UNIVERSITY OF THE ARTS LONDON
EQUALITY IMPACT ASSESSMENT: THE WELLBEING POLICY
Aim: University of the Arts London is committed to enhancing the quality of its policies, strategies, functions and procedures to ensure
wherever possible, any impact is duly considered and appraised to be fair and inclusive to all who participate in our University life.
Context: The Public Sector Equality Duty (Equality Act 2010, s149) requires HEIs to demonstrate 'due regard' to eliminate
discrimination, promote equality of opportunity and foster good relations between those that share protected characteristics and those
that do not.
The legally protected characteristics are Age, Disability, Ethnicity, Gender Reassignment, Maternity and Pregnancy (Caring
Responsibilities), Race, Religion or Belief and Sexual Orientation. For the purposes of Widening Participation in HE, Social Class is
also considered for students.
Due regard essentially means to:
1.
2.
3.
4.
Remove or minimise disadvantage (barriers)
Meet different needs
Encourage participation
Tackle prejudice (bias) and promote understanding.
Purpose: The purpose of the Equalities Screening is to:
a) Evidence, through research statistics and consultation, the impact of a policy, strategy or function on those with protected
characteristics.
b) Identify and prioritise actions that could improve or enhance any impact OR where changes are not possible, to justify why this is so.
c) Incorporate these actions into existing and relevant business or strategic priorities.
Process
1. Consult with
Diversity Team
2. Gather Evidence
of Impact
3. Consider Impact & Actions in
Relevant Committee(s)
4. Submit Screening
for Approval at EDLG
5. Incorporate Actions
into Business/
Strategic Plans
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
1. ABOUT YOUR POLICY, STRATEGY OR FUNCTION
a) Title
b) Purpose
c) Name of policy, strategy or function Lead
THE WELLBEING POLICY
This Policy sets out the framework to manage and monitor wellbeing at work, the
responsibilities of all staff and the resources available to fulfill those
responsibilities.
Eleanor Pirie, Head of Health and Safety.
d) In scope for consideration
The Wellbeing Policy See Appendix 1.
Stress Risk Assessment Guide for Managers See Appendix 2
e) Priority Lines of Enquiry agreed
1) Identify ways that the Wellbeing Policy and Stress Risk Assessment Guide
can address the needs of staff with specific protected characteristics (as
identified below) that may be particularly vulnerable to stress. In particular:




Staff with existing or recurrent mental health conditions
Pregnant staff.
Staff with caring responsibilities.
All staff with protected characteristics that believe they are experiencing
harassment or bullying due to their protected characteristics
2) To determine how managers can be supported to spot stress, carry out risk
assessments and provide options to alleviate that stress.
a) Other Committees / Groups / Networks
consulted
The Policy and Guide were circulated to the Disabled Staff Network, GEMS and
Queer@arts staff networks on the 21st September. Feedback was received from
one member of staff. The comments were positive and related to queries about
how the Policy will be enforced.
The Policy was written in consultation with the Trade Unions over the course of
three meetings and several follow up emails.
The Policy was considered at the University Health and Safety Committee see
Appendix 3. No substantive changes were made
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
a) Protected
Characteristic (s)
Disability
Evidenced Impact
Justification or Action Point (please include by whom
and by when)
1) Identify ways that the Wellbeing Policy and Programme can address the needs of staff with specific
protected characteristics (as identified below) that may be particularly vulnerable to stress.
Staff (including those defined as disabled) with
current, long-term or recurrent mental health
conditions.
Context
According to the Mental Health Foundation, estimates
suggest that 1 in 4 people will experience a mental
health condition in the course of a year. Mixed anxiety
& depression is the most common mental disorder in
Britain, with almost 9% of people meeting criteria for
diagnosis.
Many mental health conditions will be defined as a
disability under the Equality Act 2010 if they are long
term / recurrent (beyond 12 months), substantial and
impact on normal day to day activities. See Mind Rights and Legislation.
The Health and Safety Executive noted that the total
number of cases of stress in 2011/12 was 428 000
(40%) out of a total of 1 073 000 for all work-related
Action One: H&S
Ensure that the Guidance also includes reference to the legal
requirement of Managers and the University to provide
reasonable adjustments to staff who are currently, or are likely
to be defined as disabled under the terms of the Equality Act
2010, or Disability Discrimination Act 2005 or 1995 in relation
to experiencing stress, anxiety or other mental health
conditions.
Action Two: H&S and Diversity Team
Link the Policy and Guide with the University’s Valuing
Disabled Colleagues programme which explains the
procedure for undertaking workplace assessments by a
disability/health specialist (e.g. Access to Work or
Occupational Health), along with resources and
recommendations for workplace adjustments that may be
appropriate for staff managing mental health conditions at
work.
Action Three: H&S, HR and Diversity Team
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
illnesses.
Only 6 people disclosed a mental health disability via
Employee Self Service at UAL in the year 2010-11.
This compared to 39 people in the Disabled Staff
Survey of January 2012. Suggesting that staff may
either not consider themselves to meet the legal
definition of disability or that they are concerned to
formally disclose a mental health condition as a
disability through UAL’s official HR Management
Information systems.
However, ‘Stress, debility or depression’ accounted for
32.3% of sickness absence in 2010/11, an increase of
13.1% on the previous year. See Equality and Diversity
Framework Progress Report.
It is unclear whether reasonable adjustment absences
taken by staff to attend regular counselling or
psychotherapy are being recorded as sickness
absence due to stress or to attend hospital / medical
appointments on iTrent. More than 15 days of
sickness absence triggers a referral to Occupational
Health and the Sickness Absence Procedure.
Impact:
The Wellbeing Policy and Stress Assessment Guide
could serve as a proactive means of aiding individuals
Explore whether absences that relate to attendance at
external or EAP counselling or psychotherapy constitute selfmanagement of a mental health condition / reasonable
adjustment; should these absences be recorded as sickness
absence or special leave? Would such absences trigger use
of the Stress Assessment Guide or the Sickness Absence
Procedure?
►Further Proposal: A programme promoting mental health
wellbeing for students and staff could be developed for 201314 in collaboration with other University departments. It could
promote:
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The prevalence and innovation of creative practitioners
with mental health conditions.
Linking with UAL’s Thou Art research project.
Linking with the work of Dr Jenny Tillotson Senior
Research Fellow CSM, that focuses on Scentsory
Design®: the relationship between Aromachology (the
science of smell) and emotional wellbeing.
http://www.csm.arts.ac.uk/research/staffresearchprofiles/dr
jennytillotson/
The ongoing events of the Wellbeing Events programme
The benefits of flexible working arrangements as a
workplace adjustment
Employee Assistance Programme’s counselling service
and health advice.
Links with national mental health campaigns e.g. Time to
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
and their line managers to identify and manage mental
health conditions (including stress and depression) in
the workplace before and after a sickness absence
occurs; but also during the course of employment by
ensuring appropriate workplace adjustments are in
place. This could be useful for those staff that choose
not to request workplace adjustments or self identify
themselves as ‘disabled’ through Employee Self
Service but could benefit from support.

