Mapping Mental Health for Business Leaders

Mapping Mental Health for Business Leaders In partnership with

IoD Mental Health & Wellbeing in the Workplace

Introduction At the Institute of Directors, we know the significance mental health issues can have on business. When we produced our mental health report in 2017, entitled A Little More Conversation, it became rapidly apparent that this is an issue that affects our members on a large scale and one that needs further attention.

Employers or employees, we all have mental health. And while the physical safety and wellbeing of staff has been a high priority for UK companies since the introduction of health and safety regulations, the attitudes and issues surrounding mental health and wellbeing and – crucially – how it is treated within the workplace – are still lagging behind. More needs to be done to equip UK businesses with the tools they need to tackle the stigma surrounding mental health and be the best support they can be - both to themselves as business leaders, and to any employees affected by mental health issues within their organisation.

It’s been encouraging to see the issue of mental health in the workplace gaining the needed focus in recent years, from the Royal Family’s Heads Together campaign, to the publication of the Stevenson/Farmer review of mental health and employers, and the Government’s subsequent response, expressing its commitment to the issue. But what happens when you are faced with mental health problems yourself, as a business leader? Where do you turn for support and advice when the buck stops with you? How can you best prepare yourself to take good care of your own mental health, as well as inspiring and 2

IAS factsheet

maintaining positive attitudes to workplace wellbeing within your organisation?

As an organisation of company For 2019 and the re-launch of the IoD’s Mental Health & Wellbeing directors, the IoD takes a in the Workplace Campaign, particular interest in the mental we’ve teamed up with Mind, health of business leaders. The the UK’s leading mental health pressure and responsibility of charity, and Westfield Health, an IoD Preferred Partner and award being a business leader can be a winning, not-for-profit organisation, greater risk to mental health. At dedicated to supporting the the same time – and for a variety health and wellbeing of individuals of reasons – business leaders and businesses across the UK. Working with our own Information tend to be less forthcoming about and Advisory Service, these their own mental health. organisations have provided you access to the latest advice, best practice and other useful An IoD survey published in support resources, as well as experiences of Time To Talk Day 2019 showed of other business leaders. that half of the 500 respondents had This mental health action pack is experienced poor mental health that designed to be your very own was in part connected to factors such as take-away guide to understanding and establishing a positive outlook on mental health and how it AC TIO N A S K Sns that can affect you as a business of the sig leader, what resources Are you aware oaching feeling pr ap you could be are available to you and your position overwhelmed in what you can do to help ader? as a business le yourself and others. someone ed tifi en Have you id The IoD is delighted to to if things are you could talk bring you the following much? becoming too mon pages which highlight for a list of com Turn to page 9 s. om pt m the core focus of our sy ns and mental health sig campaign and act as a neat little guide to aid you in Mapping Mental Health for Business Leaders.

Mapping Mental Health for Business Leaders

of respondents to a Guardian website poll, who believed he was “paid well enough to take it”.

Fear of being removed from office

a lack of work life balance and heavy workloads. The survey also revealed that although most business leaders had been approached by staff about mental health problems, almost half said mental health and wellbeing was not actively promoted in their organisation, while only a quarter were able to offer mental health training for management.

The main reason for this was a lack of appropriate information and guidance, outstripping lack of time and lack of financial resources put together, and fewer than a quarter felt there was enough clear support available for employers.

Mental health – only for employees?

Even if a company is making progress on mental health at work, the chances are that the focus will be on supporting employees rather than company directors. Research the reasons why and it soon becomes obvious that business leaders are expected to be stronger, more resilient and more capable than those they employ. The greater reward for executive directors is sometimes used to justify the stress to which a business leader may be exposed. In 2011, Lloyds Banking Group chief executive Antonio Hórto-Osório admitted that he had thrown himself “in too much” to the Lloyds top job, and he needed to step back to overcome extreme fatigue.

This did not sit well with 54 per cent

Both business leaders and their employees often say that being open about a mental health issue will adversely affect both their current role and career prospects. Business leaders are likely to feel this pressure to conceal a mental health issue more than most. In the United Kingdom, the founding Articles of Association of most companies will contain a clause stating that a director may be removed if a qualified medical practitioner declares them incapable of making decisions because of a physical or mental health condition. It is important to note that a director can no longer be removed automatically on mental health grounds following reforms contained in the Mental Health (Discrimination) Act 2013.

The benefit of hard work and (some) pressure The IoD recognises that hard work and a certain amount of pressure are inevitable in the life of a business leader. In fact, a considerable volume of research suggests that working under pressure brings out the best in us.

