Blog - Cardinus

1/2/2021

Anxiety on Returning to Work Post-COVID-19 Lockdown - Cardinus

TAGS: CORONAVIRUS, COVID-19, INFORM, MENTAL HEALTH, RETURN TO WORK, SAFETY MANAGEMENT, WELLBEING COVID-19 H&S RESPONSE

Claudia Calder Returning to work is going to be a challenge for all of us. We will be interacting with one another for the rst time in over 8 weeks. Undoubtedly this will cause feelings of anxiety. So what is anxiety, and how can we help reduce those feelings as we return to work? st

On 1 May 2020 the results of a poll entitled ‘Attitudes to lockdown, impact and consequences – Comfort of returning to “normality”’ were released by Ipsos MORI. It was reported that 35% of responders were ‘not comfortable’ about returning to work, while 49% felt ‘very/fairly comfortable’. 61% of responders were not comfortable about using public transport.

The poll did not go into details about why people felt uncomfortable using public transport but one possibility is that responders felt anxious about returning to work.

So, if this is the case, what can be done to manage anxiety in the post-COVID world?

To understand this, we need to know what anxiety is.

What is anxiety? https://www.cardinus.com/insights/covid-19-hs-response/anxiety-returning-to-work-post-covid-19

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Anxiety on Returning to Work Post-COVID-19 Lockdown - Cardinus

From an evolutionary point of view, It was also used as a motivator to remember how we responded in previous situations to ensure our survival.

To be anxious about COVID-19 is a natural, human response as we are not familiar with this threat to our health.

Anxiety comes in two forms: the rst is ‘state anxiety’, which describes how a person reacts to stressful situations, like a big exam or a tra c jam. The second kind is ‘trait anxiety’ which refers to a person’s general tendency to see things as stressful to begin with. Trait anxiety, in other words, is our resting level of anxiety on any given day.

If you can learn to manage your anxiety, you will bene t in all kinds of ways. Your health should improve, and, if you ever nd yourself in a life or death situation, you have a better chance of being able to control your fear response. This will help to maintain your ability to make decisions and process new information.

How do you learn to manage anxiety?

It is very simple, it is all about breathing.

Breath is the only reliable bridge between the conscious mind and the subconscious.

So, it makes sense to learn how to manipulate it to your advantage.

If you train yourself in rhythmic breathing in stressful situations, you will perform better.

Police o cers, military personnel and athletes use their breath to relax, focus and win in stressful situations. Whether it is facing gun re or standing at the start line of a big race, breathing calms the body and focuses the mind.

What do you need to do?

Try and be ‘body aware’. Feel the contact between your feet and the oor. Then move your attention to the sensations in your lower spine (and bottom, if you are sat down). Next, focus on your shoulders, now move on to your hands and ngers. This brings your attention into the present moment, making you feel relaxed and calm When you are ready to end the breathing session, go back to focusing on the feeling of your body and the sensation of your feet on the oor.

What can an organisation do?

Help your sta to understand the risks of returning to work and manage their genuine fears through e-learning. https://www.cardinus.com/insights/covid-19-hs-response/anxiety-returning-to-work-post-covid-19

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Anxiety on Returning to Work Post-COVID-19 Lockdown - Cardinus

Our return to work e-learning is highly customisable, standalone and low-cost. Perfect to implement quickly to enable reduce anxiety for sta . Learn more and book your demo below.

How will this help me, when I return to work?

Whether you take the train or bus, or drive into work, after being away for so long we will all have some level of anxiety, this is natural.

You should already be in contact with your line manager, whether it is by phone or Skype, Zoom, Teams, or even email. If you are feeling anxious, regardless of the level, talk to your manager about what is on your mind. Can’t talk to your manager? Talk to somebody from your organisation, a colleague or a member of HR. Is it getting to work? Or seeing everybody again?

If you use public transport, as the 61% responders in the poll, you may be thinking, what can I do? Talk to your manager about having a phased return, or moving your start time, so you are not travelling in ‘rush-hour’.

And when you are waiting for the bus or train to arrive, practise your breathing exercises, and when the bus does arrive, follow the advice: Maintain physical distance Try not to touch your face Maintain good hygiene by washing your hands when you can, or using an alcoholbased hand sanitiser When travelling, do your breathing exercises again.

Once you are in your workplace, wash your hands and practice your breathing exercises. And remember, everybody you will see today will be in the same boat, everyone, whether they show it or not, will be feeling anxious, probably about the same things you are.

Remember to keep your physical distance from your colleagues, but smile and say hello, engage with people. It will be a positive experience to see everyone again. https://www.cardinus.com/insights/covid-19-hs-response/anxiety-returning-to-work-post-covid-19

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Anxiety on Returning to Work Post-COVID-19 Lockdown - Cardinus

And anytime you feel anxious, just breathe, it will be okay.

Got any questions on wellbeing or anxiety when helping sta return to work? Why not send a question into our H&S experts on our COVID-19 H&S Hub?

https://www.cardinus.com/insights/covid-19-hs-response/anxiety-returning-to-work-post-covid-19

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TAGS: CORONAVIRUS, COVID-19, WORKING FROM HOME COVID-19 H&S RESPONSE

Being pregnant while the COVID-19

Claudia Calder

virus spreads across the world must be a scary time, not only for pregnant colleagues but also for their families.

Health And Safety Consultant at Cardinus Risk…

Cardinus Risk Management Ltd

I wanted to provide a few elements of key evidence surrounding the virus and provide some advice and guidance for pregnant workers temporarily working at home.

View profile

COVID-19 and Pregnancy The Royal College of Obstetricians and Gynaecologists (RCOG) have put together guidance on what they know about COVID-19 and pregnancy, this is being continually updated and be found here.

Brie(y, pregnant women do not appear to be more likely to be severely unwell than other healthy adults if they develop COVID-19. It is expected the large majority of pregnant women will experience only mild or moderate cold/(u-like symptoms.

If pregnant sta, develop more severe symptoms or recovery is delayed this may be a sign of developing a more signi-cant chest infection that requires enhanced care. RCOG advises if symptoms are worsening or if they’re not getting better they should contact their maternity care team or use the NHS 111 online service for further information and advice.

COVID-19 and Babies As this is a very new virus, we are just beginning to learn about it. There is no evidence to suggest an increased risk of miscarriage. There is also no evidence that the virus can pass to a baby while pregnant or during birth.

Expert opinion is that the baby is unlikely to be exposed during pregnancy. It is also therefore considered unlikely that if they have the virus it would cause problems with the baby’s development, and none have been observed currently (RCOG, as of 30th March, 2020).

Advice to Provide to Sta We’ve put together the following advice that you can distribute to pregnant sta, to support them during this time.

There are four fundamental principles you can do to keep yourself healthy during this di:cult time: • Sleep – it is important for your overall health to get between 7-9 hours of sleep at night • Movement or exercise – moving or doing light exercise is important for your overall health, talk with your maternity care team on what exercises are suitable for your stage of pregnancy • Nutrition – it is important that you are eating well, not only for you but also for your baby. Typically, you will need to consume an extra 300 calories a day. Talk with your maternity care team who can provide advice on nutrition • Routine – where you can, try to keep to your ‘normal’ routine, by waking up at the same time and going to bed at the same time as you normally would.

Pregnancy can cause fatigue, if you need extra naps during the day, take them

Remember to talk with your manager if you are feeling ‘out of sorts’ and need extra support while you are working at home. Try not to feel guilty if you are taking extra naps, when you wouldn’t normally do if you were working in your normal workplace. If you need a nap, take it.

Depending upon the stage of your pregnancy will depend on how you adapt to working at home. As you know, the further along in your pregnancy, your body will change shape, new hazards related to reaching, balance, lifting and repetitive motion may develop.

Only you will know where in your home is the best place to work. You may have options in your home, such as working at your dining room table, or kitchen counter, or even the sofa.

Wherever you decide to work: • Set an alarm, so every 30 minutes you get up and walk and stretch • You may want to consider raising your feet on a footrest (if you have one) or a makeshift footrest such as a box, this will give you extra support and reduce swelling • Support your lower back and cushion your tailbone with a cushion or a rolled-up towel/blanket • Pregnant women are prone to developing carpal tunnel syndrome, so it is essential that you keep your wrists in a neutral position, do not rest them on the keyboard • Avoid unnecessary reaching by keeping things you use frequently close to you. An example of this is to keep your elbows down towards your sides, with your phone and mouse in reach while still maintaining your arms close to your side • As your tummy grows, your spine curves more, especially in the lower back to accommodate the growing baby

Remember to talk with your manager about your expectations whilst you work at home during this time.

Keep in contact with your maternity care team and attend all of your appointments where you can.

If you need further advice whilst working at home, please contact your maternity care team and/or your work’s occupational health team.

For further information regarding pregnancy and temporary home working, email info@cardinus.com or call 020 7469 0200.

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1/2/2021

An Employer’s Guide to Encouraging a Better Rested Workforce

TAGS: CORONAVIRUS, COVID-19, MENTAL HEALTH, RISK MANAGEMENT, WELLBEING, WORKING FROM HOME HEALTH AND SAFETY

Chris Salmon, Operations Director of Quittance Legal Services explains what employers can do to help employees achieve better sleep, and how this can positively impact the levels of safety and productivity within an organisation.

Sustained sleep deprivation is linked to high blood pressure, heart disease, diabetes and mental health issues. Even over short periods, a lack of sleep can have a detrimental e ect on employees and, by extension, the companies they work for.

Establishing a ‘sleep- rst’ culture can have a dramatic and bene cial impact on an organisation. The following article looks at how employers can encourage a betterrested workforce.

How sleep a ects performance Concentration, memory, energy levels, motivation, coordination and the ability to assess risk are all impaired by fatigue. https://www.cardinus.com/insights/health-and-safety/employers-guide-to-encouraging-a-better-rested-workforce/

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An Employer’s Guide to Encouraging a Better Rested Workforce

Lack of sleep has a detrimental e ect on the immune system. A tired employee is more likely to need time o work due to illness.

Studies have shown that well-rested employees are more productive, more creative and less prone to accidents. Clearly employers have a vested interest in the wellbeing of their employees.

Risk of injury Symptoms of tiredness such as slower reactions, decreased awareness, impaired coordination and a tendency to underestimate risk, all conspire to increase the risk of injury at work.

A study of HGV drivers conducted in 2016 concluded that sleep de cit increased the risk of accidents by 45%.

In 2018, 620,000 employees were injured at work in the UK, with an estimated cost to business of £15bn. With around 13% of work injuries being attributable to sleep problems, tiredness may be implicated in over 80,000 of these injuries.

Lost productivity aside, employees injured at work as a result of tiredness may have legal recourse against the company.

What can employers do?

Educating employees on the bene ts of sleep can be invaluable. Online courses can help employees identify how lack of sleep may be a ecting their life and work.

Training can also help workers to identify and address the causes of their sleep problems.

However, businesses must also look inwards and re ect on how the demands of the job may be a ecting their employee’s sleep. Employers should recognise the di erence between optimal productivity and an ‘always-on’ culture that is actually harmful to the business’s interests.

Risk assessments Employers have a legal duty of care to safeguard the health and wellbeing of employees. As with any hazard, employers should manage employee fatigue through risk assessments.

All employers must adhere to The Working Time Regulations 1998. However, compliance with the regulations alone is not enough to manage the risks of fatigue.

Even in seemingly low-risk environments like an o ce, all employers are legally required to carry out risk assessments. https://www.cardinus.com/insights/health-and-safety/employers-guide-to-encouraging-a-better-rested-workforce/

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An Employer’s Guide to Encouraging a Better Rested Workforce

Risk assessments should consult with employees on working hours, breaks and shift patterns. The demands of the job, or a lack of support, may contribute to stress and worry. These factors may in turn a ect an employee’s sleep.

Even if an employee actively requests to work longer hours, employers are not legally absolved of their responsibility to manage fatigue.

Review shifts and breaks Poorly designed rotas, long working hours and infrequent or ill-de ned breaks can exacerbate fatigue.

The risk of injury is greater amongst evening shift workers, and greater still on the night shift. Shift work may be an operational requirement for a business, but shift patterns should still be designed to minimise fatigue.

Policies should set limits on working hours, overtime and shift-swapping. Su cient breaks whilst at work and between shifts should be factored in. Employees should be able to predict when they can take time o , and how much time they can take.

Presenteeism Employees who feel under pressure to come into work, despite injury, illness or anxiety, are more prone to sleep loss. This culture of ‘presenteeism’ can be counterproductive.

Companies will not want to deter committed employees from putting in a few extra hours to catch up or meet a looming deadline. However, the productivity of overly ‘present’ employees will quickly su er if they are exhausted by long hours or turning up to work when ill.

Presenteeism can be addressed through clearly-communicated company policy.

Introducing paid sick days will help to discourage sick employees from coming into work.

Employees may feel pressure to ape the behaviour of their boss. If managers send emails late at night, employees will feel pressure to be responsive at all hours.

Although evenings and weekends are a useful time for senior sta to catch up on emails, email scheduling should be used to delay most emails until the following workday. Scheduling non-urgent emails will relieve recipients of the pressure to respond out of hours.

HR consultations with employees will o er insights into why employees feel they need to be ever-present. https://www.cardinus.com/insights/health-and-safety/employers-guide-to-encouraging-a-better-rested-workforce/

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An Employer’s Guide to Encouraging a Better Rested Workforce

Homeworking The new post-COVID era of homeworking is blurring the lines between work and home life.

Employees, worried about job security, may feel under pressure to be always available. Homeworking has made it easier than ever to succumb to this impulse.

Employers are required to carry out a risk assessment of an employee’s home workspace. This process is normally a self-assessment form completed with the help of HR. The assessment should factor in considerations relating to sleep, such as whether the employee has a separate and designated workspace. A home o ce space located in the bedroom will not help a worker to ‘disconnect’ in the evenings.

Employers should encourage sta to exercise, as homeworkers will no longer be exercising on their commute. Exercise has been proven to have a bene cial e ect on sleep.

Many homeworkers also feel a sense of isolation when working from home. Feelings of isolation can a ect mental health and, in turn, take a toll on sleep. Companies should nd ways to keep in touch with homeworking sta , on a semi-formal basis, to emulate the collegial environment of the o ce, and monitor employees’ mental wellbeing. https://www.cardinus.com/insights/health-and-safety/employers-guide-to-encouraging-a-better-rested-workforce/

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An Employer’s Guide to Encouraging a Better Rested Workforce

Businesses should clearly communicate expectations about homeworkers’ responsiveness outside working hours, and should take steps to ensure this policy is re ected in practice.