Change, Rethink and Mind.
Profiles of Staff with Mental Health Conditions.
By Equality and Diversity Team, Health and Safety, Disabled
Staff Network, SU.
The Policy and Guide could also refer to the legal
requirement to provide reasonable adjustments to staff
with mental health conditions (such as depression,
anxiety) that are covered by the disability provisions of
the Equality Act 2010.
b) Protected
Characteristic (s)
Evidenced Impact
Caring
Responsibilities
Staff with caring responsibilities
Context:
According to Carers UK, 1 in 8 people are carers in the
UK (just under six million people). This could include
caring for an ill partner or friend, an older parent or a
disabled child. People providing high levels of care are
twice as likely to be permanently sick or disabled
themselves:
Justification or Action Point (please include by whom
and by when)
Action Four: H&S
Ensure that the Policy and Guide also includes reference to
the Employment Act 2002 and 2007 that requires the
University to consider requests for flexible working or unpaid
time off from staff Carers of children (17 or under), disabled
children (under 17) and adults who are relatives or live at the
same address as the staff member.
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.


625,000 people suffer mental and physical ill
health as a direct consequence of the stress and
physical demands of caring.
1.25 million people provide over 50 hours of care
per week
Action Five: H&S, HRMI and Diversity Team
Initiate better monitoring of the numbers of staff with Caring
Responsibilities through ESS and Flexible Working Requests;
and cross reference Stress Related Sickness Absence with
this group.
It is difficult to internally identify the numbers of UAL
staff at risk of stress due to their caring responsibilities
due to the following factors:
Action Six: H&S
Promote the Policy and Guide to this group of staff and their
managers if known.

Caring responsibilities has only been introduced to
Employee Self Service in recent years and
disclosures are too low to be reliable. It is hoped
that the Equality Information Campaign launched in
December 2012 will improve this category being
updated.
►Further Proposal: The Diversity Team is to propose a
Caring Responsibilities programme for 2013/14. This may
include:

The numbers of staff making flexible working
requests due to caring responsibilities is also
unclear as there may not be a central HR record
system in place.

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There is currently no Network for staff with caring
responsibilities, although the Disabled Staff
Network (DSN) also welcomes staff who are carers
of disabled people to join. The DSN minutes to
date do not suggest that Carers are raising issues
in relation to stress or wellbeing to the Network.



Appointment of an EB Caring Responsibilities Champion
Promotion of the Wellbeing and Flexible Working policies
and provisions for carers.
Enhanced monitoring and analysis on ESS and Registry
Launch of a Staff Network
Links with national campaigns and charities e.g.
Recognition of Carers Week and / or, Parents Week.
Promotion of the advice and support to carers that the
Employee Assistance Programme might offer.
Collaboration with the Student Union to promote provisions
and support for student carers.
By: Equality and Diversity Team / Health and Safety / Student
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
Union / HR / Disabled Staff Network / EB Caring
Impact:
Responsibilities Champion
Staff Carers would appear to be group that is
vulnerable to stress and thus might benefit from
introduction of the Wellbeing Policy and Stress
Assessment Guide. Both documents could refer to this
group in particular and to the University’s statutory
requirement to consider flexible working requests and
unpaid time off by staff with caring responsibilities (see
UAL Flexible Working Policy).
c) Protected
Characteristic (s)
Evidenced Impact
Pregnancy and
Maternity
Pregnancy and Maternity
Context
For some women, adjusting to pregnancy and
maternity can result in a range of mental health
conditions including stress, anxiety disorders, antenatal
and post natal depression.
Justification or Action Point (please include by whom
and by when)
Action Seven: H&S, HRMI and Diversity Team
Initiate better monitoring of pregnant women and maternity
returners so that data on such staff can be cross referenced
with stress related sickness absence.
Action Eight H&S and HR
Promote the Wellbeing Policy and Stress Assessment Guide
to pregnant women and maternity returners and their line
managers if known.
A research review undertaken by Sharron S.
Humenick, PhD, RN, LCCE, FAAN and Olivia S.
Howell, MPH in their book ‘Perinatal Experiences: The
Association of Stress, Childbearing, Breastfeeding, and
Early Mothering’ suggests that women who experience ►Further Proposal:
stress during pregnancy can result in other health
The Wellbeing Policy/Programme could be promoted as part
difficulties for mother and child including:
of a wider programme to specifically focus on the
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.





