CWU NATIONAL AWARDS

The CWU will be hosting the inaugural CWU National Awards Evening 2018 on Monday 23rd April at the Marsham Court Hotel, Bournemouth. The evening will commence 19:00 and include a three course meal and a series of presentations hosted by a high profile guest. Each Region has been allocated a table and places can by booked through your Regional Secretaries.

This will be a celebration and recognition of the work done by our representatives across the UK in the last twelve months. The event will also encompass the National Honorary membership Awards.

The Award categories will be:-

• Recruiter of the year

• Communicator of the year

• Young Representative of the year

• Representative of the year

In each category three nominations will be shortlisted with the winners being announced on the evening. All nominations will be considered by an independent panel.

We now invite nominations from individuals, Branches, Regions and Divisions or anybody outside of CWU HQ. All applications must be submitted in writing to Janina Dunn jdunn@cwu.org by no later than 12 noon on Friday 16th March 2018. All applications should include a 100 word supporting statements. Individuals cannot nominate themselves and no National CWU Officials or staff will be eligible for entry.

Yours sincerely

Dave Ward

General Secretary

18LTB109 CWU NATIONAL AWARDS

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Business In The Community (BITC) – Mental Health At Work Survey Report 2017:

To: All Branches

Dear Colleagues,

BITC have published their second National Employee Mental Wellbeing Survey.

It reveals that although there has been progress against the BITC’s three calls to action and recommendations in their 2016 report, too many men and women with mental health issues are suffering in silence at work, unable to seek help from colleagues or managers. Fears of prejudice and exclusion are limiting employees’ ability to achieve their full potential, in the workplace or at home.

60% of employees have experienced a mental health problem due to work or where work was a contributing factor at some point in their career, compared to 62% in 2016.

Three out every five employees (60%) have experienced mental health issues in the past year because of work, according to their survey. Almost a third (31%) of the workforce has been formally diagnosed with a mental health issue (29% in 2016). The most common diagnosis was depression or general anxiety. While more people are comfortable talking about mental health at work than in 2016, just 13% felt able to disclose a mental health issue to their line manager. Those who do open up put themselves at risk of serious repercussions. Of those employees who disclosed a mental health issue, 15% were subject to disciplinary procedures, demotion or dismissal (9% in 2016).

91% of managers agree that what they do as a manager affects the wellbeing of their staff. This is a potent example of why a pervasive culture of silence remains entrenched in the workplace. Mental health is still one of the most difficult subjects to talk about at work (out of nine equality and social issues asked about in the survey). Just over half of all employees (53%) feel comfortable talking about mental health issues like depression and anxiety at work, although this is an uplift from 50% in 2016.

The BITC’s 2017 findings show that particular groups, among them young people, men, and black and minority ethnic employees, are more at risk in some areas. Younger employees are more likely to have mental health issues, with 37% of those aged 18 to 29 having been formally diagnosed with a mental health condition, compared to 29% of employees in their 50s. This may be because of growing awareness about mental health among the age group, but they are also less likely to disclose concerns. Less than half (44%) feel comfortable talking about mental health at work compared to 57% of those in their 40s and 50s.

Only a third of 18 to 29 year olds are comfortable talking with their manager about mental health issues compared to almost half of people in their 40s.

Headline statistics from the 2017 survey

• A majority of employees are affected by the symptoms of poor mental health.

• More employees feel comfortable talking about mental health.

• A disconnect persists between the vision for workplace mental health and the reality.

• The threat of disciplinary action when experiencing mental ill health is very real.

• 24% of managers have received training in mental health.

• 49% of managers would welcome some specific basic training in mental health.

• 53% of employees feel comfortable talking about mental health issues like depression and anxiety.

• 60% of employees have experienced mental health issues due to work or where work was a related factor.

• 6% of employees have been living with a formally diagnosed condition for over 10 years.

• 31% of employees have been formally diagnosed with a mental health issue.

• 76% of those who have experienced a mental health issue as a result of work feel that colleagues care about their wellbeing.

• 11% disclosed it specifically to a line manager.

• 84% of managers accept that employee wellbeing is their responsibility.

• 91% of managers agree that what they do affects the wellbeing of their staff.

• 58% of employees feel that their line manager is genuinely concerned about their wellbeing.

• 15% of cases where the employee disclosed a mental health issue to a line manager the employee became subject to disciplinary procedures, dismissal or demotion.

Time To Stop Talking And Take Action

The BITC Report states very strongly that the time has come to stop talking about the importance of good mental health at work and to start taking action. Good practice exists in some organisations, but for the vast majority of employees, mental health is still a no-go area, a subject that cannot be discussed with colleagues or managers for fear of discrimination and victimisation.