The Williams Pressure Performance Curve (1994) is often cited when discussing pressure at work. According to the Williams Curve, we work at our best in the ‘Stretch’ zone, which tests our knowledge, skills and stamina over a defined period of time, after which we reflect and recharge. Beyond the stretch zone lie two negative working states ‘Strain’ is marked by fatigue, poor judgement and poor decision making. Personal productivity and effectiveness – which peak in the Stretch zone – both decline in the Strain zone. The next stage is ‘Overwhelmed’, in which physical and/or mental health symptoms will become more acute.

In business circles, overwhelmed is a precursor to ‘burnout’ – a non-medical description of physical and mental collapse to which driven high-achievers are prone. It’s worth noting that the Williams Curve also states that personal productivity is lower when we are in the Comfort zone

performing tasks we know well, and there is even a Boredom zone in which personal performance trails off.

It is important to repeat the point concerning the fall in personal effectiveness if a director keeps working in a state of stress. Perhaps they expect it of themselves, perhaps because others expect it – either way, stress damages a business leader, and business performance will suffer as a consequence.

Realising there is an issue, and doing something about it To protect both themselves and their business, it is important for a director to recognise the difference between pressure and stress. But is the entrepreneurial personality the best judge? Entrepreneurs and directors are often risk-takers, who accept shortterm personal sacrifice for long-term gain – not always the best qualifications for knowing when to stop and take stock – and it is often a family member who convinces a business leader of the need to seek help. Most workplace mental wellbeing programmes respect an organisation’s reporting lines. If an employee has a good relationship with their line manager, they tell the line manager. Another option is to contact the human resources department.

If the employee prefers not to use in-house channels, an external employee assistance programme will often be available.

But if you are at the top of a management structure, who do you talk to?

Many business leaders who experience mental health issues opt to self-refer for treatment by a clinical practitioner outside of their business. Recent years have seen an increase in professional mental wellbeing consultants – many of whom have personal experience of the situation a business leader may be trying to deal with. The desire for discretion and not ‘going public’ at work is understandable, although concerned organisations such as the mental health charity Mind encourage business leaders to be open about their own mental wellbeing issues as an example to both more junior colleagues and other business leaders.

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IoD Mental Health & Wellbeing in the Workplace

Mental Health & Wellbeing in the Workplace survey In collaboration with our campaign partners – Mind and Westfield Health – the IoD recently produced a survey which was released to both our member and non-member networks in order to find out more about their experiences, thoughts and feelings surrounding mental health in the workplace.

Through our campaign, we want to ensure we’re offering the types of advice and resources needed by business leaders and that we are working on our members’ behalves to push the government and business to do more on this essential topic.

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Mapping Mental Health for Business Leaders

The results were quite staggering, which the following key statistics will highlight: Business leaders think the following areas to produce the most significant negative impact on their mental health in the workplace:

57%

82%

66%

Lack of work/life balance

54%

Heavy workload of respondents have personally experienced mental health issues, which they felt were exacerbated by work pressures.

60% 72%

said that members of staff had approached them with mental health concerns.

knew of staff needing time off specifically related to mental health issues.

of those surveyed reported that their mental health had a direct effect on their work.

These compelling findings perhaps make it all the more concerning that‌

67%

Issues with colleagues

60%

44% of people who responded remarked that no mental health training is currently offered to management within their organisations, largely due to a lack of information, as well as budget and timing constraints.

of people said that there is not enough signposting to valuable resources, meaning that getting help is not straightforward.

The aim of our campaign overall is to support business leaders in the management of their own mental health, as well as supplying the tools for businesses to create a positive working environment for anyone at risk of mental health issues. In order to ascertain the success of the project, we plan to engage our member and non-member networks in another survey at the end of the campaign.

This will enable us to gauge what impact our work has had on mental health and wellbeing in the workplace.

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IoD Mental Health & Wellbeing in the Workplace

Mind’s employer journey Faye McGuinness is the Head of Workplace Wellbeing Programmes (Strategy & Development) at Mind.

With 300,000 people l osing their jobs due to poor mental health every year, Mind’s goal of supporting 1 million people to have good mental health at work by 2021 has never been more important.

In 2017 the ‘Thriving at Work’ report outlined both the human and financial cost of businesses not making mental health at work a priority. The cost to employers alone is between 33bn and 42bn per year, made up of costs related to absenteeism, presenteeism and staff turnover. The figures speak for themselves.