Preterm births
Lower birth weights
Newborns scoring lower Agpar scores
Difficulty in successful breastfeeding
Postnatal depression
According to the Royal College of Midwives, it is
thought that more than 1 in 10 women experience post
natal depression, a quarter of those continuing to have
the condition up to the child’s first year or beyond.
Evidence suggests that approximately two-thirds of
women with postnatal depression had already been
depressed ante natally; with only about three percent
of women having a first-time depression after delivery
(National Childbirth Trust).
Impact:
In the workplace stress experienced during pregnancy
and maternity may lead to sickness absence and in
some cases difficulties undertaking the same work, at
the same locations during the same working hours.
requirements of pregnant women and maternity returners.
The Diversity Team proposes to develop a Pregnancy and
Maternity Information Pack for 2013/14 to include:

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
Policies: Wellbeing, Maternity Leave Policy and Flexible
Working Policy, Caring Responsibilities Equality Scheme.
Info on Health and Safety Risk Assessments (as
appropriate)
Maternity category included in concerns of proposed
Caring Responsibilities Network
Resources e.g. Quiet Spaces for rest/breastfeeding,
External organisations
Guidance for academics in relation to REF and research
career development.
Collation of resources for pregnant students and student
parents.
Lead: Diversity Team / H&S / SU in 2013.
Thus it is possible that some pregnant staff
experiencing antenatal depression will still be in work
before commencing maternity leave or if experiencing
post natal depression, may return to work before they
are well enough to do so
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
Maternity Returners are not currently monitored on
iTrent so it is not possible to cross reference sickness
absence with a pregnancy or maternity returner
category.
It is unknown how many cases involved stress as a
Pregnancy related illness in 2010-11.
d) Further/Other
Evidenced Impact
All protected
characteristics
All staff with protected characteristics that believe they are experiencing harassment or bullying due to their
protected characteristics.
Context
Staff Complaints that related to Bullying and
Harassment were as follows:

2010 / 2011 - there were 25 complaints, of which 6
cited bullying and / or harassment - so 24%

2009 / 10 - there were 42 complaints, of which 12
cited bullying and / or harassment - 28.6%
Justification or Action Point (please include by whom
and by when)
Action eight: H&S, HR and Diversity Team
The Wellbeing Policy and Stress Assessment Guide could be
promoted as part of other initiatives designed to offer support
to staff experiencing bullying or harassment such as:



Staff Support Network
Resolutions : Cultural Conflict Management (coming soon)
Employee Assistance Programme (Counselling, health and
legal advice).
Impact
It is unclear how many of these complaints related to a
bullying or harassment allegation related to a protected
characteristic or how many led to stress related
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
absence.
The Staff Support Network suggest there has been
zero bullying and harassment cases brought to their
attention since launch in October 2012. A promotion
campaign is underway over Autumn 2012.
All protected
characteristics
2) To determine how managers can be supported to spot stress, carry out risk assessments
and provide options to alleviate that stress.
Context
The HSE identifies several factors, (the ‘Management
Standards’), that impact on the workplace and if
managed well will make a positive contribution to both
the workplace and an employee’s experience at work.
http://www.hse.gov.uk/stress/roles/yourteam.htm If
managed poorly or ignored they will have a negative
impact. The factors the HSE have identified are:



Action ten: H&S and D&L
Providing stress management strategies as an online training
tool so that all managers and staff are able to access
techniques to identify and address stress and depression. For
example CIPD tool:
http://www.peoplemanagement.co.uk/pm/articles/2012/07/cipd
-launches-free-stress-management-tool.htm
Action eleven: H&S and D&L
Continue to deliver and promote the Wellbeing Programme of
The support of managers and colleagues and
events across the University and encouraging staff and
supportive, healthy relationships at work; clarity and
managers to support attendance as appropriate. Monitor take
understanding of role and the place a person has
up as appropriate. See Appendix 4. Wellbeing Events Nov 12
within the organisation.
Action twelve: H&S and D&L
The demands of a person’s job; the goals of both
Develop coaches on the UAL Coaching Network to be able to
department and the organisation as a whole;
coach managers to identify stress and provide stress
The communication and speed of changes in the
management techniques to coachees.
work place, those that will personally affect an
Action thirteen: H&S and D&L
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Equality Screening Template - GENERIC
EQUALITY IMPACT ASSESSMENT
2. FINDINGS
Please set out the key findings from your EIA and recommend at least THREE actions that could be undertaken to ensure the
policy, strategy or function has a positive impact on promoting equality, minimises barriers that affect different groups, and
eliminates discrimination in relation to the protected characteristics.
individual and the wider changes within the
organisation.
According to the Chartered Institute of Personnel and
Development’s (CIPD) quarterly Employee Outlook
survey of 2,000 employees in January 2012, almost
half (49%) of UK middle managers say they are under
excessive pressure either everyday or once or twice a
week, compared to a survey average of 37%. They are
particularly unhappy with their work-life balance; just
44% agree they are satisfied with their work-life
balance, compared to 70% among employees with no
managerial responsibilities.
http://www.cipd.co.uk/pressoffice/press-releases/newmeaning-squeezed-middle.aspx
Impact
Data from UAL Stress Survey(s) is not available.
Consultation on the Valuing Disabled Colleagues
programme suggested that staff with mental health
conditions would prefer to speak to a disability
specialist before disclosing to their manager or HR.
Managers may need to gain the ‘trust‘ of their team
members before expecting disclosure or engagement
with a risk assessment. The mental health charity
Mind also provides a useful leaflet on this:
http://www.mindfulemployer.net/
Ensure mention of the Policy and Guide in training offered by
Development and Learning. For example:

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Managing Diversity Skills
Managing Performance
Managing Planning, Review and Appraisal
Managing Probation and Induction
Managing Staff in Times of Change
Action fourteen: H&S
Reference other relevant UAL policies and initiatives in the
Policy and/or Guide. For example:
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Valuing Disabled Colleagues: Workplace Adjustments
Flexible Working
Parental Leave
Special Leave
Adoption leave
Formal Complaints (this is in the process of being revised)
Drug and Alcohol
Paternity Leave and Pay
Maternity Leave
Redeployment
Sickness Absence
Planning review and Appraisal
Whistle blowing Policy
Work life balance
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Equality Screening Template - GENERIC
EQUALITY SCREENING
3. REVIEW
a) Please offer feedback on your experience of undertaking this Equality Screening.
You are welcome to note that the EIA E&D Lead was absent in the end stages of you undertaking the EIA.
b) Please indicate the local policies / strategies / business priorities / action plans your Actions will be incorporated into:
Health and Safety Strategy
Valuing Disabled Colleagues
Future equality Projects on Mental Health, Pregnancy and Maternity and Caring Responsibilities?
Human Resources Operating Plan
c) Name and date of Senior Manager who has endorsed this Equality Screening:
Nick Rogers / John Hallam?
APPROVED BY THE EQUALITY AND DIVERSITY
LEADERSHIP GROUP ON:
EIA PUBLISHED ON:
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Equality Screening Template - GENERIC
APPENDICES
Appendix 1 - The Wellbeing Policy
The Wellbeing Policy
Introduction
1. Work should be a stimulating and supportive environment that helps maintain positive mental
and physical wellbeing. This Policy sets out the framework to manage and monitor wellbeing
at work, the responsibilities of all staff and the resources available to fulfil those responsibilities.
This Policy applies to all University employees.
2. As an employer the University has a legal responsibility to do everything reasonably
practicable to maintain a healthy and safe workplace including minimising the likelihood and
impact of stress at work. The Health and Safety Executive (HSE) defines stress as the
“adverse reaction people have to excessive pressure or other types of demand placed on
them”. There is a fundamental difference between the experience of stress at work, which
makes people ill and, in extreme cases can result in disability; and the stimulating aspects of a
role which add to the fulfilment and satisfaction of a job.
3. If staff experience stress whilst at work, either because of the working environment or other
factors external to their employment, the University has a legal duty to address the causes and
re-establish a positive working environment whenever possible. The University is committed to
doing everything reasonably practicable to enable a member of staff to remain in work and, if
this is not possible for medical reasons, to support staff back into work as soon as possible
including making any reasonable adjustments or managing absences in line with the
University’s Policies
4. It is always better to avoid/manage a situation that negatively impacts on a person’s mental
wellbeing rather than managing the consequences. The HSE identifies several factors, (the
‘Management Standards’), that impact on the workplace and if managed well will make a
positive contribution to both the workplace and an employee’s experience at work. If managed
poorly or ignored they will have a negative impact. The factors the HSE have identified are:
 The support of managers and colleagues and supportive, healthy relationships at work; clarity
and understanding of role and the place a person has within the organisation.
 The demands of a person’s job; the goals of both department and the organisation as a whole;
 The communication and speed of changes in the work place, those that will personally affect
an individual and the wider changes within the organisation.
5. The principle mechanism for identifying and minimising the factors that contribute to workplace
stress is risk assessment; that is, to consider potential sources of stress in a task or working
environment when completing a general risk assessment. Such factors may include;
restructuring, changes to workload, unachievable deadlines or a lack of training. The
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Equality Screening Template - GENERIC
assessment of foreseeable risk makes it possible to identify appropriate control measures to
avoid or minimise harm.
6. Collective or group assessments of workplace stress may be appropriate when a group of staff
report problems with the working environment that are adversely impacting on their working
environment with regard to workplace stress, if analysis of data such as sickness absence
records, staff turnover and informal complaints indicates workplace stress may be a
contributing factor or, if requested by a Trade Union staff or H&S representative on behalf of
their members because of issues bought to them in confidence.
7. Individual ‘stress assessments’ may be considered under the following circumstances:
 when a member of staff has reported work place stress as a concern;
 a manager is aware that a member of staff is experiencing symptoms caused by stress at
work; and,
 when a member of staff returns from a period of sickness where work place stress has
been identified as a factor by a statement of fitness to work issued by a GP (the ‘fit’ note).
This assessment is in addition to the requirement described in the Sickness Absence
Management Policy and Procedure that requires a return to work interview, led by the
member of staff’s line manager, after any period of sickness.
The assessment will consider all contributing factors and identify any reasonable control
measures that should be put in place.
8. All staff have a personal responsibility for their own health and wellbeing whilst at work.
Managers have an additional responsibility to manage the workplace, workload and staff to
minimise the likelihood of stress occurring and to seek advice and guidance if necessary. The
University expects all staff to take these responsibilities seriously and take action promptly
when an issue is identified.
The University is committed to:

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

As far as is reasonably practicable, maintaining a healthy and safe workplace.
Increasing staff awareness and understanding of the factors that influence mental and physical
wellbeing including the causes of workplace stress and the methods available to manage and
reduce this within the University.
Providing training to enable line managers to identify staff who are experiencing, or may be
vulnerable to workplace stress; manage workplace stress; identify foreseeable sources of
workplace stress and put in place strategies to manage this.
Providing personal and professional development training opportunities to all staff and
encouraging attendance.
Supporting staff experiencing stress in the workplace by:
i.
Identifying the causes of workplace stress and, working with members of staff or teams,
line managers and other colleagues as necessary, to promote employee wellbeing and,
as far as reasonably practicable removal any causes of workplace stress.
ii.
Providing appropriate readily accessible support including; access to counselling,
mentoring and coaching; advice from occupational health; training, both in professional
skills and work management skills; flexible working in line with the Flexible Employment
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Equality Screening Template - GENERIC
Policy and access to a confidential service to report bullying and harassment and
receive support.
Governance
9. The Governors of the University have ultimate responsibility for ensuring the University has
effective policies and procedures. Operational responsibility is properly delegated to the
Executive Board and senior managers in each College and Rectorate.
10. The effectiveness of this Policy and management of wellbeing will be monitored through the
University Health and Safety Committee, reporting to the Executive Board at least annually.
Responsibilities
11. The most important relationship in minimising and managing work place stress is that between
line managers and their staff. Support and advice is available from Human Resources (HR),
Health and Safety (H&S) Advisers and the Trade Unions. Below are details of the
responsibilities of managers and staff, Human Resources and the Health and Safety Advisers.
12. Managers have the following responsibilities:
 Ensuring they have the skills and knowledge to promote wellbeing and take steps to effectively
reduce and manage workplace stress and identify staff who may be experiencing stress at
work at an early stage.

