10 reasons to choose Healthy Working 1
Healthy Working is endorsed by the International Institute of Risk & Safety Management (IIRSM) and developed in Partnership with Health & Safety Laboratory.
2
We undertake extensive validation and research to ensure Healthy Working really works.
3
Healthy Working is used by over 1,000 organisations; many have been customers for over ten years.
4
We are accredited to ISO27001 data security standards and can demonstrate outstanding security principals.
5
Healthy Working is supported by a proactive customer service programme offering free-of-charge User Group meetings, forums, clinics, networking events and much more!
6
Employee engagement is achieved with supportive tools and apps, such as stretching exercises available through Apple, Android and BlackBerry.
7
Healthy Working is truly globalised. We work with many customers with 100,000+ users around the world. We can also provide telephonic and onsite assessment services.
8
Regardless of the size of your business Healthy Working can be fully customised to meet your needs.
9
Healthy Working will deliver reductions in discomfort, lost-time productivity and absence. It really will add shareholder value.
10
We offer a completely free-of-charge evaluation – try before you buy!
Don’t just take our word for it. Cardinus works with many organisations across most industry sectors; we are happy to provide reference sites and to evidence our claims before you invest.
W H AT P E O P L E S AY A B O U T. . .
...THE VALUE OF HEALTHY WORKING
“Since Ticketmaster launched (Healthy Working) the rate of completed risk assessments has soared to over 92%.” Ticketmaster
“The addition of Cardinus software to our Health and Safety procedures has undoubtedly assisted us in achieving our first RoSPA Silver award this year.” Bond Pearce, LLP
“The system is very user friendly and has made a real contribution towards the good management of our DSE compliance requirements.” Centrica
“From proposal to implementation, the Cardinus team is top notch! Courses are well received by our employees and the Cardinus support team is there when you need them with a rapid resolution to any issue.” Juniper Networks
...OUR SUPPORT SERVICES
“In all my many years, I have never been involved in a project launch that has gone so smoothly, and the limited level of support required has been 1st class.” SimplyHealth
“I have found Cardinus Support to be responsive and helpful and much better than we receive from other suppliers of a similar nature.” Public & Commercial Services Union
“The support and listening to our needs has been excellent, as has been the final product. I have no hesitation in personally recommending the team at Cardinus to anyone who needs a first class service and product.” Computacenter
“The response from Cardinus has been excellent. Wherever possible they have endeavoured to ensure our specific requirements are met. Their support team have been very helpful at all stages.”
...OUR EVENTS AND USER GROUP MEETINGS
“The delivery by the trainer was superb as was the venue and catering arrangements. It was a pleasure to attend.” London South Bank University
“Thank you to everyone at Cardinus for putting on such a superb event. The presentations were funny, educational and relevant. I am counting the months to next year’s event.” Michael Page
“I would just like to thank you for a wonderful time yesterday, I really enjoyed it and it was very well presented.” Natural England
“Well organised as normal. It was a good day. We enjoyed the mix of seminars from outside speakers and the Cardinus updates.” National Offender Management Service
DFES
Cardinus LLC
Cardinus Risk Management Limited 4th Floor, 3 East Grinstead House
107 Leadenhall Street
325 E. Rolling Oaks Drive
Wood Street, East Grinstead
London
STE 250
West Sussex RH19 1UZ
EC3A 4AF
Thousand Oaks
Tel: 020 7469 0200 Email: info@cardinus.com Web: www.cardinus.com
CA 91361
1/2/2021
Cardinus now Corporate Member of CIEHF - Cardinus
TAGS: GLOBAL REGULATIONS, INDUSTRIAL ERGONOMICS, LABORATORY ERGONOMICS, OFFICE ERGONOMICS ERGONOMICS PRESS
Cardinus Risk Management has become a Corporate Member of the Chartered Institute of Ergonomics and Human Factors (CIEHF). Commenting on the membership, Andy Hawkes, Cardinus CEO stated, “We have long admired the work of the CIEHF, and as a global leader in workstation and laboratory ergonomic e-learning, risk assessment, telephonic and on-site solutions we believe our membership will have signi cant mutual bene ts”.
Stephen Smith ACIM Marketing Manager at Cardinus Risk Management Ltd Cardinus Risk Management Ltd University of Sussex View profile
Cardinus’ Healthy Working software is used by 1,500 mid-to-large organisations across the world with over 3 million users in around 60 countries. Cardinus will soon launch a new industrial ergonomics software tool with 13 globally recognised assessments, called Healthy Working Pro. Jon Abbott, Global Ergonomics Director added, “The expertise within the Institute and its membership will help us develop solutions that meet the future needs of our clients as the workplace changes and even more so, post-COVID-19.” https://www.cardinus.com/insights/press/cardinus-is-now-a-corporate-member-of-the-chartered-institute-of-ergonomics-and-human-factors/
1/4
1/2/2021
Cardinus now Corporate Member of CIEHF - Cardinus
Dr. Noorzaman Rashid, Chief Executive of the CIEHF, stated, “Cardinus is a reputable risk and safety management business genuinely collaborating with professional bodies to make a di erence for individuals. particularly during the Covid-19 pandemic�. The Chartered Institute of Ergonomics and Human Factors was established in 1949 and are a founder of the International Ergonomics Society. The CIEHF promote integrated design to improve life, wellbeing and system performance. Look out for the CIEHF logo, like the one below:
For more information about the ergonomics solutions head here. To hear more about the Chartered Institute, visit www.ergonomics.org.uk. Dr. Noorzaman Rashid can be contacted on noorzaman.rashid@ergonomics.org.uk.
https://www.cardinus.com/insights/press/cardinus-is-now-a-corporate-member-of-the-chartered-institute-of-ergonomics-and-human-factors/
2/4
1/2/2021
Cardinus Training Courses are Now CPD Accredited
TAGS: E-LEARNING, PRESS RELEASE PRESS
We’re proud to announce that our e-learning training courses are now CPD accredited. That means that all the great training and risk assessment we provide through our Healthy Working platform now provides all your employees the ability to use their health and safety training as part of their continuing professional development.
Andy Hawkes CEO Cardinus Risk Management and Immediate Past… Cardinus Risk Management Limited The Judd School View profile
After a rigorous accreditation process through the CPD Standards O ce, whose wealth of knowledge and research within the learning industry ensure that this process is detailed and thorough, we can now say that we’re an accredited CPD Provider. The focus of the assessment for achieving CPD Status is on the development and delivery of our training, including the expertise embedded within our educational content, the collection and utilise of delegate feedback and the processes we use to keep our content up-to-date.
https://www.cardinus.com/insights/press/cardinus-training-courses-are-now-cpd-accredited/
1/4
1/2/2021
Cardinus Training Courses are Now CPD Accredited
Find out more about our e-learning and book a demo here. Peter Kinselley, Cardinus’ Health and Safety Director, says that “It is with great pride that we announce that Cardinus has now achieved CPD Status through the CPD Standards O ce. Our courses are built and designed by health, safety, wellbeing and ergonomics experts with our customers at the forefront of their minds. Ultimately, we want customers and their employees to learn and build up their knowledge in health and safety so that they are more aware of the regulations that keep them safe, the things they need to do to remain safe and keep their colleagues, friends and families safe, and to live in a world that that is safer, more resilient, more productive and more compassionate. By achieving CPD Status Cardinus is able to demonstrate our commitment to excellence in training, and it’s something our clients are looking out for. We know that their employees will love being able to register CPD points by going through our training, but more than that, we hope they just love our training!”
Cardinus courses that are currently CPD accredited include: DSE E-Learning Bribery and Corruption Awareness Security Awareness Fire Safety Fraud Prevention Essentials Safe Driving Manual Handling Lab Ergonomics Fire Marshal Manual Handling for the O ce DSE Assessor Lone Worker Health and Safety Induction Corporate Travel Risk Health and Safety Essentials Safety for Line Managers Data Protection Awareness E ective Risk Assessment Personal Safety Awareness Environmental Essentials Check out all our e-learning courses here. For more information call 020 7469 0200 or email info@cardinus.com. https://www.cardinus.com/insights/press/cardinus-training-courses-are-now-cpd-accredited/
2/4
1/2/2021
A Post-COVID Return to Work Checklist for Facilities Managers
TAGS: CORONAVIRUS, COVID-19, FACILITIES, RETURN TO WORK COVID-19 H&S RESPONSE
A checklist for facilities sta
to help with the return to work process.
Claudia Calder
As we start to return to work, there are lots of processes facilities teams (building managers) need to consider to prevent the spread of COVID-19 in the workplace. The Return to Work process is an involved set of actions and communications that is going to be di cult to deliver e ectively for even the best teams. That’s why we wanted to provide some assistance. Outlined as part of the Prepare, Inform, Prevent, Recover strategy to Return to Work, this checklist helps you achieve part of the Prevent aspect of the approach. This handy checklist provides an overview of hygiene measures that will need to be considered to keep your workers safe. It covers hand washing and sanitisation, hand washing facilities and handwashing stations, good hygiene, changing room and shower rooms, and the monitoring and review of hygiene measures.
