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CASE STUDY:

ROADmapping Health & wellbeing in the UK RAIL industry There are approximately 120,000 people working for the UK rail industry. Recent figures have indicated that sickness costs the industry £316 million a year. Addressing the health of its workforce is therefore a matter of some urgency and could result in an annual saving of £32 million. But it is not just about costs. The evidence suggests that better health and wellbeing also produce a wide range of less tangible benefits, such as improvements to individuals’ capabilities and morale and to employee relations more broadly. However, as with many sector-wide initiatives, one of the challenges is to get agreement and commitment from a large number of diverse stakeholders as to what needs to be done and how to go about doing it. IfM ECS was asked to supply its roadmapping expertise to help develop a ‘health and wellbeing’ roadmap on behalf of a cross-industry group led by the RSSB, supported by the Office of Rail Regulation and including Network Rail, train and freight companies, rolling stock companies, suppliers. Using its roadmapping methodology – a subject of IfM research for more than a decade – IfM ECS worked with over 100 people representing all parts of the industry as well as health experts from outside it. They took part in a series of workshops to develop a health and wellbeing vision and its supporting roadmap. As part of the roadmapping process, the strategy and priorities needed to achieve the industry’s vision until 2019 were agreed and looser objectives were sketched out for the period from 2019 out to 2024. One of the most important aspects of the project was the creation of a

Education and Consultancy Services

Railway Health and Wellbeing Roadmap Strategic Theme

Industry Leadership Rail leaders promote that rail is a good place to work and invest

Clinical Knowledge

2014/2015 Set up policy group

Industry can demonstrate control over health

Employee Engagement Employees believe the industry is a place where they can thrive

Behavioural Change Alongside societal aims we contribute to the healthier lives of people

Our Vision GB railway is an industry

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2018

Develop a cross industry health and wellbeing charter

Engage board level champions Infuence Policy

Ongoing communication and engagement agenda

Review and agree a set of voluntary medical stds Risk based guidance for rail orgs.

We understand how to keep more people in work

Reporting and Monitoring

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ase business c strategy and Rehabilitation

where everyone takes responsibility for Health and Wellbeing and benefits from it

rket s of health ma Stimulate and reduce cost rategy Develop wellbeing st

ecifcation Cross industry health data system sp

tem ustry sys Set up ind ligence and Intel Analysis

gs Findin Act on

ent gem enga loyee t emp r o p p Su s) tres ent il system cl. s within ra nagem n (in lth ma esenteesim r desig a p e d n h b a n m o s i i j e te yee say etter o Evaluate effects of absen l s b p t nt m h hain e n c e s e r me Increa ly c onm Resea age envir upp man es on rail comm eing n th n i i lb l lth h e lt w iew hea hea and ists to rev port alth Use special sup al he erials s to rson g mat in pe ative trainin o e ti t l i s n k ro i n i s yee ply of/l rtake emplo ng via sup Unde health traini Promote Increase provision of Short term data solution

Principles of Working

ement h manag ctive healt active to proa Shift focus from re

graphical output which captured and conveyed the key elements of the roadmap in a way that all member of the workforce could understand and respond to. Distilling complex data into easily communicable outputs is an active area of IfM research and the graphic (above) exemplifies this approach. IfM also developed a set of more

• A collaborative approach • Share best practice • Keep it simple

• Evidence based decision making • One size does not fit all • Cost effective

Ownership - Through stakeholder ownership and input the roadmap should continually evolve toward industry needs.

detailed outputs to show the plans relating to the five key strategic themes which emerged from the roadmapping process: Industry leadership Clinical knowledge Reporting and monitoring Employee engagement Behavioural change


These outputs distil large amounts of complex and interconnected data into a clear set of desired outcomes, action plans and success measures and indicators.

Benefits The benefit for the UK rail industry is a coordinated and highly proactive approach to improving health and wellbeing. RSSB is facilitating the implementation of the roadmap on behalf of the industry and, under the guidance of the policy group, will produce resources to support individual company activities. These include a dedicated area of the RSSB site on health and wellbeing, six policy booklets, a health and wellbeing assessment resource, and five research reports.