To maintain regular informal and formal communication with staff to monitor workloads,
working hours and other health and safety arrangements, and to identify early warning signs of
staff who may be experiencing stress.

To communicate with and involve staff in organisational changes as early as possible and
develop an understanding of the impact of change on people at work.

To ensure job descriptions are reasonable and identify the skill required to carry out the role.
To adhere to the job descriptions of a role and, if significant changes to the role are being
considered, to discuss with the member of staff in a reasonable time frame.

Ensure workload and workplace stressors are included in risk assessments when workplace
stress is a foreseeable risk, identify appropriate control measures to reduce risk as far as is
reasonably practicable and manage any residual risks.

Ensure all staff understand what is expected of them at work and have the skills and
knowledge to carry out their role effectively. This should be re-affirmed during the annual
Performance Review and Appraisal (PRA) and the interim PRA update.

Managing issues of poor performance in a sensitive, supportive, fair and clear manner,
recognising that such situations will be stressful to staff.

Ensure a risk assessment is completed when foreseeable changes in workload or working
practices have been identified as likely to have an effect on workplace stress to determine any
preventive and protective measures necessary, as far as is reasonably practicable, to mitigate
the risks identified. Examples of foreseeable risks include re-organisation and relocation, a
member of staff leaving or going on maternity leave; a change in process, the introduction of
new software or a planned short absence during a critical period. Changes that are
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Equality Screening Template - GENERIC
unforeseeable could include an unexpected absence due to illness or bereavement, in these
cases adjustment should be made as soon as is reasonably practicable.

Actively challenge and deal with unacceptable behaviours that increase the risks of workplace
stress, for example; bullying and harassment; poor timekeeping; poor work performance;
failure to follow safe systems of work.

Promote employee wellbeing and support University initiatives to advance better ways of
working and tackle workplace stress.

Seek, and act on advice and guidance from HR and the H&S Adviser to prevent or manage
incidents of workplace stress.
13. All staff have the following responsibilities:
 To inform their line manager, HR or the H&S Adviser know if there may be issues that are
adversely affecting wellbeing at work.

To raise issues with their line manager that they believe are, or are likely to, unreasonably
adversely affect their wellbeing or the wellbeing of their colleagues. Put forward constructive
suggestions about how this might be addressed.

Ensure they have the skills and knowledge to carry out their role effectively and request
training or support if necessary.

Co-operate with their line manager, HR or H&S to manage stress at work and be mindful of
causing stress to colleagues and others.

Treat colleagues with respect and challenge unacceptable behaviour such as bullying or
harassment.
14. H&S Advisers have the following responsibilities
 Supporting managers in the management of work place stress and the completion and
implementation of risk assessment including identifying workplace stressors.

Providing up-to-date advice on the legal requirements and best practice regarding the
management of wellbeing at work and methods for improving and maintaining a healthy
workplace.

Working with managers and HR to monitor and review the effectiveness of measures to
maintain a healthy workplace.

To take appropriate action where the wellbeing of staff at work is being adversely affected.

To act on information received about individuals or groups experiencing stress at work.

Seeking additional advice and guidance when necessary.

Consulting in good time with Staff TU Health and Safety Representatives about any changes to
the management of stress at work or the introduction of training that affects the health and
safety of their members.
15. Human Resources are responsible for the following;
 Providing up to date guidance for all staff on wellbeing at work and maintaining a healthy
workplace, including the support available to staff.
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Equality Screening Template - GENERIC

Providing appropriate training opportunities for staff to support personal and professional
development.

Monitoring sickness absence to identify potential problems and provide timely support to staff
and managers, including referrals to occupational health.

Gather data relating to work place stress such as sickness absence records and exit
questionnaires and make the data available as appropriate.

Assessing the effectiveness of measures to maintain a healthy workplace, both across the
University and at a local level.

Subject to available resources the provision and promotion of a confidential counselling service
accessible by all staff.

Providing support to staff and managers to address issues of work related stress.

Working with all parties to manage effectively the return to work of staff who have suffered from
stress related ill health.

