS &
DRIVERS
VISION
Name: Colin Greenslade
2014
Short
2016
2017
Medium
2019
STAKEHOLDER
NEEDS
H&W CHALLENGES
& OPPORTUNITIES
RESPONSES
& ACTIONS
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: Excellence in the management of health and wellbeing
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Understand costs of ill health in rail
industry as a whole and by individual
companies
•Understand relevant trends and
drivers
•Ageing population – need to work
longer
•Relevant interventions identified /
being progressed
•Clear evidence that all relevant
issues have been identified and
where appropriate are being
progressed and what this means in
terms of trends etc
•Diminishing returns
•Identify and share best practice
ENABLERS
2020
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Above needs to be disaggregated to
these categories
•Individual stakeholders gain clarity
on how measures impact on their
business
•Acceptance that health and
wellbeing need to be effectively
managed
•Individual stakeholders have
produced mature plans to manage
health and wellbeing.
•Actions by stakeholders drives
trends down
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Link to drivers of trends and ability
to influence
•Changes in working practices to
deliver improved service
•Improved management of fatigue
•Better rostering that takes account
of health and wellbeing issues
Ageing population - Increased focus
on individual capability
•Fully developed approach to
managing employees health and
wellbeing at all stages of their
career.
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Embed cultural change to effectively
manage health and well being at all
levels of the organisation
•Wide acceptance that effective
management leads to improved
productivity
•Whole acceptance that effective
management leads to improved
productivity
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
 Copyright
Institute for Manufacturing
Supply
Chain
•Improved awareness of associated
issues / categorization / skills
needed to effectively manage
•Maturing capability
•Fully capable
•Improved planning of change to
take account of impact on health and
wellbeing
•Acceptance that effective
management leads to improved
productivity
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Libby Moore
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Improved opportunities for a healthy and safe work life. Collaborative approach. Delivering appropriate services
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Research into health and wellbeing
impact following the credit crunch
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Education re importance and
compliance with health surveillance
programmes
•Evaluate resources required and
available
•Review of remote health
surveillance appliances available
•Collective responsibility for health
•Solution focused rather than blame
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Collation of information regarding
Occupational health needs and
requirements of:
•Front line employees
•Managers
•OH professionals
•Formulate action plan on core
messages
•Worktime allocation for well-being
initiatives
•Transition of culture to equal
balance of rights and responsibilities
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Ensure all providers working
towards SEQOHS
•Closer partnership with primary
health care providers and other
stakeholders
•Reviewing of results
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Railway focused OH training days
•Skills needs evaluation – MDT
approach to OH provision
•National Railway OH event
•Solution focused approach
•Ensure enough trained practitioners
to help deliver the strategy
 Copyright Institute for Manufacturing
•Formulate strategies to build
employee confidence
•National database for collation of
stats
•Promotion of successful campaigns
and role models
•Health promotion apps
•Surveillance apps
•Evaluation of environmental
influences on health
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Diane Haggan
2014
Short
2016
2017
Medium
2019
2020
Long
The Industry Vision for Health and Wellbeing in UK Rail should include: promoting best practice in health and wellbeing with in the industry
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
Dame Carol Black Report
•Hypertension on increase
Ever improving IT
•Upgrade Snowdrop
Climate change
Cost of S/A
•OH professionals need more
comprehensive understanding of the
industry
•Obesity , poor sleep pattern
•MSK
•Stress/depression
•Circulatory disorders
•Thyroid, diabetes
•Colour vision
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Work together to educate and
champion in health and wellbeing share common values
 Copyright Institute for Manufacturing
•Rise in IHR
•Customer Care can over ride
employee health and wellbeing
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Ageing workforce
•Audit and review – use meaningful
data – trend analysis
•Reward and recognition
•Educate
•Continue to educate and develop
OH practitioners
Health & Wellbeing Roadmap
•Respiratory and hearing conditions
•Failing eyesight
•MSK
•Adopt a robust health and wellbeing
programme
•Encourage reward and recognition = employee engagement
•Employee surveys – report on
findings
•Offer more training to keep skilled
workforce
•SEQQHS – Competition within the
OH market
•On line health and wellbeing t ools
Dominic Oughton do251@cam.ac.uk
2025
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Alan Brookes
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: Everyone fit for the Future –
“A positive state of physical, mental and social wellbeing, in which an individual is able to flourish and achieve their full potential for the benefit of themselves, their families
and our organisation
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
•Use Technology to reduce exposure
•Compliance with H&SAWA and
ORR interaction
•Improved Work Life Balance /
Engagement
•Influence Workforce Behaviours
•Learn and Share from routine and
novel enterprise (x industry and
beyond)
•Reduced absence
•Understand Best Practice
•Reduced presenteeinsm
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Obesity and general fitness levels
•Use of On Call arrangements
•Required working patterns have
higher fatigue and general wellbeing
risk
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•6 point Employee health &
Wellbeing Plan
•Plan work to eliminate risk of fatigue
related incidents
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
•Improve local capability within
Routes
 Copyright Institute for Manufacturing
•Shift work and Long Hours
•Workforce working to greater Age
•True Wellbeing - Resillience
•Industry best proctice
•Increased employee awareness
•Promote Physical, Mental and
Social Wellbeing
Health & Wellbeing Roadmap
•Healthy eating options
•Improved worker facilities
Dominic Oughton do251@cam.ac.uk
Name:
Peter
Jarvis
2014
Short
2016
(a) Improve efficiency; health and safety
already under tolerable control; education of
newcomers
(b) Regularly minding volunteers of their
duties and of health and safety hazards. Our
main risks are not to workers but to
passengers, especially obese ones. We
have few obese staff; we don't pay enough.