Industry Leadership Roadmap Detail Clinical Leadership Roadmap Detail

Reporting And Monitoring Roadmap Detail Employee Engagement Industry Roadmap Detail

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A particularly successful aspect of IfM ECS’s approach was guiding the development of a set of graphics to communicate the roadmap to everyone working in the industry and encourage ongoing dialogue and engagement.” Darryl Hopper Workforce Health and Wellbeing Project Manager, RSSB

Reporting Clinical

Behavioural Change Roadmap 2014/2015 Detail Leadership and 2014/2015 Employee Monitoring Engagement 2014/2015 Behavioural Change 2014/2015

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2016/17

2018 2018 2018

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Positive movement in the cost of impaired health within the rail industry – industry survey measures and indicators • Review management of health into initiatives to Success • • Evidence of health and wellbeing provision within rail industry strategies Success measures and indicators • Guidance developed recognising: support health in• A cross industry data collection system is established within industry Success measures and indicators equipment that enters into the rail Transient employees, health conditions • Number of people losing work due to ill health / no of people in rehabilitation schemes / roles provided for those with mental health issues. the supply chain• Increased level of understanding of industry health risk management – Reasons for absence / work-related ill health / RIDDOR / individual health risk indicators system • No. of incidents where OH clinical leadership leads to better industry management – cost savings identified and risks passed on to those lower

• Employee engagement scores improve – organisational anecdote • No. of railway organisations publicly publishing health data (e.g. to shareholders) • Increased support for OH eg. voluntary health standards, no of providers, no of professionals – No. of OH Provisions down the supply chain. • Increases in productivity – organisational anecdote • Measures in place for the changing demographics of the workforce

Success measures and indicators • No. of health courses and trained employees within the industry • Survey use of health surveillance schemes within industry • Survey provision and context of health and wellbeing initiatives (what is available, reactive/proactive, active or passive role of org (e.g. contract out) – create specific category for the supply chain including RTS impact

goodOutcome place to work and invest Outcome Outcome

Employees believe the industry is over a place IndustryThe can health raildemonstrate industry is acontrol knowledgeable where thrive userthey of thecan health industry Outcome

The industry is proactive about health, employees have healthier working lives

Plans for the roadmap’s five key strategic themes

Roadmapping is a powerful technique for planning an organisation’s capabilities to ensure they are developed to meet policy goals, or in the commercial sector, a company’s business objectives. It was pioneered by Motorola in the 1970s and today it is widely used to address a range of issues, from national research and development strategies to the identification of company-level opportunities and threats. No two roadmapping exercises are the same but they all share a similar approach – bringing together a group of experts into workshops and using graphical templates to help them visualise and develop strategies.

Why the IfM? The IfM is an international centre of roadmapping expertise. It has been researching and developing the application of roadmapping for many years and, through IfM ECS, it has worked with more than 250 public and private sectors organisations and policy-makers including: ABB, Airbus, BAE Systems, Caterpillar, Crown, Kazakhstan Government, Mars, Microsoft, Royal Mail, Society

of Motor Manufacturers and Traders, and the UK Knowledge Transfer Networks, Ministry of Defence and Department of Transport.

Institute for Manufacturing (IfM) Part of the University of Cambridge, the IfM brings together expertise in management, technology and policy to address the full range of industrial issues.

IfM Education and Consultancy Services (IfM ECS) IfM ECS is owned by the University of Cambridge. It transfers to industry and governments the new ideas developed by researchers at the IfM.

MORE INFORMATION To find out more about how IfM ECS’s roadmapping techniques can help your organisation, contact: Dominic Oughton Email: do251@cam.ac.uk www.ifm.eng.cam.ac.uk/ roadmapping

IfM Education and Consultancy Services 17 Charles Babbage Road, Cambridge CB3 0FS, United Kingdom Tel: +44 (0)1223 766141

Key Bold and underlined words are Key top priorities Bold and underlined words are