The report also set out six core mental health standards that all employers, regardless of sector or size, should implement. There 6

are also an additional four enhanced standards that larger employers should aim to adopt as best practice.

At Mind we recognise that every employer is at a different stage of their journey towards making mental health at work a priority within their business, therefore our employer journey set out here reflects this. Wherever you are on your journey, we have a range of services to support you, and each of these services are mapped out against the 10 mental health standards outlined in the Thriving at Work report.

Whether you are looking to tackle mental health stigma, improve the confidence of your managers in managing mental health or want to measure how your businesses is performing, Mind are here to support you and to make sure that no employee faces a mental health problem alone.

Workplace Wellbeing Index: https://bit.ly/2sXoVI3 Training and Consultancy: https://bit.ly/2vpw1Hh Time to Change Employers: Pledge: https://bit.ly/2qzD6VN Heads Together Gateway: https://bit.ly/2MPynrx Free resources from Mind: https://bit.ly/2pCbsU2

Mapping Mental Health for Business Leaders

Raise awareness of workplace mental health through free information and resources via Mind’s website, Heads Together portal and printed materials.

Ongoing monitoring through the Workplace Wellbeing Index to establish gaps and continue building on awareness and action.

TAW: supports employers to create a mental health at work plan and develop mental health awareness among employees.

TAW: routinely monitor employee health and wellbeing, increase and demonstrate transparency and accountability through external reporting.

EVALUATION

ACTION

AWARENESS

COMMITMENT

MEASUREMENT Make a commitment to take action by signing the Time to Change Employers Pledge.

Improve workplace wellbeing through corporate partnership, action plans, training and consultancy.

TAW: promotes effective people management through training line managers.

Audit current policy and practice in relation to staff mental health through the Workplace Wellbeing Index.

TAW: supports employers with action plans and guidance on how to encourage open conversations about mental health and the support available when employees are struggling.

TAW: identify areas for improvement, particularly in relation to good working conditions, work life balance and development opportunities.

KEY: TAW: Thriving at Work recommended employer standards.

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IoD Mental Health & Wellbeing in the Workplace

Mapping Mental Health for Business Leaders ‘Me time’

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In the often-fraught world of business, it can be easy to overlook key signs that things are becoming too much, especially when juggling the responsibilities of being a business leader.

em s

To the list could be added:

Exercise

• Picking at various work tasks but never completing any; • Changes in appetite (usually skipping meals).

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IoD Mental Health & Wellbeing in the Workplace

Directory Our survey tells us that more needs to be done to improve signposting to mental health and wellbeing support. The following organisations represent a good starting point in seeking help for mental health issues.

For assistance with personal mental health: Start simple: it’s worth visiting your GP to discuss mental health issues – find a GP service near you at nhs.uk Read all about it: mind.org.uk is the UK’s leading mental health charity and has bags of information to impart on managing the wellness of both yourself and others

Building a ‘whole organisation’ approach to workplace mental health Jaan Madan is the Workplace Lead at Mental Health First Aid (MHFA) England CIC.

Call for help: there is always someone available to listen at the Samaritans (tel. 116 123) samaritans.org

For support managing mental health in the workplace: Check the IoD Mental Health and Wellbeing at Work Hub: for all the latest content and advice, visit iod.com/news-campaigns/ mental-health Go online: mentalhealthatwork.org.uk offers invaluable toolkits and advice for mental health issues in the workplace Get qualified: Find out more about MHFA England training for your workplace at mhfaengland.org/ organisations/workplace or book a place on a course near you at mhfaengland.org/book-a-course

MHFA England’s Half Day course is particularly accessible for smaller organisations.

It involves a four-hour session that can be organised for up to 25 people and provides a basic understanding of mental health, challenging stigma, common mental health issues, and supporting yourself and others.

Talk to experts: Remploy offers a free and confidential Workplace Mental Health Support Service if you are absent from work or finding work difficult because of a mental health N ASKS O I T C A condition. It aims to ur work to Does yo help people elp you t nmen h ctivity? o ir v n e remain in (or e produ ld you maximis u return to) their hing co e at on t h ay you w W e h t role. For more about e g n rove a p h c information, go to job to im ing in e do your b ll e remploy.co.uk y and w positivit place? k r o w r you 10

Diet and exercise, First Aiders and GPs are mainstays when it comes to safeguarding our physical wellbeing – each representing a path for prevention, intervention and treatment. All are second nature to us in the steps we can take to ensure we’re healthy, safe and thriving in day-to-day life.

