Employee Wellbeing - Q1 2022

Q4 2021 | A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content Q1 2022

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A Mediaplanet campaign focused on

Employee Wellbeing

Inequalities impact financial, Teaser 01 wellbeing. mental and physical

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Name Debi O’Donovan, Co-Founder and Director, Title Benefits Association (REBA) Reward & Employee

Menopause is not just a women’s issue; Teaser 01 to know about it. everyone needs

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Name Director, Deborah Garlick, Henpicked:Title Menopause In The Workplace

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IN THIS ISSUE

“Navigating hybrid working and supporting employee wellbeing.”

Emma Mamo Head of Workplace Wellbeing, Mind

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Wellbeing benefits: a help or hindrance to DEI? “Supporting a healthy and engaged workforce.”

Employee wellbeing and diversity, equity and inclusion (DEI) strategies are becoming strongly intertwined.

Rachel Suff Wellbeing Adviser, Chartered Institute of Personnel and Development (CIPD)

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“Workplace wellbeing is not a luxury, it’s essential.”

Richard Kauntze CEO, British Council for Offices (BCO)

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@BusinessandindustryUK

WRITTEN BY Debi O’Donovan Co-Founder and Director, Reward & Employee Benefits Association (REBA)

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or some time, leading employers with maleUnless employers delve into the data, they may be dominated workforces have included a focus on unaware that the interest rates offered to some sectors women’s health as part of efforts to diversify the of staff are worse than those offered to other groups. workforce. These days, this means going beyond Exclusions on some risk and medical insurances penalise supplying fans for ‘women of a certain age’ and ensuring certain groups more than others. These states of play must there are sanitary bins at every site be challenged and employers often have (not easy on a construction site using the clout to push back and ask for change. a portable toilet, I hasten to add).

A simple starting point for all employers There has been tremendous growth in would be to check take up levels of Discrimination is still going the variety of employee benefits being different employee benefits by talking to launched to support women, parents and unnoticed in pay, bonuses and workplace DEI networks. This would help people from the LGBTQ+ community. More pension contributions, as well to better understand the lack of equity in legislation and reviews by insurers have the benefits on offer. Inequalities impact as in employee benefits, in been taking place to ensure people from all financial, mental and physical wellbeing. particular wellbeing benefits. groups, different ethnicities or those with disabilities are catered for, supported and Top DEI benefits on offer not discriminated against. However, it feels as though we REBA’s DEI Benefits Research 2022, published on 16 March are very much at the start of this aspect of the DEI journey. in association with Peppy, found that 81% of employers lack diversity at leadership level and 72% have an historically Insurances that discriminate non-diverse workforce. Yet, it is estimated that 93% are Discrimination is still going unnoticed in pay, bonuses focussing on DEI strategies in order to enhance their and pension contributions, as well as in employee employer brand. benefits, in particular wellbeing benefits.

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On camera, people put on a bit of a front, so how can a manager know what’s really going on when the camera is off?

SMEs must keep their finger on the pulse of employee wellbeing Employee wellbeing is something that even busy SMEs can prioritise with new employee benefits packages.

INTERVIEW WITH Simon Moyle Chief Executive Officer, Vivup WRITTEN BY Ailsa Colquhoun

Paid for by Vivup

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ME decision makers are time-poor, wear a lot of hats and need easy solutions when dealing with the challenges of recruitment and retention. That is the view of Chief Executive Officer Simon Moyle, whose employee benefits company Vivup has just launched a wellbeing and benefits package for SMEs. Reviving the SME work environment With its heritage in NHS and public sector workers, Vivup knows that post-pandemic, smaller organisations face the challenge of trying to revive their traditionally more intimate and nurturing work environment when most employees are working from home, at least part-time.

Moyle explains: “Fundamentally, SMEs tend to be more connected to their workforce; they know exactly who’s going to be most affected by the price squeeze we are seeing right now.

They feel they just can’t turn a blind eye to the financial problems that staff are going through.”

Cost of stress-related absences Statistics tell us that almost four in five workers had a stress-related absence last year, with its associated costs for the employer and other colleagues left to pick up the slack. Moyle says: “The

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cost associated is staggering. The need to support and reduce these statistics is overwhelming. Wellbeing should be at the heart of every solution.”

Working from home is now the norm and, like many other SME operators, Moyle does not think things will change soon. He says: “Everyone’s telling me the same thing – that nobody wants to get back into sitting in traffic jams for 45 minutes every morning and to be paying for a coffee and a sandwich at lunch.” So, how, then does an SME employer keep their nurturing vibe?

Understanding employee needs remotely Moyle says: “It’s certainly a lot harder when you can’t offer the office environment and its water cooler moments. It becomes a real challenge for a business to say: ‘How do I grow or expand, but give people the flexibility to be at home, so they can pick up the kids from school and see them in their matches or performances and stay connected to family life?”

Another problem is that managers can’t keep on top of emerging stressrelated problems or burnout when employees are working remotely.

Moyle says: “On camera, people put on a bit of a front, so how can a manager know what’s really going on when the camera is off? Typically, SMEs are run by people who just get their heads down and are trying to do a good

job. Managers need to understand what is really happening within the organisation and to know when problems are beginning to start.”

Introducing policies for wellbeing Such information enables an employer to put policies in place that encourage better employee wellbeing, as well as benchmark their own company’s performance and competitiveness against industry-average metrics also provided by Vivup’s technology.

Systems today can offer functionality such as peer-to-peer recognition and a host of wellbeing resources, Moyle explains: “If ‘Sarah’ usually gets a large number of positive comments from colleagues and suddenly only gets a few, you know that something is going on. Equally, when you see a sudden spike in the use of anxiety or sleep aid resources that tells you people might be burning out.”

Vivup’s new SME package combines wellbeing and lifestyle benefits, with financial savings and recognition and reward solutions. Key features include: • Mental health and wellbeing – 24/7 telephone support plus face to face and virtual counselling for a wide range of personal and emotional issues, including domestic abuse and debt advice, critical incident support and wellbeing self-help.

• Lifestyle savings – savings of up to 15% across more than 300 leading high street brands.

• Cycle to work benefit.

• Car leasing benefit.

• Health cash plan.

Contact at enquiries@vivup.co.uk or 01252 784 541 or visit vivup.co.uk/sme

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Menopause workplace support: a win-win for wellbeing Introducing menopause support in the workplace can boost employee morale, promote productivity and improve wellbeing. It can also good for employers in meeting their duty of care and boosting their reputation.