1 Talk 2 Train 3 Take Action

The Report advises employers to 1 Talk, 2 Train, 3 Take Action, to break the culture of silence that surrounds mental health by signing the ‘Time to Change Employer’s Pledge’ and investing in basic mental health literacy for all employees and first aid training in mental health to support line manager capability. It also recommends implementing practical actions from the BITC Mental Health Toolkit for Employers.

Calls to action for employers Recommendations – Take ownership of mental health in your workplace:

• Sign the Time to Change Employer’s Pledge.

• Embed wellbeing at the heart of your organisational culture.

• Use the Business in the Community and Public Health England Mental Health Toolkit for Employers.

• Send a clear message that mental health and physical health have the same priority.

• Adopt a zero-tolerance approach to stigma.

• Appoint a mental health champion to your senior team, to drive better mental health and encourage all leaders to act as role models.

• Ensure that leadership and management teams are attending mental health training to develop awareness.

• Ensure there is a first aid trainer for mental health within the organisation.

• Ensure all employees know where to go for guidance and support.

• Support employees to have the confidence to start a conversation about mental health.

• Share Business in the Community’s ‘Listen Up: Let’s Talk Mental Health’ with all employees.

• Challenge yourself to reconsider the mental health support on offer in your workplace.

• Be clear that you are committed to making very real improvements whatever the starting point.

• Seek employee feedback with a range of informal and formal mechanisms to understand where your gaps exist.

• Identify and remove organisational barriers preventing line managers from effectively managing and supporting colleagues with mental health issues.

• Identify risks to employee mental wellbeing in your workplace. Take action to change culture, policy, and organisational design.

Empower line managers

The report recommends empowering line managers with recommendations;

• Give managers the support they need to manage their own wellbeing, with appropriate resources and training. Help them free up time in their day to manage employee mental health.

• Regularly promote to line managers the support at their disposal to foster good mental health. Improve the confidence and capability of managers to have conversations about mental health.

• Train as many line managers as possible in their duty of care in relation to mental health, enable their mental health literacy, equip them to notice changes in their team members and support their continuous skill development to lead conversations about mental health.

• Introduce training about performance and mental health, emphasising the importance of making appropriate, reasonable adjustments.

• Empower managers to develop skill sets within their teams, to ensure there is first aid provision for mental health.

• Encourage line managers to seek support when managing a colleague with mental health issues, from HR, Occupational Health, an EAP or their own line manager.

• Be clear about what reasonable adjustments can be made in the workplace to support an employee with mental health issues. Discussions about performance must take into account any mental health issues, just as they would take into account physical health issues.

• Introduce the concept of ‘everyday wellbeing’ as a core part of all one-to-one and/or personal development conversations. This will help to normalise conversations around mental wellbeing between staff.

• Use Business in the Community’s Leading on Mental Wellbeing: transforming the role of line managers’ report to embed wellbeing across the organisation.

Confront the culture of silence

• Instill an understanding that everyone has a state of mental health, just as they do physical health. Use awareness campaigns to communicate this message, such as Time to Talk Day, Mental Health Awareness Week and World Mental Health Day.

• Normalise the conversation around mental health. Appoint volunteer wellbeing champions, who can lead by example, raise awareness and share information to promote positive messaging about mental health.

• Work with change-makers, including key leaders, HR and other specialists, and wellbeing champions. Give them the knowledge and confidence to promote an open climate where conversations about mental health are accepted as normal.

Always respond to employees with appropriate and effective support

• Prevention is better than cure. Create a work environment that promotes mental wellbeing. Business in the Community’s Workwell Model, the HSE Management Standards and the NICE Workplace Health Management Standards will guide you.

• Give employees a clear and positive wellbeing offering, starting at induction, and reinforced on a regular basis, including resources to support employee resilience and mental wellbeing.

• Ask employees to help create and adapt solutions to their mental health support needs, including reasonable adjustments and Wellness Action Plans.

• Ensure every employee has access to (and knows where to find) appropriate support to stay well and to help manage mental ill health. Issue regular reminders.

• HR and any additional specialist support functions must proactively engage with employees, so that they feel they have a safe space to discuss mental health.

• Employers should follow best practice in handling any issues concerning performance, including taking account of any short or long-term mental health issues that may impact on performance.

Support people to stay at work or return to work

• Be ready to take steps to enable people to remain in work when possible, and take a phased approach to return to work after a period of ill health.

• Be aware of comorbidity of mental and physical health issues, and take a whole systems approach which supports reasonable adjustments for physical and mental wellbeing.

• Know your legal obligations to consider reasonable adjustments under the Equality Act (2010).

• Always seek the full agreement of an employee for any reasonable adjustment.