In an ideal world this would be the case for our whole health, mental and physical.

But the truth is that we’re still not treating them in tandem.

The workplace has a key role to play here and a mentally healthy workplace will adopt a preventative culture, combined with intervention approaches and pathways for further support or treatment. Often referred to as a ‘whole organisation’ approach to mental health, this involves supporting health and wellbeing at every level so employees can thrive.

In practice, it means putting policies in place that encourage our people to stay mentally healthy, providing a level of first aid support when they’re struggling with their mental health, and making sure that the next step of support is clear – whether that’s selfhelp information, an Employee Assistance Programme, or simply visiting a GP. In my organisation, Mental Health First Aid (MHFA) England, we provide resources

Mapping Mental Health for Business Leaders

to encourage selfcare, we promote health and fitness through a cycle to work scheme and free fruit, as well as two ‘wellbeing weeks’ in August and December to give our employees time to rest and recharge.

All our Line Managers are trained Mental Health First Aiders (MHFAiders) and all staff are invited onto a course as soon as they join the organisation. They can qualify as MHFAiders (Two Day), MHFA Champions (One Day) or Mental Health Aware (Half Day).

And when our people do need further support, we have a confidential Employee Assistance Programme with telephone counselling available around the clock and face-to-face counselling available upon request.

Although this will never be a one-size-fits-all approach, for us and so many others, addressing all three areas is empowering our employees to look after their own wellbeing and helping us to create a culture of care where support is never more than one conversation away.

For leaders just beginning this journey, awareness raising is a key starting point. That’s why MHFA England has developed free resources like the Take 10 Together, Address Your Stress and Workplace Wellbeing toolkits – available to download at mhfaengland.org. These are ideal for organisations looking to take the first steps in sensitising their employees to the idea of thinking and talking about mental health.

As an organisation, we know that awareness raising and Mental Health First Aid England training are just parts of a jigsaw. There’s no ‘silver bullet’ for workplace mental health, but from our work with thousands of organisations

we know the important role our training plays, both as part of effective ‘whole organisation’ approaches to mental health, and as a catalyst for their development.

Every leader who values the sustainability of their business needs to consider how to create a mentally healthy workplace, and both the moral and the business case are undeniable.

As employers, we simply can’t afford to neglect mental health and in 2019, there’s no reason any workplace, large or small, should be left behind.

As part of IoD Open House on the Road, MHFA England will be running a series of workshops around the UK at each Inclusive Business event. To find out more and secure your place, visit iodopenhouse.co.uk.

Mental Health First Aid starts with you Would you know what to do if a colleague needed support with their mental health?

Mental Health First Aid England offers a range of practical skills and awareness training options. Our courses and resources can help you create a supportive, healthy workplace and empower people to thrive in work. mhfaengland.org 11

IoD Mental Health & Wellbeing in the Workplace

Policy report Managing mental health in flexible business environments Flexible working practices are rapidly becoming the norm for many individuals.

A recent YouGov study has found that only 6% of the UK’s working population work the traditional 9am – 5pm hours, with the majority working flexibly.1 Flexible work can include anything from job-sharing and working compressed hours to spending some or the majority of time working from home or other locations. 2 Workplace flexibility can certainly have a positive impact on one’s mental wellbeing, enabling individuals to fulfil their care responsibilities, reduce the commuting burden or simply have their morale boosted at work by increased autonomy.

1 2

However, in some cases flexibility can in fact be detrimental to mental health, especially if flexible arrangements are not managed appropriately.

As the world of work continues to transform, it is expected that working arrangements will continue to change for an increasing amount of workers.

So what should you, as an employer, keep in mind in order to fulfil your duty of care to your employees and look after their mental health in flexible business environments?

It is crucial to remember that flexible, and especially remote, working is not suitable for all individuals and all roles – managers should evaluate flexible working requests on a case by case basis and ensure that the individual has the right skills and working habits to work flexibly. While some individuals will thrive when working remotely, for example, others may feel lonely and excluded from the workplace culture,

https://www.bbc.co.uk/news/business-45253060 https://www.gov.uk/flexible-working/types-of-flexible-working

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6%

of the UK's working population work the traditional 9–5 hours

which can be negative for their mental wellbeing.

Furthermore, clear expectations need to be set for individuals working flexibly: what hours do you expect them to be available on? What are their exact short and long-term goals?

These are just some of the key factors that employers need to make workers aware of to help prevent overworking and work-related stress that can often arise from the lack of clarity and poor communication between employers and employees.