Promote wellbeing Research conducted in 2013 concluded that FTSE 100 companies that prioritise employee wellbeing outperform the rest of the FTSE 100 by 10 percent.

Creating an employee wellbeing programme can greatly improve employees’ physical and mental health, leading to improved sleep.

Companies can o er corporate gym memberships and encourage exercise during lunchtime. ‘Cycle to work’ schemes incentivise cycle commuting and o er genuine tax breaks.

Businesses could o er a ordable healthy food options, or even just provide free fruit.

Water coolers should be available throughout the o ces. Free decaf co ee and decaf tea could reduce the temptation to pop out for a (ca einated) co ee in the afternoon.

Some rms have seen positive results by o ering counselling and employee assistance programmes. Yoga and relaxation courses also o er bene ts.

Multinational rms including Google and Facebook have embraced research on the bene ts of supporting employees’ natural sleep rhythms. ‘Micro-napping’ during work hours is increasingly being promoted.

Working in arti cial light can wreak havoc with our circadian rhythms. If possible, the working environment should be con gured to maximise natural light.

In contrast, the blue light emitted by LED screens also upsets circadian rhythms, being too similar to natural daylight. To reduce exposure, consider limiting screen use in the late evening, or even block access to company emails. If calls are necessary in the evening, these could be conducted over the phone instead of by Zoom or video conference.

Consult and communicate Whatever actions you plan to take, you should consult with employees at every stage of the process. Communicating how and why you want to promote better sleep is key to securing employee buy-in. If sta suspect that the initiative is a ploy to make them work harder, it will back re.

https://www.cardinus.com/insights/health-and-safety/employers-guide-to-encouraging-a-better-rested-workforce/

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An Employer’s Guide to Encouraging a Better Rested Workforce

By addressing the causes of poor sleep, many companies have seen marked improvements in employee health and wellbeing. These in turn have led to greater productivity and e ciency, helping to give businesses a competitive advantage.

https://www.cardinus.com/insights/health-and-safety/employers-guide-to-encouraging-a-better-rested-workforce/

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1/2/2021

Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

TAGS: CORONAVIRUS, COVID-19, INFORM, RETURN TO WORK COVID-19 H&S RESPONSE

Stephen Smith looks at what needs to be considered for a communications plan for returning to work, and looks at the Kotter model for organisational change. At the bottom of this article you can nd a comms plan template to download.

Stephen Smith ACIM Marketing Manager at Cardinus Risk Management Ltd Cardinus Risk Management Ltd University of Sussex

Across the world coronavirus (COVID-19) lockdown View profile measures are easing – and for many businesses and organisations the focus now is developing strategies on how employees can return to work safely.

Communication is one of the most important aspects of a return to work strategy. All return to work strategies should include a comms plan which establishes key messages, who needs to be contacted, who will be making contact and how messages will be delivered.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

The PIPR (Prepare, Inform, Prevent and Recover) strategy separates the challenges of return to work strategies into 4 manageable chunks. The Inform stage of PIPR highlights the importance of communicating key messages related to workplace distancing, use of public transport and other workplace arrangements when developing a return to work employee plan.

Are You Planning Your Return to Work Programme?

The government has advised that if possible, those who can work from home should continue to do so. When lockdown measures were rst introduced many employees, who did not normally work at home, started to – and in cases where this is to continue employers should ensure communication-related to this is shared in the right ways.

Those unable to return to work Although many are now returning to work, many businesses and organisations are still unable to return employees to work. Those who are furloughed and unable to work may feel 'out of the loop' and forgotten if they do not receive updates or the same communication as employees able to return to work.

Employers also need to consider that this group of employees may not have access to communication channels they use when working. Comms messages may have to be adapted so they can be shared with non-working employees via personal devices and platforms. https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

Employee anxieties Those returning to work after any period of absence are likely to feel anxious, and for many this is especially true in the current health crisis caused by the coronavirus (COVID-19) pandemic. As well as working lives being a ected, the virus has signi cantly changed the way we live and the support systems we may have relied on previously.

Employers should consider the messages anxious employees require and the format in which this communication should be shared. Employees who may be su ering from mental health issues as a result of coronavirus (COVID-19) may not feel able to share this with line managers or the organisation, and therefore – businesses and organisations may need to ensure these messages are shared with all employees.

Kotter's 8-Step Change Model There is a further argument that to ensure behavioural outcomes that maintain social and physical distancing measures and reduce the risk of infection, organisations and businesses need to implement a transformation strategy.

John Kotter, a thought leader in the eld of business, developed an 8-Step Change Model which he recommends for leaders looking to introduce lasting transformations within an organisation. When creating this model, Kotter researched businesses which had tried to introduce transformations – and found that there was only a 30% chance of change initiatives being successful. This led him to create a framework which organisations can follow when implementing signi cant changes.

We think this model could be e ective for businesses introducing coronavirus (COVID19) measures and creating comms plans for how to share changes with employees.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

1. Create a sense of urgency There needs to be a sense of urgency when changes are introduced. Without urgency a transformation may be slow to start – something which cannot happen when it comes to coronavirus safety and social distancing measures.

Take-up needs to be e ective as soon as possible to ensure employees can work safely.

Return to work comms plans should ensure that initial messaging focuses on the urgency of coronavirus (COVID-19) safety and social distancing measures, and why they need to be implemented and adhered to as quickly as possible.

To create a sense of urgency, messages should include how the virus has impacted the business or organisation, and how implementing new working practices and safety measures will help that business return and continue. Leaders should encourage dialogue during this stage, as those who receive the messages may identify additional solutions or potential threats within planned changes.

2. Form a guiding coalition Change initiatives are projects and therefore require a project delivery team. Leaders within businesses and organisations should create a group of volunteers who are onboard with planned changes and understand overall objectives. This project team should be provided with the ability to manage the transformation and how the messages are shared within the organisation.

It is advised that project teams include individuals from di erent employee groups throughout the organisation as diversity is important in ensuring that comms are assessed from an employee's point of view. In addition to this, employees being aware that the project team includes those from all-levels can make comms and planned coronavirus safety measures more engaging, and make dialogue and open discussions feel more accessible to all.

3. Develop an inspired vision Leaders and the transformation project team should create an 'inspiring vision for change' which can be shared within an organisation in messaging so that everyone understands the aims and objectives of the changes being introduced.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

For those creating comms plans for coronavirus (COVID-19) return to work strategies, this stage should focus on ensuring the overall aims of new safety measures and social distancing practices and the timeframes involved are communicated e ectively.

It is important that comms relay to employees that lockdown measures are uid and determined by infection rates. They may change, and although timeframes are important, safety measures, working practices and guidelines will be reviewed continually and their e ectiveness monitored.

It is recommended that comms for this stage of the plan are shared in writing. Written comms, whether that be physical letters or emails, are preferred because recipients can take the time to read through messages and plans in their own time. This helps to ensure messages are not misheard and that values and strategies can be referred back to.

4. Convey the vision The goal of any transformation project is to encourage cooperation and support for the vision and objectives of the project. This is why the way this is communicated within an organisation is so important. Leaders should make time to discuss the planned changes with individuals within a business or organisation at all levels. Open dialogue and feedback will provide leaders with the chance to address concerns and issues promptly – and this might include adding new messaging to comms plans.

This is especially important in organisations that feature di erent employee groups returning to work in di erent ways. For example, if a team is split by those who continue to work at home and those who are required to return to workplaces, each group may have very di erent concerns about planned coronavirus (COVID-19) safety measures.

Coronavirus (COVID-19) social distancing will likely prevent feedback group sessions and may make face-to-face meetings di cult. Instead, leaders should consider whether video call services such as Skype and Zoom can be used to host feedback sessions with employees.

5. Empower others to enact the vision For change to take place, employees must have the right skills and resources and the con dence to implement them. This is especially true when it comes to coronavirus (COVID-19) safety measures. Leaders need to ensure that expected changes are accompanied with the right resources and training so that employees feel con dent enough to follow new practices correctly. Without this, employees may resist change or feel unable to follow the measures required.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

Businesses and organisations should consider whether e-learning can be used to quickly deliver training and return to work information to a large number of employees, who may be working at home and based at numerous locations.

E-learning can be sent to employees via email and the completion of courses can often be monitored so that leaders can assess when employees are ready to return to workplaces.

At this stage it is important that comms include information about the resources, training and other support systems which will be in place. This can help to reduce transformation anxiety and help to remove any obstacles to progressing changes.

6. Produce short-term wins Achieving and communicating short-term goals can help to inspire employees to continue with required actions. Businesses and organisations should review the goals which are important when it comes to coronavirus (COVID-19) safety measures and how this can be shared throughout an organisation.

For example, one goal may be preventing new coronavirus (COVID-19) illnesses within the workforce. If changes are helping to support this, leaders may consider sending out anonymised workforce infection rates in weekly comms as a way of keeping individuals motivated and supportive of social distancing and safety measures.

At the same time, the impact of negative news should also be considered. If infection rates increase or safety measures are deemed to be ine ective, a comms plan should include a process and messages which would then need to be shared with employees.

7. Consolidate gains made and produce more Change requires momentum, and maintaining this momentum is critical to ensuring a transformation is completed. Failure can result if victory is celebrated too early, momentum is lost or individuals feel changes are no longer important.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

Employers must maintain support for coronavirus (COVID-19) social distancing and safety measures for them to continue to be e ective. Employees must be congratulated for their participation in changes but must also understand that these changes are on-going and may evolve as and when lockdown measures do.

Comms plans for this stage should include continuing to let employees know that open dialogue is encouraged and that changes are subject to assessment. In addition to success, comms messaging should also include acknowledgement of failure and the measures put in place to address failures and prevent them from happening in the future.

8. Embed new approaches The nal step of this model is to embed changes within the core values and culture of a business or organisation. Change does not sustain itself and all existing and future processes, systems and working practices will need to consider what has been achieved.

The pandemic is here to stay for now, but in future, the way we contain and combat a virus may be di erent. This means the changes put in place to prevent the spread of infection may ease and organisations may be able to return to previous ways of working.

To ensure everyone is informed within a business and organisation its important that comms about changes do not just abruptly stop and this is especially true for changes related to coronavirus. Any changes to practices or government advice should be considered and communicated to all employees to ensure consistency and support for safety and social distancing measures.

Return to Work Comms Plan Template To help make the planning of return to work employee messaging easier we have created a free comms template.

This template is a simple table, which features columns employers can use to develop employee messaging and considers the following: Target audiences Key messages Objectives Delivery methods Timings and status

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus

A comms plan is not just a content calendar – it is a planning sheet, which identi es the key objectives of each message created. This helps to ensure that employee audiences and groups within a business receive the messages they require to implement coronavirus (COVID-19) safety and social distancing measures e ectively.

CLICK HERE TO DOWNLOAD THE RTW COMMS TEMPLATE

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-covid-19-return-to-work-comms-plan/

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Coronavirus: Working from Home Risks to Consider -

TAGS: CORONAVIRUS, COVID-19, DSE REGULATIONS, LEGAL, WORKING FROM HOME COVID-19 H&S RESPONSE ERGONOMICS

This week Prime Minister Boris Johnson made a historic address to the UK, ordering the nation into lockdown to slow and prevent the spread of Coronavirus (COVID-19).

In this article we will expand on some of the issues discussed in our Coronavirus Remote Working Q&A and employer considerations regarding the safety and legal implications of managing home working employees.

The ability to work from home It is up to the employer to decide if employees can work from home. For most organisations, this was necessary to enable businesses to continue following the social distancing and lockdown measures implemented by the government.

However, not all employees can work from home due to the nature of their roles – this is not just true for those who work in retail, facilities management and construction, but is also the case for some o ce workers. A number of organisations are unable to allow employees to work from home because compliance or security laws mean that some systems cannot be accessed remotely. https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-working-from-home-risks-to-consider/

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Coronavirus: Working from Home Risks to Consider -

For organisations that can facilitate working from home, the rst step is to identify who could work from home and support them in being able to do this.

Home workstations and DSE The response to Coronavirus has had to be rapid to contain the outbreak. For most employers this means existing work from home policies, procedures and assessments have been bypassed to allow employees to work from home as quickly as possible.

From an ergonomics point of view, this move to remote working means most home workstations are unlikely to meet Display Screen Equipment (DSE) requirements.

Employers have asked that employees carry out DSE self-assessment, but as we are in lockdown the ability to x any hazards or risks is limited.

The Health and Safety Executive (HSE) has issued guidance which states that employers do not have to complete workstation assessments if employees are working at home temporarily.

Legal implications As expected, many organisations are concerned about the legal implications related to the safety of home workers.

There have been no temporary changes to legislation as of yet, but the advice from the HSE has been for employers to act as responsibly as they can when it comes to issues such as DSE. https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-working-from-home-risks-to-consider/

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Coronavirus: Working from Home Risks to Consider -

Employers have the same health and safety responsibilities for home workers as they do for any other employees – but in times like these, this is going to be di cult for many organisations to oversee.

We advise that our clients view the current situation as a ‘temporary event’. It is unreasonable to expect employers to be able to implement the same level of risk assessment, training and equipment provision as may have been o ered previously.

As discussed in our Coronavirus Remote Working Q&A article – Paul Verrico, an eminent lawyer advised in his COVID-19 article that “The message is simple: Act responsibly and ethically, not out of fear of prosecution but out of a sense of appropriate accountability to sta and customer stakeholders”.

Employers should stay up to date with the evolving situation and do all they can, within reason, based on government advice.

Special considerations Employers should consider the special circumstances some of their employees will nd themselves in as a result of Coronavirus measures. In the UK, schools have closed and for many employees, this means that they also have the added responsibility of looking after children whilst trying to work from home.

Working from home in these situations comes with particular challenges, such as working within a con ned space or managing the stresses which come with maintaining a family routine in these unusual times.

In addition to this, employers should also try to identify lone workers, as they can be exposed to additional risks. With lone workers, communication is key and line managers should be advised to try and stay in contact with these employees to try to minimise the additional stresses and mental health issues that can arise from being isolated.

Employers also need to consider workers who are vulnerable as a result of disability, existing medical conditions, or pregnancy. The advice for these workers is similar to lone workers – employers need to identify who they are and ensure regular contact is maintained to sustain duty of care.

Employer guidance and corporate risk assessments As previously mentioned, in these unusual times conventional risk assessments are likely to be impossible, but even so there are steps employers can take to support employees.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-working-from-home-risks-to-consider/

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1/2/2021

Coronavirus: Working from Home Risks to Consider -

Employers should be doing what they can to assist those working at home to ensure they can work safely. This may include sharing existing homeworking guidance or training and staying in regular contact with speci c employees who may be at higher risk due to their personal circumstances or health.