Adjustments might include:

1 Alterations to premises

2 Revised working hours

3 Transfer to a different position (temporary or permanent)

4 Allocating some duties to another person to lighten the workload

5 Allowing absence for treatment or rehabilitation

6 Opportunity to work from home

7 Extra training

Reinforce mental health support for groups who feel excluded

• Our survey shows that young people and BAME employees are at a particular disadvantage at work. Employers should address barriers that exist in their own organisations.

• Be explicit about the responsibility of line managers towards younger employees and BAME employees.

• Ensure all line managers are able to respond effectively, regardless of gender.

• Use induction courses to emphasise the importance of mental health and wellbeing with the organisation, and to signpost ways in which support is provided.

• Embed mental health and wellbeing into apprenticeship schemes, and give apprentices opportunities to contribute to policies around health and wellbeing.

References to resources: Specific recommendations for small- and medium-sized organisations

• Encourage employees to get enough rest. Make sure they go home at a reasonable time and take holidays. Don’t expect them to take work emails at all hours.

• Mistakes happen, especially when employees are new or inexperienced. Give honest and objective feedback, and help employees learn from their mistakes.

• Build a culture that recognises, appreciates and rewards achievements.

• Build a good support system, including workplaces where knowledge and good working practices can be shared. Mentor new and recent employees, and agree workloads, priorities and deadlines. Give constructive feedback and share problems.

• Encourage healthy eating and regular physical activity. Provide fresh fruit and fresh water, to discourage consumption of unhealthy snacks and sugary drinks.

• Organise regular out-of-work activities in which the whole team can take part. Encourage volunteering and consider supporting a local charity.

• Create a pleasant work environment, with plenty of natural light and good ventilation where possible. Create pathways so employees can leave their workstations and walk around, and common/shared spaces.

• Help employees understand and accept that there are some things they just cannot change. Acceptance is key. A good deal of anxiety arises from trying to change things beyond our control. Recognising that is essential to good mental health.

• Encourage employees to identify areas they find difficult and take responsibility for coming up with a plan to tackle these areas. Help them to implement their plan.

Attachment:

See attached copy of the BITC Mental Health At Work Report 2017 (Executive Summary)

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

18LTB108 Business In The Community (BITC) – Mental Health At Work Survey Report 2017

BITC Mental Health At Work Report 2017 (Executive Summary)

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PRESS RELEASE

Peterborough Women’s Festival 2018

Peterborough Trades Union Council have organised the third annual Peterborough Women’s Festival to coincide with the week of International Women’s Day.

On International Women’s day 8 March, METAL are screening films from Cine-Sister, a series of short films made by female-identifying film-makers on a leadership role. Check out the Idea1 website for more information regarding the programme and timing.

The official Festival will start with the play “We are the Lions Mr. Manager,” at Broadway Theatre on 9 March. The play centres on Jayaben Desai, who led a group of mainly South Asian workers, out on strike from the Grunwick film processing factory in a dispute which lasted from 1976 to 1978. Theatre Company, Townsend Productions, demonstrate that by standing up for workers’ rights, Jayaben has proved to be an inspiration in the fight for dignity and human rights and her legacy continues to this day. Many Peterborough trade unionists supported the strike and stood the picket lines in solidarity. Tickets are £8.00 + booking fee and can be purchased directly from Broadway Theatre.

The festival continues on 10 March, with the Town Hall Event. Over 40 campaigns and craft stalls will be packed into Peterborough Town Hall, with jewellery workshops and interactive art projects to get involved in. Sponsored by Trinity College, London, CWU Eastern 5 Branch and UNISON City Branch, there will be speakers in the meeting rooms including Peterborough born Julie Mayhew, novelist and playwright; Clara Paillard, President of PCS Union Culture Section and Show Culture Some Love; find out about the Freemans 5 and their fight for equality with speakers from Eastern Angles Theatre. We will also have a speaker from the Police Spies out of Lives campaign and Kath Sansom, award winning journalist and part of the Sling the Mesh Campaign will also be joining us. MP Fiona Onyasanya will also be putting in an appearance. There will be lots of surprises too. This event is free to attend.

In the evening of 10 March, there will be a Women’s Festival social at the ostrich Inn, featuring music from local performers Gin and Yonic and from London’s Loud Women set, Gaptooth. The Ostrich Inn will also be bringing in the beer whose brewers are women. This event is free, but donations on the night, would be appreciated.

Please note that this is not just a festival for women, men are welcome to attend all events. However, the festival is organised to celebrate the skills and talent of Peterborough’s women and to create a safe space for networking within this community. For more information, check the Peterborough Women’s Festival 2018 page on Facebook or email peterboroughtuc@gmail.com

Royal Mail Group Accident Statistics and Near Miss Reporting

To: All Branches

Dear Colleagues,

Please find attached the most recent Royal Mail Group accident statistics summary for your information and reference.

Also attached is information on the ‘Near Miss Reporting’ (near miss database).