What’s in the Checklist? Handwashing/sanitising Are there adequate numbers of handwashing stations? Number of workers on site https://www.cardinus.com/insights/covid-19-hs-response/return-to-work-checklist-for-facilities-managers/
1/4
1/2/2021
A Post-COVID Return to Work Checklist for Facilities Managers
Any shift arrangements? Entry and exit points High tra c areas Workers needing to wash their hands, before, during or after the completion of a work task The location of the workplace or work tasks Will workers be located away from common facilities such as bathrooms? Are stations placed in convenient locations to ensure workers can access them easily (and with physical distancing measures in place?) Appoint a responsible person to monitor soap dispensers and sanitising stations, and rubbish bins more frequently
Hand Washing Facilities Check they are in good working order Adequately stocked: Clear running water Soap or handwash Paper towels Put up posters to inform workers how to wash their hands correctly and when to wash their hands
Hand Sanitising Stations Does the alcohol-based hand sanitiser have at least 60% alcohol content? (60% ethanol or 70% isopropanol) Set up stations: Entry and exit points to the workplace Entry and exit points to common areas/high touchpoints or tra c ows Put up posters at each station with instructions on how to sanitise hands correctly and when
Good Hygiene Increased access to closed bins Signs to request that workers only touch objects they need Communicate that workers need to report any u-like symptoms and to stay away from the workplace and seek medical advice Implement/review existing hygiene standards for common areas to ensure workers: Clean up after themselves Place rubbish in bins provided Avoid putting personal items such as phones on meal surfaces Have adequate cleaning products
Changing Rooms and Showers https://www.cardinus.com/insights/covid-19-hs-response/return-to-work-checklist-for-facilities-managers/
2/4
1/2/2021
A Post-COVID Return to Work Checklist for Facilities Managers
Setting clear use of showers, lockers and changing rooms Cleaning guidance Occupant signs (on doors) Physical distancing signs Keeping the areas clean and clear of personal belongings Enhanced cleaning of all facilities Start of day End of day
Monitor and Review Processes in place to regularly monitor and review the implementation of hygiene measures to ensure they are being followed and remain e ective Hand washing/hand sanitising stations are adequately stocked Enable workers to report issues relating to worker hygiene Develop infection control policies in consultation with your workers
CLICK HERE TO DOWNLOAD THE FACILITIES CHECKLIST
https://www.cardinus.com/insights/covid-19-hs-response/return-to-work-checklist-for-facilities-managers/
3/4
1/2/2021
A Pragmatic Approach to Health, Safety and Wellbeing for Home Workers
TAGS: CORONAVIRUS, COVID-19, ERGONOMIC FURNITURE, LONE WORKER, LONE WORKING COVID-19 H&S RESPONSE HEALTH AND SAFETY
A decision may or may not have been made by your organisation to send employees to work from home, or to allow for greater exibility in working remotely. You might also have allowed colleagues to request to work from home, like we’re allowing at Cardinus Risk Management. At the moment, you have no idea how long this period will last for.
Jon Abbott Director at Cardinus Risk Management - risk management,… Cardinus Risk Management Ltd View profile
If you have taken that decision, you now need to advise management on how to tackle some of the direct risks associated with large numbers of employees working from home. At the highest level it is essential the process of sending workers home is risk assessed and the ndings from that assessment used to update any interim policies and procedures you may choose to implement.
Contractual Arrangements for Home Workers https://www.cardinus.com/insights/health-and-safety/pragmatic-approach-to-health-safety-wellbeing/
1/5
1/2/2021
A Pragmatic Approach to Health, Safety and Wellbeing for Home Workers
I have been asked about contractual arrangements for sending employees to work from home. You may want to explore this with your HR team or Legal Counsel. Under health and safety law you are formally creating a network of homeworkers, simply because you are not giving them the option to attend an o ce. As such your obligations to your colleagues is that of a formal homeworker. I would like to hope there would be a level of pragmatism around this, but I can feel every lawyer in the country smirking at my use of the word!
Home Working Risk Factors While you are focusing on your DSE and ergonomics risks, home working brings other risks into play. Many of your employees might have appropriate equipment to work from home. For those that do not, or are required to use their own equipment, you will need to explore the implications of asking them to use it – I know there is already a shortage of devices available. We need to be realistic in terms of how your homeworkers will be working. Many of your sta will not have o ce-style setups and have limited space to work in, so we must assume they will be using their devices at dining room tables, kitchen counters and couches. None of these are conducive to good posture and comfort. In my opinion, there is little point in delivering standard DSE training or assessments as the training will not be relevant and any assessment will uncover huge amounts of risk that your organisation is unlikely to respond to without incurring management time and cost. Wheelchair users or those with severe disabilities are likely to have modi ed home environments, it is likely they will be OK, but we would recommend that their managers make contact and check that that arrangements are appropriate. Of more concern are colleagues with less signi cant injuries who may be using a sitstand workstation or other modi ed equipment. Depending on the issue and the length of time of the homeworking period you will need to consider the advice being provided and ship any equipment to them. Even then, you may have issues with space to accommodate the equipment. Individuals may bene t from a one-to-one discussion with greater emphasis on where to get help and support during the period. Remember to take le notes of these discussions.
https://www.cardinus.com/insights/health-and-safety/pragmatic-approach-to-health-safety-wellbeing/
2/5
1/2/2021
A Pragmatic Approach to Health, Safety and Wellbeing for Home Workers
You do need to consider other risks associated with home working such as stress, lone working, manual handling, re and so on. We are recommending that an assessment is completed at a corporate level that takes account of the speci c work environment and needs of the employee. The main issues you need to consider are: Mental wellbeing Travelling Supervision / working alone Fire
Working Arrangements Working arrangements are also important. For example, some employees may nd it di cult to adapt to working in an environment with limited social contact, while others may nd it harder to manage their time or to separate work from home life. This might be a bigger issue during a pandemic as there may also be a need to care for a partner or child and schools and businesses may close, which will bring additional pressures.
Communication This highlights the importance of maintaining good communication systems and formal means of contact with remote workers to minimise feelings of isolation. How you do this will depend on the number of remote workers you’re dealing with and what they’re doing, but you should consider how your team and line managers will communicate and continue to communicate during this period. You don’t want to risk an employee being able to claim; “I was hurting but I didn’t know what to do or who to speak with…”. A guide to address emergency situations will also be useful. A homeworker may be operating from a rst- oor bedroom, which poses the question – how would they escape if a re breaks out? We need to encourage a personal evacuation plan. An emergency response plan should be considered too. As a lone worker, what would happen in the event of a medical emergency? Some simple guidance and perhaps a “how to” guide should help. You will need ensure that employees who su er an accident, illness or assault while they’re working alone are supported and ensure you have a reporting program in place. It also needs to be followed. https://www.cardinus.com/insights/health-and-safety/pragmatic-approach-to-health-safety-wellbeing/
3/5
1/2/2021
A Pragmatic Approach to Health, Safety and Wellbeing for Home Workers
Unchartered Waters To a degree we are in unchartered waters. The guidance I am o ering is pragmatic, but it is ultimately up to a court to determine whether your actions have been appropriate in the event of a claim. By assessing your risks, addressing those risks, documenting your actions and communicating e ectively with your colleagues you should be able to limit any culpability.
Free Tools Cardinus has a free smartphone app that provides excellent stretching exercises. Search for “Healthy Working Cardinus” and you will see our stretching exercise app. It’s perfect for getting homeworkers to think about stretching and exercise. We are currently updating it to re ect homeworking issues. The app will be updated by the end of this week. Use the links to download it for iOS or Android.
https://www.cardinus.com/insights/health-and-safety/pragmatic-approach-to-health-safety-wellbeing/
4/5
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/
1/7
1/2/2021
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/
2/7
1/2/2021
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/
3/7
1/2/2021
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/
4/7
1/2/2021
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/
5/7
1/2/2021
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/
6/7
1/2/2021
An Employer’s Guide to Mental Health at Work - With Welbot
TAGS: MANAGEMENT TIPS, MENTAL HEALTH, WELLBEING HEALTH AND SAFETY
Cardinus has teamed up with Welbot which is an innovative, workplace wellbeing platform designed to improve employee health and wellness in the workplace. In the rst of our series, Welbot provides guidance for organisations on cultivating good mental health at work. Employers are increasingly aware that supporting their employees’ mental health is a responsibility that reaps diverse rewards. Last year stress, depression and anxiety were responsible for 54% of all working days lost to ill health. One in ve people will take a day o from work due to stress, but 90% of those who do so report a di erent reason for their absence. This may come as little surprise when you consider the fact that work is the most stressful factor in people’s lives, with 34% percent of people saying their work life is stressful — that’s more than debt and nancial problems (30%) or health (17%).
https://www.cardinus.com/insights/health-and-safety/an-employers-guide-to-mental-health-at-work/
1/5
1/2/2021
An Employer’s Guide to Mental Health at Work - With Welbot
It’s clear that something, or perhaps many things, common in working experience have to change in order to improve workers’ mental health. Poor mental health a ects one in four people in the UK and causes more than 70 million missed work days each year.