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mployee wellbeing comes in many guises in the workplace and, after having been overlooked for so long, the menopause mantle has been picked up by a fast-growing number of organisations as part of their overarching wellbeing offering to employees.

Businesses are even achieving a new status, as Accredited Menopause Friendly employers.

WRITTEN BY Deborah Garlick Director, Henpicked: Menopause In The Workplace

At the heart of all wellbeing strategies Menopause is not just a women’s issue; everyone needs to know about it. We can all be affected by menopause, either first-hand or through our relationships with partners, family members, friends or colleagues. The statistics tell us that women over 50 are the fastest-growing workplace demographic and the average age of menopause in the UK is 51. But symptoms can appear years before this and last for years.

It is a topic we all need to understand, so we can help our teams and colleagues be their best at work. The vast number of employers cite the reason they are taking action now is wholeheartedly for their employees’ wellbeing.

Incentives for employers For employers, there are a number of reasons to consider introducing workplace support. It can help massively with retention but is also starting to help attract people into businesses where the reputation is one of inclusivity. It can boost morale and improve productivity, it is also the right and responsible thing to do.

If companies need an extra incentive then it can help them meet their legal requirements under the Equality Act 2010 and the Health and Safety at Work etc Act 1974. We have seen tribunals successfully brought with menopause cited.

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Support and workplace adjustments are usually very inexpensive and may not be for a long period of time. A desk fan to manage temperature, extra uniforms, access to washrooms and drinking water.

A joined-up approach But really, it’s the whole package. In fact, it’s a win-win situation. Training staff, raising awareness, introducing guidance and policies and embedding menopause in workplace conversations can pay dividends. We’ve heard from so many grateful employees thankful they work for employers who care about their wellbeing.

Support and workplace adjustments are usually very inexpensive and may not be for a long period of time. A desk fan to manage temperature, extra uniforms, access to washrooms and drinking water. Everyone’s experience of menopause is unique which makes individual, informed conversations so important.

There’s no one-size-fits-all approach or solution. What successful organisations must do is to be willing to listen to their colleagues, to learn, to change and to adapt.

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Women’s health should no longer be a taboo for employers Employers are taking a more preventative approach to women’s health and wellbeing through a new generation of employee benefits.

W INTERVIEW WITH Francesca Steyn Director of Fertility and Women’s Health Services, Peppy WRITTEN BY Ailsa Colquhoun

Paid for by Peppy

omen’s health conditions have for too long been a taboo subject, both inside and outside the workplace. Despite 85% of women having experienced at least four women’s health conditions, and conditions such as endometriosis affecting One in 10 women, only 35% of women feel comfortable talking about health issues in the workplace. Often, women are resigned to pass off ‘embarrassing’ issues, like period pain, as a migraine or something more ‘acceptable’ at work.

Historically, there has been a lack of accessible support for women’s health conditions, driving women towards Google for advice – and the misinformation and rabbit holes that come with it.

Bridging the gap for women’s health Thankfully, the tide is turning. The employee benefits market has shifted from focusing on treating health conditions once they have been diagnosed, to focusing on preventative care and holistic, practical support for employee’s wellbeing, including mental, physical and emotional health.

Health tech start-up Peppy, which launched in 2018, is playing a key role in this movement. Peppy provides specialist support for traditionally underserved and under supported areas of healthcare, via the Peppy app. Its portfolio of services have expanded from early parenthood support, to menopause and fertility, to men’s health support. The latest addition focuses on all aspects of women’s health.

Creating an environment for women to thrive Francesca Steyn, Peppy’s Director of Fertility and Women’s Health Services, believes evolving employee expectations

and attitudes to healthcare are inspiring action. “Previously, women have felt they weren’t able to speak about their health conditions at work and would just ‘get on with it’.

“Women today feel more empowered. They want to take ownership of their wellbeing and have access to support they can trust. And they’re demanding more from their work.”

For employers, the rationale is that accessible, anonymous support – available remotely and outside 9-5 hours – can reduce employee stress and workplace absence and promotes better workforce health, encouraging wellbeing and productivity.

This in turn gives the employer the tools they need to encourage inclusion and equity, and attract and retain a diverse workforce.

Dr Mridula Pore, Co-CEO and Co-Founder of Peppy says: “There’s a war for talent right now. All employers want to build a gender-diverse, multi-generational workforce. To succeed, businesses must prioritise the health of their people.

Offering benefits which support their people’s wider ambitions are not ‘nice-to-haves’. They are essential for an organisation to position themselves as a destination employer.”

Become a top employer for women. Peppy’s Women’s Health service is available Monday-Friday, from 9am-9pm. Support includes:

Find out more at info.peppyhealth.com/womenshealth

Paid for by Each Person

Implementing digital, accessible and creative ways to say thank you, such as ecards, is a perfect way to lessen waste.

Almost half of UK employees want to work for environmentally conscious companies.

Implementing eco-conscious values and recognition within your organisation is paramount to the wellbeing of your people and our planet.

A WRITTEN BY Jasmine Turton Marketing Executive, Each Person

Improving wellbeing and engagement We all know an employee’s worries, stresses or tensions are reflected in READ MORE AT BUSINESSANDINDUSTRY.CO.UK

Scan the QR code to find out more

• One-to-one chats and virtual consultations with a human expert practitioner.

• Access to resources and events, including video and audio content.

• Advice on a wide range of health and wellbeing problems.

The climate crisis: why your rewards and recognition should be eco-conscious

ccording to the Office for National Statistics, the unemployment rate in the UK has fallen to 4.1%. A drop of 1.1% from this time last year.

Employers now have to look for more imaginative ways to attract and, perhaps more importantly, retain talent accordingly. With nearly half of the UK wanting to work for companies that care, becoming more sustainable and greener makes companies more appealing to potential employees.

INTERVIEW WITH Mridula Pore Co-CEO and Co-Founder, Peppy

their work. These apprehensions, of course, include the looming grey cloud of the climate crisis. The Mental Health Foundation says the effect it can have on wellbeing “must not be underestimated.” Therefore, by looking after the planet, you are helping to look after your employees.

Moreover, having sustainability at the heart of your company will undeniably help tackle the climate crisis. There is no plan B, only planet Earth.