Employers should also consider providing their working from home employees with additional guidance, where possible. The Cardinus Health Working app is one example of guidance that can be shared with employees remotely. The app has recently been updated to include DSE advice for those who do not have a home o ce or traditional workstation. Download it for iOS here.

https://www.cardinus.com/insights/covid-19-hs-response/coronavirus-working-from-home-risks-to-consider/

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FAQs for Employers and Employees in relation to home-working on a temporary Basis (COVID19) Introduction Many employers will be making plans to ensure that their businesses and organisations can continue to operate during the current COVID-19 virus pandemic. In line with the WHO and European Centre for Disease Prevention and Control (ECDC) advice, Ireland is trying to contain further transmission of the virus. Employers and employees all have a role to play in this.

During this unprecedented time, many employees may be advised to work from home on a temporary basis. Employers have speci"c duties to ensure the safety, health and welfare at work of all employees. These duties include the employee’s workspace where employees are required to work from home.

Employers may "nd the following frequently asked questions and answers useful when determining whether working from home is suitable.

Employees will also "nd them useful in preparing themselves and the workspace in their home, if their employer has asked them to work from home.

FAQ’s for Employers under the Safety, Health and Welfare at Work Act?  1. What are the key duties of employers  (/eng/topics/covid-19/covid-19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#1)

 2. What duties do employees have under the Safety, Health and Welfare at Work Act? (/eng/topics/covid-19/covid-19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#2)

 3. What responsibilities do I have as an employer in relation to home workers? (/eng/topics/covid-19/covid-19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#3)

 4. What equipment must I provide for my employees to enable them to work from home? (/eng/topics/covid-19/covid-19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#4)

 5. What questions do I need to ask employees in relation to their temporary home work space? (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#5)

 6. As an employer what do I need to consider when preparing vulnerable workers, those with disabilities, or sensitive risk workers to temporarily work from home? (e.g. pregnant employees, young persons and those with mobility needs) (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#6)

 7. What do I need to consider where employees are using computers and digital technology when home working? (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#7)

 8. What other general supports and means of communication do I need to put in place for home workers? (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#8)

 9. Where can I "nd further information? (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#9)

FAQ’s for Employees on Home-Working  10. What are my responsibilities as an employee, when working from home? (/eng/topics/covid-19/covid-19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#10)

 11. How should I prepare for home working? (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#11) 12. How can I best set up my work space? (/eng/topics/covid-19/covid 19_faqs_for_employers_and_employees_in_relation_to_home-

working_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_home working_on_a_temporary_basis_covid-19_.html#12)

 13. Why is it important that I keep in contact with my employer, when working from home? (/eng/topics/covid-19/covid-19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#13)

 14. Where can I "nd further information? (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis_covid-19_.html#14)

FAQ’s for Employers 1. What are the key duties of employers under the Safety, Health and Welfare at Work Act? Employers have speci"c duties to ensure the safety, health and welfare at work of all employees. These duties include the employee’s workspace where employees are required to work from home.

Key duties that apply to the work activity and workspace include:

 managing and conducting all work activities to ensure, as far as reasonably practicable, the safety, health and welfare of employees,

   

providing safe systems of work that are planned, organised, and maintained, assessing risks and implementing appropriate control measures, providing safe equipment including personal protective equipment, where necessary, providing information, instruction, training and supervision regarding safety and health to employees, and

 having plans in place for emergencies.

2. What duties do employees have under the Safety, Health and Welfare at Work Act? If you are an employee working from home, you have a responsibility to take reasonable care of yourself and other people who may be a@ected by the work you are doing.

Employees must:

 cooperate with their employer and follow their instructions,  protect themselves and others from harm during the course of their work, e.g. take care of any equipment provided and report any defects immediately to the employer,

 report any injury arising from work activity to their employer immediately, and  follow procedures that have been put in place by their employer.

3. What responsibilities do I have as an employer in relation to home workers?

Responsibility for health and safety at work rests with the employer whether or not that work is being done at the worker’s home.

Employers need to consult with their employees to assure themselves:

   

that the employee is aware of any speci"c risks regarding working from home, that the work activity and the temporary workspace are suitable, that they provide suitable equipment to enable the work to be done, and that there is a pre-arranged means of contact.

4. What equipment must I provide for my employees to enable them to work from home?

Equipment already in use in the workplace e.g. laptop, mouse, monitor, keyboard and headset could be used for temporary home-working. If the employer provides any equipment, it must be in good condition and suitable for the work activity.

Note: Suitable equipment already available in the employee’s home can be considered for temporary work from there.

5. What questions do I need to ask employees in relation to their temporary home work space?

As an employer, you must determine whether the temporary home workspace is suitable for the work you want the employee to do.

Examples of questions you could ask about the temporary workspace include the following:

   

Do you have a suitable space to work from temporarily?

Can you access the workspace easily and safely?

Is there adequate light, ventilation and heat to allow you to work comfortably?

Is there enough space to allow you to work without twisting, bending or sitting/standing awkwardly?

 Is there enough workspace to accommodate the equipment or other materials needed for the activity?

 Is the Coor clear and dry, e.g., kept clear of electrical cables or anything else you could trip over / slip on?

 Is the workspace free of clutter?  Are electrical sockets, plugs and cords in good condition e.g. no charring, exposed wiring or frayed cables?

6. As an employer what do I need to consider when preparing vulnerable workers, those with disabilities, or sensitive risk workers to temporarily work from home? (e.g. pregnant employees, young persons and those with mobility needs) In requesting an employee from a sensitive risk group to work from home, the employer should consider the suitability of the person to the work in the context of their home working space. It is essential that work tasks and working conditions do not adversely a@ect the health of employees with a disability, pregnant employees, and young workers.

The employer should consider the following in relation to the employee’s work and workspace:

 safe access to the workspace

1/2/2021

COVID-19 Office Cleaning Checklist | Cardinus Download

TAGS: CORONAVIRUS, COVID-19, PREVENT, RETURN TO WORK COVID-19 H&S RESPONSE

Claudia Calder introduces her latest checklist, this time focusing on o ce cleaning. This checklist can be used to help you understand what you need, what you should be doing, how to dispose of materials and more.

Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk…

Cardinus Risk Management Ltd

Use this document as part of the Prevent section of the Prepare, Inform, Prevent, Recover approach to return to work. For more information about the strategy read our article here.

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As we start to return to work we’ll need to think about the regular cleaning of our facilities and workplaces. To stop the spread of coronavirus (COVID-19) in the workplace and to limit your exposure to risk, you’ll need to consider the role e ective cleaning will take and what e ective cleaning might look like.

https://www.cardinus.com/insights/covid-19-hs-response/covid-19-office-cleaning-checklist/

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COVID-19 Office Cleaning Checklist | Cardinus Download

This checklist looks at a variety of aspects of the cleaning process in the COVID-19 world, and helps you to understand what can be done and should be done. It looks at 6 areas, “What do I need?”, “When do I need to clean?”, “What do I need to clean?”, “Safely cleaning”, “Preparing to clean” and “After cleaning”. These cover the main areas required to meet your objectives, allowing you to tick o each part of the process as soon as it is complete.

What’s in the Checklist?

What do I Need?

Cleaning/disinfecting solution/wipes Household detergent followed by disinfection SDS for cleaning products Follow manufacturer's instructions Ensure the product is suitable for the surfaces you are cleaning Method of recording cleaning

When do I Need to Clean?

General cleaning at the end of the working day Workstation cleaning – when you have nished using the workstation

What do I Need to Clean?

Frequently touched surfaces Tabletops Door handles Light switches Desks Toilets & doors Taps Kitchen surfaces Cupboard handles

Safely Cleaning Read product label and SDS Follow instructions Wear gloves while cleaning Wash hands before and after Use disposable gloves where possible Only use reusable gloves for general cleaning Do not share gloves

Preparing to Clean https://www.cardinus.com/insights/covid-19-hs-response/covid-19-office-cleaning-checklist/

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COVID-19 Office Cleaning Checklist | Cardinus Download

Prevent access to areas that have been used by suspected or con rmed cases Break rooms Bathrooms Touch points Open outside doors and windows (if possible) to increase air circulation

After Cleaning Disposal Single-use PPE, disposable Double bag, i.e. place the above materials in a rubbish bag, and put this rubbish bag inside another one and dispose in general waste Launder Reusable cleaning equipment (e.g. mop heads) Completely dry before re-use Empty and re-clean equipment. E.g. buckets, with a fresh solution of disinfectant and completely dry before re-use

CLICK HERE TO DOWNLOAD THE CLEANING CHECKLIST

https://www.cardinus.com/insights/covid-19-hs-response/covid-19-office-cleaning-checklist/

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Viruses have been around since life began forming. They have been described as organisms at the edge of life because technically they are not alive, they exist in a sort of intermediate netherworld, lying in wait until they can hijack a living cell and reproduce using the host cell's metabolites.

In the past 250 years, there have been 10 pandemics, with 4 of them in the past 20 years.

A pandemic is de ned as 'An epidemic of an infectious disease that has spread across a large region, for instance multiple continents or worldwide, a ecting a substantial number of people'.

Coincidentally 3 of the 4 pandemics in the past 20 years have been from the coronavirus family, SARS (or SARS-CoV-1) in 2002/3, MERS (Middle Eastern Respiratory Syndrome) in 2012 and COVIDCOVID-19 – What Is It? 19 in 2019/20 and the fourth pandemic was the swine u (in uenza virus) in 2009 – all these viruses Physical have lead toDistancing diseases or conditions that a ect the respiratory system and are really easily spread throughout the human population.

PPE and RPE

First Have Aid in the There COVID World Why Been so Many Pandemics in the Last 20 Years?

Humans areYourself alteringHealthy the way we interact with pathogens, by venturing into rain forests and Keeping destroying them through logging, planting and hunting for bushmeat; concentrating large numbers SOAP together; breeding millions of pigs and poultry (birds) and keeping them in close of people conAppendix nes; by overusing and misusing antimicrobials drugs (antibiotics); humans are forcing pathogens (or germs) to adapt to continual stresses and giving them opportunities nature never Links did.Useful And we are helping spread these viruses, because we are travelling more globally more than we ever have in history.

In fact, from a pandemic perspective, the most dangerous place to live is where humans, pigs and birds all live together in high numbers and close con nes.

However, SARS-CoV-2 did not come from either a pig or bird, it came from a bat via an intermediate animal, believed to be a Chinese pangolin, and 'jumped' into humans in the last week of November 2019, and then spread quickly around the world, by the 1st August 2020 SARS-CoV-2 has been reported in 185 countries (there are 195 recognised countries in the world) (Rothan, H.A. and Byrareddy, S.N., 2020. The epidemiology and pathogenesis of coronavirus disease (COVID-19) outbreak. Journal of autoimmunity, p.102433; Shereen, M.A., et al., 2020. COVID-19 infection: Origin, transmission, and characteristics of human coronaviruses. Journal of Advanced Research).

How and Why Does it Spread so Quickly?

It wasn't until high numbers of people started having shortness of breath which resulted in di culties in breathing, where people were being admitted into hospitals, did medical professionals realise something else was going on, and those involved in the SARS pandemic in 2002/3 realised that COVID-19 was very similar.

Other reasons how and why it spreads so quickly is because of how humans can transmit it from one person to another. We have all heard of the R number, this is the reproduction number, in March 2020 the R number in the UK was 3, meaning that it one person had it, on average they would spread it to 3 other people.

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There are a few reasons for this, one reason are the common symptoms of COVID-19 (cough, fever, headaches, sore throat) are similar to u and colds, so it is di cult to determine (certainly during the early stages of the pandemic) whether somebody just had a common cold or seasonal u, and typically most people who had these symptoms assumed that they had a cold and just got on with their daily lives.

Contact from infectious respiratory droplets through coughing and sneezing is one method of transmission, the spread via surfaces (technically known as fomite), where if somebody for example sneezed on a stainless steal surface, the virus can survive up to 72 hours (but not reproduce) before being picked up by somebody else who touches their nose, mouth and eyes and gets infected. And more recent evidence of airborne transmission via breathing in close spaces.

(Domingo, J.L., et al., 2020. In uence of airborne transmission of SARS-CoV-2 on COVID-19 pandemic. A review. Environmental Research, p.109861).

How Does the Virus Get Into the Body?

To understand how SARS-CoV-2 enters the body, we need to understand what the virus expresses on its COVID-19 – What Is It? surface.

Physical Distancing

The virus ( gure 1) is covered in a spike glycoprotein PPE and RPE (also known as S protein). The S protein on the virus binds with called First Aidainreceptor the COVID WorldACE2 which is expressed in humans on blood vessels, lung cells, the gut and some Keeping parts of theYourself brain. Healthy SOAP

DOWNLOAD WHITE PAPER Simply put, if you can imagine a human cell as a house, the Appendix ACE2 Receptor is the doorknob, the S protein binds to the receptor and the door is opened and the virus Links can Useful get into the cell. Once in the cell, the virus replicates, creating more virus, eventually (though not in all cases) kills the cell releasing the virus into the body (Zhang, H., et al., 2020. Angiotensinconverting enzyme 2 (ACE2) as a SARS-CoV-2 receptor: molecular mechanisms and potential therapeutic target. Intensive care medicine, 46(4), pp.586-590).

Once the virus is in the body, depending on your genetics, health status, immune system and a number of other factors (gender, age, etc) will depend on how your body responses to the infection. There have been a number of symptoms associated with the COVID-19 disease with the most common ones being high fever (this is your immune system trying to ght the virus), cough (irritation from the virus in your nose and throat) and shortness of breath (lung cells lling with uid due to cell damage from when the virus has infected the cell).

Other symptoms include anosmia (loss of smell) and dysgeusia (loss of taste), these symptoms occur as ACE2 receptor is expressed on cells closely associated with neurons that interpret tastes and smells in the body (Brann, D.H., et al., 2020. Non-neuronal expression of SARS-CoV-2 entry

What Do You Do if You Develop Symptoms?

First thing is to self-isolate and ask those in your household or bubble to do the same. Government guidance has changed recently and now states that you need to self-isolate for 10 days from the start of your symptoms and your household (or bubble) to self-isolate for 14 days from the start of your symptoms.

If you are working, you should let you line manager or supervisor know, this is particularly important if you are working on-site, rather than working from home, as your workplace can then implement their track and trace procedure. Next thing is to arrange to be tested – you should get tested within 3 days of your symptoms starting – you can do this by contacting the NHS on 111 or via the online coronavirus service (https://111.nhs.uk/ covid-19), you will need to stay at home until you receive your test results.

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genes in the olfactory system suggests mechanisms underlying COVID-19-associated anosmia.