Business leaders should also ensure that workers are made aware and frequently reminded of any mental health policies and support that are in place at the organisation. While this may be easy to do for staff who work predominantly on-site, through posters and events aimed at raising awareness for example, it is crucial that this information is also communicated to those who don’t spend all of their time working on-site.

Mapping Mental Health for Business Leaders

IoD99 case study Justin Donne, Director of Inspiration Like many people, my first experience with serious mental health issues at work came – in part – as a result of a challenging period in my personal life. We talk so much about the importance of a work-life balance, and sometimes this mistakenly gives the impression that we should in some way be able to differentiate absolutely between the personal and the professional. In my opinion, that is unrealistic, unhealthy, and in most cases, impossible.

Some years ago, I was working for a charitable organisation that – in order to get the best results from my job – required me to be available outside of traditional working hours. To begin with, this suited me well: I thrived working flexibly to accommodate the needs of the role. I could be available when I was truly needed, as opposed to being governed by the conventional 9-5 culture that still seems prevalent across many UK businesses.

A good example of this is when I found myself working late one Sunday evening and an urgent call came through from a volunteer working for the organisation. I was able to help that person navigate a crisis, do my job and be ‘present’ when my input was valued and felt. I was happy in my work and grateful that my working arrangements enabled me to take the following morning off, if I needed, to compensate.

A change in management and cultural direction for the charity had devastating effects for me personally when a rigorous working structure was implemented, designed to contain my hours to that of a more traditional ‘desk job’. Suddenly, I found myself unable to perform in my role as I had until that point and a vicious cycle developed: my targets and achievements plummeted and I felt under-valued and

down-trodden. I didn’t know it, but I was beginning to show signs of serious mental health issues.

At this time in my life, the personal turmoil I was dealing with as a result of a relationship breakdown served to amplify things at work and I found myself at my lowest ebb. I was hypersensitive and felt unable to clear my head: things deteriorated.

I can remember making the decision one morning to walk the two hour journey to work – something that now rings alarm bells in itself – and halfway there I realised that I just couldn’t face walking into the office. I was at breaking point.

I stopped in a coffee shop and resolved to return home and seek help; I am hugely lucky in that I found the guidance I needed; but many others struggle, and more can be done to improve appropriate signposting around this issue.

An initial meeting with my GP led to a period of time off work, which was essential and beneficial.

Through the NHS I tried various therapies, some of which worked, and some of which weren’t for me: CBT (Cognitive Behavioural Therapy) didn’t help me personally, but I benefited hugely from EMDR (Eye Movement Desensitization and Reprocessing).

This period in my life taught me a lot about who I am and that is a significant aspect of managing one’s mental health. We are each of us individuals and while the flexible working pattern I enjoy so much wouldn’t work for everyone, I was able to identify that it is what enables me to produce my best work. There might be occasions in our lives and careers where professional help is essential – it certainly was for me – but self-awareness is of vital importance, too. I now have the complementary selfsoothing tools I need to cope with stressful periods, and that empowers me to be my best.

We need to end the stigma surrounding mental health, especially in the workplace. We need to improve understanding within organisations and encourage mental health first aid training so that members of staff feel able to identify colleagues in need of help and know what to say.

An overall change in attitudes to mental health seems impossible unless businesses make this positive move: take responsibility for building a culture based on trust and work towards engaging with staff in a compassionate and understanding way."

We need to end the stigma surrounding mental health, especially in the workplace

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IoD Mental Health & Wellbeing in the Workplace

Westfield Health Since 1919 Westfield Health have been making a healthy difference to the quality of life of their customers and the communities in which they live and work.

As one of the UK’s leading health and wellbeing providers, they have a breadth of expertise and knowledge to deliver a tailored programme that meets your specific needs.

Their whole of workforce solutions encourage healthier behaviours that empower your people to be the best they can be, which will help them and your business perform better.

The principles of these solutions cover: Assessment – using insights to identify the challenges faced by individuals, businesses and communities so that they can work collaboratively to decide the right type of intervention to address specific needs Education - providing guidance and insights on the health matters that affect individuals, businesses and communities Intervention – delivering a range of interventions to help address different healthcare needs and deliver desired outcomes Today they work with over 400,000 customers and 8,000 companies nationwide.

iod.com/wellbeing 14

The importance of mental health awareness in the workplace So how do you start to build a culture of awareness when it comes to mental health? Here, Westfield Health have outlined 6 steps to demonstrate how you can start building an open and honest environment and manage mental health in the workplace:

Create a culture of talking about and supporting mental health

1

It’s important to recognise the scale of the problem and act now, or risk employees continuing to suffer in silence. It needs to start from the top, with employers engraining an open and honest culture in the workplace.

line managers 2 Train or employees in Mental Health First Aid or mental health awareness Training people in mental health awareness and skills to deal with mental health issues at work helps to build an open and supportive culture around mental health.