Eco-conscious rewards and recognition Trees are essential to the fight against the climate crisis. Like Prezzo and Bupa, many companies have added

them to their rewards and recognition schemes. Planting a tree as a way to thank your people for a job well done allows you to offset your carbon emissions and boost engagement simultaneously.

Did you know employee reward schemes often include unnecessary waste? Implementing digital, accessible and creative ways to say thank you, such as ecards, is a perfect way to lessen waste.

In summary, it may be easy to overlook the roles we all play in the fight against the climate crisis.

However, it’s just as easy to start righting some wrongs. In doing so, your people will thank you, and so will our planet.

To find out how Each Person can help you look after your people and the planet, contact us at support@eachperson.com

Find out more at eachperson.com

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Navigating hybrid working and supporting employee wellbeing As many employers begin adopting hybrid working - with many staff returning to their former workplaces part of the time - it’s vital they continue to prioritise staff wellbeing.

T WRITTEN BY Emma Mamo Head of Workplace Wellbeing, Mind

he pandemic has taken a toll on our mental health, affecting almost every area of our lives, including the way we work. Data from the Office for National Statistics (ONS) tells us rates of depression have doubled in Great Britain from around one in 10 to one in five. Regardless of the size of your workplace, many - if not all - of your colleagues will have been affected in some way, so it has never been more important to promote staff wellbeing.

Hybrid working With most offices closing, many staff found themselves working from home full time, for the first time. Some employees have spoken of the pros of remote working, including the added flexibility, more time to spend with family and less time, money and stress spent commuting.

But there have been down sides too – some employees have found working remotely isolating, particularly those who live alone, or have difficult relationships with those they live with.

Many employers are now trialling staff dividing their working week between the workplace and their homes. A recent survey of managers by the Chartered Management Institute (CMI) found that more than 80% of firms have adopted hybrid working.

A recent survey of managers by the Chartered Management Institute (CMI) found that more than 80% of firms have adopted hybrid working.

Hybrid working has the potential to be the best of both worlds, but it’s worth remembering that adopting a new model of working is further disruption and will require employees to adjust. In times of change and uncertainty, staff will look to their employers to provide guidance so workers will want support on how to manage returning to work. It is

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important staff adjust in a way that doesn’t make anyone feel unsafe or distressed. For employers, that means regularly surveying staff, listening to feedback and implementing recommendations.

Prioritising mental health Although the physical threat of COVID is thankfully greatly reduced, we can’t say how long the mental health impact will last. The surge in demand for information and support we’ve been seeing is likely to continue to grow, so it’s really important the UK Government keep pace with increased

need by investing in mental health services.

Aside from the NHS, your employer has a responsibility to support your wellbeing. Measures such as flexible working, generous annual leave, access to employee assistance programmes (EAP) and subsidised exercise classes can help staff feel valued and supported.

Mind’s website has information on staying mentally healthy at this time, as well as tips for staff and employers: mind.org.uk/work Free resources are also available via the Mental Health at Work website: mentalhealthatwork.org.uk

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A positive workplace culture needs to develop so that any member of staff feels able to flag up any wellbeing issues they are experiencing, as early as possible.

Why early intervention is crucial to supporting wellbeing in the workplace The mental health of employees has been put under strain by issues such as the pandemic, financial uncertainty and global unrest. Quick and decisive support must be available if a colleague is struggling.

I INTERVIEW WITH Tracey Paxton Managing Director, The Employee Resilience Company WRITTEN BY Tony Greenway

Paid for by BHSF

n the last few years there has been a huge increase in employee stress, depression and anxiety. But that’s not really surprising says Tracey Paxton, an expert on mental wellbeing in the workplace.

“COVID-19, the impact of national lockdowns and changes to everyday work and social life were a reminder of just how important it is for all of us to develop resilience regarding our mental wellbeing,” she says. “We’d never experienced anything like the pandemic before, the speed with which it arrived took everyone by surprise. It was an event which tested our individual and collective resilience as well as our ability to deal with setbacks. Everyone — employer, employee and their families— was touched by it in some way.”

A mental wellbeing wake-up call for businesses The Employee Resilience Company is the specialist mental health arm of BHSF, the not-for-profit health and wellbeing provider. As managing director of The Employee Resilience Company, Paxton manages all of BHSF’s psychological services. “During the pandemic we saw a massive increase in the demand for our services,” she says.

“Staff from lots of different organisations told us they were anxious about the outbreak. They were also experiencing feelings of loneliness caused by self-isolation and social distancing and struggling to adjust to new remote working routines.

“Many employees said they were under pressure juggling high workloads with caring responsibilities and felt burnt out. They were also worried about their job security and economic future. Then, sadly, by the time of the second lockdown, we were supporting them with bereavement and grief issues.”

Paxton believes that this should be a mental wellbeing wake-up call for all businesses. “There are people in workforces up and down the country who are trying to deal with mental wellbeing issues themselves, rather than reaching out for help,” she says.

“If that continues, they may struggle to function.

They can go into what we call ‘survival mode’, the effects of which can manifest in absenteeism (being away from work completely) and presenteeism (physically being at work but unable to perform

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properly). Unlike absenteeism, presenteeism can be hard to quantify; but it can have a negative impact on a business because other staff have to pick up the slack, which can lead to a domino effect.”

The critical importance of early intervention The key for any organisation is to provide early, fasttrack support for staff who are struggling with their mental wellbeing. “To do this effectively, leaders and managers must have proper awareness training to spot the early signs and symptoms of mental ill health in staff, whether they are in the office or working remotely,” says Paxton.

“Then they need to know how and where to access the right support for the right person at the right time.

The sooner these interventions occur, the better the outcomes will be.”

Managers also need to be trained to initiate difficult conversations around mental health; and — crucially — support needs to be available to those who are supporting others. This is, after all, an issue that can affect everyone. Plus, a positive workplace culture needs to develop so that any member of staff feels able to flag up any wellbeing issues they are experiencing, as early as possible.

Ultimately, mental health support shouldn’t be an ‘add on’ or a ‘nice to have’. It should be an essential and integral part of every organisation. Thankfully, Paxton thinks this message is getting through. “The pandemic has at least shone a light on workplace cultures and mental health,” she says.

“Employers are realising that they need to take their staff’s mental health much more seriously than they did in the past. Yes, businesses will need to set aside a budget to support mental wellbeing; but if they do so they will save money in the longer term.”