Science Advances, p.eabc5801).

If you test negative, great! You and your household are free to stop self-isolating. If you test positive, the NHS will provide guidance on what to do if your symptoms get worse.

There are currently two available tests, the main test – called a PCR test – looks at whether you have virus in your body, by looking for the virus' genetic material, the best time to have this test is within 3 days of your symptoms showing.

This is the test where medical professionals use a swab on your nose and throat. The other test – called an Antibody test – looks at whether your immune system has made antibodies to the virus, which basically means, if your body has 'seen' the virus by taking your blood.

The best time to have the antibody test is 3 weeks after the start of your symptoms, when the antibodies are at their highest level. The antibody test does not tell you whether you are protected against being re-infected with the virus. As the virus has only been known for 9 months, it is di cult COVID-19 – What Is It? to know whether the immune system's production of antibodies will protect in the future.

Physical Distancing

This is how the vaccine works, by making your immune system produce antibodies, which PPE and the RPE virus, removing it from your system, so you do not develop the disease. 'neutralise' First Aid in the COVID World Keeping Yourself Healthy SOAP Appendix Useful Links sical Distancing

Physical Distancing Currently physical distancing measures stand at 2m. If you cannot be 2m apart, try to keep at least 1m whilst wearing a mask (or other type of mitigation). The best measure is to try and keep 2m

two arm's length, one arm length of you and the second arm length of the person you are interacting with.

and RPE

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apart (or more), the easiest way of working this out is ensuring that you can see the head and feet of the person that you are dealing with (as long as they are standing up). Another way is being at

Personal Protective Equipment and Respiratory Protective Equipment PPE stands for Personal Protective Equipment and covers items such as gloves, to protect hands

– What It? andCOVID-19 face shields (or Is visors) to protect the face and eyes. RPE stands for Respiratory Protective Equipment, namely face masks and respirators, which protect your respiratory system (nose, throat Physical Distancing

and lungs).

PPE and RPE

PPE and RPE has been designed to protect an individual user, based on the individual's needs (e.g.

First Aid in the COVID World shape of face, any allergies, etc), the task and the environment in which they will be working. PPE andKeeping RPE is known the last resort in the hierarchy of controls as they are least e ective of the Yourselfas Healthy

controls.

SOAP

PPE and RPE should never be shared once worn/used, think of it like a toothbrush, you would never Appendix

share that with anyone, never share your mask or face shield with anyone, even close family members.

Useful Links

Gloves The use of gloves will protect your hands from all sorts of things, including viruses and chemicals.

However, it is important to remember that you can still transfer 'stu ' from your gloves as you would your hands, for example, if you touch your face whilst wearing your gloves.

Wear gloves made of nitrile, these have been shown to be most e ective in protecting against viruses and are the least likely material to have an allergic reaction to.

It is really important to ensure that you take your gloves o properly, by doing this ensures that there is no contamination and the gloves, once disposed are inside out, meaning that if there is virus on them, the virus is 'trapped' in the glove and can't be re-aerosolised.

Wearing gloves – wash hands before putting gloves on, make sure that your hands are dry, it is not

Make sure you take of your hands. You know your hands the best, if you start seeing any reddening or aky skin once you start wearing gloves regularly, use a barrier cream or moisturiser. In extreme cases, the use of gloves can lead to dermatitis (in ammation of the skin), if this happens, see your general practitioner who will be able to advise.

Glove Removal

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easy putting on a glove with damp hands. Once you take your gloves o , wash and dry your hands.

Do not re-use disposable nitrile gloves.

COVID-19 – What Is It? Physical Distancing PPE and RPE First Aid in the COVID World Keeping Yourself Healthy SOAP Appendix Useful Links

Face shield (or Visor) A face shield is designed to prevent 'splash-back' of liquids (or respiratory droplets) from getting on your face and into your eyes, they do not protect your respiratory system, meaning that you can still 'breathe' in the virus.

Face shields can be annoying as they can steam up, a little trick to help to prevent this is to put a little bit of washing up liquid on the inside, not much so you can still see out it.

Face shields are re-usable, like all PPE should never be shared. Once you receive your face shield, put your initials (or name on it) and keep the bag. At the end of your shift, clean the face shield (inside and out) with an alcohol wipe or use soap and water, put it in the bag and place in your

Face Mask A face mask is designed to protect your respiratory system. Unless it has been face- tted by a competent RPE face tter, it is not 100% e ective. Just because you are wearing a face mask, does not mean that you are completely protected, especially if you have a beard.

When wearing a face mask, make sure of the following for best protection: Wash your hands before putting on your face mask and wash your hands once you have removed the face mask Try not to touch the 'inside' of the mask (the part that touches your mouth) You have a good seal around the top of the nose and chin

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locker. You should only need to replace your face shield if the visibility becomes a problem (this is normally through scratches on the surface) or if the elastic band breaks.

For the top of the nose, squeeze the plastic strip down on your nose and cheekbones (if you are a glasses wearer, this will help with reducing your glasses from steaming up) Avoid pulling the mask down and letting it hang on your chin or round your ears, the best thing is to just take it o and put it in your pocket. If you wrap it around your wrist (for example) you risk the chance of transferring the virus (or anything else, you have on your skin) into your respiratory tract

How to Wear and Remove a Face Mask

COVID-19 – What Is It? Physical Distancing PPE and RPE First Aid in the COVID World Keeping Yourself Healthy SOAP

Hierarchy of Controls Appendix

Safety experts use a system called 'Hierarchy of Controls' to eliminate or minimise exposure to hazards, Usefulwhich Links ranks the e ectiveness and e ciency of hazard controls.

Simply put, it is a system where you start at the top of the hierarchy and try and put in appropriate control measures at each stage, until you have eliminated, or minimised as much as possible, the risk.

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Elimination – Physically Remove the Hazard

To eliminate COVID-19 in the population, the virus needs to 'go away'. To do this, a vaccine needs to be developed and administered to the population, so that we are protected from developing the disease from the virus. There is no way of 'killing' the virus all at once unless somebody develops an airborne neutralising anti-viral vector, which is currently impossible to do. Sadly, we don't live in the movies!

Substitution – Replace the Hazard We cannot substitute COVID-19 for something else, however, when cleaning our hands, we can substitute alcohol-based sanitiser, which can cause dermatitis, for soap and water.

Engineering Controls – Isolate people from the hazards This is the stage where we can start minimising the risk against COVID-19 in the workplace. COVIDCOVID-19 – What Is It? 19 is transmitted person-to-person through respiratory droplets from coughs and sneezes, and possibly breath.

Physical Distancing and advice RPE ThisPPE is why from the UK Government is to catch your coughs and sneezes in a tissue (or the

crease of your elbow) and to keep 2m apart from each other – isolating people from the hazard, First Aid in the COVID World which are other people.

Keeping Yourself Healthy

Physical engineering controls such as plastic screens have been put in place in shops to protect SOAP service sta from customers, as well as physical distancing measures. O ce customer

environments have also put screens in between workstations to minimise the risk of transmission Appendix between workers.

Useful Links

At this stage, we have slightly reduced the risk to the transmission, under certain working environments. So, what can we do next to reduce the risk even further?

Administrative Controls – Change the Way People Work Administrative controls include training, procedure, policy or shift designs that reduce the risk of a hazard to an individual, typically changing the behaviour of people, rather than actually removing the hazard.

As we start to return to work, whether it be in an o ce or factory or shop, workers are going need to change their behaviour to include washing hands (good hygiene practices) and physical distancing.

This already started to become 'normal', but these messages will need to be reinforced in the workplace, as we will forget to do these things. We need to recognise that our environment sometimes directs our actions – for example, last time we were in the o ce, we chatted in the

Your return to work/COVID-19 risk assessment will lay out what control measures will need to be brought in – if you are struggling with this, please contact our safety consultancy team, we can help you through this process and provide you with an induction program, as well as bespoke documentation for your organisation.

Some considerations to think about include: Training your workforce in good hygiene practices, reinforcing these messages with posters, emails and screensavers Strengthening the message, that if you have any COVID-19 symptoms (prolonged cough and fever) or have been near people who have these symptoms to stay at home

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kitchen, just got into the lift with whoever, in the COVID-19 world, we just won't be able to do this without thinking of the potential consequences.

Communicating and reinforce your procedures and policies to your workforce through e-learning or alternative communication mediums Leading by example At the end of stage 4, we have now minimised the risk to exposure somewhat, but what about those workers who come into contact with lots of people, such as public transport or frontline work, where the viral load (how much virus is around) is higher than you would expect in a workplace?

Personal Protective Equipment (PPE) – Protect the (Individual) Employee PPE is the nal stage of the hierarchy of controls and is to be used when engineering or administrative controls are not feasible or e ective to reduce the risks to acceptable levels.

COVID-19 – What Is It? Physical Distancing PPE and RPE First Aid in the COVID World Keeping Yourself Healthy

t Aid in the COVID World SOAP

Appendix

Useful Links

First Aid in the COVID World First aid for minor incidents can be delivered by anyone, however, if in doubt call your trained rst aiders and/or the emergency services.

Providing First Aid

Be aware of the risks to yourself and others In the event that somebody needs emergency rst aid at work, go through the normal triage process and call the emergency services if necessary.

Keep yourself safe Wash your hands before and after treating a casualty Ensure you do not sneeze or cough over the casualty when you are treating Wear gloves or cover hands when dealing with open wounds Cover cuts and grazes on your hands with waterproof dressing Dispose of all waste safely – in hazardous waste, if available or double bag and put in 'normal/black bag' waste or use sanitary bins (found in ladies' toilets) Give early treatment

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Where possible, try and get the casualty to administrate self-aid with your support.

The vast majority of incidents do not involve you getting close to the casualty, where you could come into contact with respiratory secretions. Sensible precautions will ensure you are able to treat a casualty e ectively.

Information Information about COVID-19 is being continually updated by the government and the NHS, keep yourself informed and updated.

Remember your own needs Make sure you take time to talk about your fears and concerns with someone you trust and to take out time to look after yourself.

Heart Attack

COVID-19 – What Is It?

Heart Attacks can come in two forms: Physical Distancing

Myocardial infarction (MI), this is when blood vessels leading to the heart become blocked, the heart

PPE canand stillRPE pump blood around the body and the person will be conscious and breathing. MI can lead

to cardiac arrest.

First Aid in the COVID World

Cardiac Arrest is when the electrical activity of the heart becomes abnormal leading to the heart to stop pumping blood.

Keeping Yourself Healthy

SOAP Symptoms – men and women do not experience heart attacks in the same way: Appendix

Both genders

Useful Chest Links pressure/pain/discomfort

Feeling dizzy Rapid or irregular heartbeat Shortness of breath Back, neck, arm or jaw pain Women Unusual fatigue Anxiety and sleep disturbances Nausea Men Pain in left arm Breaking out in cold sweat Stomach discomfort or indigestion

Because of the heightened awareness of the possibility that the patient may have COVID-19, Resuscitation Council UK o ers this advice: Recognise cardiac arrest by looking for the absence of signs of life and the absence of normal breathing. Do not listen or feel for breathing by placing your ear and cheek close to the patient's mouth. If you are in any doubt about con rming cardiac arrest, the default position is to start chest compressions until help arrives Make sure an ambulance is on its way. If COVID-19 is suspected, tell them when you call 999 If there is a perceived risk of infection, rescuers should place a cloth/towel over the patient's mouth and nose and attempt compression only CPR and early de brillation until the ambulance (or advanced care team) arrives. Put hands together in the middle of the chest and push hard and fast, 1/3 of their chest size and a rate of 100 per minute

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CPR (Cardio-Pulmonary-Resuscitation)

Early use of a de brillator signi cantly increases the person's chances of survival and does not increase risk of infection If the rescuer has access to personal protective equipment (PPE) (e.g. FFP2 face mask, disposable gloves, eye protection), these should be worn.

After performing compression-only CPR, all rescuers should wash their hands thoroughly with soap and water; alcohol-based hand gel is a convenient alternative.

They should also seek advice from the NHS 111 coronavirus advice service or medical adviser.

The below video is an excellent visual aid.

COVID-19 – What Is It? Physical Distancing PPE and RPE First Aid in the COVID World Keeping Yourself Healthy SOAP Appendix Useful Links

Stroke A stroke is a very serious condition where the blood supply to part of the brain is cut o . A stroke can be caused by either a blood clot in the brain or bleeding in the brain. It needs to be treated in hospital as soon as possible.

Common symptoms of a stroke include the face dropping on one side, not being able to lift the arms and slurred speech.

Using the pneumonic FAST, you will be able to tell whether somebody has had a stroke:

know if somebody is wearing a face mask.

A – Arms – can the person lift their arms? Ask the person to raise both of their arms.

S – Speech – can the person talk properly? Ask the person to repeat a phrase ('Danger is no Stranger to a Rainbow Ranger!!' – or something simple such as 'Mary had a little lamb') T – Time – phone for an ambulance (999/112) – also note the time that the stroke or incident occurred, this will help with treatment at the hospital.

Sprains Slips, trips and falls at same height normally result in sprains, in some cases and depending on where this has occurred may result in broken bones or other injuries. For simple sprains, use the pneumonic RICE to treat the injured party.

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F – Face – has the face dropped on one side? Ask the person to smile. This might be di cult to

R – Rest – rest the injured part of the body I – Ice – ice the injured part of the body, you could use a bag of frozen peas, or an instant cold pack (which can be found in some rst aid kits), or ice wrapped in a towel (or other material) C – Compress – using a bandage (or other material) wrap compress around the injured part E – Elevate – elevate the injured part. For ankle sprains, raise the ankle using a pillow or something similar.

COVID-19 – What Is It? Physical Distancing PPE and RPE

ping Healthy FirstYourself Aid in the COVID World Keeping Yourself Healthy SOAP Appendix Useful Links

Keeping Yourself Healthy There are three key areas on keeping yourself healthy – sleep, diet and exercise. All are linked together, for example, getting a good night's sleep will help with your exercise or training the next day, having a good healthy meal consisting of vegetables provides you will the fuel to carry out your exercise or training and will also help with sleeping.

Top Tips for Sleeping Handy hints on why you should sleep and how you get a good night's sleep.

Sleeping 7-9 hours at night is probably the single most healthy thing you can do for yourself.

Routinely sleeping less than six or seven hours at night has devasting e ects on your body: A ects your immune system, more than doubling your risk of cancer As a lifestyle factor to determine whether or not you develop Alzheimer's disease Disrupts blood sugar levels to the point where you may be classi ed as pre-diabetic Increases likelihood of coronary arteries becoming blocked and brittle, leading to cardiovascular disease, stroke and congestive heart failure Contributes to all major psychiatric conditions, including depression, anxiety and suicidality Increases the concentrations of a hormone that makes you feel hungry while suppressing a companion hormone that otherwise signals food satisfaction – despite being full, it makes you want to eat more, leading to weight gain

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Why?