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

18LTB098 Royal Mail Group Accident Statistics and Near Miss Reporting

Royal Mail Group Accident Statistics and Near Miss Reporting

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Health and Wellbeing at Work Conference on 6th-7th March 2018 at the NEC in Birmingham

To: All Branches

Dear Colleagues,

Organisers of the Health and Wellbeing at Work Conference 2018 have notified the Union of this year’s event. Advertised as the UK’s leading event for safety and occupational health professionals, HR, rehabilitation, therapy and behaviour specialists, ergonomists and other professionals responsible for the environment, health, safety and wellbeing of work-aged people.

Now in its 12th successful year, Health and Wellbeing at Work is all about improving the health and wellbeing of work-aged people. The conference and exhibition will provide new ideas and resources to ensure employees are engaged and motivated, healthy, return to work quickly following absence and stay in work.

Profiling national developments, service innovations, examples of best practice and the latest research, it provides an unrivalled learning platform that will energise and inspire.

Why you should attend:

• Learn from success stories from both the private and public sector

• Gain new ideas, update your skills and meet your professional educational/CPD requirements

• Be inspired so that you can inspire, motivate and engage the workforce

• Network with colleagues from small, medium and large organisations

• Choose from pick and mix conference seminars, programmes – you can attend multiple programmes

• CPD approved and certificates for all portfolios

• Gain hands-on experience at three live theatres

• See a wealth of new products and services with over 180 exhibiting organisationsThis year the conference will look at a number of emerging issues of increasing importance. Mental Health, The health of older workers, MSDs, Employment Law, Engaging the Workforce, rehabilitation and more. It is crucial that people are enabled to extend their working lives by minimising the impact of physical and mental disorders or those associated with ageing. The formal evidence base on what works well is not yet strong, but the evidence from experience and thoughtful opinion is becoming clear. It is also clear that leadership in creating a supportive culture is a key factor in ensuring staff wellbeing as is staff engagement.

PROGRAMME – TUESDAY 6 MARCH

• Health and Wellbeing – National Policy and Initiatives

• Best Place to Work

• Employment Law

• Mental Health

• Coaching and Coaching Psychology

• Disaster Preparedness, Resilience and Response

• Long Term Conditions and Disability

• Managing MSDs and Pain in the Workplace

• Health Checks, Promotion and Fitness

• Human Factors, Safety & Risk Management

PROGRAMME – WEDNESDAY 7 MARCH

• Human Factors, Safety and Worker Protection

• Human Factors and Ergonomics

• Management and Leadership

• Employment Law

• Employee Engagement and Motivation

• Emotional Wellbeing and Resilience

• Mental Health

• Occupational Psychology and Organisational Behaviour

• Health Surveillance and Travel Health

• Vocational Rehabilitation

• Sickness Absence Management

Mental Health First Aid

The Mental Health First Aid England (MHFA) team are pleased to be joining the Health and Wellbeing at Work Conference on 6th-7th March 2018 at the NEC in Birmingham. The MHFA England team will be hosting a number of workshops including “Mental Health and Wellbeing in the Construction Industry”, “Being Ready to Perform – Are You Helping People Thrive?”, “Working with SMEs to Create Mentally Healthy Workplaces” and “Planning and Delivery of a Successful Mental Health Communications Campaign”, as well as many more.

The conference is a good opportunity to gain more information about supporting employee wellbeing and to network with like-minded professionals with over 3,500 delegates set to attend. You can buy attendance passes now, costing £66 for both days.

Further Information:- Laura Brooks laurab@sterlingevents.co.uk

Registration:- http://www.eventdata.co.uk/Forms/Default.aspx?FormRef=HWW38Visitor

Website: http://www.healthwellbeingwork.co.uk/

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

18LTB099 Health and Wellbeing at Work Conference on 6th-7th March 2018 at the NEC in Birmingham

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Stockport Postwoman – Serious Dog Attack, Finger Amputation 8.7.17 –‎ Guilty Dog Owner Sentenced at Stockport Magistrates Court 15.02.18: Summary Report:

To: All Branches

Dear Colleagues,

A Stockport Postwoman and CWU Member who suffered a terrible hand injury with a finger bitten completely off and the tendon extruded whilst she was delivering mail on her round last July, finally got justice when the irresponsible owner was sentenced at Stockport Magistrates Court on 15 February 2018.

Miss Kerry Hackney owner of the vicious, uncontrolled dog that bit the Postwoman’s finger off through the letter box, had been found guilty at an earlier hearing and was back before the Court for sentencing.

The Magistrate passed the following sentence. Miss Kerry Hackney was ordered:-

• To work 160 hours unpaid community service work,

• To pay the victim Postwoman £750 Compensation,

• To pay £85 Court Costs,

• To pay £300 towards Police Kennelling Costs,

Additionally, The Magistrate made the following ancillary orders:-

• A Contingent (Suspended) Destruction Order was placed on the dog.