BHSF is a not-for-profit health and wellbeing provider with a proud history of making quality healthcare accessible to working people across the UK. BHSF services include employee mental health support, occupational health, employee wellbeing and health insurance products.

Find out how we can help you make a positive impact on workplace wellbeing by connecting employees to fast, effective, and quality mental health support: bhsf.co.uk/workplace-wellbeing

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How employers can give pension help without advising The need for advice and guidance in pensions has never been greater, with more people having to take on the decisions about how they invest and access their pensions.

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espite the cost of living crisis hitting savers, there remains a great appetite from UK nonretirees to pay into workplace pensions. In a recent PLSA survey, just over three quarters (78%) of those not retired told us they think it is a good idea to pay into a workplace pension.

That said, there is a clear supply gap in the guidance and advice available to savers versus the pent-up demand for help at all stages of the saver journey.

There are areas where employers and schemes would like to help savers without needing to give guidance or advice but are concerned about rules around arranging and financial promotions.

One of the greatest myths in this area is that giving an employee any help could be seen as regulated financial advice.

Finding the line One of the greatest myths in this area is that giving an employee any help could be seen as regulated financial advice.

This is not true. In simplified terms, and in most circumstances, the key to staying the right side of the regulations is avoiding giving a personal recommendation.

By presenting both the pros and cons of particular options and leaving it up to the saver or staff member to work out the best course of action, pension schemes and employers would likely have helped them more than turning them away at the door.

A guide for employers While it may sound simple, it can still be a bit of a minefield for employers. That’s why the PLSA created its Employers Guide to talking about workplace pensions to help them with these conversations.

This guide provides employers with the background on the current legal and regulatory regime, addresses some commonly held myths and provides background on what employers can and cannot say with the intention of helping employers navigate the advice / guidance boundary.

Employees can also speak with their employer about whether they provide any financial or wellbeing guidance programmes, information is also often available on a company’s intranet site if they have one.

WRITTEN BY

Nigel Peaple, Director Policy & Advocacy, Pensions and Lifetime Savings Association (PLSA)

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Supporting a healthy and engaged workforce Employee health and wellbeing has risen up the business agenda. But what do organisations need to focus on as they get to grips with new ways of working?

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he COVID-19 pandemic paved the way for more flexible ways of working, such as homeworking and hybrid working, which is of great benefit for many. However, remote working also brings potential risks for people’s health if they aren’t supported properly.

This includes ‘presenteeism’ – people working when unwell – which CIPD research shows was even higher last year among those working from home compared with those based in a workplace.

The pandemic and new ways of working have also increased the risk of work-related stress and even burnout for some workers.

With many organisations adopting a hybrid working approach, there are a few key areas employers can focus on to maximise their wellbeing support.

blame managers for this - organisations should invest in appropriate training and equip their line managers with knowledge and skills on how to best manage people and support their teams. This includes making sure they have the confidence to have sensitive and empathetic conversations with people and signpost to expert sources of health support.

Supporting mental health With workforces increasingly spread across different locations and less face-to-face contact, it is important that organisations implement ongoing wellbeing support for remote workers.

Employee assistance programmes (EAP) and counselling services should be actively promoted and line managers should be encouraged to regularly check in on team members. This will hopefully give people the chance to discuss any problems and the organisation to intervene early with support or adjustments to help prevent any health issues from escalating.

Fostering an inclusive and healthy culture Our wellbeing at work is influenced by a wide range of factors, so organisations need to pay attention to every aspect of the working environment to ensure they are building healthy workplaces.

For example, leaders and managers need to foster a culture built on positive values such as dignity, respect and inclusion. They need to role-model a compassionate management approach and encourage healthy working habits. For those who are working remotely, this means proactively encouraging people to switch off at the end of the working day to enjoy a good work-life balance.

Appropriate training for line managers Line managers are usually best placed to spot when someone is having challenges with their health or experiencing stress. Increased workloads are the top contributor to workplace stress and should be overseen by managers and assessed regularly.

However, ‘management style’ also remains a common cause of stress at work. It is important not to

Increased workloads are the top contributor to workplace stress and should be overseen by managers and assessed regularly.

WRITTEN BY Rachel Suff Wellbeing Adviser, Chartered Institute of Personnel and Development (CIPD)

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Companies must support employees during times of financial uncertainty

Image provided by Marks and Spencer

Workers are facing times of greater financial difficulties as their pockets are hit by economic hardships. It’s now more important than ever for employers to consider financial wellbeing strategies to help.

INTERVIEW WITH Asesh Sarkar Global CEO and CoFounder, Salary Finance

INTERVIEW WITH Nicola Morgan Head of Pensions and Benefits, Marks and Spencer

WRITTEN BY Sheree Hanna

Salary Finance offers salary-linked solutions including affordable loans, earned wage access, the ability to save simply and financial education. For more information, visit salaryfinance.com

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s new price rises hit on the back of the pandemic, workers and their families are struggling to get a grip on their finances.

The upshot has seen a sharp rise in borrowing and a slump in savings.

However, this is not a new trend.

According to Citizens Advice, 10% of employees were already behind on their bills prior to the pandemic, a figure that has increased to one in seven during the past couple of years.

The Resolution Foundation found that in the last two years 42% of adults reported using at least one form of borrowing to cover everyday living costs, with lower incomes more likely to use higher cost consumer credit.

With regard to savings, 11.5 million people have less than £100 in savings to fall back on.

Growing financial stresses COVID is responsible for an even bleaker situation for many parents with one in five having to borrow or use credit more than before the pandemic. And 25% of ethnic minority key workers reported that they were more likely to struggle to pay an unexpected bill of £100 during the health crisis according to the Royal Society for Arts, Manufactures and Commerce (RSA).

All of this is continuing to take its toll on the workforce and, in turn, is having a detrimental effect on performance and productivity. Some 64% of employees say financial stress is negatively affecting their work.

In a bid to alleviate these issues many companies are already providing employees with much-needed help.

Among those leading the way is Marks and Spencer (M&S), where health and wellbeing sit at the very heart of its core values, which includes financial wellbeing.

Demand for financial support The High Street retailer, with up to 70,000 employees working either in-store, at its distribution centres or in the office, carried out a reward survey in 2020 in order to hear direct from their colleagues what mattered most to them – and financial wellness support was among their top priorities.