Added all up – the shorter you sleep, the shorter your life span

So, what can you do to get a good night's sleep? Here are 12 top tips:

1. Have a sleep schedule – Go to bed and wake up at the same time each day. Sleeping later on weekends doesn't fully make up for a lack of sleep during the week and it will make it harder to wake up on Monday morning. i. Set an alarm – For both waking up and going to bed 2. Exercise – Doing exercise or any physically activity is great, doing a minimum of 30 minutes a day is great for your health, but try not to exercise for 2-3 hours before going to bed, as your body temperature will be higher which makes falling asleep a little di cult – your brain likes to sleep in slightly cooler climates i. Sleeping helps with exercise – If you get a good night's sleep, this will help with your exercise

COVID-19 – What Is It?

Physical Distancing the following day, giving your more energy to workout

3.PPE Avoid andca RPEeine and nicotine – Co ee, tea (some types), colas, chocolate all contain ca eine, which is a stimulant, and its e ects can take up to 8 hours to wear o fully. Therefore, having a cup of

First in the the COVID World co Aid ee in late afternoon, may perk you up, but it will have a knock-on e ect to your night's sleep.

Nicotine is also a stimulant, often causes smokers to have a lighter sleep, smokers also wake up

Keeping Yourself Healthy

early due to nicotine withdrawal.

4.SOAP Avoid alcoholic drinks before bed – Having a nightcap (or alcoholic beverage) before bed may help you to relax, but heavy use deprives you of REM sleep, keeping you in the lighter stages of sleep.

Appendix

Heavy alcohol usage also may contribute to impairment in breathing at night. When the e ects wear

Useful o in Links the middle of the night, it tends to wake you up.

5. Avoid large meals and beverages at night – A light snack is okay – you don't want to go to bed too full or too hungry – a large meal can cause indigestion, which interferes with sleep. Drinking too many uids will cause you to wake up to urinate.

6. Wherever possible, avoid taking medications that delay or disrupt your sleep – Commonly prescribed heart, blood pressure, or asthma medications, as well as some over the counter and herbal remedies for coughs, colds or allergies, can disrupt sleep patterns. If you are having trouble sleeping, talk to your healthcare provider to see if the drugs you are taking are contributing to your insomnia and ask if you can take them at di erent times of the day, to help you sleep.

7. Don't take naps after 3pm – Naps can help make up for lost sleep, however, napping too late in the day can make it harder to fall asleep at night.

8. Relax before bed – Schedule time at the end of the day for unwinding. A relaxing activity, such as reading or listening to music, should be part of your bedtime routine. If you are going to read, just be aware, if you are using an electronic device to read, the LED light can 'wake' up your brain, making it a little more di cult to fall asleep. make you feel sleepy, and the bath can help you relax and slow down, so you are more ready to sleep.

10. Dark bedroom, cool bedroom, gadget-free bedroom – Remove anything in your bedroom that might distract you from sleep, such as noises, light, an uncomfortable bed and warm temperatures.

If the temperature of your bedroom is on the cool side, this will help you sleep better. TV, phones and other gadgets in the bedroom can be distractions and deprive you of sleep, set a deadline when you are going to last check your email/Facebook/Twitter, try and set this to at least 1 hour before you go to bed, and then leave your device outside the bedroom, so you are not tempted to check it.

Having a comfortable mattress and pillow can help promote a good night's sleep – if you are having trouble sleeping, then now might be the time to invest in a new mattress and coverings. If you nd yourself clock-watching in the night, turn the clock around so you cannot see it, and don't worry about what time you fall asleep.

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9. Take a hot bath before bed – The drop in body temperature after getting out of the bath, might

11. Have the right sunlight exposure – Daylight is the key to regulating daily sleep patterns. Try and get outside in natural sunlight for at least 30 mins a day. If possible, wake up with the sun or use bright lights in the morning. Sleep experts recommend you should get an hour of sunlight exposure in the morning and turn the lights down before bedtime.

12. Don't lie in bed awake – If you nd yourself still awake whilst in bed for more than 20 minutes or you are starting to feel anxious or worried, get up and do some relaxing activity until you feel sleepy (try not to put bright lights on). The anxiety of not being able to sleep can make it harder to fall asleep.

Information adapted from Why We Sleep by Professor Matthew Walker. Penguin Books, 2017.

Top Tips to Improve Wellness through Movement Exercise or movement is a miracle cure that has always been available, but for too long people have COVID-19 – What Is It?

neglected to carry out the recommended amount, and the consequence of this is our health is now su Physical ering. Distancing PPE and RPE Scienti c evidence shows that being physically active can help you lead a healthier and happier life.

First Aid in the COVID World

People who regularly exercise have a lower risk of developing many long-term or chronic illnesses, suchKeeping as heart disease (up to 35% lower risk), type 2 diabetes (up to 50% lower risk), stroke (up to Yourself Healthy 35% lower risk) and some cancers (e.g. up to 20% lower risk for breast cancer). Furthermore, SOAPactivity can also boost self-esteem, mood, sleep quality and energy, as well as reducing physical

your risk of stress, depression and dementia (up to 30% lower risk).

Appendix

To stay healthy, Useful Links adults should try and be active every day and aim to achieve at least 150 minutes of physical activity over a week through a variety of activities.

For most people, the easiest way to get moving is to make activity part of your everyday life, like walking or cycling. However, the more you do, the better. And taking part in activities such as sport and exercise will make you even healthier.

For any activity to bene t your health, you need to be moving quick enough to raise your heart rate, breathe faster and feel warmer, this level of e ort is called moderate-intensity activity, where you should be able to talk but not sing words to a song.

Vigorous activity, where you work harder than moderate activity, has been shown to bring bigger health bene ts. You can tell if you are working harder because your breathing harder and faster, and your heart rate has gone up quite a bit, you should only be able to say a few words without pausing for breath.

To start getting into exercise, the easiest thing to do is to start walking.

All you need are your legs, you don't need specialised equipment or a gym membership. Walking can help you lose body fat and improve your joint health, circulation, bone density, sleep cycle, blood pressure and mood.

Set Goals – When you start set a realistic goal, if 20 minutes a day leaves you exhausted and sore, then try 10 minutes on alternative days, and then raise it up by 2-5 minutes each week as you build your tness. Once you hit your goal, start adding more days or increase the duration. Once you are more comfortable, try a more challenging workout, increase your speed or nd a route with hills.

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Top Tips to Start Walking

Set a Schedule – If you are an early riser and like to get things done in the morning, then do your walk rst thing. If evenings are better, do it then. Write the time in your calendar and try and stick to it. Better yet, make a regular appointment with a friend, so it is harder to skip.

Get Going – To improve try to set a schedule of 150 minutes during the week, which works out as 30 mins a day, however, doing 5 minutes a day is better than doing nothing. The more you do, the better your health.

Get the Right Shoes – You want a shoe that has decent padding, with a material that 'breathes', that is water-resistant and has exibility from heel to toe. The most important thing is the t of the shoe. Your shoes should be loose enough so that you can wiggle your toes with ease, but snug enough so your foot doesn't slide around.

Clothes – Any type of clothing will work. If it is cold, wearing layers is better as you can remove COVID-19 – What Is It?

them as you get warmer. If it is sunny, think about how you can protect yourself from the sun, wearing a hat, sunglasses and sunscreen will protect you. Your phone might be a useful way to Physical Distancing track your distance, most phones have a built-in health app that can either track distance and/or PPE and RPE the number of steps – don't forget to charge your phone, just in case of emergencies or you need it for aFirst map.

Aid in the COVID World Keeping Yourself Healthy Integrating Walking as Part of Your Day – think about the places that you go during the day and

ask yourself 'could I walk there?'. Think about parking the far end of the car park (as long as it is SOAP

safe to do so), take the stairs instead of the lift, if you use public transport, could you get o at an earlier stop and walk the rest of the way?

Appendix Useful Links Alternate Plans – There are many reasons to skip a walk, like bad weather, or a long workday, or

low energy. If you make exercise a priority, you are more likely to t it in your day. Look at alternatives, if you normally walk rst thing in the morning, but got up late, could you take a walk on your lunch break? If it is too rainy or too cold, are there any alternative places you could walk, such as an indoor shopping centre? If you need to miss a day, plan to make up the time, for example, if you are aiming to 30mins a day, but miss a day, just add an additional 5 mins onto the other days – every little helps.

Keep Track – There are lots of gadgets and apps available that can tell you how far you have gone, some even have how many calories you have burned, this is a good way of setting goals and seeing your improvement.

Drink Water – The more you exercise the more you sweat. When you become dehydrated (your water levels are too low) you might feel tired, sick, dizzy or confused. Top up your tank by drinking a couple of extra glasses of water in the hours before you head out for your walk or take a water bottle with you when you go for your walk, this is especially important if it is really hot outside or

Top Tips for Eating to Improve Wellbeing Handy hints on why you should eat well and how you can start incorporating healthier options into your diet.

The old wives' tale of 'you are what you eat' is true.

Eating a healthy, balanced diet is an important part of maintaining (and improving) good health, helping you feel better, both mentally and physically.

The key to eating for wellness is not necessarily what foods to eat, but rather how and when we eat them.

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you are going a long way.

Why Does Food In uence How We Sleep, Feel and Interact with People?

Food in uences the way we feel, how we sleep and interact with other people. Too much food can lead to extra weight, and this is associated with cancer, cardiovascular disease and decreased physical function.

It is important to feed the body in a way that optimises your own health, and the hard part is crafting the right diet for your body's and mind's needs. What works for one person, will not necessarily work for somebody else, this is down to genetics and unique body chemistry.

What can you do to help yourself eat well? Here are ve top tips: COVID-19 – What Is It? 1. Drink Water – Depending on your gender and the amount you exercise will depend on how much Physical Distancing

water your body needs, aim for about 2 litres per day and see how you feel, you may need less, or

youand may need more!

PPE RPE 2. Eat at 5 Portions of Fruit and Vegetables a Day – These are good source of bre, vitamins and First Aid in the COVID World

minerals

Yourself Healthy 3.Keeping Eat 'Real' Foods – Actual food that came from the ground or had a mother ('Macaroni and cheese did not have a mother', Dr Suzanne Judd, University of Alabama) SOAP

4. Eat Breakfast – When you break the overnight fast with a healthy breakfast, it's easier to resist Appendix

unhealthy choices during the day

5.Useful Practice Mindful Eating – Allowing you to slow down and savour your food, which can help with Links overeating

Mental Health Mental Health is equally important as your physically health. In fact, the two are powerfully linked together, with one e ecting the other and vice versa.

Mental Health has been de ned by the World Health Organisation (2014) as: 'a state of well-being in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community'.

their lifetime. The likelihood is that this gure is higher, especially in our current world of living with COVID. This is due to the uncertain nature of the world we nd ourselves in.

Mental health should be seen as a continual process, same as physical health.

A mental illness is a condition that a ects a person's thinking, emotions and behaviour, and disrupts the person's ability to work or carry out other daily activities and engage in satisfying personal relationships. Some people have only one episode of mental illness in their lifetime, while others have multiple episodes and periods of wellness in between.

Mental Health Symptoms Signs and symptoms of mental health issues can vary, depending on the disorder, circumstances and other factors – a ecting emotions, thoughts and behaviours. Examples of signs and symptoms include:

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It has been estimated that 1 in 4 people will be a ected by a mental or neurological disorder within

Feeling sad or down Confused thinking or reduced ability to concentrate Excessive fears or worries, or extreme feelings of guilt Extreme mood changes of highs and lows Withdrawal from friends and activities Signi cant tiredness, low energy or problems sleeping Inability to cope with daily problems or stress Problems with alcohol or drug use Major changes in eating habits Excessive anger, hostility or violence Suicidal thinking

COVID-19 – What Is It?

In addition, some symptoms of mental health issues can appear as physical problems, such as Physical Distancing

stomach pain, back pain, headaches, or other unexplained aches and pains.

PPE and RPE

Most mental health issues do not improve on their own, similar to physical health issues, and if left First Aidainmental the COVID World untreated, health issue may get worse over time and cause serious problems.

Keeping Yourself Healthy

Mental Health Causes SOAP

In general, mental health issues are thought to be caused by a variety of genetic and environmental factors: Appendix Useful Links– Certain genes may increase the risk of Genetics

developing a mental health condition, and a life event may trigger it. It is common that if there is a blood relative who has a mental health condition then this can be passed on as an inherited trait.

Environmental Exposures During Development – Exposure to environmental stressors, in ammatory conditions, toxins, alcohol or drugs within the womb can sometimes be linked to mental health conditions.

Brain Chemistry – Neurotransmitters are naturally occurring brain chemicals that carry signals to other parts of your brain and body. When the neural networks involving these chemicals are impaired, the function of nerve receptors and nerve system changes, lead to depression and other emotional disorders.

There is no prescribed method for preventing a mental health issue. However, there are things you can do to control stress, increase your resilience and boost low self-esteem, which may help keep the symptoms under control: Pay Attention to Warning Signs – work with your doctor, counsellor or even friends and family, to learn what triggers your symptoms. Make a plan, so you know what to do if symptoms return. Learn to reach out if you notice any changes in symptoms or how you feel.

Get Help When You Need It – Mental health conditions can be harder to treat if you wait until symptoms get bad. Long-term maintenance treatment also may help prevent a relapse of symptoms.

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Mental Health Top Tips for Prevention

Take Good Care of Yourself – Su cient sleep, healthy eating and regular physical activities are important, not only to your physical health but also your mental health.

General Tips for the Prevention of Poor Mental Health Keep your normal routine, getting up and going to bed at the same time For every hour you are sat down working, don't forget to get up and get moving for 10 mins – stretching, walking around your home, etc Take your lunch break away from the area you work in Regularly check in with your team and other colleagues. Just send a message, saying 'how are you doing?' really helps Sleep – If you are struggling, there are things you can do Reduce the light in your home as the evening goes on, this will naturally stimulate melatonin in

COVID-19 – What Is It?

your brain

Physical Distancing Have a bath, this will help reduce your core temperature, which helps the brain sleep, by

moving the blood to your extremities and reducing brain temp

PPE and RPE

Sleep in a dark, cool room, again this helps the brain switch o

First Aid in the COVID World

Avoid reading using an iPad (or similar device), the light from these devices stimulates the Keeping Yourself Healthy waking brain SOAP

Avoid ca einated and alcoholic beverages at least 2 hours before bedtime, both are stimulants, and although you may think alcohol helps you sleep, it doesn't help the appropriate

Appendix sleep function in the brain Useful Links

AP

Surfaces and COVID-19

Contact from infectious respiratory droplets through coughing and sneezing is one method of transmission, the spread via surfaces (technically known as fomite), where if somebody for example sneezed on a stainless steel surface, the virus can survive up to 72 hours (but not reproduce) before being picked up by somebody else who touches their nose, mouth and eyes and gets infected.