• The animal has to be on a short leash and muzzle at all times whilst in public.

• The animal can only be let out via the front door if on the leash and muzzled.

• A wire letter box cage has to be fitted to the front door and must remain in place at all times.

• A six foot high fence has to surround the rear yard and be maintained.

• The rear gate must be bolted, locked and secured at all times.

• Any violations reported will result in the case coming back to court and a destruction order made against the dog.

The Magistrate was advised that Miss Hackney held a full-time job at the local hospital and worked two nights at a pub at weekends. Her adult daughter resided with her. (She had submitted a financial statement). The Police kennel fees were £2730 however due to prosecution delays and taking account of her financial statement the Magistrate ruled that Miss Hackney would pay £300 towards the costs.

The Magistrate awarded £750 compensation to the victim Postwoman to be paid by Miss Hackney.

The defence stated that Ms Hackney’s income was not sufficient to pay the total £1135 all at once. The Magistrate agreed a sum of £40 per month (£10 per week) with the first payment to be made within 28 days from the hearing.

This is a satisfactory and welcomed conclusion. We have seen a considerable number of dog attacks through letterboxes across the country over recent years due to poor dog ownership controls and precautions. This case should serve as a warning to those dog owners with a blasé attitude towards these incidents which happen far too often. Full credit goes to Greater Manchester Police for pursuing this case with vigour and determination. Something we don’t see in all the UK’s 50 Police Forces and I want the case to serve as an example to other Police Forces as well.

See attached photograph of the victim Postwoman’s ‎ injury (WARNING GRAPHIC IMAGE).

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

18LTB101 Stockport Postwoman – Serious Dog Attack, Finger Amputation 8.7.17 –‎ Guilty Dog Owner Sentenced at Stockport Magistrates Court 15.02.18 Summary Report

8 July 2017 Stockport Postwoman

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“Thriving At Work” – The Stevenson/Farmer Report on Mental Health And Employers 2017:

To: All Branches

Dear Colleagues,

The independent review into workplace mental health, commissioned by the Prime Minister in January 2017 and led by Dennis Stevenson and Paul Farmer, was published in October 2017 entitled ‘Thriving At Work’. The review looks at how employers can better support all employees including those with poor mental health or wellbeing remain in and thrive at work.

Statistics from the Department of Work and Pensions reveal that 300,000 people with a long term mental health problem lose their jobs each year. Analysis by ‘Deloite’, commissioned by the reviewers, also reveals a demonstrable cost to employers, and quantifies for the first time how investing in supporting mental health at work is good for business and productivity.

Stevenson/Farmer outline in their report that they believe that the number of people leaving work with mental health problems could be reduced by 100,000 to bring the number in line with physical health conditions in the first instance.

Poor mental health costs the UK economy between £74 billion and £99 billion a year. ‘Deloitte’s’ analysis shows that the cost to employers is between £33 billion and £42 billion of this number. Evaluations of workplace interventions show a return to business of between £1.50 and £9 for every £1 invested.

Drawing on the accounts of over 200 employers of people with mental health problems and leading experts in mental health and work, Thriving at Work sets out core principles and standards that all employers should commit to. It highlights examples of some employers who are taking positive and innovative steps to support the mental health of their employees.

The reviewers Denis Stevenson and Paul Farmer are calling on all employers, regardless of size or industry, to adopt six ‘mental health core standards’ that lay the basic foundations for an approach to workplace mental health. These cover mental health at work plans, mental health awareness for employees, line management responsibilities and routine monitoring of staff mental health and wellbeing. Large employers and the public sector are expected to go even further, demonstrating best practice through external reporting and designated leadership responsibility.

Farmer and Stevenson confirmed in their report that they found that in many workplaces, mental health is still a taboo subject and that opportunities are missed to prevent poor mental health and ensure employees who may be struggling get the support they need. In many instances employers simply don’t understand the crucial role they can play, or know where to go for advice and support. They stated that the human cost of failing to address mental health in the workplace is clear. Workplace mental health should be a priority for organisations across the UK. Every employer in the UK has a responsibility to support employees with mental health problems and promote the mental wellbeing of their entire workforce.

Farmer and Stevenson added that in light of the demonstrable impact of poor workplace wellbeing on individuals, employers and the UK economy, their report calls on the Government to accept the recommendations in full, and to introduce the core standards in the public sector. They said that the right leadership was needed among employers in the public, private and voluntary sectors, and a mandate from policy-makers to deliver their ambitious but achievable plan. They concluded that it is time for every employer to recognise their responsibilities and affect change, so that the UK becomes a world leader in workplace wellbeing for all staff and in supporting people with mental health problems to thrive at work.