Nicola Morgan, Head of Pensions

Paid for by Salary Finance

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and Benefits for M&S, says: “This was really clear feedback from colleagues about what support they were looking for and we wanted to find a simple and accessible way to offer this.”

Financial wellbeing strategy This led to M&S teaming up with Salary Finance, which provides a holistic suite of financial solutions that support employees how, and when, they need. The business introduced loans available at highly competitive rates repaid straight from payroll and an online learning platform full of easily accessible financial guidance, actionable tips and practical tools.

Morgan says: “Since partnering with Salary Finance we’ve seen strong engagement from our colleagues. For example, during January 2022 over 3,500 colleagues visited Salary Finance and, while the majority were there for guidance and to explore what was on offer, about 8% applied for a loan. We view a good suite of financial wellness tools as a critical benefit for our people in order to help equip them with the tools for the financial resilience they are looking for. We won’t stand still either and will continue to evolve our financial wellbeing strategy.”

Providing actionable, affordable support Asesh Sarkar, CEO, Salary Finance, says: “We are proud that some of the UK’s largest companies, like M&S, trust us to look after their people’s financial wellbeing. We provide practical solutions to support employees to improve their financial health and overall happiness through building better money habits.”

Sarkar’s company is the largest in its market, trusted by more than 600 employers and reaching five million employees across the UK and US. “We’re the most affordable, accessible and inclusive financial wellbeing offering of its kind. Our solutions are free for employers to offer and we have saved employees more than £10 million in interest alone. With the ever-increasing cost of living, we know that helping people consolidate high-cost credit can help put money back in people’s pockets, and we’re committed to working with our employer partners to improve the financial resilience of their workforces.”

We want to ensure we have a good suite of financial wellness tools available for our people to help build their financial resilience at crucial stages in their lives.

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A culture of trust creates better mental health in the workplace Work-related causes of mental ill health are on the rise. Yet if employers implement best practice, their employees will be significantly healthier and happier.

A SPREAD INTERVIEW WITH

Kate Field Global Head, Health, Safety and Wellbeing, BSI

SPREAD WRITTEN BY

Tony Greenway

ccording to the latest data from the Health and Safety Executive, work-related mental ill health is on the rise. In 2018/19, 602,000 workers were suffering from work-related stress, depression or anxiety — but by 2020/21 that number had risen to 822,000. That’s a jump of 38%.

Yet even before the pandemic, multiple factors were conspiring to increase mental ill-health in the workplace, says Kate Field, Global Head, Health, Safety and Wellbeing, at business standards and improvement company, BSI. “Heavy workloads, tight deadlines and the pressure and responsibility to ‘deliver’ all play a part in increasing the stress levels of employees,” notes Field. “Lack of managerial support can be another factor, as is organisational change. Humans don’t much like change — and change within a work context can be very unsettling and creates a stress response. And, of course, the pandemic was a time of huge change and disruption for everyone.”

If you do the best thing for your people, you end up doing the best thing for your business.

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The harmful effects of work-related stress Of course, everyone suffers stress from time to time. It’s a natural part of our inbuilt mechanism to keep us safe from harm; so, in normal circumstances, it can be a positive thing. The trouble is, when stress is prolonged, the harm to our wellbeing can become more serious.

“Over a period of time, the stress response starts to affect our bodies, both physically and mentally,” says Field. “Physically that can cause increased heart rate, upset stomachs and lack of sleep. But it also starts to affect our cognitive abilities, such as our memory and our decisionmaking.”

Work-related mental ill-health also harms businesses. “When people are away from work because of mental ill-health, this can result in a decline

Image provided by BSI

of productivity and service delivery issues, which can have an impact on a business’s reputation,” notes Field.

“There are also cost implications if temporary workers are needed to be drafted in as a backfill. If it also increases the workloads of other employees, it can add to their stress levels and become a negative cycle.”

Developing an authentic culture of trust To help organisations safeguard their employees’ physical and psychological health, Field has authored a best practice framework for BSI called the Prioritising People Model©. This sets out 16 elements required to effectively prioritise people, including providing a decent, safe and healthy work environment, creating an engaged, committed and productive workforce.

In turn, this creates an authentic culture of trust, which is essential for a healthy and harmonious work environment. “People aren’t

silly,” says Field. “If they think their leadership isn’t serious about this issue then mistrust is created within an organisation — which is when staff begin to look for employment elsewhere. It is why trust is so vital to an organisation’s long-term health.”

By focussing on employees’ needs and expectations — and implementing an occupational health and safety management system to manage physical health and safety, plus mental and cognitive risks — it’s possible to drive lasting cultural change within an organisation.

“If a business adopts this in the right way, its workforce can be happy and engaged and both physically and mentally healthy, which is good for every single individual member of staff,” says Field. “The benefit for the organisation, meanwhile, is that it becomes more productive and innovative. So, if you do the best thing for your people, you end up doing the best thing for your business.”

Find out more at bsigroup.com/ prioritizingpeople-uk

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Businesses need to get serious when it comes to employee wellbeing Businesses that want to safeguard the wellbeing of their employees can’t afford to take a ‘tick box’ approach. They have to implement a proper strategy — and continually maintain it.

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t’s a statement of the obvious, but if businesses are to properly safeguard the wellbeing of their employees, they must first understand what ‘wellbeing in the workplace’ actually means.

The most recent definition — from the new international standard, ISO 45003 psychological health and safety at work is that wellbeing at work is the ‘fulfilment of the physical, mental, social and cognitive needs and expectations of a worker related to their work’.

This begs two questions, notes Kate Field, Global Head Health, Safety and Wellbeing at BSI. “What exactly are those needs and expectations?” she asks. “And how do employers meet them?”

BSI’s Prioritising People best practice model, authored

by Field, has the answers. For example, it notes that employees need and expect a workplace that is free from adverse social behaviour and physical, mental and cognitive injury and ill-health. Their needs and expectations also include financial security, work life balance, autonomy, effort reward balance, collaboration and positive relationships at work (without which psychological and physical ill-health can arise).

Developing an effective wellbeing strategy Social engagement is critical, too. “We are social animals who want to feel connection with other human beings,” says Field. “In the context of the workplace that means, firstly, what is your organisation doing to create social engagement opportunities? Does it have, say, sports clubs, reading groups or wider social connections (virtually or in person)?