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SOAP© | Surface, Object, Area, People

You cannot see the virus with your eye, SARS-CoV-2 is approx. 100nm, therefore when you are in not in your home and you are in places where lots of people are or have been, you should think before you touch any surface or object.

Carrying out a SOAP assessment SOAP assessments are designed so that an individual or a group of personnel can risk assess in a COVID Environment with a systematic approach to risks.

It can be used in any environment and gives a tangible risk mitigation system.

Broken down into a mnemonic SOAP, the model actively educates your workforce in COVID risk reduction measures.

COVID-19 – What Is It? Surface – Object – Area – People Physical Distancing

Surface

PPE and RPE First Aid in the COVID World

Assessing surfaces that a person may encounter, for example, door handles, lift buttons, ATM machine

Keeping Yourself Healthy

surface that may be contaminated with the COVID-19

SOAP

buttons, packaging, workstation surfaces and any virus.

Appendix

The virus has been shown to stay on the following

Useful Links

al., 2020. Aerosol and surface stability of SARS-CoV-2 as

surfaces for the time indicated (Van Doremalen, N., et compared with SARS-CoV-1. N Eng J Med, 382(16),

pp.1564-1567; Chin, A., et al. 2020. Stability of SARS-CoV-2 in di erent environmental conditions. medRxiv.)

Air = 3 hours Copper = 4 hours Cardboard = 24 hours Stainless Steel = 48 hours Plastic & Cotton = 72 hours Surgical Mask & Latex Gloves = 96 hours Glass & Ceramics & Wood & Paper = 120 hours

Objects they may come into contact with that may be contaminated with the COVID-19 virus, for example, cups & glasses, magazines & lea ets, shopping trolleys & baskets, and anything that can be touched by people outside of your household.

Area Area is a critical part of the assessment process and should be assessed alongside the S & O sections above. Looking at and within the area you nd yourself, for example, lift, shops, pubs, you should look for active COVID measures either by physical markings or placement of furniture and systems that control movements.

The more active measures in place, for example, spatial distance markers, one-way systems, and advisory signs, the lower the risk the area could be COVID infected. The fewer control measures, the higher the risk.

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In line with surfaces, this part of the assessment is designed for people to be aware of objects that

For example, seating plans on a bus – bus companies have implemented seat closure signage and standing signage to create e ective social distancing. The same has been seen in shopping locations with one-way movement signage and seating plans as well as decontamination points.

Entry into stores uses alcohol-based gels to use prior to entry. Some locations use entry systems manned by personnel as well as track and trace systems. All of these measures can be assessed as an area assessment using the SOAP model.

People assessments When entering an area, you should assess the people to establish if they are a risk or they are aware to mitigate the risks? Assessing people whether they are wearing RPE, is a good quick assessment, this should be followed up with, are they wearing their RPE correctly? This will indicate an individual's approach to COVID, it could also indicate that they may be in a vulnerable group or COVID-19 – What Is It?

are they protective of themselves and others.

Physical Distancing

What is their spatial distance like in areas? Are they spatially aware in an area? Do they observe the PPE and RPE or are they non-compliant?

AREA markings First Aid in the COVID World

All of these observed assessments build your personal COVID-aware risk assessment.

Keeping Yourself Healthy

Summary of the SOAP Model SOAP

When operating in a COVID environment, you can use the SOAP model to assess risk as a uni ed method.

Rather than assess each location with a multiple of risks, the SOAP model has been Appendix designed for people to have a high or low-risk level initial attitude.

Useful Links

When moving into new environment, for example, from commute (public transport) to o ce locations, the SOAP model can be used to assess initially as a high-risk location with areas potentially contaminated with the COVID virus.

The SOAP model uni es an approach and provides an assessment based on observations and knowledge.

Appendix The appendix contains some simple visual guides and information to help you understand more about COVID-19 and mitigate its risks.

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endix

1/2/2021

Employers: You're Obligated to Support Homeworkers' Ergonomics Needs

TAGS: CORONAVIRUS, COVID-19, DSE REGULATIONS, LONE WORKING, OFFICE ERGONOMICS, WORKING FROM HOME ERGONOMICS

Jon Abbott, director and head of our global ergonomics programme, tells us that organisations have an obligation to manage ergonomics risks at the workplace and when employees are working from home.

Jon Abbott Director at Cardinus Risk Management - risk management,…

Cardinus Risk Management Ltd

Coronavirus has left in its wake millions of View profile employees across the globe now working from home, and potentially working from home for the foreseeable.

Managing ergonomics in our traditional workplace is relatively easy. We know how people work and, subject to the nuances associated with agile environments, employees usually have a desk, a computer and a ve-castor chair.

Now that people are working from home, we are adapting quickly to a wider variety of working habits and postures with colleagues working from the sofa, the dining room table or kitchen stool.

https://www.cardinus.com/insights/ergonomics/employers-youre-obligated-to-support-homeworkers-ergonomics-needs/

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1/2/2021

Employers: You're Obligated to Support Homeworkers' Ergonomics Needs

With COVID-19 still around many employers are reluctant to immediately bring colleagues back to the workplace. In the medium- to long-term, it’s likely many of us will remain homeworkers, or adopt a much more exible working routine, with home working becoming more of the norm.

Homeworking and managing risk I have written before about home working and the need for risk assessments. It is my view, and that of legal professionals, that DSE regulations require risk assessments for home working.

I’d like to expand on this argument by looking at global obligations for managing ergonomics risks at home through the lens of health and safety and the concept of accountability.

Regulations apply in the vast number of countries across the world. Having said that, not many countries have dedicated ergonomics regulation.

That does not mean obligations don’t exist however, as general health and safety and/or labour laws will apply. In many cases the obligation is not on the individual to seek help but for the employers to push that help to the individual. This is often at odds with company policy, but it is an important distinction.

Employees may need to account for their own ergonomics in a limited sense, by ensuring they listen to advice given, for example, but employers have the obligation to deliver training and support to that employee.

By not complying with this requirement an employer could experience greater levels of culpability should a claim be made by an injured employee.

The obligation exists, you might just not know it yet As I mention above, most countries have general health and safety laws or speci c ergonomics laws. In those that don’t employers should look to the International Labor Organisation (ILO) for key principles in health and safety management. I’ll get to those shortly.

The most important thing to take away is that even where it might appear that homeworker ergonomics is not covered, employers have an obligation to ensure help is provided. Whether that’s under national or local regulations, or under the principles of the ILO. Where this is not undertaken culpability is increased and any associated penalties will match this level of culpability. https://www.cardinus.com/insights/ergonomics/employers-youre-obligated-to-support-homeworkers-ergonomics-needs/

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1/2/2021

Employers: You're Obligated to Support Homeworkers' Ergonomics Needs

The Key Principles Under the ILO The key principles discussed under the ILO’s principles are as follows: “Each employer should include within their Occupational Health and Safety Management System, as a minimum, the following key principles and objectives to which the organization is committed: Protecting the safety and health of all members of the organization by preventing work-related injuries, ill health, diseases and incidents; Complying with relevant OSH national laws and regulations, voluntary programs, collective agreements on OSH and other requirements to which the organization subscribes; Ensuring that workers and their representatives are consulted and encouraged to participate actively in all elements of the OSH management system; and Continually improving the performance of the OSH management system.”

As you can clearly see, employers have an obligation for preventing work-related injuries. It doesn’t matter if they are in the o ce or at home, the outcome is the same.

It’s not on your employee to account for ergonomics Working from home and exible working creates foreseeable risks, such as ergonomics, psychosocial, technological, etc. These risks are foreseeable, therefore, to mitigate them, action must be taken.

Education is often the central part of any regulated framework – the employee has to be made aware of the risks and provided with the information needed to lessen these risks. Assessment is often needed although it may not be directly speci ed in a Labor Law. Flexible workers are especially at risk as many employers forget there is an obligation to the home environment. If an employer is directing their sta to work from home 12 days a week without giving them the option to work in a formal o ce, they are making the home the workplace.

This is often true for casual homeworkers if they are being allowed to work from the home frequently.

https://www.cardinus.com/insights/ergonomics/employers-youre-obligated-to-support-homeworkers-ergonomics-needs/

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Employers: You're Obligated to Support Homeworkers' Ergonomics Needs

It’s not on your employee to account for ergonomics, you must make them aware of the risks and provide information to reduce them.

Regulations from around the globe In an e ort to highlight how these same guiding principles work across the globe, I’ve brought together a few health and safety and labor law examples from di erent countries.

Brazil Law 12,551 /2011: It gives the same expected labor rights to the teleworkers than the ones of work performed in the establishment of the employer.

This example is clear. Teleworkers have are treated the same as those in the workplace.

Germany Arbeitsschutzgesetz (Health and Safety at Work Act) – Persons comparable to employees within the meaning of section 5 (1) of the Labor Courts Act(Arbeitsgerichtsgesetz, ArbGG), excluding domestic workers and those equal in law to domestic workers, within the context of the de nition the Health and Safety Work Act applies to the teleworker or home based o ce worker Again, the example is clear. The Health and Safety Work Act in Germany covers employees in and out of the o ce.

Japan Occupational Safety Labor standards related laws are applied. (3) Points to be noted in occupational safety law: As with regular workers, when employing workers who work at home, it is necessary to implement safety and health education (Article 59 paragraph 1 of the Occupational Safety and Health Act). In addition, from the viewpoint of securing the health of the workers themselves, in order to maintain the health of workers engaged in teleworking, the business operators are asked to review

https://www.cardinus.com/insights/ergonomics/employers-youre-obligated-to-support-homeworkers-ergonomics-needs/

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Employers: You're Obligated to Support Homeworkers' Ergonomics Needs

the “Guidelines for Occupational Health Management in VDT (Video terminal display) Work” (April 5, 2002 0405001), etc.

Employers are obligated to provide education for homeworkers and to review their work in view of the guidelines on VDT work.

Morocco Labor Code No. 65-99: Article 2 The provisions of this Act shall also apply to: 30 employees working at home. Article 24 The employer is obliged to take all necessary measures in order to safeguard the safety, health and dignity of employees in the performance of the tasks. Employer shall also be obliged to communicate to employees in writing the provisions relating to di erent subjects including legal provisions and measures concerning the preservation of health and safety, and the prevention of machine-related risks Employers are obligated to tackle health, safety and the dignity of employees when working at home.

Among these 4 examples, the message is clear, that there is an obligation for employers to treat the health, safety and wellbeing of homeworkers with the same attention as they would an employee based at an employer’s workspace.

The key message is you have an obligation to homeworkers whether you like it or not.

Coronavirus may have made it much more real and apparent, but looking to the future and a world in which there may be many more homeworkers, it’s vital we take our obligations seriously for our employees and our company.

Cardinus specializes in developing, launching and managing global ergonomics programs for many hundreds of organizations. We can advise on your regulatory requirements in 191 countries. For help, please don’t hesitate to reach out to us on info@cardinus.com.

https://www.cardinus.com/insights/ergonomics/employers-youre-obligated-to-support-homeworkers-ergonomics-needs/

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FAQs for Employers and Employees in relation to home-working on a temporary Basis (COVID19) Introduction Many employers will be making plans to ensure that their businesses and organisations can continue to operate during the current COVID-19 virus pandemic. In line with the WHO and European Centre for Disease Prevention and Control (ECDC) advice, Ireland is trying to contain further transmission of the virus. Employers and employees all have a role to play in this.

During this unprecedented time, many employees may be advised to work from home on a temporary basis. Employers have speci"c duties to ensure the safety, health and welfare at work of all employees. These duties include the employee’s workspace where employees are required to work from home.

Employers may "nd the following frequently asked questions and answers useful when determining whether working from home is suitable.

Employees will also "nd them useful in preparing themselves and the workspace in their home, if their employer has asked them to work from home.

FAQ’s for Employers

 1. What are the key duties of employers under the Safety, Health and Welfare at Work Act? Employers have speci"c duties to ensure the safety, health and welfare at work of all employees. These duties include the employee’s workspace where employees are required to work from home.

Key duties that apply to the work activity and workspace include:

 managing and conducting all work activities to ensure, as far as reasonably practicable, the safety, health and welfare of employees,

   

providing safe systems of work that are planned, organised, and maintained, assessing risks and implementing appropriate control measures, providing safe equipment including personal protective equipment, where necessary, providing information, instruction, training and supervision regarding safety and health to employees, and

 having plans in place for emergencies.

2. What duties do employees have under the Safety, Health and Welfare at Work Act? If you are an employee working from home, you have a responsibility to take reasonable care of yourself and other people who may be a3ected by the work you are doing.

Employees must:

 cooperate with their employer and follow their instructions,  protect themselves and others from harm during the course of their work, e.g. take care of any equipment provided and report any defects immediately to the employer,

 report any injury arising from work activity to their employer immediately, and  follow procedures that have been put in place by their employer.

3. What responsibilities do I have as an employer in relation to home workers?

Responsibility for health and safety at work rests with the employer whether or not that work is being done at the worker’s home.

Employers need to consult with their employees to assure themselves:

   

that the employee is aware of any speci"c risks regarding working from home, that the work activity and the temporary workspace are suitable, that they provide suitable equipment to enable the work to be done, and that there is a pre-arranged means of contact.

4. What equipment must I provide for my employees to enable them to work from home?

Equipment already in use in the workplace e.g. laptop, mouse, monitor, keyboard and headset could be used for temporary home-working. If the employer provides any equipment, it must be in good condition and suitable for the work activity.

Note: Suitable equipment already available in the employee’s home can be considered for temporary work from there.

5. What questions do I need to ask employees in relation to their temporary home work space?

As an employer, you must determine whether the temporary home workspace is suitable for

the work you want the employee to do.

Examples of questions you could ask about the temporary workspace include the following:

   

Do you have a suitable space to work from temporarily?

Can you access the workspace easily and safely?

Is there adequate light, ventilation and heat to allow you to work comfortably?

Is there enough space to allow you to work without twisting, bending or sitting/standing awkwardly?

 Is there enough workspace to accommodate the equipment or other materials needed for the activity?

 Is the =oor clear and dry, e.g., kept clear of electrical cables or anything else you could trip over / slip on?