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Key CBA – Cost Benefit Analysis topCPpriorities –underlined Control Period Bold and words are Leadership OHNSARE – Occupational 2014/2015 2016/17 2018 – NationalHealth Skills top priorities – National Institute for Key NICE for Railway CBAHealth –Academy Cost&Benefit Analysis Care words Excellence Bold and underlined are Engineering CBA – Cost Benefit Analysis top priorities To create health change within the rail industry those operating at the highest levels of the railway system hierarchy need to: Key To adequately understand how the health industry relates to and integrates with the railway industry there is a need for senior clinical leadership within rail. This clinical leadership should advise and provide • Show leadership direction toward a shared vision for health management words arelinks Health data collection is needed in order to create cases and make reasoned decisions to drive change within the industry. Data collection needs to be coordinated in order to compare information from many Bold and underlinedImportant direction for the clinical development of industry’s health capabilities but also be aware of the role of the organisation in the management of health. Clinical leadership can inform industry-wide as well astop priorities Important Important links links • Raise the profile and priority placed on health and wellbeing management differentindividual sources. practice Whetherenhancing for use in the clinical of or health managerial setting the desired outputs from any data collected should be understood during the planning stage for collection. all aspects management. • thought Engage with those that can create change within industry Employee engagement is to be generally low within the UKand andwellbeing a potential barrier to growth in the economy. A motivated an employee is willing to give their best to their job. It shows how well motivated, RTS – Rail Technical Strategy energised and inspired they are to ‘go the extra mile’. Through active engagement industry productivity can be enhanced to improve successful outcomes for all. “This is about how we create the conditions in Important links • Industry agreement to bulk upload into Short data collection • with RSSB begin analysis key health A Clinical Leadership groupto • A clinical leadership subpolicy groupgroup • Develop a set ofofvoluntary medical Aterm policy group is needed • Establish a Health which employees offer more of their capability and potential.” – David Macleod – author of UK Government’s ‘Engage For Success’ report. SMIS is developed speeds the out capability tothis analyse risks standards for effects of health on Short term data is carry needed totasks lead in other tasks section from the Health and governance Health data collection is needed in to create casesWellbeing and makeLeadership reasoned decisions the industry. collection needs to be coordinated in order to compare information from many Setorder up policy group datawithin thislinks section and inform and provide oversight to all group to drive change workwithin and seek adoptionData within solution Review and agree• Rail company’s bulk upload of key (top Important • Policy group has remit to drive • Seek to understand the causes of • Seek to increase length of service Understanding the causes of • Seekfrom to manage thecollected causes should of Evaluate effects different sources. Whether forofuse in the clinical or managerial setting the desired outputs anyindustry data be understood during the planning stage for collection. other sections other groups 5/10) health risks (yearly) collaborative industry action set of voluntary absenteeism • Strategy for clinical effectiveness levels and reduce/maintain death in absenteeism andmedical presenteeism absenteeism absenteeism and Voluntary standards considered medical standards service figures canindustry support thelevel engagement offacilitate • Develop or recommend training Cross agreement informs conditions • Seek to understand the causes of • Seek to manage causes of presenteesim on• Define and recognise line manager role • Identify and engage industry board • the Support organisational use of proactive Board champions • Develop requirements from information Good systememployee specification employees in health.presenteeism• Research approaches to medical materials on the educational and Cross industry Increaserail provision and cost effectiveness level champions &develop an executive health policies and strategies speed and quality of actions collected by Initial investigatory work presenteeism enables better development of standards Engage board level competence CBA requirements system • Industry information pack of health training educational and health and wellbeing • Promote widespread health training the systemjustifies ongoing work • Develop a roles and responsibility champions will Employee allow for aengagement collaborative • Unions/ Safety Reps and Organisations Work/life balance issues are reviewed • Work to improve health surveillance canbased be specification competence requirements • are Develop CBA for health• and via supply of/links • Best practice review within and outside • Promote effects of work on health stds/ Voluntary standards matrix Increase employee approach toonimprovement form a sub groupofwith employees to response from employees a significant enabler to other wellbeing mapped industry guidance and inform rail organisations effects of work on health Risk based to training materials say in health say in health projectsinforms risk activities and • A survey shows employees recognise guidance forincrease rail employee The system andcharter/ its • Development of a data system • Develop voluntary guidance/ • Provide oversight for implementation & Voluntary standards • Develop a voluntary organisational management • Develop a competence framework behavioural changes work is good formonitoring health standards based upon effects of • Development of health data causal organisations arrangements enable the create a common level of health and wellbeing charter / Develop a cross Set up industry work on health • Promote use of individual health risk • Justify increased use of occupational Tools fordelivery health risk assessment • Promote use of proactive health of good