‘Deloitte UK’ who were commissioned by Farmer/Stevenson to provide the analysis stated at the report’s launch that their analysis indicates the potential impact poor mental health has on UK businesses and the wider economy and said it should spur employers into recognising that championing mental health and supporting employees makes good business sense and that inaction comes at a demonstrable cost.

The review took account of Mind’s Workplace Wellbeing Index. The Index is a benchmark of best policy and practice around mental health. It celebrates the good work employers are doing to promote and support positive mental health, and provides key recommendations on the specific areas where there is room to improve. Participating organisations undertake staff and employer surveys to help assess where the gaps lie between the organisation’s approach to workplace wellbeing and staff perceptions. 30 organisations took part in the first Index, with 15,000 of their employees completing the staff survey.

“Mental Health Core Standards”

To achieve the objectives of the report, it sets out what is described as “mental health core standards” – a framework for a set of actions which Stevenson/Farmer believe all organisations in the country are capable of implementing quickly.

These mental health core standards are as follows:-

• Produce, implement and communicate a mental health at work plan;

• Develop mental health awareness among employees;

• Encourage open conversations about mental health and the support available when employees are struggling;

• Provide employees with good working conditions and ensure they have a healthy work life balance and opportunities for development;

• Promote effective people management through line managers and supervisors;

• Routinely monitor employee mental health and wellbeing.

The report states that mental health core standards are drawn from best practice and, as far as possible, are evidence based, albeit there is a pressing need for more evidence. Annex A of the Report sets out guidance, suggestions, and tools to help with implementing the standards. The report also outlines a series of more ambitious ‘enhanced’ standards for employers who can and should do more to lead the way, building on the mental health core standards these are as follows:

• Increase transparency and accountability through internal and external reporting;

• Demonstrate accountability;

• Improve the disclosure process;

• Ensure provision of tailored in-house mental health support and signposting to clinical help.

The report sets out three other factors that will help the implementation of these “mental health core and enhanced standards”.

1 Increasing employer transparency presents the biggest opportunity to encourage a greater breadth and depth of employer action on mental health, and strong leadership is vital to ensuring this change is felt throughout organisations. Employer action on mental health is intrinsically measurable. Increased transparency will go a long way to generating a culture of measurement and will enable the development of voluntary ranking schemes to help drive accountability and further improvement.

2 While Stevenson/Farmer believe that it is clearly in the interests of all businesses and organisations to implement these mental health core and enhanced standards, they are calling on trade unions, industry groups, professional and regulatory bodies to help with the implementation of the ‘mental health core standards’.

3 Digital tools and products are an enabler of change and there is a significant opportunity for low cost, scalable interventions in workplaces. They refer to the explosion of such technology and it is vital that there is a firm evidence base that is accessible for employers and employees.

Annex B: Making workplace adjustments for employees with mental health problems

Annex B to the Report gives guidance on making workplace adjustments for employees with mental health problems. The report states that mental health problems can be experienced very differently by different people and as a result individuals themselves are best placed to identify what their needs are. Any workplace adjustments should be decided in consultation with the individual concerned. Some people may not know what might be helpful to them so exploring their options in a safe, constructive and supportive environment is recommended. It’s also a good idea to set a trial period after which the employer and employee can review together how effective the adjustment has been, and whether any other changes are needed.

Employers should be creative and flexible in considering and applying different workplace adjustments. Under the Equality Act, disability, which includes mental health, is a ‘protected characteristic’. Workplace adjustments themselves do not address the specific mental health problem, but are designed to address the disadvantage that the mental health problem might cause for a person in their role or the wider workplace. A number of good suggestions (not designed to be exhaustive) are made and provides ideas to help guide these conversations

Report Recommendations

The Report made 40 Recommendations in all and a copy of the full set of recommendations and Government response to each is attached. Apart from calling on all employers to implement the above detailed ‘Core Standards’, three other key recommendations include; Government should consider legislative change to enhance protections for employees with mental health conditions, particularly fluctuating mental health conditions and clarify the role of employers in providing reasonable adjustments. Government examines what more it can do to require employer compliance with existing equality and employment laws and Government funded mental health campaigns include information and support for improving workplace mental health, and that where possible their impact is evaluated.

Report Conclusion

The Report’s general Conclusion was that Workplace Mental Health should now be a priority for organisations across the UK with the right leadership amongst employers in the public, private and voluntary sectors, and a mandate from policy-makers to deliver the mental health core and enhanced standards, together supporting all employees, including those with mental health problems, to thrive in work.