Employers should pay more attention to wellbeing Looking after mental health at work will satisfy two goals: rewarding natural empathetic feelings towards our colleagues and improving organisational functioning. UK line managers are moving in the right direction, with 69% of them reporting that supporting employee wellbeing is a core skill. However, only 13% of UK line managers have received basic mental health training despite 35% expressing interest in basic instruction regarding common mental health conditions. Obviously, the past few months have brought unexpected challenges to workers, employers and working conditions. Covid-19 pushed half of adults in employment to work from home. This express transition to remote work upended existing practices and familiar environments, causing uncertainty and anxiety for millions of workers. And now that lockdown restrictions have started to ease, new challenges to mental health at work are emerging: anxiety regarding using public transport to commute, stress caused by nding new childcare arrangements, fear of a second wave of Covid-19 and reluctance to leave now-familiar home working environments all deserve attention from employers.
Guidance for managing mental health at work Understanding the needs of your employees and the steps needed to address them is the cornerstone of delivering high quality support and assistance. Consider the guidance below to inform your organisational wellbeing choices, priorities and practices. 1. Encourage colleagues to be open about mental health. It is vital that your colleagues feel safe disclosing sensitive information and being themselves. Fear of judgement, ostracism and punishment can limit reporting of mental health di culty at work. Last year, 9% of employees who disclosed mental health issues to their manager reported being disciplined, dismissed or demoted. Make it clear that your organisation is committed to supporting all employees’ mental health, ensuring that your colleagues know how to report issues and seek help. 2. Promote physical activity. Regular exercise boosts self-esteem and can help you concentrate, sleep and feel better. You don’t need to dish out weightlifting regimes and mandate marathon participation: 30 minutes of moderate intensity exercise ve https://www.cardinus.com/insights/health-and-safety/an-employers-guide-to-mental-health-at-work/
2/5
1/2/2021
An Employer’s Guide to Mental Health at Work - With Welbot
days a week is recommended by experts. Encourage your colleagues to be physically active at work, taking walks during lunch or participating in on-site activities. 3. Communicate support e ectively and often. Far too often, organisations invest in wellbeing resources that go unused, not because they aren’t wanted or needed, but because they aren’t known. Make sure your wellbeing resources are familiar to all workers and are easily accessible in a discreet manner. 4. Reduce uncertainty. Uncertainty is undesirable. Research shows that uncertainty of outcomes is more stressful than certainty of negative outcomes. Try to keep your workers in the loop regarding organisational challenges and changes to working practices. This advice is more relevant than ever given the shifting sands caused by Covid-19. 5. Put colleagues in contact with each other. Creating an environment where workers communicate e ectively in general supports employee wellbeing. Provide your colleagues with the tools they need to speak to each other, keeping this technology as streamlined as possible. Social isolation can creep in at work, and given the nature of the issue, it doesn’t make a lot of noise or cause obvious disruption. Regular check-ins with line managers and teams, as well as more casual conversations about life outside of work or nothing in particular can mitigate isolation and bring struggles to light before they escalate. 6. Support work-life balance. Common symptoms of an unhealthy work-life balance are fatigue, increased infection, di culty concentrating and heightened stress and irritability. When left unchecked, this imbalance can lead to burn-out, which has been recognised by the WHO as an “occupational phenomenon” in their International Classi cation of Diseases. Support your workers’ work-life balance by promoting openness about workloads and deadlines, encouraging working smart not long, and implement clear policies about boundaries between work and home life. 7. Celebrate and recognise. Employees want their good work to be recognised frequently, authentically and generously. A Gallup survey found that doubling the number of employees who receive recognition for their work on a weekly basis delivers a 24% improvement in quality of work and a 27% reduction in absenteeism for organisations. This demonstrates that looking after your employee and appreciating their contributions is good for your business. Successful mental health support e orts can help reach and educate all employees and can be incorporated into the everyday workplace environment and culture. Whether employees are in need of acute help, support through a di cult period, or reassurance that their company cares, organisations should have comprehensive mental health and wellbeing plans and resources in place. Welbot – Employee Health and Wellbeing Platform
https://www.cardinus.com/insights/health-and-safety/an-employers-guide-to-mental-health-at-work/
3/5
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
1/5
1/2/2021
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
2/5
1/2/2021
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
3/5
1/2/2021
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
4/5
1/2/2021
Building Mental Health Awareness in Business Can Have Big Benefits!
Â
TAGS: HEALTH, MENTAL HEALTH, WELLBEING HEALTH AND SAFETY
Did you know that one-quarter of adults in the UK live with a mental health disorder each year? Despite the increased willingness of people to speak of their own mental health challenges, mental health is still stigmatised. Many people with mental health problems su er in silence due to the stigma attached to speaking about their di culties.
Stephen Smith ACIM Marketing Manager at Cardinus Risk Management Ltd Cardinus Risk Management Ltd University of Sussex View profile
And as mental health a ects us all, just like physical health, it’s important that we understand what it is. That we all have mental health, both good and bad. Understanding what it is, how it manifests, what triggers it, the mechanisms, tools and techniques to improve mental health, or communicate about mental health, or help others going through those issues, is vital to healthy interpersonal relationships and to businesses themselves.
The 5 Areas Model https://www.cardinus.com/insights/health-and-safety/building-mental-health-awareness-in-business/
1/5
1/2/2021
Building Mental Health Awareness in Business Can Have Big Benefits!
Starting with the 5 Areas Model, we can begin to see the basics of mental health and what in uences it. The 5 Areas Model is a simple framework that breaks down the core factors of what contributes to our mental health and allows individuals to build coping mechanisms to tackle poor mental health. The 5 areas are: The environment, such as our home, our school or where we work Our thoughts, and how what think negatively or positively impacts upon mental health Physical health and its contribution as part of an interlinked relationship with mental health How our behaviours and what we do impact us And nally, how our emotions play upon mental health This model shows how our environment, emotions, thoughts, behaviours and physical health are all interlinked, which in uences our mental health. Understanding these factors and how they are linked can help us to plan out, or map out, where issues are likely to lie, which can lead to greater knowledge about how to resolve some of the issues we face. The model is useful in that it helps us break larger problems down into smaller chunks, showing us that what was once overwhelming can seem much more manageable. Many of these factors play out in our everyday working lives. Business contributes to these factors in so many ways, and the impacts upon business of poor mental health can be great.
How Mental Health Impacts Business
https://www.cardinus.com/insights/health-and-safety/building-mental-health-awareness-in-business/
2/5
1/2/2021
Building Mental Health Awareness in Business Can Have Big Benefits!
Poor mental health can have serious impacts to a business. It is estimated that 70 million business days are lost due to poor mental health. While around ÂŁ1 in ÂŁ8 spent on physical health conditions is linked to supporting mental health conditions. So much time is lost to poor mental health in terms of productivity and output that it seems a no-brainer to make changes to the way we support mental health. And the bene ts are huge! Three in ve employees said that if their employer took action to support wellbeing that they would feel more loyal, committed and motivated in their work. Simple steps like o ering exible working and generous annual leave are proven ways to support wellbeing.
How Businesses Can Support Mental Health and Wellbeing For organisations looking to support individuals and teams in building better mental health, with positives that bring in relation to productivity, absenteeism and presenteeism, and overall worker health, there are a variety of solutions that they can reach for. Invite regular speaks to discuss mental health and wellbeing, either virtually or faceto-face (in the post-pandemic world!) Create a mental health induction to signpost sta to support programs Raise awareness of mental health issues through digital noticeboards, newsletter and other internal communications channels Online mental health training Create mental health champions Try and promote dialogue and engagement with your plan, and ensure mental health awareness is promoted right to the board level!
https://www.cardinus.com/insights/health-and-safety/building-mental-health-awareness-in-business/
3/5
1/2/2021
Building Mental Health Awareness in Business Can Have Big Benefits!
Cardinus has developed a new mental health awareness course that brings in the latest thinking around mental health, wellbeing and wellness in the innovative Healthy Working platform. Try a demo of this course today and see how it can help your team. Click the link for more info, or alternatively, email info@cardinus.com, or call 020 7469 0200.
https://www.cardinus.com/insights/health-and-safety/building-mental-health-awareness-in-business/
4/5
1/2/2021
Business Recovery and Resilience after Lockdown | COVID H&S Advice
Â
TAGS: CORONAVIRUS, COVID-19, ENVIRONMENT, RECOVER, RETURN TO WORK, SAFETY MANAGEMENT COVID-19 H&S RESPONSE
In this article Peter Kinselley encourages us to look at our recovery plans in the midst of a global pandemic and following recession. We are still in the grips of lockdown, facing a recession and Brexit is rapidly heading our way. Most o ce workers are unlikely to return to work until later in the year and for many, temporary home working will continue into 2021.
Peter Kinselley Associate Director, Technical and Consultancy at‌ Cardinus Risk Management Ltd View profile
So why are we encouraging you to look at recovery when we face an uncertain future?
Why Should We Focus on Organisational Resilience? Recent events in Scotland and the North of England have reinforced that the risk of contracting COVID-19 has not gone. The high street has been decimated and this is evident in the number of empty units occurring daily.
https://www.cardinus.com/insights/covid-19-hs-response/business-recovery-and-resilience-after-lockdown/
1/5
1/2/2021
Business Recovery and Resilience after Lockdown | COVID H&S Advice
With Government support ending for employees in October, we should all be considering the long-term future of our businesses and planning on how we will ride out what is going to be a bumpy future. Lockdown has presented business with several lessons and this can be broken down into the following: Planning Productivity Teamwork Health Environment
Planning The current lockdown meant that Business Continuity Plans (BCP) were exercised and for many, for the rst time. For many it was a shock at how ine ective the plans were. We encourage businesses to take the time to revisit their plans and look to how they will manage future spikes in the virus, the business response to a potential recession and develop a new and improved plan to support a sustainable business.
