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EDF Energy’s Upstream Approach to Stress at Work Management, Resilience and WellbeingDr Margaret Samuel

CMO EDF Energy

Upstream OH

Prevention/Protection – H&S Management System

Proactive intervention – Physio + ESP

Promotion of good health - Wellbeing

Strong Union support

Upstream OH

Prevention/Protection – H&S Management System

Proactive intervention – Physio + ESP

Promotion of good health - Wellbeing

Strong Union support

Downstream OHPatching up

Treatment

Rehabilitation

Ill health retirement

Downstream OHPatching up

Treatment

Rehabilitation

Ill health retirement

Ambitions Attitudes and BehaviourAmbitions Attitudes and Behaviour

Why focus on Occupational Health?HSE Statistics 2008/091.2 million suffered primarily work related ill-health (WRIH)

415,000 due to stress and 225,000 due to back pain

29.3 million working days lost to accidents and WRIH

Many more than accidents24.6 million days to work related ill health

(11.4 m to stress/mental ill health and 3.5m to back pain)

4.7 million days lost to accidents

Health & Safety Executive (HSE) Stress Management Standards

DemandsThe demands of

people's jobs (relating to

workload, work patterns, working

environment)

RoleThe extent to which people understand

their role in the organisation and do not have conflicting

roles

SupportThe support provided by the organisation, line management

and colleagues

Control How much control (or how much say) people have in the way they do their

work

ChangeHow organisational change is managed and communicated

Relationships Relationships

at work

STRESS: EARLY SIGNS

Intermittent days off work

Signs of fatigue

Irritability, snappiness, low tolerance

Difficulty coping with new demands

Withdrawal; loss of social contact at work

Mistakes

Forgetfulness

STRESS: THE END POINTS

Headaches

Skin rashes, eczema

Eye strain

Cardiac signs

Gut disorders

Hyperventilation

Back discomfort

Muscular spasms

Immune system

Depression/anxiety states

Stress is a transitional state between optimal wellbeing and ill health Stress is a transitional state between optimal wellbeing and ill health

Stress signs

• Subjective

• Fatigued

• Irritable

• Reduced resilience

• Overwhelmed

Optimal Wellbeing

• Objective

• Energised

• Sense of control

• Partitioning

• Resilient

Performance

Pressure

EMPLOYEE SUPPORT PROGRAMME

Confidential self-referral and OH referral service

Available to all employees

Three treatment sessions – confidential

Further sessions on request to Management through OH

Feedback to OH on referral types

Close supervision and liaison on case management

Specific support for ‘dependency’

Cognitive Behavioural Therapy

Evidence based

Focused treatment

Developing personal coping responses

Treatment aimed at relapse prevention

Modifying perceptions and attitudes that underlie anxiety and mood changes

ManagersManagers

Occupational health and the ESP – a strong partnership with the company

Health & SafetyReps

Health & SafetyReps

Human Resources

Human Resources

ESP &Occupational

Health

ESP &Occupational

Health

EmployeeEmployee

Percentage days lost due to mental ill health as percentage of total sickness

19.1%

16.2% 15.8% 16.4%18.2%

16.3%

0%

10%

20%

30%

2004 2005 2006 2007 2008 2009

Percentage off work at time of referral to Employee Support Programme

28.0%

20.0%

16.6%

11.6%10.0%

12.9% 12.4%

0%

10%

20%

30%

2003 2004 2005 2006 2007 2008 2009

Percentage of Employee Support Programme referrals showing work-related circumstances

52.6%

36.7%

25.0%

35.6%

24.0%

31.7%

21.1%

0%

10%

20%

30%

40%

50%

60%

2003 2004 2005 2006 2007 2008 2009

The Change Curve

Time

Unaware

Awareness

Comprehension

Conviction

Action

Employees have a sense that something needs to be done but not what, how or why.

Employees starting to become aware of what changes are needed, where EDF Energy want to be, and how to get there.

Employees understand the change and are reaching their own conclusions with respect to the necessity and feasibility of the change and the effect upon them.

Employees understand the desired environment and have a more detailed understanding about how the organisation intends to reach its goals. They will be concerned about how the change is likely to affect them.

RESISTING

Denial

Defensiveness

Re-group

Avoidance

ACCEPTING

Exploration

Resolution

Adaptation

Planning

ADAPTING TO CHANGE

Performance

Pressure

Change management aims to:-

help managers understand the personal effects of change

enable managers to take their teams through a change project whilst minimising risks of psychological ill-effects

build resilience and team cohesion

Stress and resilience management training aims to help managers

•gain more clarity about what stress is and their ability to recognise the signs of stress/low resilience

•take stress out of a difficult situation, helping to empower an employee to solve a problem rather than blame them

•open a conversation with someone who may be showing stress signs

• know when to refer an employee or themselves to OH or the ESP and how to make a referral

•increase their own resilience and coping mechanisms

Resilience

•Absorbs the pressures

•Lessens wear and tear

•Preserves well-being and energy

Resilience Index and Resilience Enhancement Programme

Simple to use – can be completed in a few minutes

Shows employees:-

•where they are on the pressure/performance curve

•the strength of their 5 key resilience building blocks, colour coded green, orange and red for easy interpretation

•leads directly into the 5 self development modules

Support

Control

Balance

Physiology

Attitude

sPressure

En

erg

y

5 Building blocks of Resilience 5 Building blocks of Resilience

Well-being at EDF Energy

Support & Care

Psychological

Physical

Well-beingat EDF Energy

CONNECTED

RESILIENT

FIT

Key healthy lifestyle initiatives include Psychological well-being

• The Employee Support Programme • Stress & Resilience Awareness Workshops• Resilience Enhancement Programme (Pilot)

Physical well-being• Opportunity for health education during every consultation with OH• Physiotherapy provision and work hardening classes• Fitness units, advice on exercise programmes and planned virtual fitness

programmes • Healthy eating campaigns in conjunction with catering• Weight loss advice• Smoking cessation classes and advice on stopping smoking • Alcohol and drug awareness programmes and educational material• Health screening opportunities through OH and wellbeing kiosks• Health fact sheets on the Intranet

But this work needs to be ‘joined up’ and more widely promoted………….!

A Positive Workplace

Visible senior leadership

Accountable managers throughout the organisation demonstrating the right attitudes and behaviours

Engaged employees

System of monitoring and measurement to ensure continuous improvement in Occupational Health & Safety

Empowers employees to care of their own health

A Positive Workplace

Attention to both mental and physical health improvements

Consults and engages with employees to develop a simple menu of activities and options with wide appeal for their particular demographics

Job design that recognises ‘good work’ principles such as strong relationships, fairness, flexible working, meaningful work, etc.

Encourages early intervention when things go wrong, not just to prevent accidents but also work related ill health – the ‘slow accident’