Consulting with TU Staff Health and Safety Representatives about any changes to the
management of stress at work or the introduction of training that affects the health and safety
of their members in good time.
Further advice and support is available from:
 Human Resources
 Health and Safety Advisers
 The Diversity Office
 Trade Union Staff and Health and Safety Representatives
 UCU
 GMB
 UNISON
 The Occupational Health Service
 The Employee Assistant Helpline
This policy will be reviewed at two yearly intervals
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Equality Screening Template - GENERIC
Human Resources Contacts
HR Manager (Benefits, Policy, Recruitment and Rewards)
Kate Burrell x6090
CCW
HR Business Partner Claudia Otoo x7937/3577
HR Consultant Rachael Horsler x3952
HR Officer Shahnaz Khan x7798
CSM
HR Business Partner Claudia Otoo x7937/3577
HR Consultant Carole Gibbons x3948
HR Officer Peter Lane x6087
LCC
HR Business Partner Clive Foulkes x3496
HR Consultant Michelle Telesford x3950
HR Officer Martin Wright x6169
LCF
HR Business Partner - Clive Foulkes (Interim) x3496
HR Consultant Kam Sokhi x3951
HR Officer Kathryn Jarvis x6215
Academic Development and Services
HR Business Partner Andrea Gordon x2973/3493
HR Officer Alison Day x9399
Information Services:
HR Consultant Sat Matharu
x6086/3945
University Secretary & Registrar Offices,
Research, CLTAD, Academic Affairs, Student
Services, Widening Participation
HR Consultant Anna KingsleyNyinah x7857/3640
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Equality Screening Template - GENERIC
Strategic Development
HR Business Partner Andrea Gordon x2973/3493
HR Officer Richard Hunt x6089
Estates, Housing, Retail, Catering, Language
Centre, International Centre,
Internationalisation, Artscom:
HR Consultant Linda Slaymaker
x2390/3946
Enterprise, Communications, Development:
HR Consultant Anna Kingsley-Nyinah
x7857/3640
Human Resources:
HR Consultant Sat Matharu
x6086/3945
Rector’s Office
HR Officer Richard Hunt x6089
Rectors Offices, Central Planning Unit:
HR Consultant Anna Kingsley-Nyinah
x7857/3640
Finance:
HR Consultant Sat Matharu
x6086/3945
Health and Safety Advisers
CCW
CSM
LCF
LCC
High Holborn/ Richbel Place
Abigail Dickinson
Niall Campbell x 8791
Brian Wade x 7516/3923
Karen Godfrey x 6614
Miriam Cooper x 6103
Managing Sickness Absence Policy
Return to work interview
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Equality Screening Template - GENERIC
Appendix 2 - The Stress Risk Assessment Guide
Stress risk assessment: A Guide for the Wellbeing Policy
Why does a risk assessment for work place stress need to be completed?
1. Risk assessment is a proactive process that should be carried out when changes are being
planned or new activities considered. Regulation 3 of the Management of Health and Safety at
Work Regulations (Management Regs) require employers to assess risks to health and safety
from hazards at work. The Health and Safety Executive (HSE) identifies stress as a
workplace hazard with the potential to cause ill health. Employers are therefore required to
consider the risk of work related stress when planning changes in the workplace or introducing
new processes and activities.
When should an assessment of workplace stress be completed?
2. Managers are required to carry out a suitable and sufficient risk assessment of workplace
activities at various times:
 When activities are planned.
 Before the introduction of planned changes.
 If there are changes that may affect health and safety.
 If any complaint has been made or illness/accident occurs.
 If there has been a change in legislation that impacts on the work activity.
 If staff have raised the issue of work related stress with their line manager or through a
different route such as their Trade Union representative.
What does ‘suitable and sufficient’ mean?
3. Any risk assessment, including an assessment of work related stress, must be suitable and
sufficient to fulfil the requirements of the Management Regs. To be suitable and sufficient a
risk assessment must take into account all the factors involved, reflect the actual situation (i.e.
be based in reality and not what should be happening) and make recommendations that will
address the risks identified. They must also be completed by a competent person. As a
manager you should be able to assess the likelihood and impact of workplace stress in most
instances however, if you are concerned about your competency to complete an assessment,
which may be the case if it is particularly complex, then you should contact your HR Consultant
or H&S Adviser for advice.
4. The effort and resource put into a risk assessment should be proportionate to the degree of
change or the level of complexity of the task/activity being assessed. A small change should
not require pages and pages of documentation, however a complex change or activity will
require time and effort to complete and document a risk assessment.
5. The HSE have developed the following checklist to use when deciding if your stress risk
assessment is suitable and sufficient. The HSE consider that if you can say yes to all of the
points on the checklist any stress risk assessment is likely to be suitable and sufficient
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Equality Screening Template - GENERIC
HSE checklist for a suitable and sufficient risk assessment of workplace
stress