Productivity Most organisations have seen an increase in productivity during lockdown. While there has been much reporting around this, it’s important that organisations look at why this is and learn from the ndings. Productivity has been linked to an increase in sta wellbeing, however, lockdown has also highlighted issues such as mental health, domestic abuse and disruption in sleep and exercise patterns, which should be considered when looking at any future business planning.
Teamwork A major concern of lockdown was how were individuals and teams going to respond with a lack of physical contact. The use of video conferencing tools has helped with this challenge and appears to support increased productivity. The main issues facing teams today is the anxiety of returning to work and the use of public transport and the risk this brings.
Health
https://www.cardinus.com/insights/covid-19-hs-response/business-recovery-and-resilience-after-lockdown/
2/5
1/2/2021
Business Recovery and Resilience after Lockdown | COVID H&S Advice
The COVID-19 outbreak has shown that our health as a key issue. Research has identi ed those who are at risk and they include those health conditions that can be prevented though exercise and diet and highlighted the importance of personal hygiene. The NHS Live Well program identi es 9 areas to manage your health. These learnings should be used by organisations to review the e ectiveness of their current wellbeing programmes to make sure they are individually-tailored while reducing the risk of absence.
Environment Volumes of road tra c are noticeably starting to build, and we look like we are returning to the bad habit of using our cars for all journeys. We must use the learnings from the lockdown period to help our planet and local environment. The challenge to businesses are: Do we need to return to the o ce? Do we need to meet in person? And, do we need to drive to our next meeting? The alternatives o er a healthier lifestyle, but we need to educate and give ourselves and our teams permission to pursue a new way of working. In the wise words spoken by Michael Dell: “Recognise that there will be failures, and acknowledge that there will be obstacles. But you will learn from your mistakes and the mistakes of others, for there is very little learning in success”.
Businesses can use the learnings from the current challenges to prepare for the future and by doing this we can be hopeful of a happy and healthy future, which is good for our families and the environment. If COVID-19 has taught us anything, then it must be to look after the environment. In the past 250 years, there have been 10 pandemics, with 4 occurring in the past 20 years (SARS in 2002/3, Swine Flu in 2009, MERS in 2012 and COVID-19 in 2019/20).
The question we have to ask ourselves is why? There are a number of contributory factors:
https://www.cardinus.com/insights/covid-19-hs-response/business-recovery-and-resilience-after-lockdown/
3/5
1/2/2021
Business Recovery and Resilience after Lockdown | COVID H&S Advice
The use of antibiotics, not only in medical use but also agricultural use. Antibiotics are used to treat bacterial infections, but bacteria (and other ‘germs’) are very clever and are able to adapt to their environment. The best example is Methicillin-resistant Staphylococcus aureus (MRSA), where the bacteria Staphylococcus aureus has become resistant to antibiotics Global travel, this is one of the reasons why COVID-19 has spread to 188 (out of 195 recognised) countries Changes in the ecosystem from human destruction of the rainforests, forcing animals to adapt and live closer to humans From a pandemic perspective, the most dangerous place to live is where humans and lots of animals (namely birds and pigs) live together in close con nes. Sadly, this is not unique to our times, since the agricultural revolution some 10,000 years ago, where humans started to settle down and become farmers, humans and animals have lived in close proximity, viral epidemics have been the bane of people’s lives and with global travel compound’s the problem. Speak with one of our consultants to discuss how we can support your business continuity planning by calling 020 7469 0200, or email info@cardinus.com.
https://www.cardinus.com/insights/covid-19-hs-response/business-recovery-and-resilience-after-lockdown/
4/5
1/2/2021
Considerations for Unoccupied Buildings
Â
TAGS: CORONAVIRUS, COVID-19, FACILITIES, FIRE SAFETY, SAFETY MANAGEMENT COVID-19 H&S RESPONSE HEALTH AND SAFETY
With the outbreak of COVID-19, and most o ce workers now working from home, there are lots of unoccupied buildings.Â
Claudia Calder
In this article, we highlight some safety and security issues that you might want to take into consideration.
Key Considerations for Unoccupied Buildings Unoccupied premises are vulnerable to re, theft and malicious damage and need to be managed accordingly Unoccupied sites are vulnerable to y-tipping Unoccupied buildings can present an opportunity to trespassers, including children who may see vacant sites as an exciting, but dangerous playground. This can also be applied to unauthorised occupation and squatters It is important to ensure that the buildings are secured against intrusion and it is recommended, a regular inspection regime is established to ensure that any damage to the building or accumulations of waste and rubbish are quickly addressed.
https://www.cardinus.com/insights/covid-19-hs-response/considerations-for-unoccupied-buildings/
1/5
1/2/2021
Considerations for Unoccupied Buildings
This should also be applied to malicious damage, such as gra ti and theft of copper and lead.
Insurance Issues related to Unoccupied Buildings Check your insurance policy as there may be a condition that relates to unoccupied buildings, this will be for vacant buildings rather than temporary unoccupied buildings, as these conditions were set in place prior to the COVID-19 outbreak, however, you will need to con rm with your insurance broker if there are any conditions relating to temporary unoccupied buildings. Any inspection provisions within your insurance may be waived during the period of Government restrictions, other than those deemed to be required for statutory purposes. If you repurpose your premises to undertake di erent activities, for example, additional medical support, please contact your insurance provider/broker to discuss this further.
Building Utilities and Equipment Ensure all equipment is safely turned o and, in a condition, where it can be left for an extended period without damage or degradation Remove from or drain processing equipment of ammable, combustible or hazardous liquids and materials. These should be appropriately disposed of or stored safely for re-use Isolate electrical circuits where you can (without a ecting security, CCTV or re systems) Turn o the mains water supply. Make sure this does not isolate any sprinkler or other re systems you have Don’t worry too much about draining heating or other stored water systems but if possible isolate storage/header tanks from any distribution pipework If it is safe to do so, isolated the incoming gas supply Make a list of services or other valves you have isolated (and where they are) to ensure you reinstate them all https://www.cardinus.com/insights/covid-19-hs-response/considerations-for-unoccupied-buildings/
2/5
1/2/2021
Considerations for Unoccupied Buildings
Fire Systems and Doors Ensure that any re and/or sprinkler systems are fully operational Carry out a check to ensure that internal re doors are closed Check the re alarm panel is fault free and all re detection systems are fully operational
Waste Remove all external waste, pallets and empty skips ahead of closing Empty all waste bins and relocated to a secure area, ideally at least 10 metres from the building If this is not possible, and bins and skips are within 10 metres, these should have lockable lids
Physical Security Carry out a check to ensure physical security measures are in place, e.g. fences are in good repair, windows are locked and boarded if appropriate, shutters are in place where appropriate, gates and doors are locked, and letterboxes secured closed Shopfronts with no internal or external roller shutters to have shop front displays cleared of stock Make sure your intruder alarm is set and that the remote signalling is in place Ensure su cient numbers of keyholders are available to respond to an alarm activation within 20 minutes, and any other building management system alarm that may be triggered
Other Considerations Awareness of vacant property management companies Removal of high value or critical equipment to a secure location Additional building security features (boarding windows, etc) Further isolation of building services and draining down of wet systems Clearly posted emergency contact details
Risk Assessment Due to the varying risks faced by di erent properties, it is recommended a risk assessment is completed to establish the level of protection required Location – is the building located in a high-risk area? Loss history – have there been previous incidents of malicious damage and re? How vulnerable and attractive is the building to squatters or thieves? How easy is it to break-in? Type of building – is it a school or heritage building? https://www.cardinus.com/insights/covid-19-hs-response/considerations-for-unoccupied-buildings/
3/5
1/2/2021
Considerations for Unoccupied Buildings
It is recommended, a documented shut-down procedure is in place, that includes the removal of all combustible contents and waste, draining and turning o services, ensuring the property is adequately secured and that a suitable inspection regime is in place. Where the property is perceived to be a higher risk, then enhanced security measures will be required. For more information about advice and guidance for unoccupied buildings, contact us on info@cardinus.com or call 020 7469 0200. Like this? Sign up to our newsletter for more. Email address SIGN SIGN UP UP
https://www.cardinus.com/insights/covid-19-hs-response/considerations-for-unoccupied-buildings/
4/5
1/2/2021
Coronavirus (COVID-19) Return to Work Comms Plan - Cardinus
Â
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/
1/9
1/2/2021
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/
2/9
1/2/2021
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/
3/9
1/2/2021
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/
4/9
1/2/2021
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/
5/9
1/2/2021
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/
6/9
1/2/2021
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/
7/9
1/2/2021
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/
8/9
1/2/2021
Coronavirus: Working from Home Risks to Consider -
Â
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/
1/5
1/2/2021
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/
2/5
1/2/2021
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/
3/5
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/
4/5
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.