 Is the workspace free of clutter?  Are electrical sockets, plugs and cords in good condition e.g. no charring, exposed wiring or frayed cables?

6. As an employer what do I need to consider when preparing vulnerable workers, those with disabilities, or sensitive risk workers to temporarily work from home? (e.g. pregnant employees, young persons and those with mobility needs) In requesting an employee from a sensitive risk group to work from home, the employer should consider the suitability of the person to the work in the context of their home working space. It is essential that work tasks and working conditions do not adversely a3ect the health of employees with a disability, pregnant employees, and young workers.

The employer should consider the following in relation to the employee’s work and workspace:

      

safe access to the workspace the equipment necessary to complete the work su>cient workspace adequate lighting, heat and ventilation to allow comfortable working adequate breaks regular contact emergency contacts and procedures

Further information on 'Sensitive Risk Groups' (/eng/Workplace_Health/Sensitive_Risk_Groups/) can be found here.

7. What do I need to consider where employees are using computers and digital technology when home working?

Employees should be given information on issues associated with the work to be undertaken at home. For temporary home working the following should be considered:

 varying work tasks to ensure that employees are not working in the same position for long periods of time.

 advising employees to review where the screen is located e.g. situated away from window so as not to cause glare

 placing equipment so as to minimise twisting or overreaching  having enough work space for the equipment and any other materials needed to carry out the work

 encouraging employees to take regular breaks and to stand and move for one minute every hour For further information use our ‘Position Yourself Well’ (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/position_yourself_well_12mar20.pdf) guidance which can be given to employees working from home on a temporary basis.

8. What other general supports and means of communication do I need to put in place for home workers?

Working from home can result in employees feeling isolated, working longer hours and blurring the lines between work and family life. It is important that employees know they have support at all times during working hours.

Employers should consider the following:

    

ensuring all contact details for employees are on "le and agree means of contact arranging regular updates via phone, web or email with each employee providing employees with emergency contact numbers arranging IT support in the event of technical problems where relevant providing employees with information detailing when it is important for them to contact their employer

 making sure work is organised in such a way that the employee takes regular breaks and can separate his/her work life and daily life

 providing employees with regular feedback on their work  encouraging employees to maintain contact with colleagues

9. Where can I 6nd further information?

Further information is available at www.hsa.ie or you can email your enquiry to wcu@hsa.ie (mailto:%20wcu@hsa.ie).

For daily updates on Covid-19, visit www.gov.ie/health-covid-19 (https://www.gov.ie/healthcovid-19).

Other useful sources of information are: https://www2.hse.ie/conditions/coronavirus/coronavirus.html (https://www2.hse.ie/conditions/coronavirus/coronavirus.html) The HPSC also provide advice for speci"c groups and settings including employers, healthcare professionals and education settings https://www.hpsc.ie/ (https://www.hpsc.ie/)

1/2/2021

Download Our Respiratory Illness Symptoms Chart - Cardinus

The respiratory illness chart compares a long list of symptoms against COVID-19, a cold, u or seasonal allergies. The symptoms range from the duration of symptoms to whether or not there is a loss of taste of smell.

It is important to note that symptoms will vary from patient to patient and that the information and research into COVID-19 is developing all the time. This may mean that there are further symptoms not covered here, such as long-term symptoms that have yet to be properly understood.

Allergies, colds and u can all trigger asthma, which can lead to shortness of breath.

COVID-19 is the only one associated with shortness of breath on its own.

Sources include the NHS, the World Health Organization, and the Centers for Disease Control and Prevention.

Download the full respiratory illness symptoms chart here and share it with your colleagues. https://www.cardinus.com/insights/covid-19-hs-response/respiratory-illness-symptoms-chart/

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1/2/2021

Returning to Work After Lockdown - A Programme for Safe Return

TAGS: CORONAVIRUS, COVID-19, RETURN TO WORK, SAFETY MANAGEMENT, WORKING FROM HOME COVID-19 H&S RESPONSE

Peter Kinselley UPDATED 10th November: Cardinus Health and Safety Director, Peter Kinselley discusses the challenges of returning to work after lockdown and what our RTW strategy looks like.

The messaging sent to the di erent nations of the United Kingdom involving lockdowns, rebreaks and other measures to reduce the spread of Coronavirus is evolving.

However, the message tends to remain the same. Continue to work at home (where you can), do as much outside exercise as you want, but limit contact with others and try to limit travel.

Regardless of which nation you are based in, you should only be allowing sta to go back to work, if it is safe to do so. With a vaccine on the horizon, it might be that you’re asking yourself, what will my return to work look like? This question will depend on a number of factors, related to the industry you work in, where your sta are located, what your o ce environment looks like, among others.

The View of Senior Leaders https://www.cardinus.com/insights/covid-19-hs-response/returning-to-work-after-lockdown/

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Returning to Work After Lockdown - A Programme for Safe Return

In a conversation with Cardinus CEO, Andy Hawkes, I discussed our business returning to work and he commented that his biggest concern was the health and wellbeing of our sta and their families, in relation to COVID-19 and didn't want people back at work until he could guarantee this.

This will resonate with other CEOs and business leaders. We need to be able to work to sustain a business, and for many, this will require a return to the workplace.

However, before going back we need to consider managing risk, uncertainty and ensure a safe and healthy environment.

Each business will need to consider how they will return to work and we should consider the following model to help us manage uncertainty and minimise harm.

How Can You Start Returning to Work?

You must make sure that your risk assessment for your business addresses the risks of COVID-19. It is about identifying sensible measures to control the risks in your workplace. Your risk assessment will help you decide whether you have done everything you need to. This is a 5 step process to safer working together: 1. You have carried out a COVID-19 Risk Assessment and have shared the results with the people who work in your organisation 2. You have cleaning, handwashing and hygiene procedures in line with government/NHS guidance 3. You have taken all reasonable steps to help people work from home 4. You have taken all reasonable steps to maintain a 2m distance in the workplace 5. Where people cannot be 2m apart, you have done everything practical to manage the transmission risk The guidance below will help you provide a framework for bringing your sta back to work safely.

Our Return to Work Strategy Here at Cardinus, we have been working to develop a strategy to support our colleagues and clients. Our program focuses on the following protocol:

https://www.cardinus.com/insights/covid-19-hs-response/returning-to-work-after-lockdown/

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Returning to Work After Lockdown - A Programme for Safe Return

The Prepare, Inform, Prevent, Recover Approach To assist you we have developed the following guidance using the Prepare, Inform, Prevent, Recover (PIPR) approach.

1. Prepare: Get ready to return to work and identify your return to work plan. This should include the following Leadership team discuss and agree the business return to work programme Plan to prepare your building for occupancy Arrange to conduct a preoccupancy inspection and arrange a pre-occupancy deep cleaning programme Train your FM and cleaning teams on good hygiene matters and establish a daily cleaning schedule Review any service which may present a health issue and establish how you can minimise risk Test all emergency and life safety systems Agree who will return to work and consider the following: Workplace distancing and space availability https://www.cardinus.com/insights/covid-19-hs-response/returning-to-work-after-lockdown/

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Returning to Work After Lockdown - A Programme for Safe Return

Work routines to achieve workplace distancing Vulnerable or at risk sta Sta who have child or care responsibilities Travel arrangements to, where possible, reduce the need for public transport Establish workspace distancing protocols based on Government advice. This should be considered for the following: Staggered arrival and departure Building entrance and/or exit protocols Workspace Pantries and any space where food is prepared and eaten Meetings internal Meetings with clients Security and Emergency arrangements You also need to consider the consequences of increased anxiety caused by how the return to work may lead to workplace aggression and/or violence.

And importantly, establish a protocol to respond to expected spikes in the outbreak.

This will ensure a quick response if you need to send your team home, you can do this e ectively without disruption to service.

2. Inform: Establish a return to work program and establish who will communicate with sta .

The more senior the person, the better.

Arrange a welcome back to work program for sta and managers, to inform them of the 'new' workplace protocols. This includes: Workplace distancing protocol and building cleaning arrangements Travel and arrival arrangements This is particularly important for those who cycle to work or use changing facilities Relaxation of car share program, if in place Follow Government advice on use of public transport Working arrangements including breaks Seating arrangements Workstation health and hygiene requirements Eating and drinking and use of fridges for personal food Ill-health reporting and sta support program End of day protocols, where an alternative team may be working on site Travel to and from client sites or meetings Vehicle hygiene requirements and checks https://www.cardinus.com/insights/covid-19-hs-response/returning-to-work-after-lockdown/

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Returning to Work After Lockdown - A Programme for Safe Return

And keep reinforcing your health and hygiene messages as ultimately, they will keep people healthy and safe. A simple way to do this is to utilise e-learning. We’ve launched our customisable, standalone course that covers temporary home workers and those returning to work. Try it for yourself today. Just click the link and enter “New User, Register Here” to start.

3. Prevent: Ensure that health and hygiene is managed and maintained by: Identifying key touch points in the workplace and providing appropriate sanitation stations to allow hands to be cleaned Washroom cleanliness Determining cleaning frequencies which need to consider an initial clean of surfaces and HVAC system Cleaning to consider core activities and sta provided with appropriate PPE and be visible to sta during the working day PPE is recommended for psychological control, rather than a safety measure Ensuring statutory testing is undertaken safely Reviewing: Food preparation and server areas to ensure workspace distancing can be maintained Deliveries Waste Arrangements included speci c arrangements for PPE worn by cleaners and FM Sta Cycle to work arrangements and changing facilities where provided Reinforcement of workplace distancing protocols

4. Recover: The business recovery is a key stage. Leaders should monitor the e ectiveness of the return to work program to ensure that it remains e ective and is supporting those who have returned to work. It can also be used to restore con dence in the business.

Review lessons learnt from the outbreak and ask for feedback. Critique what you've learnt and use this to improve. https://www.cardinus.com/insights/covid-19-hs-response/returning-to-work-after-lockdown/

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Returning to Work After Lockdown - A Programme for Safe Return

Review and update your Business Continuity Plan. Most organisations will have had their plan activated by the outbreak so we would encourage you to learn from this.

Finally, review what you've learnt from the period of time people have been working from home. Are there positives to be had? We believe that lockdown has reconnected families and given people time look at what's important to them, so it might be time to look at how teams work in a di erent way!

The above should bring some structure to your return to work program but, there's lots more to consider. For help managing your return to work process, take a look at our return to work checklist which considers the below areas when planning your return to work process: Organisation Overall Safety/Security systems Facilities Planning

CLICK HERE TO DOWNLOAD A RETURN TO WORK CHECKLIST

https://www.cardinus.com/insights/covid-19-hs-response/returning-to-work-after-lockdown/

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1/2/2021

The 6-Step COVID-19 Communications Framework - Cardinus

TAGS: CORONAVIRUS, COVID-19, INFORM, RETURN TO WORK, SAFETY MANAGEMENT COVID-19 H&S RESPONSE

The way di erent governments, public and private organisations have communicated their COVID-19 plans of action have varied from brilliant to downright awful!

Andy Hawkes CEO Cardinus Risk Management and Immediate Past…

Cardinus Risk Management Limited

In this article, I set out a simple 6-point framework to help organisations with their communications and messaging to employees and customers.

The Judd School View profile

You can use this advice for the Inform part of your Prepare, Inform, Prevent, Recover strategy for managing the disruption caused by COVID-19.

Step 1. Stay true to your mission Your company mission is a statement that de nes your business's guiding principles.

In times of crisis, your company's mission and core values should inform both how and what you communicate to your employees and customers.

Companies that are more in touch with their own people and understand their clients will be the ones that succeed. These are the moments when you fall back on your values to dictate what you should be doing and how you should be communicating.

Prioritise what your people and customers need rather than your own bottom line.

Step 2. Use the right tone https://www.cardinus.com/insights/covid-19-hs-response/the-6-step-covid-19-communications-framework/

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The 6-Step COVID-19 Communications Framework - Cardinus

While the tone of your communications should align with your brand and voice, it needs to t the context.

If your brand voice is casual and breezy, you might need to take on a more serious tone when it comes to communications pertaining to COVID-19. This doesn't mean changing your brand voice entirely but adjusting it to match the subject matter.

Express emotional support and humaneness. Use a calm tone and let your authenticity shine through. Let them know that we're all in this together and that your customers and employees are your top priority.

Use your communications, whether it's by email, video calls or through social media, to align with your employee and customer concerns, how you will support them through a crisis and that you appreciate their support as well. Be positive, thoughtful and constructive.

It's important to maintain professionalism with each social media post, email or other communication.

Remember: everyone's watching. Be helpful, constructive and courteous; the way you respond to comments and direct messages is a re ection of how you treat and value employees and customers.

Step 3. Be clear and be relevant During times of uncertainty, people are receiving mixed messages left and right. How will your business cut through the noise?

Communications need to be clear, relevant and to-the-point to resonate through a cluttered media landscape.

Focus on eliminating the barriers for customers and your employees in whatever way possible and communicate with empathy, transparency and speed.

Clarity starts with your subject line and should follow through the entire communication. What's its purpose? What do you want customers and employees to know?

To maximize impact, focus on the message you want to convey and eliminate anything that doesn't either support or align with it.

If the goal of your communication is to let people know how your business is supporting them through COVID-19, be transparent and clear as to how you're doing that. Finally, direct them to the appropriate resources you have available. https://www.cardinus.com/insights/covid-19-hs-response/the-6-step-covid-19-communications-framework/

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The 6-Step COVID-19 Communications Framework - Cardinus

Step 4. Be transparent Now more than ever, your sta and customers are concerned with welfare, wellness, hygiene and safety.

Anxiety levels are higher than ever and you could be convinced that just giving the good news is the best way to communicate.

The reality is that we want to be treated like adults. If there is bad news be transparent and honest and don't hide from the truth.

If you get asked a question, give an honest answer and if you don't know the answer immediately, make sure you do the research and nd out the answer.

Step 5. Provide timely updates During a time of crisis, when you communicate with customers and sta is as important as what you communicate frequently and at the appropriate time.

Information around COVID-19 is moving fast, leaving everyone wondering what they should do and when they should do it.

Companies need to be quick to communicate with all stakeholders. In times of crisis, your website should serve as a source of truth and updates. And, if you have a sta intranet or other communications channel make sure it is updated frequently.

Stay active on social media as this can be one of your most useful channels for connecting with customers and sta .

While updating your website or sending emails each day may not be realistic for some business owners, using social to keep customers informed can be a more accessible option.

Be selective with the information you circulate: We live in an era of distrust. Make sure that the information you share is credible and trustworthy.