Do you include all the steps in the risk assessment process?
Do you focus on prevention and organisational level solutions?
Do you include provision for dealing with other issues, e.g. individual issues?
Do you ensure commitment from all parties (senior management, employees
and their representatives)?
Do you have arrangements to identify those aspects of the work, organisation
or environment that are known to be risk factors for work related stress?
Does your approach highlight the extent and nature of the gap, if any,
between the current situation, and what is seen as good practice, e.g. ‘the
states to be achieved’ in the Management Standards (see appendix 1), for
each of the identified stress risk areas?
Do you involve the workforce:
o By asking about their views regarding good and bad features of
workplace conditions?
o By seeking their suggestions, advice and comments on potential
solutions to problems (e.g. improvements to working conditions,
changes in the way work is organised, etc)?
o By ensuring that people are empowered to contribute and feel that their
views are listened to and acted on?
o By communicating outcomes (e.g. action plans)?
Do you seek to develop and adopt solutions that are 'reasonably practicable'?
Do you provide documentation to show what you have done at each stage of
the process and that you are implementing the recommended actions?
How do I carry out and the document a risk assessment?
6. Because experiences of stress are to a certain extent subjective, identifying potential causes of
stress and the risk they represent is not as straightforward as identifying the risks involved in
injury from a particular machine or a manual handling task. To help identify changes in role,
workplace or working environment that could foreseeably affect workplace stress it is helpful to
refer to the HSE Management Standards (see appendix 1 for details).
7. The HSE has identified six key areas of work design that, if properly managed, are associated
with good health and wellbeing, increased productivity and decreased sickness absence.
Changes in the workplace that affect any of these six ’Management Standards’ should be
considered to determine if any changes are likely to have an adverse effect and how any
adverse affects may be managed and minimised.
8. Risk assessments must be documented and the results communicated to all affected parties.
For complex assessments the University risk assessment form can be used and is available to
download from the H&S web pages . However for simple changes such as a small change to
working hours, an agreement for flexible working or a small change to job role the PRA
process and applications for flexible working can be used to document the risk assessment
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Equality Screening Template - GENERIC
process and outcomes. For minor changes it may be sufficient to refer to the notes of 1:1
meetings or to document changes and agreement in an email. Below is a flow diagram
illustrating the risk assessment process.
9. Even small changes such as a change in someone's hours, agreement for flexible working,
minor changes in responsibility, task, reporting line etc. still need to be considered against the
six management standards and the assessment must be documented in some way.
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Equality Screening Template - GENERIC
Changes that may affect work place stress
for an individual or group
Identify the foreseeable hazards related to
workplace stress for all employees.
Alert other departments if changes will affect
them as well. This usually only applies if
significant change is planned
Assess the risks of work
related stress.
Indentify control
measures.
Refer to the management
Standards ‘States to be
achieved’
Discuss with employees
affected and if necessary
with Trade Unions
Representatives.
Document findings
Implement control measures
Changes that may affect
workplace stress include;
changes to hours, location,
line management, duties,
responsibilities, software and
processes.
If moderate or significant control
measures will be necessary. If the
risk of work related stress is small
or insignificant then it may not be
necessary to introduce control
measures but they should always
be considered
There are several ways to document
the findings of a risk assessment:
 The University risk assessment form
which should be used for significant
and/or complex changes and for any
assessment that is not documented in
one of the following alternative ways;
 As part of the PRA process, either the
annual Appraisal or six month review.
 A flexible working agreement letter.
 The notes of 1:1 meetings when minor
changes to working arrangements are
discussed and agreed
 An email detailing proposed changes
and agreed actions, or
acknowledgement that no additional
action is necessary between the line
manager and all affected by changes.
Decide on a review date and
process.
It is important to give some
consideration about how
changes can be measured and
whether additional data needs
to be measured for a period.
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Equality Screening Template - GENERIC
Appendix 1
The HSE Management Standards
Demands
Control
Support
Relationships
Role
Change
Issues such as workload, work patterns and the work environment
How much say a person has in their work
The encouragement, sponsorship and resource provided by the organisation,
line management and colleagues
Promoting positive working to avoid conflict and dealing with unacceptable
behaviour
Whether people understand their role within the organisation and whether the
organisation ensures they do not have conflicting roles.
How organisational change (large or small) is managed and communicated in
the organisation.
Demands
Includes issues like workload, work patterns and the work environment.
The Standard is that:
 Employees indicate they are able to cope with the demands of their jobs; and
 Systems are in place locally to respond to any individual concerns
States to be achieved to fulfil the Standard:
 The organisation provides employees with adequate and achievable demands in relation to the
agreed hours of work;
 People’s skills are matched to the job demands;
 Jobs are designed to be within the capabilities of employees; and
 Employees concerns’ about their work environment are addressed.
Control
How much say a person has in the way they do their work
The Standard is that:
 Employees indicate that they are able to have a say in the way they do their work; and
 Systems are in place locally to respond to individual concerns.
States to be achieved to fulfil the Standard:
 Where possible employees have control over the pace of their work;
 Employees are encouraged to use their skills and initiative to do their work;
 Where possible employees are encouraged to develop new skills to help them undertake new
and challenging pieces of work;
 The organisation encourages employees to develop their skills;
 Employees have a say over when breaks can be taken; and
 Employees are consulted over their work patterns.
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Equality Screening Template - GENERIC
Support
Includes the encouragement, sponsorship and resources provided by the organisation, line
management and colleagues.
The Standard is that:
 Employees indicate that they receive adequate information and support from colleagues and
superiors; and
 Systems are in place locally to respond to individual concerns.
States to be achieved to fulfil the Standard:
 The organisation has policies and procedures to adequately support employees;
 Systems are in place to enable and encourage managers to support their staff;
 Systems are in place to enable and encourage employees to support their colleagues;
 Employees know what support is available and how and when to access it;
 Employees know how to access the required resources to do their job; and
 Employees receive regular and constructive feedback.
Relationships
Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour.
The Standard is that:
 Employees indicate that they are not subject to unacceptable behaviours, e.g. bullying at work;
and
 Systems are in place locally to respond to any individual concerns.
States to be achieved to fulfil this Standard:
 The organisation promotes positive behaviours at work to avoid conflict and ensure fairness;
 Employees share information relevant to their work;
 The organisation has agreed policies and procedures to prevent or resolve unacceptable
behaviour;
 Systems are in place to enable and encourage managers to deal with unacceptable behaviour;
and
 Systems are in place to encourage staff to enable and encourage employees to report
unacceptable behaviour.
Role
Whether people understand their role within the organisation and whether the organisation
ensures that the person does not have conflicting roles.
The Standard is that:
 Employees indicate they understand their role and responsibilities; and
 Systems are in place locally to respond to any individual concerns.
States to be achieved to fulfil this Standard:
 The organisation ensures that, as far as possible, the different requirements it places on
employees are compatible;
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Equality Screening Template - GENERIC