View profile
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/
1/6
1/2/2021
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/
2/6
1/2/2021
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/
3/6
1/2/2021
Download a 5 Step Induction Process - Cardinus
Â
TAGS: CORONAVIRUS, COVID-19, PREVENT, RETURN TO WORK, SAFETY MANAGEMENT COVID-19 H&S RESPONSE
Claudia Calder provides a document to support employers in implementing return to work guidance, with emphasis on physical distancing, inductions and cleaning. In this document, I provide a short 5-step induction process for returning to work. Covered in the document is the 5 steps you need to take to ensure that return to work is e ective and the risk of infection is reduced.
Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk‌ Cardinus Risk Management Ltd View profile
This can be used as part of the Prevent approach to the Prepare, Inform, Prevent, Recover strategy for returning to work. The strategy works to simplify the return to work process and provides 4 distinct areas of focus. Each is broken down into the actions you need to take to ensure that your strategy is robust, that behavioural outcomes are met, and that your business is on the path to recovery. You can learn about it by clicking here.
https://www.cardinus.com/insights/covid-19-hs-response/download-5-step-induction-process/
1/4
1/2/2021
Download a 5 Step Induction Process - Cardinus
Similarly, the 5-step induction is a quick reminder of the basis of that approach, but focuses only on those practical elements in inducting people back into the workplace. It does not, for example, address the communications requirement, or the wider business risk, that the full PIPR strategy provides.
What's Included in the 5 Step Induction Process Download: These are the 5 steps covered in this short download. Expanded information can be found in the download.
1. Carry Out A COVID-19 Risk Assessment Prior to bringing sta back you'll need to consult workers and unions, create and carry out risk assessments and ensure that those results are shared with colleagues.
2. Develop Cleaning, Handwashing and Hygiene Procedures Look at your cleaning practices and develop handwashing and hygiene procedures to reduce the risk of infection.
3. Help People to Work from Home Where sta can, they should stay at home. This will require internal discussion and collaboration across teams.
4. Maintain 2m Physical Distancing Where Possible The safest distance is still 2m, where possible ensure that the 2m rule is in place. Local and regional guidance may vary.
5. Manage the Transmission Risk if 2m Physical Distancing is not Possible It is not always possible to stay 2m apart. So what can you do to manage the transmission risk? There are plenty of things to consider.
How to Use the 5 Step Induction Process The 5-step induction process for returning to work is a useful reminder of many of the mitigating activities and health and safety procedures you can implement and utilise. It attempts to help you understand the many risks of returning to work and set out procedures that can be used to mitigate those risks, such as keeping activity time short when people are working in close proximity, or staggering arrival times to ensure that there are fewer people in direct contact. https://www.cardinus.com/insights/covid-19-hs-response/download-5-step-induction-process/
2/4
1/2/2021
Download a 5 Step Induction Process - Cardinus
Of course, you'll have to look at this document in the context of your own workplace, but hopefully it'll allow you to see possibilities in workplace safety, allowing you to bene t from more people working collaboratively in the work environment again without putting them at increased risk. Download the 5 Step Induction Process document below. If you have any questions or would like further support in your workplace, you can get in touch here.
CLICK HERE TO DOWNLOAD THE 5 STEP INDUCTION PROCESS
https://www.cardinus.com/insights/covid-19-hs-response/download-5-step-induction-process/
3/4
1/2/2021
Download Our Respiratory Illness Symptoms Chart - Cardinus
Â
TAGS: CORONAVIRUS, COVID-19, PREVENT COVID-19 H&S RESPONSE
Understand the symptoms of di erent respiratory illnesses to help you and your colleagues know the signs of COVID-19. In this chart we've pooled the latest research to help you understand the symptoms of general respiratory illnesses, along with COVID-19.
Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk‌ Cardinus Risk Management Ltd View profile
It's important as we start returning to work that we each know the signs of COVID-19. This will help to ensure that should we develop such symptoms we stay at home and quarantine to avoid contact with people outside of our homes and to stop the spread of the illness. The document can be used as part of the Prevent approach to the return to work strategy Prepare, Inform, Prevent, Recover. Learn about the PIPR strategy here so that you can develop a robust return to work plan that protects your sta .
What's in the Respiratory Illness Chart? https://www.cardinus.com/insights/covid-19-hs-response/respiratory-illness-symptoms-chart/
1/4
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/
2/4
1/2/2021
Download Our Respiratory Illness Symptoms Chart - Cardinus
If you require further support in implementing a health and safety programme for returning to work then you can get in touch with us here. We've supported many companies in developing and implementing plans, helping them and their employees to return to work safely while minimising the chance of infection.
CLICK HERE TO DOWNLOAD THE RESPIRATORY SYMPTOMS CHART
https://www.cardinus.com/insights/covid-19-hs-response/respiratory-illness-symptoms-chart/
3/4
DSE Assessor E-Learning – in Partnership with Health & Safety Laboratory
START YOUR FREE TRIAL
Our DSE Assessor e-learning program is designed to help organisations who need to train DSE assessors to deliver basic rst-line interventions.
Interactive E-Learning to Train Assessors The course is truly interactive and encourages delegates to think laterally to resolve employees’ ergonomics di#culties. Ideal for organisations who have remote o#ces. Why choose this e-learning course: Deliver assessor training anywhere Support remote o#ce locations Build internal ergonomics knowledge Roll-out globally
START YOUR FREE TRIAL
Automate roll-out to improve e#ciency Send reminder emails for added engagement Multiple languages for global sta( Supported by a powerful management system
Understand impact of ergonomics on the workplace Understand implementation of the DSE regulations (1992) Evaluate hazards and risks related to workstation use Examine a process for performing DSE assessments Carry out a DSE assessment Create a personal action plan for carrying out DSE assessments
With expert input from Health & Safety Executive’s Health and Safety Laboratory
L EA RN MORE ABOUT HEALTHY WORKING
Complete the form below for more information and to start your free trial.
First Name
Last Name
Phone
Organisation
From time to time Cardinus Risk Management would like to send you relevant industry news and guidance, whitepapers and other resources by email. Check the box to opt-in to our email marketing list. You will be able to optout at any time. For information on how Cardinus Risk Management store and collect your data, see our privacy policy.
I'm not a robot reCAPTCHA Privacy - Terms
CLICK HERE TO SEND
1/2/2021
DSE Regulations and Temporary Homeworker Assessments - Cardinus
TAGS: CORONAVIRUS, COVID-19, DSE REGULATIONS, WORKING FROM HOME COVID-19 H&S RESPONSE ERGONOMICS
The UK Government has extended the current lockdown phase, which will lead to prolonged periods of social distancing and ‘temporary’ homeworking. With that in mind, do we need to look again at assessments for homeworking?
Jon Abbott Director at Cardinus Risk Management - risk management,… Cardinus Risk Management Ltd
When the COVID-19 crisis hit and the UK, along with View profile many other countries, went into lockdown, millions of workers were rapidly sent to work from home. In normal times home workers, or remote workers, would be contracted to work from home, and would, therefore, be set up with a desk and other equipment to simulate an o ce environment. They would then follow the advice and guidance set out by the Health and Safety Executive, other regulators, and ergonomics professionals on maintaining neutral posture and minimising health risks.
https://www.cardinus.com/dse-regulations-and-temporary-homeworker-assessments/
1/6
1/2/2021
DSE Regulations and Temporary Homeworker Assessments - Cardinus
In the current environment, temporary home workers do not have this luxury. Due to the rapidity of the change, temporary home workers will likely be working from couches, dining room tables, beds, kitchen stools and other workspaces, and using devices intended only for short term use.
Pragmatic Advice for Temporary Homeworkers We have, since the start of this, advocated a pragmatic approach to dealing with this risk. We have advised that organisations should promote sound homeworker advice around movement, breathing and hydration and give practical information on, for example, working from a couch. Early on, the HSE took the step to clarify the situation by advising that “there is no increased risk from DSE work for those working at home temporarily. So in that situation, employers do not need to do home workstation assessments.” In a tweet from March 20th, they state that you do not need to do DSE workstation assessments for temporary homeworkers. Health and Safety Executive @H_S_E
Employers, if you have people working from home temporarily because of #Coronavirus you do not need to do display screen equipment (DSE) workstation assessments. We have useful advice you can give workers to minimise the risks to their health: bit.ly/2x8Mpk4
9:30 AM · Mar 20, 2020 52
See the latest COVID-19 information on Twitter
https://www.cardinus.com/dse-regulations-and-temporary-homeworker-assessments/
2/6
1/2/2021
DSE Regulations and Temporary Homeworker Assessments - Cardinus
But What Does Temporary Homeworker Mean? When considering the issue of what is a temporary homeworker we have to be careful. Initially, it appeared that lockdown was a xed period, and the term ‘temporary’ was applied to that period. However, lockdown is likely to extend further. Last night the Government announced a three-week extension to the lockdown. Furthermore, we might expect that a full ‘exit’ from lockdown, including vulnerable people, to only be introduced when we either have a vaccine or have reached herd immunity. Until that point, which may be some time away, the threat from resurgence is very high and potentially devasting. What that means is open for interpretation. Nadine Dorries, the Health Minister, echoes Professor Neil Ferguson’s view that some form of social distancing will remain in place until a vaccine is found, which could be up to 18 months away. She said, “There is only one way we can ‘exit’ full lockdown and that is when we have a vaccine. “Until then, we need to nd ways we can adapt society and strike a balance between the health of the nation and our economy.