Keep it relevant and remember step 4, keep it transparent. Ask your sta and clients what information they want from you and then deliver it.

Step 6. Be ready for anything and everything While it's impossible to predict where we will be in the coming days or months, there are always ways to be ready for change and keep both customers and employees informed. https://www.cardinus.com/insights/covid-19-hs-response/the-6-step-covid-19-communications-framework/

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The 6-Step COVID-19 Communications Framework - Cardinus

Remember to be adaptable and emphatic. Customers and employees are looking to the government and businesses for guidance right now. Find ways of supporting your community and ask for their support in return.

The best thing you can do is show your humanity behind your brand, and that you're in this together.

Return to Work Comms Plan Template To help make the planning of return to work employee messaging easier we have created a free comms template.

This template is a simple table, which features columns employers can use to develop employee messaging and considers target audience, key messages, objectives, delivery methods and timings.

CLICK HERE TO DOWNLOAD THE RTW COMMS TEMPLATE

https://www.cardinus.com/insights/covid-19-hs-response/the-6-step-covid-19-communications-framework/

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Working at Home Mental Health Risks | Cardinus

TAGS: CORONAVIRUS, COVID-19, LONE WORKING, MENTAL HEALTH, WORKING FROM HOME COVID-19 H&S RESPONSE

To comply with lockdown measures many in the UK are working from home. For organisations and employers, this presents new challenges – especially when it comes to managing mental health risks and providing support.

The realities of working from home As we go into week two of Coronavirus lockdown, for many, the realities of working from home are now becoming apparent. Although technology made the transition to home working relatively easy for many, some are working in less than ideal environments.

Parents working from home Many parents are working from home and caring for children who are unable to attend schools, as they have been closed for the foreseeable future. Employers need to consider what e ect this might have on an employee’s mental health, and their ability to complete their normal duties.

https://www.cardinus.com/insights/covid-19-hs-response/working-from-home-mental-health/

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1/2/2021

Working at Home Mental Health Risks | Cardinus

To support employees in this position employers should try to be more exible. For example, those with childcare responsibilities may work better if their working hours are relaxed, so they can complete tasks when their children are attending online lessons or asleep.

Good communication is vital and employers should encourage that line managers take steps to identify employees who are carers so they can put strategies in place to provide support to those who require it.

Con ict at home Employers should consider that an employee’s mental health might be a ected by con icts at home, which may have been caused or exasperated by lockdown measures.

The UK government has asked that people only leave their homes when they have to, allowing for just one exercise excursion, close to home, a day. These measures mean that those who live together might be under more pressure than before.

As with parents, employers should make e orts, within reason, to support those who may be su ering from mental health issues as a result of this. Technology has helped to make remote working possible for many – but it can also be bene cial to socialising and providing support in lockdown.

Video calls can be used to maintain o ce and personal socialising. Maintaining employee social events remotely can help to prevent feelings of isolation and can ease the mental health issues employees may feel as a result of con icts at home.

Maintaining routines Sticking to a regular routine when living and working in a lockdown can be di cult, especially for employees who didn’t work at home regularly prior to Coronavirus. The blurring of work and home life boundaries can lead to burnout and a decline in an employee’s mental health.

https://www.cardinus.com/insights/covid-19-hs-response/working-from-home-mental-health/

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Working at Home Mental Health Risks | Cardinus

Employers should encourage that employees create and maintain a reasonable routine, which takes mental health into account, to create a healthy work-life balance.

Line managers should communicate and supply resources that encourage this among those working at home.

Promote healthy habits To decrease the risk of mental and physical health issues, employers should encourage that employees maintain healthy habits whilst working from home.

Staying active is important – but maybe more di cult in lockdown as gyms and leisure centres have closed and in the UK and time outside for exercise has been limited to once a day. Where possible, employers should share resources and guidance which helps employees stay active. There are many online tness services those working at home can use to stay active. Online exercise classes can be streamed on TVs and many feature workouts speci cally for those wanting to stay active at home without any equipment.

Sleep is also important for maintaining physical and mental health. For many, their normal sleeping habits may have been disrupted as a result of a change to normal routines, boredom, stress and anxiety. As with tness, there are many sleeping resources, apps and services which can help to improve sleep habits.

Employers should recommend that those working from home aim to sleep 7 to 9 hours per night. Research shows that less than 5 hours of sleep per night can increase a person’s risk of cardiac arrest by up to 500%, compared to those who sleep more than 6 hours per night.

Communication Employers need to prioritise good communication among their remote workforce. In these uncertain times many employees are likely to feel isolated, and this can increase existing anxieties or those speci c to Coronavirus.

Communication is key to identifying employees at risk of mental health issues and to employers providing the correct support. Technology means employers can provide those working from home with access to self-assessments, training and resources digitally – all of which can help to reduce risks and improve home working e ectiveness.

Here at Cardinus we have experience working with global organisations during times of crisis. We are experts when it comes to risk assessing and have a portfolio of online resources and training speci cally for home workers. https://www.cardinus.com/insights/covid-19-hs-response/working-from-home-mental-health/

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Contact us to learn more about the services we can provide to employers managing employees working from home, as a result of Coronavirus lockdown measures.

https://www.cardinus.com/insights/covid-19-hs-response/working-from-home-mental-health/

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https://www.cardinus.com/insights/covid-19-hs-response/working-from-home-mental-health/

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Work-related Musculoskeletal Disorders, and Stress, Anxiety and Depression in Ireland:

Evidence from the QNHS 2002–2013 Helen Russell, Bertrand Maître and Dorothy Watson

nce for Polic ide y v E

This document is a summary version of the report named. The full report is available to download at www.esri.ie

Table of Contents About this report........................................................................................................................... 4 Why is this report necessary?....................................................................................................... 4 What research information does this report cover?..................................................................... 5 How was the report completed?................................................................................................... 6 What were the main findings?...................................................................................................... 7 What are the recommendations?................................................................................................. 9 Future surveys........................................................................................................................... 9 Policy......................................................................................................................................... 9 Where can I get further information?......................................................................................... 11

© The Economic and Social Research Institute, Whitaker Square, Sir John Rogerson’s Quay, Dublin 2

Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

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About this report This report builds on information about work-related accidents and illness gathered in the Quarterly National Household Survey (QNHS) carried out by the Central Statistics Office (CSO) every year. Our analysis covers the period 2002 – 2013.

We examined the information gathered by the survey and identified two categories of work-related illness that became the focus of our in-depth analysis.

These are: • musculoskeletal disorders (MSD) – disorders related to soft tissue and

bones that affect the body’s movement, and • stress, anxiety and depression (SAD) – different mental health issues

that can affect thinking, emotions, and behaviour to varying degrees

and severity.

We considered these categories worthy of further examination and analysis as they represented the largest categories of work-related illness reported by workers themselves. We wanted to identify problems and trends, so that health and safety procedures can be refined and improved in the future.

Why is this report necessary?

In 2013, about 55,000 workers in Ireland suffered from a work-related illness, and over 790,000 days of work were lost (HSA, 2015). A ‘work-related illness’ is defined as any physical or mental illness caused or aggravated by work.

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Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

Work-related illness affects not only the individuals themselves, but also their families, their employers, the health system and, therefore, the wider economy and society.

Over the period 2002 to 2013, MSD and SAD accounted for 68% of work-related illness in Ireland. No study has been undertaken in Ireland to find out how much this costs our economy, but studies in the UK found that MSD could be costing their economy about £10 billion (€11.2 billion) every year, and SAD between £7 – £13 billion (€7.8 – €14.5 billion) every year.

It is important, therefore, because of the high occurrence rate and the associated high cost, to focus on MSD and SAD with a view to improving worker health and wellbeing, and reducing the number of working days lost.

What research information does this report cover?

The study addresses two main questions: •

How did trends in musculoskeletal disorders (MSD), and stress, anxiety and depression (SAD) develop as the Irish economy went through a period of economic growth (2002–2007), recession (2008–2011) and early recovery (2012–2013)?

•

What are the contributing socio-demographic and work characteristic factors that increase the risk of MSD and SAD?

Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

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Using these questions as our guide, we analysed the survey information by focusing on: •

the characteristics (gender, age and nationality) of those reporting workrelated MSD and SAD,

•

the frequency and duration of absences from work caused by MSD and SAD, and

•

the trends and predictors of MSD and SAD.

How was the report completed?

We used the information on work-related accidents and illness gathered by the Quarterly National Household Survey (QNHS) over the period 2002 – 2013 as the main source of material for our analysis. In one quarter of each year – usually the first quarter – the QNHS includes a special section on work-related accidents and illnesses.

This special section is restricted to people who are in employment at the time of the survey, or had been employed in the previous 12 months. The questions relate to accidents and illnesses that have occurred in the 12 months leading up to the survey, and focus on gathering information about two specific issues: •

work-related injuries, and

•

work-related illnesses.

Interviews with survey participants are carried out in the participants’ own homes, so they can talk freely and not fear a backlash from their employer. In all, we used 162,000 cases over the 2002 – 2013 period for our analysis. We did not use interviews that gave ‘proxy’ information – that is, second-hand information where questions were answered on someone else’s behalf.

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Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

Over the years in question, the survey questions changed slightly – for example, the order of questions may have changed, or the wording may have been slightly different. Perhaps the most significant difference in wording occurred in 2012 when specific mention of ‘mental health’ appeared in a question for the first and only time.

We included all reports of MSD and SAD even if the participant had not been absent from work or had not attended a doctor.

What were the main findings?

The report covers the years 2002 – 2013 which reflects a period of exceptional change in the Irish economy, which went from strong employment growth to deep recession. The number of people in employment peaked at 2,169,000 in 2007 but this was followed by a low of 1,825,000 workers in 2012.

During the period under review, the following main features of work-related MSD and SAD were observed.

•

Trends in MSD rates followed the pattern of boom and bust in the economy. The rate went from 11 per 1,000 workers in 2002 to 20 per 1,000 in 2006. The rate then fell during the recession to a low of 7 per 1,000 workers in 2009, before rising again to 14 per 1,000 in 2013.

•

SAD rates did not appear to reflect the economic ups and downs.

Throughout the period, the SAD rate averaged at about 4 per 1,000 workers. This rose in 2012 due to the change in wording in the survey question – where ‘mental health’ was mentioned for the first and only time.

•

Men are more likely than women to report MSD, but this is explained by the difference in the kind of jobs and hours of work that men and women typically do. When this is taken into account, there is no significant gender gap.

Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

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•

Women are more likely to report SAD illnesses no matter what kind of work they are engaged in.

•

Non-Irish workers have a significantly lower rate of MSD than native Irish workers. This does not hold true for SAD illnesses.

•

Both MSD and SAD are strongly associated with age:

o MSD – over 25s are at higher risk than the under 25s o SAD – the rates peak in the 35 – 54 age group

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•

The risk of MSD is highest for workers in the construction, agriculture and health sectors.

•

The risk of SAD is highest in the service sector – particularly for those working in education.

•

Those working long hours and new recruits are at a higher risk of SAD.

•

Personal service workers, skilled manual workers, new recruits and the self-employed are at higher risk of MSD illnesses.

•

Shift workers and night workers have a higher risk of experiencing MSD, and shift workers also face a higher risk of SAD.

•

The average absence from work is slightly longer for those who experienced SAD (17 days) compared to those with MSD (16 days). In both cases a substantial proportion of workers did not take leave from work due to one of these illnesses: 50% in the case of MSD and 43% in the case of SAD.

Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

What are the recommendations?

Future surveys •

Future QNHS questionnaires should pay particular attention to the wording of the question about work-related illness. In the 2012 survey when the wording was changed and mental health was specifically mentioned, the rate rose dramatically. This suggests that mental health issues are underreported in the surveys before and after this point. Including a dedicated question about mental health in future surveys would provide valuable information.

•

The QNHS lacks detail in certain aspects. For example, it offers little detail about work tasks or work pressure. A new round of the National Workplace Survey, which was previously carried out in 2005 and 2009, could provide much needed evidence on these issues and their relationship to selfassessed health and work-related illness.

•

To get a better, more accurate picture of work-related illnesses and their impacts, different types of survey approaches should be considered. A ‘longitudinal’ study – that is, a study that examines an issue over a long period of time – would give a more accurate and detailed picture of how work influences people’s health in the short and longer term.

Policy •

Monitoring and preventing MSD in the workplace needs to broaden its scope to include groups of workers who the study now identifies as being ‘high risk’ – for example, self-employed workers and new recruits.

•

The age profile of the average worker is changing. For example, the proportion of workers over 55 rose to 16% in 2013 from 11% in 1998.

Therefore, the ageing workforce needs to be considered in terms of the length of the working day and the physical demands of the job.

•

This study found that higher workplace inspection rates were linked to lower levels of MSD. Increased inspections, therefore, could be an important element of MSD prevention.

Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

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•

Long hours of work are strongly associated with SAD, which suggests that action to minimise very long working hours should be taken. Therefore, it is important to enforce existing legislation on excessive working hours and tackle the culture of working ‘long hours’.

•

For sectors and occupations where a higher risk of SAD has been identified, there is value in conducting audits of stress-related hazards – for example, work demands, organisation of work hours, control over work, work-family spillover or conflict, and work relationships (support or conflict).

•

Supporting employers by raising awareness and improving risk assessment of psychosocial risks (stress, conflict, depression, and so on) is important to prevent illness and manage SAD rates.

•

The stress audit tool for organisations called Work Positive, developed by the HSA and Health Scotland, could be reviewed and expanded to help organisations identify possible causes of stress at work. Other communications tools – such as workshops and publications for employers and employees – would also promote awareness to prevent and manage risks.

Summary - Work-related MSD, and Stress, Anxiety and Depression in Ireland

Where can I get further information?

You can download the full report “Work-related Musculoskeletal Disorders, and Stress, Anxiety and Depression in Ireland: Evidence from the QNHS 2002–2013” from the ESRI website – www.esri.ie You might also find the following list of web pages useful for general information on MSD and SAD.

Health and Safety Authority www.hsa.ie/eng/Publications_and_Forms/Publications/Manual_Handling_ and_Musculoskeletal_Disorders/Guide_on_Prevention_and_Management_of_ Musculoskeletal_Disorders_MSDs_.pdf

Arthritis Ireland www.arthritisireland.ie/go/fit_for_work/msds/types_of_msds

Mental Health Ireland www.mentalhealthireland.ie/a-to-z/stress/ www.mentalhealthireland.ie/workplace/

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Further Information and Guidance: Visit our website at www.hsa.ie, telephone our contact centre on 1890 289 389 or email wcu@hsa.ie Use BeSMART, our free online risk assessment tool at www.besmart.ie Check out our range of free online courses at www.hsalearning.ie

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