The organisation provides information to enable employees to understand their role and
responsibilities;
The organisation ensures that, as far as possible, the requirements it places upon employees
are clear; and
Systems are in place to enable employees to raise concerns about any uncertainties or
conflicts they have in their role and responsibilities.
Change
How organisational change (large or small) is managed and communicated in the organisation.
The Standard is that:
 Employees indicate that the organisation engages them frequently when undergoing an
organisational change; and
 Systems are in place locally to respond to any individual concerns.
States to be achieved to fulfil this Standard
 The organisation provides employees with timely information to enable them to understand the
reasons for proposed changes;
 The organisation ensures adequate employee consultation on changes and provides
opportunities for employee consultation on changes and provides opportunities for employees
to influence proposals;
 Employees are aware of the probable impact of any changes to their jobs. If necessary,
employees are given training to support any changes in their jobs;
 Employees are aware of timetables for changes; and
 Employees have access to relevant support during changes.
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Equality Screening Template - GENERIC
Part Two
APPENDIX 3 - Outcomes of consultations with H&S Committee
University Health and Safety Committee Minutes
Minutes of the meeting held on 31 May 2012 at 2pm, in room 902(Boardroom), 9th Floor, 272 High Holborn
London WC1.
1.
MEMBERSHIP AND ANNOUNCEMENTS
Present
Nick Rogers
Miriam Cooper
Derek Paxman
Eleanor Pirie
Gavin Jenkins
Graham Simner
Jane Rapley
Jonathan Dixon
Steve Dixon
David Bartlett
Nick Jung
Sheila Suso-Runge
Director of HR (Chair)
University Health and Safety Administrator (Clerk)
Head of Facilities
Head of Health and Safety
Chair of LCF Health and Safety Committee
Director of Estates
CSM Head of College, Chair of CSM Health and Safety Committee
Facilities Contracts Manager
Representing Chair of CCW Health and Safety Committee
GMB Health and Safety Staff Representative
UCU Health and Safety Staff Representative, LCC
Representing Karen Riley for Unison
Apologies
Barry Lambert
Karen Riley
Kyran Joughin
Rick Troop
Sainey Njie
Stephen Marshall
GMB Branch Secretary
Unison Branch Secretary
UCU Co-Chair
Health and Safety Representative, Housing Services
Unison Health and Safety Staff Representative
University Secretary and Registrar
2.
AGREED:
MINUTES OF 23 February 2012
That the minutes of the meeting held on 23 February 2012 be signed as a true and
correct record.
NOTED
5.
HEALTH AND SAFETY REPORT
The Head of Health and Safety presented her report to the Committee.
Eleanor Pirie, Head of Health and Safety, highlighted the issue of health surveillance as
set out in her report. She stated that Health Surveillance should be identified and either
carried out, or planned for all staff who require regular health surveillance checks by
22nd June 2012. A briefing note was circulated in April to the H&S Advisers and
Technical Managers and in May to Artscom Managers outlining the activities likely to
result in staff requiring health surveillance. The roles identified as requiring health
surveillance would be used to identify new starters who would require baseline and
continuing health surveillance. She stated that other Colleges/Universities were doing
the same.
EP informed the Committee that the development of the H&S Inspection regime and
Scorecard had been delayed due to the HSE visit and would be picked up over the
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Equality Screening Template - GENERIC
Summer.
EP also informed the Committee that the Extended Opening Hours standard was now a
working document and provided clarity on this issue. She also stated that the Working
at Height standard was in draft form and available for consultation via the H&S part of
the UAL website. EP asked for comments by 29th June 2012. EP also highlighted that
the Management of Asbestos and Control of Contractors standards were being revised
to reflect new control methods and would be available for comment by 29 th June 2012.
EP stated that both of these standards would incorporate the Estates systems already
in place, e.g. Permits to Work.
EP presented the draft Wellbeing Policy and invited members of the Committee to make
any comments or suggestions by 15th June 2012. EP explained that the old Harassment
Contact Network was being re-launched as the ‘Staff Support Network providing a first
point of contact for employees affected by perceived bullying or harassment at work.
PPC will provide training and support for volunteers. EP drew the Committee’s attention
to the fact that the role of the volunteer would not be advisory / counselling / mentoring,
but rather a signposting role. The contact should be limited to a single meeting with the
possible follow up of accompanying a member of staff to a meeting with the other party
or assisting in writing a letter to the other party. EP also stated that the occupational
health provider Health Management was able to directly refer staff to PPC for
counselling after a consultation meeting with an employee and an occupational health
physician.
EP informed the Committee that the H&S training programme for 2012-13 was being
developed. EP would be bringing this to Colleges attention in the next few weeks. Elearning ladder training was now available on Blackboard and the ladder tagging system
was being rolled out.
NJ welcomed the Wellbeing Policy document and commented that he would like to see
mandatory training for Managers on wellbeing. It was raised that a module on this was
included as part of the Key Staff Management Skills.
Sheila Suso-Runge asked that ‘Diversity Office’ be added to Point 11 on page 4 of the
Wellbeing Policy so that it is consistent with the list on page 6. EP agreed to make this
addition/amendment.
DB asked whether H&S received many reports of accidents as a result of working at
height. EP stated that H&S had received very few.
AGREED:
That EP will add ‘Diversity Office’ to Point 11 on page 4 of the Wellbeing
Policy so that it is consistent with the list on page 6.
The meeting concluded at 3.00pm
Signed as a true and correct record
Date
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APPENDIX 4
UAL Wellbeing Events November 2012: Preventing, Overcoming and Releasing Stress
Wellbeing Week - November 2012
Theme: Preventing, Overcoming & Releasing Stress
 11 activities took place at 6 different sites
 122 staff-members booked onto an activity
 104 staff-members attended an activity
 14 staff-members attended more than 1 activity
Where were they from?
LCF Other
VC
3% 3%
5%
CCW
16%
Who attended?
Activities:
•
•
•
•
•
•
•
•
•
•
•
Acupressure Massages
Coaching
Drumming Workshop
Good Posture & Workstation Advice
Health MOTs
Indian Head Massages
Managing Personal Finance
Mental Health MOTs
Sleep and Stress Workshop
Preventing Back Pain & RSI Workshop
Success through Change Workshop
90
80
70
60
50
40
30
20
10
0
CSM
11%
LCC
24%
ADS
15%
SD
23%
What did they attend?
Mental Health MOT
Acupressure Massage
Health MOT
Indian Head Massage
Where did the activities take place?
• Elephant & Castle
• High Holborn
• Kings Cross
• Lime Grove
• Merton Hall Road
• Millbank
Success through Change Workshop
Sleep and Stress Workshop
Preventing Back Pain & RSI Workshop
Managing your Personal Finance Workshop
Drumming Workshop
0
5
10
15
20
25
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Equality Screening Template - GENERIC
What did staff think?
• 93% of attendees would
recommend the wellbeing
activity to a colleague
• 86% of attendees felt they
achieved their personal
objectives
How confident did staff feel about the subject(s)
covered in the activity they attended?
After the
session
Before the
session
0
“The massage was wonderful and felt like a real
treat – this kind of thing on a regular basis
would really lift staff morale!!”
Onsite Acupressure Massage
“I thought this was a great session. The session
was succinct yet satisfying and still allowed for
interaction within the group”
Success through Change Workshop
“This workshop was totally awesome, I loved it,
I was smiling from ear to ear when I left and
was on a natural high for hours afterwards”
Drumming Workshop
1
2
3
4
0 = Not at all confident
4 = Very confident
Preparing for Wellbeing Week 2013
• 48% of staff who attended would like to see
more on Mental Health Awareness
• 68% of staff would like to see more on
Nutrition and Exercise
• 32% of staff would like something different
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