Legal Advice on What Temporary Means In an article written by Fiona Cameron and Kevin Bridges of Pinsent Masons, published 9th April, they argue that there is a question over whether temporary home working will be classed as ‘temporary’ considering the changing debate over the extension of lockdown and the how long the crisis will last. To quote: “It is as yet unclear how long the period of ‘lockdown’ will last in the UK, and whether remote working will be classed as ‘temporary’ will be an open question as more time passes. Rather than risk debates on such semantics employers would be well advised now to take steps to comply with the DSE Regulations, particularly as even short-term incorrect usage of DSE can have the potential to create longer-term health problems.” They encourage employers to take seriously their requirements under the Health and Safety (Display Screen Equipment) Regulations 1992, which requires employers to: Undertake DSE workstation assessments for users Reduce risks Provide eyesight tests if a worker asks for one Provide training and information for workers https://www.cardinus.com/dse-regulations-and-temporary-homeworker-assessments/
3/6
1/2/2021
DSE Regulations and Temporary Homeworker Assessments - Cardinus
In this context, and with the very real health impacts of even short term incorrect DSE usage, employers should beware. Employers should take time to evaluate their risk assessments, as “general duties to take reasonable care for health, safety and wellbeing… are not relaxed during the current crisis”. Those who do not may be in breach of their obligations.
Training and Assessment for Temporary Homeworkers Initially, Cardinus advised clients to focus on pragmatic training that addressed the way people are ‘really’ home working. That means, providing advice on working from couches, dining room tables and kitchen stools. After all, there is no point in providing advice on 5-caster base chairs when you haven’t got one. On risk assessments, we said that standard DSE assessments will only uncover a lot of risks that you won’t be able to deal with. In line with Pinsent Mason, we are now at a point where assessments should be considered. Assessments should also be pragmatic and address the real issues at hand. The key impact of this advice is that training and assessment will be vital to your strategy. You should seek to o er pragmatic advice for your employee’s current environment and ensure a simple, practical risk assessment is in place. This will help you to keep your employees from harm. You can create your own simple risk assessment to address home working, based o of, for example, the Health and Safety Executive DSE workstation checklist. We have also created our own practical risk assessment that works with our temporary home working e-learning solution and covers ergonomics, comfort, psychosocial risk, rst aid, re, and other issues that our customers are facing.
https://www.cardinus.com/dse-regulations-and-temporary-homeworker-assessments/
4/6
1/2/2021
DSE Regulations and Temporary Homeworker Assessments - Cardinus
For more information on risk assessments for temporary home workers, email info@cardinus.com or call 020 7469 0200. Like this? Sign up to our newsletter for more. Email address SIGN SIGN UP UP
https://www.cardinus.com/dse-regulations-and-temporary-homeworker-assessments/
5/6
1/2/2021
Employers: You're Obligated to Support Homeworkers' Ergonomics Needs
Â
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/
1/6
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/
2/6
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/
3/6
1/2/2021
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/
4/6
1/2/2021
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/
5/6
1/2/2021
Family and Work Conflict when Working at Home
TAGS: CORONAVIRUS, COVID-19, MENTAL HEALTH, STRESS, WELLBEING COVID-19 H&S RESPONSE
Five weeks into lockdown, we have seen many changes that could impact on family life. Family tension has risen, but how does that impact your sta , and what should organisations do to help sta ?
Andy Neal Director Global Security Solutions at Cardinus Risk… Cardinus Risk Management Ltd
Tension in households at present can only be View profile described as strained. People are worried about livelihoods and bills, they are feeling the anxiety of this national crisis, and are exhausted from the stresses and pressure of everything else going on. They are in many cases reaching a breaking point. In normal times managing work and family can be di cult, even for a seasoned homeworker. For those thrown into the deep end, and with schools shut, it’s a much more complex puzzle. Tension can rise quickly amid self-isolation and the circling worries of everyday life stresses can really help this to accelerate.
https://www.cardinus.com/insights/covid-19-hs-response/family-and-work-conflict-when-working-at-home/
1/7
1/2/2021
Family and Work Conflict when Working at Home
The Home Environment With most people on lockdown in homes or apartments, all of a sudden space becomes di cult. Finding and keeping routine in enforced change is di cult. Add to that, children now home from school and the frustration and time required to keep a calm working and living environment. Alas, parenting skills in con ict management are not always readily available in the cramped conditions of a family home. Consider also the fact that you’re now unable to use open spaces as you used to, many households will nd themselves struggling to defuse some of the tensions that will naturally build up in the current climate.
A Little Space to Call My Own If you need space to work in it is important that you convey what you need and how you need it to the other people living in your home. To keep businesses operating, many are now taking video and conference calls. It is important that people know when your meetings are so that you can avoid the frustrations of being interrupted mid-call. It also helps to plan yours and your family’s days. If you know you nish at call at 12, why not take lunch and have a walk with your family during that time. You should be mindful of your internet bandwidth. Video calls can take up signi cant bandwidth, and if everyone is streaming, this could be stressful. It can also be frustrating during other times as well. Uploading large les, or accessing information from a virtual network can place additional stress on bandwidth. Again, speak to your family or occupants so you can free up space during peak business times.
Get Good at Listening A good technique to iron out family tension is to sit down with everybody and for each person to write down there worries and concerns. As a family, you can work through these problems. Remember, that each individual person is di erent and what may be a concern to them may not be a concern for you, so it’s important that you are sensitive to everybody’s needs. Encourage your family to talk, try not to interrupt them and nod in support. If you feel that the subject is too di cult to approach at the time, remember the problem and approach it at a time when the person is least expecting it. Manage it in your time not their time. https://www.cardinus.com/insights/covid-19-hs-response/family-and-work-conflict-when-working-at-home/
2/7
1/2/2021
Family and Work Conflict when Working at Home
Try and Set Some Ground Rules This may sound silly but setting ground rules is important. List the rules and place them somewhere where people can refer to them. The types of rules you might consider are: Keeping rooms tidy Cleaning up after yourself Being sensitive to other’s needs Scheduling and sticking to bathroom times Now, this all sounds very much like common sense but in reality, when people are together for longer periods of time, little things become big things.
Factors to Consider for a Work-Life Balance when WFH In normal times, work-family con ict is viewed as a stressor for individuals. De ned as an “irreconcilable pressure from the work and family spheres”, this can work both ways, either as work-to-family or family-to-work con ict. These basically assume three forms, time-pressures, strain-pressures and behaviour-based pressures. These boil down to how much are employees being asked to take on psychologically and emotionally, how much time can be given to either family life or work life, and how much satisfaction is derived from both. Research indicates that the relationship of work to family con ict, and family to work con ict is associated with “depression, poor physical health and heavy alcohol use.” Interestingly, there is no gender divide on the impact of these stresses. There are further health and wellbeing impacts observed from work to family and family to work con ict, including: Poorer mental and physical health Less life satisfaction Higher levels of stress Less physical exercise Higher likelihood to engage in problem drinking Increased anxiety and depression levels Poor appetite Fatigue My colleague Peter Kinselley has already explored some of these issues in an article on lockdown fatigue, and sleep, exercise, nutrition and wellbeing were explored heavily in our Remote Worker Q&A at the start of this crisis. https://www.cardinus.com/insights/covid-19-hs-response/family-and-work-conflict-when-working-at-home/
3/7
1/2/2021
Family and Work Conflict when Working at Home
However, in this crisis, some of these pressures over ow and working from home exasperates these. In some businesses, the crisis has manifested itself as something slower. When business is slow there are feelings of lack of focus, worth and value attributed to oneself and what you do with your time. There has also been creeping worry about job security, and therefore worry about bills and the future. For those with more to do, managing workload against family life can be incredibly complicated, leading to stress and worry. It becomes a constant balancing act to weigh up the strains of work with dedicating enough time to family and the ones you love. But are we as managers and employers able to step up to help support employees, or are we overwhelmed too, with our focus split into many evolving narratives?
Are Managers Ready to Support Mental Health Issues? It appears not. A CIPD/Simplyhealth survey from 31st March 2020 reported that only 31% of managers felt su ciently con dent to initiate discussions around mental health. This is no surprise as the 31% gure has been roughly the same for the last four years. It’s a di cult subject to broach and is still a relatively taboo subject in the UK, despite e orts of celebrities and public information campaigns to address it. More managers should be better trained to initiate discussion and to speak to colleagues about mental health issues. Employers should look at how they address these complex issues. In the future, enabling managers to initiate discussion and articulate mental health concerns will be a valuable resource for supporting business and employee growth.
What Can Management Do to Support Employees with Family Tension?
https://www.cardinus.com/insights/covid-19-hs-response/family-and-work-conflict-when-working-at-home/
4/7
1/2/2021
Family and Work Conflict when Working at Home
It should be remembered that Duty of Care remains for employee health and safety no matter where the sta are based. From this perspective, it is important that employers are checking in regularly with colleagues and picking up cues that they might be facing di culty. Personal interaction through video conferencing technology can be really worthwhile here to ensure that there is a friendly face at the end of the line who is there to help. For organisations, there are a number of things that they can do to support employees. Management ideally should be trained and equipped to have supportive discussions with employees. They also need to be reminded of the importance of regular intra-team communication. Communication on practical things that sta can do, such as healthy routines for diet, sleep and exercise is important, so too the promotion of any existing or new programmes that address mental health, wellbeing or physical health.