Secondly, what is your organisation doing to link with — and give back to — the local community? Does it run volunteering opportunities, or connect with schools and colleges to mentor young people, for example? We know that social engagement creates social value which has a positive ripple effect on everyone.”

Developing an effective strategy to incorporate wellbeing into the workplace can seem overwhelming at first, admits Field. But the starting point is to list everything that you are already doing to keep your employees physically and mentally safe, help their learning and development and create fair and respectful workplaces that are inclusive and equitable. “You will already be doing the things that are driven by legislation,” says Field. “By creating a list you’ll be able to see where any gaps might be and what to action first.”

Benefiting from a holistic approach As the Prioritising People Model© notes, consultation and participation with employees is key. “The most effective way to find out how to improve wellbeing in the workplace is by speaking to your employees,” says Field. “Ask them!

They are the ones who are impacted, after all. They can tell you what’s working, what isn’t, and what they would like to see more of. It doesn’t have to be difficult.”

It does, however, have to be taken seriously. Any business that regards employee wellbeing as a ‘tick box’ exercise won’t be able to make the necessary cultural changes to their workplaces. So, Field’s message is to take an integrated, holistic approach and prepare for effective implementation to take some time. “You don’t have to do everything at once,” she says. “But you should think about where you want to start, where you want to get to, and recognise that this process is a journey that will need continuous maintenance.

“It may take a lot of hard work and effort to get crossfunctional teams working well together: health and safety teams, HR teams, diversity and inclusion teams, and learning and development teams, for example. If there is real commitment from leadership to drive authentic cultural change then the impact on an organisation and its people can be huge.”

If there is real commitment from leadership to drive authentic cultural change then the impact on an organisation and its people can be huge.

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Encouraging employers to take stronger action on equality When talking about the future of work, we work with employers to find ways to make the UK workforce the most inclusive in the world.

T WRITTEN BY Sandra Kerr Race Equality Director, Business in the Community (BITC)

he McGregor Smith Review in 2017 gave us a starting point of how race in the workplace should be addressed and highlighted what action needed to be taken quickly.

Three years on, Business in the Community (BITC) surveyed over 24,600 employees in the UK about the issues that they feel need to be tackled when it comes to race in the workplace. Shockingly, the survey found that Black, Asian, Mixed Race and ethnically diverse employees are twice as likely than White employees to have experienced or witnessed racist harassment from managers, customers, clients and colleagues.

Protecting all employees As offices are reopening full time and offering flexible working patterns to employees, taking care of colleagues’ mental health is a priority.

To help those who may be struggling with their mental health, we launched two toolkits, the Mental Health and Wellbeing for Ethnically Diverse Women toolkit for managers and the Self-Care and the Wellbeing for Ethnically Diverse Women toolkit. These provide guidance for employees from diverse backgrounds on how to navigate the pressures we face today and tips for managers on how to support them.

We are also calling for the introduction of mandatory ethnicity pay gap reporting. Encouragingly, we’ve seen an

increase of 8% of employers capturing this data, increasing from 11% in 2018 to 19% in 2021. Ethnicity pay gap reporting is just one of the vital steps needed to ensure that employees, regardless of their ethnicity, are treated fairly.

Making the UK the most inclusive workforce We have also launched the Race at Work Charter; a public commitment to ensure that ethnic minority employees are represented at all levels in their organisations. So far, we have 800 signatories, representing six million employees across the UK. The Charter has seven calls for employers, from capturing ethnicity data to supporting ethnic minority career progression. All those signed up are taking steps to ensure that the UK has one of the most inclusive workforces in the world. If we do not take action now to tackle the equality issues that have been raised, we will not have a workforce that is fit for purpose now, or in the future.

It can be daunting for some businesses to fully understand what they need to do to become a more inclusive employer, but we are starting to see encouraging changes that will no doubt lead to a more inclusive and diverse workforce across all parts of the UK.

how much tax the individual pays, but entry level vehicles such as the Volkswagen e-up can be around £350 a month, or as low as £200 equivalent from net take-home pay.

With Octopus Electric Vehicles, the salary sacrifice package also includes servicing, maintenance, tyre replacement, breakdown cover from the AA and even insurance - everything you need to take to the road.

That covers a choice of 60 different models from 28 manufacturers, fitting a home charger, and access to a specialist EV energy tariff with 5,000 free miles. “We make it as easy as possible to make the switch to electric,” she adds.

Helping employees make the switch to electric vehicles Businesses can take significant steps to become more eco-friendly by participating in a new scheme to help workers make the transition to electric vehicles.

M INTERVIEW WITH Fiona Howarth CEO, Octopus Electric Vehicles WRITTEN BY Mark Nicholls

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aking the move to electric vehicles is becoming easier for thousands of workers under an innovative salary sacrifice scheme.

The initiative offers leasing of electric cars through an employee benefit scheme. Companies can improve recruitment, retention and engagement.

Commitment to the planet Outlining some of the benefits of electric vehicle salary sacrifice schemes, industry expert Fiona Howarth says: “It’s a fantastic offering to staff that boosts their benefits package and is a highly visible commitment to the planet.

“Employees are looking for

companies that play their part to help fight the climate crisis, so it definitely helps with hiring, but also with retention and with net zero plans as well.”

Howarth, who is CEO of Octopus Electric Vehicles, compares the initiative to “cycle to work but for your car,” where employees exchange part of their gross salary before income tax and national insurance, in return for a new electric vehicle.

Tax savings on the whole EV package While there is Benefit in Kind tax to pay on electric cars - currently 1% and rising to just 2% in April 2022 the saving from the gross salary is typically 30-40%. The actual cost depends on the type of car and

Environmentally friendly The environmentally friendly cars are exempt from congestion charges and clean-air zone fees. “These cars are future-proofed to go into these locations without hindering your experience,” says Howarth.

With a range of more than 300 miles in most vehicles, she says people are realising how convenient it is to charge at home or work, with no detours for petrol or diesel. Companies from small organisations to major employers such as Mid-Counties Co-Op, Dyson and McLaren Racing have joined the scheme. The company also helps promote the scheme to employees with test drive events and a full marketing package to boost engagement.

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Find out more at octopusev.com/

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Change your mindset to improve financial wellbeing Being financially resilient and avoiding debt is often seen as the equivalent of financial wellbeing. But it is more than this – all of us would benefit from changing how we think about money to live happier, healthier lives.