(c) Our health standards are to RT3451.
We would adopt any sensible amendment to
this.
(d) Completing programme of new buffet
cars (easier for train staff)
(e) Increasing partnerships with Coleg
Menai for apprentice training, with local
schools for work experience, continuing
Kids' Week and finding more tutors recruiting recently retired experts.
(f) Mechanise dirty and disagreeable jobs
where possible, but some people actually
like being mucky.
(g) Continuing and developing
collaboration with other railways (increase
traffic, help with training programmes)
(h) Update hostel (under way). We have
one ferocious ex-boxer as paid warden.
(i) Cutting back lineside vegetation
 Copyright Institute for Manufacturing
Health & Wellbeing Roadmap
2017
Medium
2019
(a) Kids of Kids at Kids
Week
(b) Continuing training
programmes
(c) Palatial new
quarters for Medical
Service [pie in sky]; better
office for Safety Manager
(d) New Diesel
Maintenance Depot with
adequate training and
doormats
(e) Reducing dirty work
sites around Works (hope
rather than experience)
(f) Encouraging other
small railways to follow
our example
(g) Increased
collaboration with other
railways - but there is a
limit to how far we can
persuade our volunteer
staff to do this. If finance
is involved, we are into a
different ball game.
(h) Cutting back
lineside vegetation
2020
Long
2025
(a) Kids of Kids of Kids
at Kids Week. Former
Kids as recently retired
tutors
(b) May need a second
hostel - this implies more
volunteers and a second
ferocious ex-boxer
(c) Further extensions
of line and joint stations in
collaboration with Welsh
Govt and other railways
(d) Cutting back
lineside vegetation. Good
job for Kids. Wales is the
carbon sink of the planet.
Dominic Oughton do251@cam.ac.uk
TRENDS &
DRIVERS
VISION
Name: Mark Hall
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include: integrated multidisciplinary health and wellbeing programme . There should be a proactive
intervention to assist employees to remain healthy at work with be supported through their working life . The programme is actively supported by all levels of management
and have full employee engagement .
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Cost of absence
•Older employees
•Carol Black/David Frost report
•Length of franchise
•Company profits
•Cost efficiencies
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Access to physiotherapy
•Access to EAP counselling
•Professional OH services
•Healthy work force
•Knowledgeable workforce on health
matters
•Employee engagement
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Mental Health
•Obesity
•MSD
MSD
Mental Health
Obestity
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Employee engagement
•Line management engagement
•Line manager health awareness
•High priority for Senior
Management
Knowledge
People & Skills
Facilities & Infrastructure
Standards & Regulation
Supply Chain
Suitable OH providers
Experience on knowledge of
professionals
Sharing of Best Practice
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
.