Listen and focus on discussion on what employees can do, rather than what they can’t

3

Talk about mental health regularly, such as in team meetings, on national awareness days, through noticeboards and internal communications

4

Employees need to feel comfortable when it comes to discussing the topic of mental health in the workplace.

Encourage healthy behaviours such as making sure employees take their lunch break away from their desks and use their holiday allocation to switch off from work

5

Not taking time to switch off can add to any existing stress, which may lead to fatigue and burnout, as well as employees becoming less productive.

Once somebody has opened up about their mental health, you may place the focus on asking them what they are no longer able to do.

Support national and local anti-stigma initiatives such as Time of Change and World Mental Health Day to show your employees the resources available to support their mental health

Instead, focus on listening to what the employee has to say about how their mental health may be affecting them and take a positive approach by asking what they can do and how you can support them so that they are able to continue to carry out their job.

There’s lots of great resources available from charities such as Mind, including their new Mental Health at Work Gateway. By supplying your employees with these resources, you are demonstrating that you take their mental health seriously, that they aren’t alone, and can speak up if they are suffering to access the right support.

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Mapping Mental Health for Business Leaders

Top tips Top take-away tips for combatting personal stress at work and beyond Seek professional help if needed

Be more aware of your mental health

Talk to other business leaders

Being overworked and feeling stressed can often be the norm for business leaders and leading a busy lifestyle can certainly make it easy to miss any early signs of worsening mental health, such as anxiety, trouble sleeping or emotional exhaustion. It is important to check-in once in a while and assess whether what you’re experiencing is normal everyday stress or a sign of a bigger issue. Some pressure can be good for business leaders, however when that pressure becomes continuous stress over a long period of time, it can lead to developing more serious mental health problems.

Going through a particularly stressful stage of getting your business going? Or perhaps experiencing some financial problems? It is worth remembering that many others are probably going through the same experience, or have done so in the past. Make use of business networks to connect and share your experiences with other business leaders. Turning to a mentor, or even a trusted friend, can also be beneficial. Sometimes simply talking through your problems or concerns out loud can be exactly what you need to relieve stress.

Feeling concerned that you might be feeling the signs of worsening mental health? It is important to remember that seeking help sooner rather than later can have an extraordinary impact on overcoming any mental health issues you are going through.

Engage in physical activity Running a business often means your mind running at 200 miles per hour. Give it some rest by engaging in physical activity – whether it’s a half an hour walk, a quick run or a spinning class, adding some movement into your daily routine will certainly help to recharge your mind.

Spend some time ‘offline’ It is often difficult to switch off from work in today’s ‘always on’ culture, especially if you are facing the extensive pressures of running a business. Getting into a habit of picking one or two days per week when you do not check your emails, or in fact any other technological platform related to work, could help give your mind a rest.

AC TIO N A S K Ske

last ta When did you d hobby, ve lo time for a be – tried your or – better still ng new? hand at somethi some ise Why not priorit oors, td ou t ea time in the gr m your getting away fro rious office and its va . es gi technolo

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The IoD’s work on inclusivity and diversity Inclusivity forms one of the central pillars of the IoD’s flagship event series, the Open House roadshow.

More broadly, we provide members with a range of support and guidance on how leaders can foster an inclusive workplace.

Our Information and Advisory Service also provides a wide range of practical support for members, including providing free professional research iod.com/ias.

The IoD is a leading advocate for increasing diversity on the boards of British companies, sitting on the Advisory Board to the Government’s Hampton-Alexander Review on improving gender balance in FTSE leadership.

Our Professional Development courses, including the Role of the Non-Executive, have helped countless leaders in boardrooms. Members can find out more about the facts and figures around this topic by reading the Business Information Service’s guide to Women on Boards at iod.com.

For further information on this report, please contact: Sophie Breeden Campaigns & Projects Manager sophie.breeden@iod.com

The Institute of Directors The IoD has been supporting businesses and the people who run them since 1903. As the UK’s longest running and leading business organisation, the IoD is dedicated to supporting its members, encouraging entrepreneurial activity, and promoting responsible business practice for the benefit of the business community and society as a whole. iod.com

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