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raditionally, the financial services industry has prioritised help and advice to people dealing with immediate issues such as managing debt, emergency savings and making the most of their investments. All of which is important but doesn’t address the wider challenge faced by everyone.

Understanding the role of money in your life, what brings you joy, what makes you feel confident, competent and worthwhile are all critical considerations driving mental health and financial wellbeing.

issue of everyone’s relationship with money.”

“A lot of the work on financial wellbeing has focused on how we help people build resilience with the solution being to organise your money better and have more of it. Our research shows that your mindset has an equally important part to play.

“Most people know that they should save both for the short and long term, manage their debt and be ready for any financial emergencies that arise. However, just providing them with information is not helping them directly address the problems if they find it hard. There is a disconnect between knowing what to do and doing it. We need to focus on practical interventions here to help people manage their money better.”

With the cost of living crisis deepening in the UK, the company works closely with services, such as MoneyHelper, to support those who are struggling day to day.

INTERVIEW WITH Andy Manson Chief Marketing Officer, Aegon WRITTEN BY Sheree Hanna

Addressing the mindset dimension Being bogged down by trying to keep up with the Jones’ and not having a view of what gives us joy and purpose in our lives translates into financial decisions which can often cause significant harm to mental health.

All of this suggests that, to improve financial wellbeing, much more needs done than just sorting out people’s finances.

Image provided by Aegon

Financial wellbeing is a very real issue for everyone – for some it is about working out how to survive day to day given the current challenges in our communities.

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Building resilience People are leading healthier and longer lives, but this has consequences for how we ensure the money lasts and supports the lifestyles we aspire to.

Aegon, one of the nation’s top providers of workplace pensions and supporters of financial advisers, is looking to widen the conversation about financial wellbeing from the findings of its flagship piece of research conducted in 2020 and 2021.

The survey questioned 10,000 respondents in the UK covering a wide range of demographics such as people from differing regions, age groups, gender, ethnicity and economic statuses.

Being financially well Andy Manson, Chief Marketing Officer, says: “We felt the way financial wellbeing was being discussed previously was a bit narrow, focusing primarily on those with debt problems as opposed to addressing the wider

Improving financial wellbeing Aegon is incorporating financial wellbeing into its services, working closely with employers, advisers and clients to spread the positive mindset messaging.

Their website has a simple online quiz to find out your own financial wellbeing scores and identify personalised areas for improvement.

This is supported by tools such as ‘Picture Your Best Life’ which allows users to create a retirement vision by uploading photos that capture things like where they want to live and what sort of hobbies they might be doing in retirement. This is seen as having a significant impact on savings habits today.

Manson concludes: “Financial wellbeing is a very real issue for everyone – for some it is about working out how to survive day to day given the current challenges in our communities. But for many others it is about fundamentally changing mindset. Our relationship with money has to change. We need to recognise that not every problem is solved by having more of it – we also need to question its role in our lives and to never lose sight of what truly makes us happy.”

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Find out more at aegon.co.uk

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Workplace wellbeing is not a luxury, it’s an essential The one-size-fits-all approach doesn’t work for every faction of our lives.

If we are to encourage the workforce back to the workplace, offices need to suit us all.

Workplaces that put wellbeing first hold the key to redrawing the boundaries between work and life as we return to the office.

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he last 24 months has seen a seismic shift in our home spaces. Office desks, monitors and sprawling notes sprung up across what was previously a private space. With time, we’ve adjusted to this change and many relish the benefits it has brought. But now we are seeing the drawbacks. Our working day has become blurred, with many working harder than ever. The office is a solution to this. Not only to set necessary parameters, but to create an environment for social exchange and promote employee wellbeing.

WRITTEN BY Richard Kauntze CEO, British Council for Offices (BCO)

Physical wellbeing Active commuting, particularly cycling to work, is on the rise.

Many of us have also reconnected with, or discovered new natural landscapes, often closer to home. As more people switch to hybrid working patterns, offices need to mirror these trends. Whether that’s providing shower facilities, bike storage and lockers or access to green spaces. There will probably be a rise in satellite offices, as employees seek the benefits of the office, while cutting down on long, emissionheavy commutes.

Mental wellbeing Meeting physically is crucial for fostering emotional wellbeing and the office is a vital part of this. The BCO has examined this in-depth, exploring how design stimulates our senses, and the benefits that art can bring to productivity. Don’t underestimate plant power either, Harvard University has found that greenery can lower blood pressure and improve short-term memory.

Safeguarding these internal environmental qualities needs to be expanded to areas such as monitoring air quality, ventilation, temperature and humidity. Building this into office design will create welcoming spaces.1 Social wellbeing The one-size-fits-all approach doesn’t work for every faction of our lives. If we are to encourage the workforce back to the workplace, offices need to suit us all. The Shard’s ‘mind restoration pods’ are a great example of providing private spaces for those seeking quiet contemplation alongside the hum of a busy office.

Building an inclusive workspace is vital for attracting a diverse range of thinkers and skills and to facilitate interpersonal connections. As many businesses move to a hybrid model, these moments of physical social interaction are essential for ensuring the next generation can learn by osmosis during meetings and impromptu interactions. Only the office can deliver on all these fronts.

References 1. YIN, J., ZHU, S., MACNAUGHTON, P., ALLEN, J. G. AND SPENGLER, J. D.; Physiological and cognitive performance of exposure to biophilic indoor environment

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Making just simple and small changes to our lives can make a significant difference, not just to you but also your team.

Five tips to keep you and your team happy and healthy Knowing how to look after yourself is the key to unlocking productivity for you and your business.

W WRITTEN BY Dr Katherine Tryon Director of Health Strategy, Vitality

e’re all aware that eating well, not smoking, exercising regularly and not drinking too much help us stay healthy.

Something put into a whole new light by the pandemic. But did you know around four in 10 cancers can be prevented through lifestyle changes?1 Evidence suggests that people are spending longer in ill-health due to unhealthy decisions.2 The UK economy is estimated to lose approximately £92 billion a year to ill-health-related absence or through people turning up when not at their best. Around 40% of this productivity loss - equivalent to £39 billion per annum - is due to staff lifestyle behaviours and poor mental wellbeing.3 Making just simple and small changes to our lives can make a significant difference, not just to you but also your team. If one of your team is ill and needs time off, business productivity can be significantly impacted. This is especially felt in small businesses where additional capacity is often limited. To keep your business running with minimal disruption, prioritising employee wellbeing is crucial.