Government Response (‘Improving lives: the future of work, health and disability’)

The Government response to the Stevenson/Farmer ‘Thriving At Work’ Report was published in a Joint DWP and DOH Policy paper entitled ‘Improving lives: the future of work, health and disability’ on 30 November. This paper sets out the Government’s plans to transform employment prospects for disabled people and those with long term health conditions over the next 10 years. The Government stated that “As Government we support these recommendations in full. Where it is for employers to act to take the recommendations forward we encourage them to do so. For the public sector, this includes working through sponsor departments and initiatives such as our planned Public Sector Summit, to be held in spring 2018. We will similarly encourage implementation of these recommendations by private sector businesses by using existing networks and through our role in providing information, advice and support to employers.”

HSE Impact & Response

The Government stated that it would “move forward” with all 40 recommendations in the Stevenson/Farmer review on mental health at work, including three that directly reference the work of the HSE. The Report stated that the HSE Work-Related Stress approach was too narrow. As a result of the Report and Government response, the HSE is now expected to be bound by the report’s recommendation to “revise its guidance to raise employer awareness of their duty to assess and manage work-related mental ill-health”. It will also have to “build on its Risk Assessment Guidance and Management Standards approach by highlighting how these actions will help employers deliver key parts of the mental health core standards”. Under a third recommendation, “Local Authorities should adopt the same recommendations as the Health and Safety Executive throughout its guidance and practices, and ensure join up between its public health and health and safety enforcement roles”.

Farmer and Stevenson stated that they viewed the HSE and enforcement as a “safety net”, protecting staff in workplaces with bad practice around stress, bullying and victimisation. The HSE have the responsibility to promote best practice, and we certainly see the HSE playing a role in raising employer awareness of their duties. The HSE has a role in being the safety net to protect staff where there are really appalling cultures, or bullying and harassment. They feel that is also core business for the HSE.

Responding to the Government announcement, The HSE stated that they fully recognises the vital role that employers can play in supporting their employees to maintain good mental health. Preventing work-related mental ill health is an important aspect, and the HSE provide guidance and tools to help employers implement effective actions. The HSE are building on this guidance to help demonstrate how it can contribute to the wider aspects of managing mental health in the workplace, as described in the review’s core standards. The HSE are also working on the provision of signposts to helpful resources, and promoting the guidance to employers using the HSE’s ‘Go Home Healthy’ campaign. Central to this is protecting people in proportionate, practical and effective ways which also supports innovation and productivity. While rightly proud of the UK record, the HSE knows that tackling mental ill-health is a must for Britain’s wellbeing and prosperity. The HSE is actively working with employers to promote these kinds of practical measures to tackle the causes of work-related ill health.

The Report Authors

Paul Farmer has been Chief Executive of Mind, the leading mental health charity working in England and Wales since May 2006. He is Chair of the Association of Chief Executives of Voluntary Organisations (ACEVO), the leading voice of the UK’s charity and social enterprise sector. Paul is also a trustee at Lloyds Bank Foundation which invests in charities supporting people to break out of disadvantage at critical points in their lives. Paul is Chair of the NHS England Mental Health Taskforce – bringing together health and care leaders and experts in the field, including people using services, to lead a programme of work to create a mental health Five Year Forward View for the NHS in England. Paul has an Honorary Doctorate of Science from the University of East London, is an Honorary Fellow of St Peter’s College Oxford and The Royal College of Psychiatrists, and was awarded a CBE in the New Year’s Honours 2016.

Lord Dennis Stevenson, Baron Stevenson of Coddenham, CBE, DL is a British businessman and former chairman of HBOS. He sits on the crossbenches in the House of Lords. Stevenson is a long time campaigner for greater understanding and treatment of mental illness informed by his own experiences of depression. He was the Founding Chair of MQ: Transforming Mental

Health, a charity which supports research into mental health; and he promoted a Private Members’ Bill – the “Mental Health (Discrimination) Bill” – the first key step in the UK to removing a number of the key discriminations against people who suffer from mental illness. He is currently a trustee of Inter Mediate which facilitates negotiation to help bring a sustainable peace in the most difficult, complex and dangerous conflicts where other organisations are unable to operate.

Stevenson/Farmer Stakeholder Groups:

• The Expert Advisory Group: A group of individuals who have contributed evidence, examples of good practice and practical advice to the Review. Dr Paul Litchfield Chief Medical Officer BT Group was a member.

• The Leaders Panel: A group of senior leaders across the public, private and voluntary sectors, who have acted as a support and guide to the Review, particularly around implementation. Moya Greene Chief Executive Officer Royal Mail Group was a member.

Attachments

• Copy of the Stevenson/Farmer ‘Thriving At Work’ Report

• Copy of the Government Response Annex C of DWP/DOH Policy Paper ‘Improving lives: the future of work, health and disability’

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

18LTB107 Thriving At Work – The StevensonFarmer Report on Mental Health And Employers 2017

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Improving Lives The Future of Work Health and Disability IMG_0002

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Royal Mail Electric Peugeot Partner L2 Vans Introduction/Deployment Update – Part of The 2017/18 Vehicle Replacement Plan:

To: All Branches

Dear Colleagues,

As reported in LTBs 454/17 and 535/17, 100 Peugeot Partner L2 Electric Vans are to be deployed by Royal Mail Group Fleet and are due to arrive in 17 pilot Delivery Office locations. This originally was planned for the period November/December 2017. Deployment has slipped back slightly to the period January to March 2018 but deployment is imminent once Driver and Fleet Technician training is completed.