What you should be doing: Training and equipping managers with the skills to talk about mental health and wellbeing issues Encouraging e ective communication from managers to their teams Providing advice and guidance to sta on mental and physical health and wellbeing Promote any existing or new programmes, as well as bene ts, such as employee assistance programmes or helplines We have produced a range of free email templates you can use to communicate best practice advice on areas of employee health and wellbeing, including sleep, diet, exercise and wellbeing. Download them here.
Organisation Tools to Support Colleagues Many organisations will already have some tools to support colleagues through di cult times such as these. It may be more important now than ever to ensure that these are communicated e ectively at this time. Lockdown fatigue is well underway and many people, though they have reached a period of normalisation around the current way of working, will be feeling isolated, lonely, stressed and anxious as the crisis rolls on. Consider providing or communicating the following: Employee Assistance Programmes Counselling Coaching and mentoring Remote access to GPs Education via e-learning https://www.cardinus.com/insights/covid-19-hs-response/family-and-work-conflict-when-working-at-home/
5/7
1/2/2021
Family and Work Conflict when Working at Home
This advice is relevant now, but it’s also relevant for the future. Being a supportive and proactive employer means greater sta retention and will be much better positioned for the future. Like this? Sign up to our newsletter for more. Email address SIGN SIGN UP UP
Â
https://www.cardinus.com/insights/covid-19-hs-response/family-and-work-conflict-when-working-at-home/
6/7
1/2/2021
Guidance for the Manufacturing Sector Workforce in Preventing COVID-19
TAGS: CORONAVIRUS, COVID-19, PREVENT, RETURN TO WORK COVID-19 H&S RESPONSE
Claudia Calder provides tips for the manufacturing sector on how to
Claudia Calder
limit exposure to COVID-19. If you are in the manufacturing sector, the following tips can help reduce the risk of exposure to COVID-19 and reduce the spread in your workforce. These tips cover PPE, what to do if workers are sick or registering COVID-19 symptoms, encouraging respiratory etiquette and more. All ensuring that you prevent the spread of infection in your workplace. The following information covers the ‘Prevent’ section of the PIPR (Prepare, Inform, Prevent, Recover) approach to health and safety management in the post-COVID-19 environment.
Guidance for the Manufacturing Sector on the Prevention of COVID-19 Encourage workers to stay at home if they are sick Provide information on the symptoms and what to do if workers (or a member of their household) think they may have COVID-19 Establish exible working hours or staggered shift patterns, if possible https://www.cardinus.com/insight/covid-19-hs-response/guidance-for-the-manufacturing-sector-workforce/
1/4
1/2/2021
Guidance for the Manufacturing Sector Workforce in Preventing COVID-19
Practice physical distancing and maintain 2 metres between co-workers, wherever possible Where physical distancing is a challenge, consider the following: Limiting the duration of these activities and/or developing innovative approaches, such as temporarily repositioning workstations to create more distance Have a pairing/buddy system, where the same workers work together Monitor government communications about COVID-19 recommendations for the workplace Ensure workers receive these communications (or amended versions) and that they understand the information If using PPE/RPE, train workers so they know how to use them properly How use the PPE/RPE correctly Maintenance Disposal Taking PPE/RPE on/o
Encourage respiratory etiquette, 'catching' coughs and sneezes Encourage good hygiene practices If workers do not have access to soap and water for handwashing, provide alcohol-based hand rubs containing at least 60% alcohol Provide disinfectants and disposable towels workers can use to clean work surfaces Provide information on how to dispose of these items Discourage workers from using other people's equipment and tools If sharing is required, ensure a cleaning protocol is in place Use government recommended cleaning products (or products which state they are e ective against COVID-19) Provide information on how workers can report any health and safety concerns The above should bring some clear guidance to preventing the spread of infection, but there’s lots more to consider. For help managing your post-COVID-19 process, take a look at our post-COVID-19 checklist, which considers the below areas: Organisation Overall https://www.cardinus.com/insight/covid-19-hs-response/guidance-for-the-manufacturing-sector-workforce/
2/4
1/2/2021
Guidance for the Manufacturing Sector Workforce in Preventing COVID-19
Safety/Security systems Facilities Planning
CLICK HERE TO DOWNLOAD A RETURN TO WORK CHECKLIST
https://www.cardinus.com/insight/covid-19-hs-response/guidance-for-the-manufacturing-sector-workforce/
3/4
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
TAGS: PERSONAL SAFETY, SECURITY MANAGEMENT, TRAVEL SAFETY SECURITY RISK
This is the rst part of our series on Personal Safety written by Andy Neal. Sign up below to receive the whole lot in your inbox. In this rst article we look at dynamic risk assessments and ask what they are, why they’re useful, and importantly, how to conduct them.
Andy Neal Director Global Security Solutions at Cardinus Risk… Cardinus Risk Management Ltd View profile
What is a Dynamic Risk Assessment? A dynamic risk assessment is a practice of observation and analysis in any changing environment in real-time, with the objective of identifying and reducing risk. For the individual it provides a framework for addressing hazards in the environment and allows them to make quick, reactive decisions to protect themselves from harm.
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
1/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
A dynamic risk assessment involves a number of practices and techniques that provide a framework for personal safety. In this article we will be looking at Person, Object, Place, or POP. This is a useful framework for dynamic risk assessments.
Why are Dynamic Risk Assessments Useful? Dynamic risk assessments are useful in a number of environments, but are particularly useful to lone workers, when traveling on business, or working in unfamiliar environments. Beyond that though, they are useful to anyone, working or not, in a multitude of possible contexts. Consider those working in the community. At any time, a member of the general public can pose a speci c safety risk to an individual, and in unfamiliar environments this risk can be compounded. Teaching sta how to assess risk is the rst step in providing a framework of personal safety to ensure that they can protect themselves when working.
How to Conduct a Dynamic Risk Assessment Here is our guide on how to conduct a dynamic risk assessment using the Person, Object, Place assessment.
Person People pose the greatest risk to or personal safety. A person’s appearance can give you information about their lifestyle and what sort of person they are. There are a number of factors we can take into account when making an initial assessment including the clothes they are wearing, their culture and their age.
Appearance How are they dressed? Is their clothing appropriate for the environment they’re in? Is their clothing clean and tidy? Are they wearing jewelry, glasses, watches, make-up? As well as giving you information about the person’s lifestyle, making a mental note of these things can help to provide an accurate description for reporting purposes should an incident occur.
Do they take pride in their appearance?
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
2/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
For example, consider their haircut. This will give you an indication about lifestyle, for example, whether they have access to basic amenities such as running water, or whether they’re in employment. Personal appearance is often the rst thing to go into decline if they are addicted to drugs or alcohol.
Age and Build Do you think the risk is higher when dealing with a young person or an older person? A person’s age can in uence how they interact with you. How does someone’s build and size a ect the way you assess risk? Humans have one of the slowest growing brains. It takes around 23 years before it is fully developed and can cope with processing information using both instinctive and learned methods.
Culture A person’s cultural views, upbringing, religious views and ideology in uence how they act and how they view the world, including you. How you interact with di erent cultures is vital to your safety. Understanding a little about another culture can help you avoid escalating a situation. However, do not mistake instinctive reactions for cultural nuances. There are vast di erences in cultures from around the world. Whatever creed or color, shape or gender human beings are, we show information from the same area of our brain when we form intentions that are hostile or harmful.
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
3/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
If you know you are going to be visiting a di erent country, or visiting people from a di erent culture, research websites for cultural tips regarding meeting and greeting, social interactions and religious beliefs. A little research could make all the di erence in helping you to avoid a situation where you might cause upset or distress.
Body Language A person’s body language is a very good indication of their demeanor and therefore how you should approach them. When you are dealing with people who are becoming agitated/uncomfortable or are feeling threatened, they will display signs of escalation. This can happen very quickly.
Reddening of the face – When a person is becoming angry you will notice some reddening in the face and the head will become upright. If you see this with any other signs of escalation, prepare to leave the location. Raised voice – If the person is starting to raise their voice and speak over you, this is a sure sign that the situation is beginning to heat up. https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
4/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
Arms folding with closed sts – When a person folds their arms but their sts are closed or clenched, be cautious. This is another sign of escalation. Hands becoming animated – Look at the hands. In aggression the hands become very animated. Look for the wrists locking or nger pointing. These are all signs that the situation is escalating. Hands moving to the back of the neck – This is a clear sign the person is becoming agitated or upset. Contraction of the arrector pili muscles in the back of the neck cause hair to stand on end, also known as ‘goose bumps’. Fixed stare – The head will be upright, and the stare becomes xed in a person who is becoming aggressive.
Unnatural staring How fast can humans detect someone unnaturally staring at them? Yes that’s right, 1:50,000 of a second. Natural vision comprises quick glances and very little head movement. When someone is staring at you unnaturally, e.g. selecting you as a potential target, ‘tunnel vision’ causes head movement to be pronounced.
Don’t look down!
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
5/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
Looking down when someone is staring at you is a submissive gesture. You should raise your eye contact above theirs. This displays a con dence that could mean all the di erence if you are being selected as a potential victim!
Object Any object can be used as a weapon against you. It is important that you assess the environment for objects that could be easily reached to do you harm.