Here are just five things that can be done in our own lives and at work, all of which are connected: 1. Get regular exercise Physical activity can help us live a longer, healthier life, as well as reduce our risk of serious and chronic illnesses. Evidence also shows that it can help prevent health conditions. It can also reduce fatigue, improve alertness and concentration and enhance our overall cognitive function. In other words, it can boost our energy, mood and performance. Just a 10-minute walk can be as effective as a 45-minute workout in relieving symptoms of anxiety and depression.4

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2. Natural sleep Sleep is critical to our health and wellbeing. It affects almost every type of tissue and system in our bodies.

Poor sleep increases the risk of high blood pressure, heart disease, obesity, diabetes and can lead to early death.5 There are also close associations between poor sleep and mental health issues.6

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3. Cutting down on alcohol Alcohol is a depressant and disrupts the chemistry of the brain – the neurotransmitters that influence our mood. Over time, this can worsen symptoms of anxiety and depression. It can also disrupt our sleep and weaken its quality when we do sleep, which can negatively impact our physical and mental health.

4. Breathing exercises When our stress response is triggered, our autonomic nervous system enters fight or flight mode. Stress hormones are released and these create a set of physical reactions that change our state of mind.

However, we can change our breathing in a way that reverts our body to a state known as rest and digest. Engaging in this can also help distract us from troubling or repetitive thoughts – a common cognitive behavioural therapy (CBT) technique.

5. Mindfulness Mindfulness is learning how to be fully present and engaged in the moment, aware of our thoughts and feelings without distraction or judgment.

Through meditation and greater self-awareness, these practices can help us become more aware of our thoughts, feelings and body sensations, so that instead of being overwhelmed by them we are more able to manage them. Mindfulness was also found to have the same effect as anti-depressants in reducing symptoms of depression and anxiety.7 Advice and support There is lots of advice and support available to help employers look after their employees. However, it is also important to empower individuals to make healthier lifestyle choices themselves. This can not just enrich your life, but your business too.

References 1. British Journal of Cancer, March 2018 2. A primer on healthspan and lifespan, Vitality Research Institute, 2021 3. Britain’s Healthiest Workplace 2019, Vitality and RAND Europe 4. Anxiety & Depression Association of America, 23 March 2021 5. National Institute of Neurological Disorders and Stroke; Understanding sleep, 2019 6. Sleep Foundation; Mental health, 2020 7. NICE - Depression in adults: treatment and management, May 2018

Vitality Health Insurance for small businesses Get fast access to private healthcare that rewards healthy living for you and your team. Scan the QR code to get a quote

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Why do conversations around fertility matter at work?

© ElyseMarks

Pictured: Natalie Silverman, Claire Ingle and Becky Kearns, Co-Founders of Fertility Matters At Work

Over recent years there has been a much-needed focus on organisations being family friendly. More recently, the focus on women’s health has now extended to the impact of menopause in the workplace.

WRITTEN BY Becky Kearns Co-Founder, Fertility Matters at Work

Find out more about how we can support your organisation in becoming fertility friendly at fertilitymatters atwork.com

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upportive policies, entitlements and rights for working parents have been making headway in beginning to address the gender pay-gap and challenges affecting women in the workplace.

However, there is still strikingly little support or conversation around pre-conception, especially for those struggling to bring home a baby in the first place.

Many believe that conversations around fertility are private and wholly linked to one’s personal life, yet where treatment is necessary the effects inevitably can seep into the workplace, even though many try to keep it from doing so. Frequent, unpredictable scans and blood-tests, physical sideeffects from hormones and invasive procedures, financial strain when NHS funding isn’t available and significant impact to mental health are a reality for many at work.

It is more common than you may think Since my own challenging path to parenthood, I’ve found that the silence on this issue during my time in HR certainly wasn’t because I was the only person to experience it. It stemmed from the stigma and taboo surrounding the topic, a lack of recognition within organisations and the many fears held by individuals facing this. To shine

a light on this issue and educate organisations I joined forces with two other women, each with their own personal fertility experience, to form Fertility Matters at Work, a community interest company on a mission to drive change.

Infertility is classed by the World Health Organization as a disease and the need for treatment is a reality for as many as one in seven individuals and one in six couples in the UK, all of working age. It’s not just an issue for those (like me) facing an infertility diagnosis, but also those experiencing recurrent miscarriage, embarking on solo parenthood and anyone wanting to build a family in the LGBTQ+ community.

Why it’s an issue for the workplace Most employers don’t even know the true extent of the problem due to many employees not feeling comfortable to disclose the fact they’re going through assisted reproduction. As many as 69.5% of staff take sick leave during treatment. In 2020, following the first lockdown our poll found that the pandemic had actually helped as many as 83% in managing fertility treatment alongside work, anecdotally because appointments were “easier to hide”.

Fear of impact on career Feeling uncomfortable sharing this life-event with employers is common as many fear it might result in ‘career

suicide’, one of the over-arching reasons for the silence on this topic.

One woman told us, “I was worried I wouldn’t be considered for the next promotion if they knew,” with the fear that discriminatory assumptions would be made simply by revealing that they’re actively trying for a baby.

When it comes to emotional wellbeing during fertility treatment over two thirds are struggling, with more than 68% saying the experience had a significant impact on their mental health. Shockingly for talent retention, as many as 36% even considered leaving their role due to the strain. This struggle is only exacerbated by a lack of recognition in policy, guidance and support within workplaces – something we’re determined to change through our awareness, training and policy support.

Paid for by Fertility Matters at Work

Everyone has the right to build a family, no matter who they are, where they live, or who they love.

We’re delighted to be supporting Ferring Pharmaceuticals, whose pioneering family-building support package includes important education and targeted initiatives to ensure their people are informed and supportive to those trying to conceive. With a belief that aligns with ours at Fertility Matters at Work: “Everyone has the right to build a family, no matter who they are, where they live, or who they love.”

Our hope is that more organisations will follow suit and broaden their own family friendly provisions, truly supporting people to bring their whole self to work, regardless of where they are on their family building journey.

What’s happening in the workplace 72% said their employer did not have a fertility policy in place Of those who did, only 1.7% had a fertility policy that met their needs 69.5% took sick leave during treatment Over 36% considered leaving their job Stats taken from Fertitlity Matters At Work’s 2020 survey.

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