As previously reported, RMG, recognise the need to respond positively to the government’s much-anticipated Clean Air Plan and the need to reduce carbon dioxide, nitrogen dioxide and diesel particulate emissions from all forms of road transport. There is a need to prepare for the introduction of Major City Low Emission Zones initially and the government announced petrol and diesel engine vehicles ban due in 2040 (2032 in Scotland). This all comes amid the rising levels of pollution posing a major risk to public health.

The RMG purchase agreement for 100 Peugeot Partner L2 Electric Vans represents one of the biggest single purchases of electric vehicles to be used commercially in the UK to date. This is the first batch Light Commercial Electric Vans, with more planned to follow as the fleet transitions over coming years. The Peugeot Partner L2 Electric Vans will, if successful, certainly help Royal Mail to significantly reduce the environmental impact of its delivery fleet. The technical and safety feature details of the Peugeot Partner L2 Electric Van, along with training details for drivers and Fleet Technicians is contained in LTB 454/17.

Latest Deployment Plan and Update:

Phase 1

• Derby DO – 6 vans deployed before Xmas. Article in January Courier.

Phase 2

• 46 vans due to be deployed between 22 January and 22 February.

• These will be deployed in 8 Delivery Offices (DOs) – Camden, Whitechapel, Bexleyheath, New Nine Elms, Hockley, Cardiff, Nottingham South and Belfast.

• Plus associated Fleet Workshops to be involved in deployment along with training etc.

Phase 3

• Remaining 48 vans will be deployed during February and March (dates tbc).

• These will be deployed in 8 Delivery Offices (DOs) – Harehills, Orpington, Dartford, Islington, Southwark, Bristol South, Hythe and Edinburgh Dell.

• Plus associated Fleet Workshops to be involved in deployment along with training etc.

ASRs are to be fully involved in the pilots from pre-start through to full deployment, then monitoring the new vehicles and feeding back.

Yours sincerely

Dave Joyce

National Health, Safety & Environment Officer

18LTB106 Royal Mail Electric Peugeot Partner L2 Vans IntroductionDeployment Update – Part of The 201718 Vehicle Replacement Plan

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MIND – Managers Guide – Supporting Staff With Mental Health Problems:

To: All Branches

Dear Colleagues,

Right now 1 in 6 workers is dealing with a mental health problem such as anxiety, depression or stress. This can stop people performing at their best.

Organisations perform better when their staff are healthy, motivated and focused.

Smart employers support employees who are experiencing mental health problems to cope and recover. The support people receive from employers is key in determining how well and how quickly they are able to get back to peak performance.

Standing by people when they experience a mental health problem is not only about keeping hold of a valuable staff member – it also sends a message about the organisation’s values.

All employees need to see that their employers live up to their stated values and treat their people well. Trust and integrity are key drivers of engagement and organisations that support staff reap the benefits in terms of loyalty and commitment from all employees.

We all have mental health – it moves up and down a spectrum from good to poor and it’s affected by a range of factors both in and outside of work. Starting a conversation about it doesn’t have to be difficult – MIND can show you how to effectively support staff and increase employee engagement, motivation and productivity.

This ‘MIND’ guide sets out simple, practical and inexpensive steps that any organisation can take to support staff at every stage of the mental health spectrum – whether they’re stressed or have a diagnosed mental health condition. The approaches in this guide are universal principles designed to support a diverse range of people across a range of workplaces. It looks at:

1 How to create a culture that supports staff to be open about their mental health.

2 How to have a conversation with someone about their mental health.

3 How to support someone experiencing a mental health problem.

4 How to manage an employee’s time off sick and their return to work.

MIND is not providing legal advice but practical guidance for employers. The guide is also useful for Trade Union Reps, helping measure the performance of employers and managers by helping check if they are stepping up to the mark and doing the right things and doing enough to support workers suffering mental health issues and in distress.

Having clear policies and approaches for managing mental health helps organisations ensure consistency in developing and delivering a clear positive culture and approach on mental health and communicating this clearly to all of the workforce.

Find attached pdf file copy of “MIND – Managers Guide – Supporting Staff With Mental Health Problems.”

Yours sincerely

Dave Joyce
National Health, Safety & Environment Officer

18LTB105 MIND – Managers Guide – Supporting Staff With Mental Health Problems

MIND – Managers Guide – Supporting Staff With Mental Health Problems

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