data other basedtasks working & drive standards consult with industry classification and dataand collection industry healthHygienists, and • Promote cross industry collaboration • Promote stress management within the • Where possible seek to improve understanding of • Employ ergonomists & indicators Use specialists Health and Wellbeing expertise andProfessional surveillance can make policies system to management information identified thereinit and supportemployees for organisational policies wellbeing charter • Plans developed for obesity Access for all to quality OH services Health indicators informs • Rail companies set up internal system workplace facilities • used by railway common risksrisk can be spread other specialists to review common review common rail easier to achieve to meet legal Shift focus effects of work onand health issues • Improved management of individual programmes and the individual to link management to cross industry dataageingforworkforce widely activities andinused for drive data matrix rail environments for health hazards Develop a wellbeing requirements thisthat area environments from reactive to health hazards through focus • Research cognitive decline within the behavioural changes strategy • Develop indicators for individual • Help to foster health links to other • Re-evaluate health and wellbeing The conference facilitates and • Hold health and wellbeing workforce • Development of suitable proactive Analysis of data helps proactive health • Analyse if employees areCPhealthier groups health risks Better job design in key to a • Review role of rest and recovery in • Develop knowledge around job design industries roadmap for next promotes action conference Ongoing metrics and benchmarking facilities develop CBAs andother longer management Analysis• and healthier andbetter more productive health for management Tools developed toand improve Working alongside communication • Improve job roles so they do not • Work alongside organisational health • Railway knowledge for practitioners • OH Guidance for knowledgeable • Opening up the accreditation scheme Uniform medicaltargets standards decision making for Researchintelligence better job programmes action workimproves environment Models developed to analyse • Measure employee ‘burnout’ • Industry seeks possible uses of Health understanding of risk assessment and wellbeing programmesadversely (NR,• TOCs, engagement agenda affectare health customer across mainline, underground of health risk • Identify key requirements for • Provision of clinics facilities available development health data design (incl. Stress) and wellbeing monitoring technology and surveillance Stimulate and ORR, RSSB …Others) • Develop understanding of fatigue / shift and heritage increase the and fatigue • related safety issues controls successfully engaging a third party Review introduction of a more uniform to rent in railway centres by landlords reduce costs in the of providers patterns health provider and/ or less complex range of such as Network Rail, as occurs Work with relieseffectiveness Contractual requirements • Support industry response to • Influence next control period planning • Promotion of health activities to • Employees develop work / life plans • medical Nudging activities in key areas are on health risks Promote employees health market working in each sector CBAs improve decision making • Shift funding from reaction to standards which would cover the whole• Industry can demonstrate control over other railway related services indicators and programmes drive future franchising employees developed being developed • NR OH programme ‘Everyone fit for the role in personal health forworkers further resource investment prevention railway industry • Review employee resilience activities Linking health and wellbeing to • Agree industry strategy for Engagement activities Influence policy Healthier should carry • Assist RTS whole system approach to future’ CP6 • Individual key health risk indicators are health & wellbeing engagement activities makes the rail way by influencing the people • Publishing health data • Increase sophistication of Engagement health risks • ORR Health Programme CP6 • Increases to productivity related to used by employees • Recognise NICE guidance and CBA’s for • Look to stimulate market with fewer Rehabilitation specialists cut management Support Act employee on findings them sustainable section. Incl assisting NSARE surveys engagement scores • Improved data used for better CBAs rehabilitation within rail relevant health professionals eg costs of health issues and engagement Rehabilitation • Link to work of engage for success Physiotherapists absence issues Getting thereduces supply chain right • Undertake work to understand the • Influence design of technology and • Increased specialist resources in • Innovation of new equipment that can initiatives strategy and Success measures and indicators Outcome improve health can prevent difficult health context of health up and down roles people in mind • Increase use of new health • with Link engagement and health and industry if justified by data business case • Survey of employer’s attitudes towards health and wellbeing at work the Supply Chain and consider technologies / tools in rail whereissues there entering the railway wellbeing • Understand & influence the railway Rail leaders promote that rail is a • Increases in perception of rail industry as a good place to work – get independent review from business community Undertake is a case to do so system improvement incentives supply chain system

What is roadmapping? “We recognised that improving health and wellbeing across the rail industry had become a priority but that it would require a co-ordinated approach to succeed. The roadmapping process provided by IfM ECS enabled us to bring together large numbers of stakeholders to develop a shared vision and gain commitment to a clear action plan. A Health and Wellbeing policy group has now been set up to oversee the implementation process and to maintain communication with the key stakeholders.

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Email: ifm-enquiries@eng.cam.ac.uk

Web: www.ifm.eng.cam.ac.uk

Roadmapping health and wellbeing in the UK rail industry  
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