 Copyright Institute for Manufacturing
•Proactive intervention Sickness
Absence Policy
Health & Wellbeing Roadmap
Diabetes
Age related conditions
Cognitive impairment
Dominic Oughton do251@cam.ac.uk
S
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: CIRAS REPs 04/11/13
2014
Short
2016
2017
Medium
2019
2020
Long
2025
The Industry Vision for Health and Wellbeing in UK Rail should include:
Collaboration
Reduce the effects of Anti Social Behaviour on our staff – staff don’t want to work on trains
A good health culture leads to everyone having improved physical health, mental wellbeing and social wellbeing this leads to an attractive career in an industry of choice
Better workforce health and physical, social and psychological wellbeing
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
Recognise we are able to influence
social issues, home culture, work
culture, attitudes
•Recession
•Encouraged to report incidents,
penalisation of future contracts
•Aging Workforce
Work-force:
TOCs & FOCs
Suppliers
InfraCos
Network Rail
•Obesity
•Fatigue aware from work – outside
influences
•Industry pulls in different directions
and wastes energy
•Health stds (European laws)
•Union Interface
•Faster Solutions
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Noise, vibration, dust, manual
handling, contractors, Ergonomics
(in ticket offices)
•Increased recreational drug taking
•Impacts on staff – welfare, stress
levels
•Assaults
•Fear of crime
•Work related cancer
•Safety critical fitness for work
•Work overload
•Fatigue ‘sleep quality’
•Having enough people to do the
jobs
•Existing medical stds are not OH
stds – just health assessment
medical
•Disengaged staff with franchise
changes
•Children pick up bad habits of
previous generation
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Training needed to equip staff
•One auditing system for all
(construction / LU / Network Rail)
•Robust health reporting within the
industry
•Recognise the signs of work
overload
•Individuals empowered to make
change act differently
Knowledge
 Copyright Institute for Manufacturing
•CIS – Construction Industry
Scheme
•Increase in social drinking
•No respect for staff in Uniform
•Aging workforce forced to work for
longer – inconsistency of medical
stds across the industry – cost
implications of the above
•No General Respect, for others
common courtesy does not exist
•Guidance
•More police resource – stronger
police action
•Government support
•Fitness to assess lifestyle issues
•Treat health to the degree that
safety is currently treated
Health & Wellbeing Roadmap
•Acronyms from business to
business
•Human Blue Screen
•Tackle 2 shift vs 3 shift drivers
•Make occ health remedies available
to to those currently with problems
Dominic Oughton do251@cam.ac.uk
2014
TRENDS &
DRIVERS
•Age profile
•Technology that leads to standard practice
•New Blood in the industry
•Funding limitations
•Rotating Workforce
•Rotating employers
•Changes in retirement and pension legislation
•Competence of younger workers and their awareness of OH and lifestyle
Work-force:
- On-board
- Trackside
- Station, Depots & BackOffice
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Progress or standstill
•SMIS inputting
•Training investment / staff turnover
•Funding
•Invest in training
•Team Briefings
•Shift patterns
•Flexible working, unsociable hours
•Better work-life balance
•Management engagement
•Tighter budgets / shorter deadlines
•culture of an older workforce
•Lack of skilled staff = working more hours
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Good two way communication
•Management style
•Meet the Staff
•Openness and honesty
•Loss of good staff
•HAVS and Asbestos
•Stress due to unrest
•D&A Abuse
•Less productivity
•Days lost due to lifestyle
H&W CHALLENGES
& OPPORTUNITIES
Social
Technological
Environmental
Economic
Political & Legal inc
DfT/ORR
ESPONSES
ACTIONS
Short
2016
The Industry Vision for Health and Wellbeing in UK Rail should include:
A culture that demonstrates that health at work is everybody’s responsibility
Promoting a healthier, sustainable, productive workforce
A fit and healthy workforce irrespective of age
STAKEHOLDER
NEEDS
VISION
Name: CIRAS Reps 06/11/13
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
 Copyright Institute for Manufacturing
•Share good practice
Voluntary reporting scheme with rewards
Management to go out on site
Hook to different industries for different ideas on how this is managed
Recruitment – need more people
People with experience leave before they pass their knowledge on
Health & Wellbeing Roadmap
Dominic Oughton do251@cam.ac.uk
ENABLERS
RESPONSES
& ACTIONS
H&W CHALLENGES
& OPPORTUNITIES
STAKEHOLDER
NEEDS
TRENDS &
DRIVERS
VISION
Name: Chiltern Railways
2014
Short
2016
2017
Medium
2019
2020
Long
2025
training managers on all areas including how to
use the flexibilities available to them and to accept that there is a need to adjust
working patterns to suit the needs of staff who are being rehabilitated.
The Industry Vision for Health and Wellbeing in UK Rail should include:
Social
Technological
Environmental
Economic
Political & Legal inc DfT/ORR
•Better Sickness database
•Paperless systems in place
Work-force:
- On-board
- Trackside
- Station, Depots & Back-Office
- Other environments
TOCs & FOCs
Suppliers
InfraCos
Network Rail
Health Professionals
Other
•Health and Wellbeing surveys done
regularly
•Sharing best practice with other
TOCs
Work-related
Non work-related
Lifestyle
Opportunity & Access
Other
•Getting healthier available for staff
•Wellbeing calendar in place
•Access to gym discounst
•Bike scheme
Industry leadership
Clinical leadership
Evidence based action
Reporting and metrics
Employee engagement
Education & Training
Behavioural change
Other
•Collection of sickness data
•Consistent use of MFA
•Managers consistently trained
•All managers able to identify stress
in staff
Knowledge
People & Skills
Facilities & Infrastructure
 Copyright&
Institute
for Manufacturing
Standards
Regulation
•Training for staff about healthy
lifestyles
•Training for manager
•Revision of sickness entitlement
•Sickness recorded in real time
Health & Wellbeing Roadmap
•Easier access to health provision
with better contracts with providers
•Healthier drivers who are motivated
to keep fit
Dominic Oughton do251@cam.ac.uk