The person Does the person approaching you have anything in their hands? Perhaps their hands are in their pockets as they approach you? What are they carrying? Is there anything within easy reach they could use against you if they become aggressive?
The Location Is the area untidy and cluttered or neat and organized? Are there any trip hazards? Is there anything lying around that could be used to harm you such as tools, bits of wood or metal pipes? Does the location display reputable safety signs? If not, why not? organized companies will have these types of signs.
Place Being aware of your location can mean all the di erence to your personal safety. Take a moment to assess your environment and if it doesn’t feel right then leave and nd an alternative route, even if it means it will take you longer to reach your destination. Always trust your instincts!
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
6/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
Higher Risk Locations Poor Lighting Con ned spaces such as stairwells and alleys or areas at height Few exits Concealed entrances or areas where observations of the area is restricted by parked vehicles or refuse bins Isolated areas where there are few people Lack of CCTV
Lower Risk Locations Good lighting increasing your visibility of the location Plenty of accessible exits from the location Open spaces Densely populated areas (although you should be vigilant against pickpockets)  Sign up here to receive the rest of the series in your inbox. We’ll also be providing it in a PDF so that you can distribute to your team. Enter your email Email address
SIGN UP
Check our privacy policy for information on how we store your data.
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
7/9
1/2/2021
How To Conduct A Dynamic Risk Assessment | Cardinus
If you have business travellers going into high risk areas, whether overseas or domestically, our travel safety handbook Passport to Protection will give them the information they need to keep them safe. For more information click here.
https://www.cardinus.com/insights/security-risk/dynamic-risk-assessment/
8/9
1/2/2021
Is COVID Causing Stress for You and Your Staff? Top Tips to Help!
TAGS: CORONAVIRUS, COVID-19, E-LEARNING, MENTAL HEALTH, STRESS COVID-19 H&S RESPONSE
Claudia Calder provides tips on reducing stress in the workplace during the COVID-19 pandemic. The HSE de nes stress as “the adverse reaction a person has to excessive pressure or other types of demand placed upon them”.
Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk… Cardinus Risk Management Ltd
But there is a di erence between pressure and View profile stress. Pressure is something we experience on a daily basis, enabling us as a motivator to perform at our best. When we experience too much pressure, this turns into stress. Generally, a stressful experience is where an individual cannot cope successfully, or perceives that they cannot cope successfully, resulting in unwanted physical, mental or emotional responses. In some people, it is a slow build up, which eventually comes to a head and causing a physiological imbalance, which can a ect performance.
https://www.cardinus.com/insights/covid-19-hs-response/covid-tips-on-how-to-handle-it-stress/
1/5
1/2/2021
Is COVID Causing Stress for You and Your Staff? Top Tips to Help!
The COVID-19 pandemic has resulted in 9.3 million people being furloughed and these are unprecedented times and has touched all of us. Many of us don’t know what our future looks like, and this lack of control is causing stress. For others, who are now working at home, juggling work and family life, may feel isolated from others in their ‘normal’ working environment, causing stress. This form of stress is a result of a lack of support or di culty in maintaining relationships. Some people, such as healthcare workers, have had their workloads (demands) increased may feel additional pressure which also can turn into stress. Stress, like most physiological responses, manifests in di erent people in di erent ways, causing some people to withdraw or turn to alcohol (or other substances, including food) to cope with their situation. Unfortunately, one x does not work for all, as stress is often the result of a combination of factors in both personal and working lives.
Controlling work-related stressors The HSE have developed a set of standards of management practice for controlling work-related stressors and are aimed at those stressors that a ect the majority of workers in an organisation and cover six main factors which can lead to work-related stress: 1. The demands of your job 2. The control over your work 3. The support you receive from managers and colleagues 4. Your relationships at work 5. Your role in the organisation 6. Change and how its managed Understanding the details of what these risk factors are in your workplace, identifying which areas may be presenting problems, and then work with employees (and their representatives) to take action to reduce these problems.
What can you do to reduce stress at work An area that needs to be added to the list is stress (risk) factors associated with COVID-19, so as an employer what can you do to reduce stress from COVID-19: Regularly ask your workers how they are doing and if anything is stressing them Where workers are distressed about the challenging conditions caused by the pandemic, acknowledge their feelings about the situation and reassure workers they are doing what they can in the circumstances
https://www.cardinus.com/insights/covid-19-hs-response/covid-tips-on-how-to-handle-it-stress/
2/5
1/2/2021
Is COVID Causing Stress for You and Your Staff? Top Tips to Help!
Stay informed with information from o cial sources and regularly communicate or share this information with workers Consult your workers and representatives on any risks to their psychological health and physical health and safety Support innovations to address the psychosocial risks where you reasonably can Provide workers with a point of contact to discuss their concerns Make workplace information available in a central place Inform workers about their entitlements if they become un t for work or have caring responsibilities Proactively support workers who you identify to be more at risk of workplace psychological injury (e.g. frontline workers or those working from home) Refer workers to appropriate work-related mental health and wellbeing support services, such as employee assistance programs
Non-work-related causes of stress There are things that may stress your workers during the COVID-19 pandemic that may not be work related. Even though you may not have legal obligations in relation to that stress, you should take this into account, and if you are able to, o er workers increased support and exibility to get through this di cult time. These stressors could include some or all of the following: Financial stress, e.g., from reduced hours, loss of employment (such as their own secondary employment or their partners) Balancing work and caring responsibilities, e.g., from trying to work while also meeting the needs of children and others unable to attend their usual activities or care arrangements Concern for vulnerable family members/friends, e.g., from concerns they might get the virus or increased emotional stress at not being able to visit and assist elderly relatives Change to activities that support good mental health, e.g., reduced exercise because of closure of gyms, reduced holidays because of travel limitations and reduced social interactions
https://www.cardinus.com/insights/covid-19-hs-response/covid-tips-on-how-to-handle-it-stress/
3/5
1/2/2021
Is COVID Causing Stress for You and Your Staff? Top Tips to Help!
Cardinus has developed a new mental health awareness course that brings in the latest thinking around mental health, wellbeing and wellness in the innovative Healthy Working platform. Try a demo of this course today and see how it can help your team. Click the link to learn more and book your demo.
https://www.cardinus.com/insights/covid-19-hs-response/covid-tips-on-how-to-handle-it-stress/
4/5
1/2/2021
Navigating the Process of Choosing the Right Ergonomics Solution for You
TAGS: LABORATORY ERGONOMICS, OFFICE ERGONOMICS, RISK MANAGEMENT ERGONOMICS
Jon Abbott, Director at Cardinus Risk Management has produced a guide to help you navigate the process of choosing the right ergonomics software for your o ce and home workers.
Jon Abbott Director at Cardinus Risk Management - risk management,… Cardinus Risk Management Ltd
Cardinus is highly quali ed to explain the options View profile you have. Over the past 25 years we’ve built an enviable reputation delivering solutions that provide exceptional results. Today, our principle ergonomics platform, Healthy Working, is used by over 1,500 national and global organisations to manage their risk. At Cardinus we have extensive knowledge of various components needed to create and launch an e ective ergonomics programme. We understand the pitfalls, the opportunities and the support needed to truly succeed. This guide will take you through those considerations, helping you to plan your approach, engage the right employees and help you understand some of the technical jargon you are likely to come across. Here are the key areas you’ll need to consider: https://www.cardinus.com/insight/ergonomics/navigating-the-process-of-finding-the-right-ergonomics-solution/
1/4
1/2/2021
Navigating the Process of Choosing the Right Ergonomics Solution for You
Why should you invest in an online solution? A proactive or reactive programme? Processes Languages and accessibility Customisation and con guration Learning Management Systems Data imports Infosec reviews
In countries where ergonomics regulation or standards apply there is often an obligation on the employer to proactively rollout an ergonomics programme. It is not the responsibility of an employee to request assistance. If you fail to actively educate your employees on good ergonomics practice and/ or to assess their levels of risk, there may be evidence of failure. This will likely work against you in the event of an injury. Even if you do have a proactive program, it is essential your records are up-to-date and available. With that mind you will need to an action plan in order to choose an ergonomics programme that will bene t your organisation. In this plan you will need to take the below steps: Ask yourself what you want to achieve? Have a launch plan You must know what you want And speak with your learning development colleagues Click here to download the guide and let us help you choose the best ergonomics software for our business.
https://www.cardinus.com/insight/ergonomics/navigating-the-process-of-finding-the-right-ergonomics-solution/
2/4
1/2/2021
New and Updated Courses to Support Healthy Working - Cardinus
TAGS: E-LEARNING, ENVIRONMENT, LONE WORKING, RISK MANAGEMENT PRESS
We’ve launched 3 new courses on our Healthy Working platform to help you support your sta at work and at home. We’ve been working hard to deliver quality e-learning content to meet the risks your sta face at work every day. Our three new and updated courses help your sta to stay safe and learn about their roles and responsibilities in your workplace. The courses are Health & Safety Essentials, Environmental Essentials, and completely new Lone Worker course. If you’d like to demo any of the courses, email info@cardinus.com or call 020 7469 0200, or contact your account manager.
Lone Worker NEW | H&S | 20 minutes
https://www.cardinus.com/insights/press/new-and-updated-courses-to-support-healthy-working/
1/5
1/2/2021
New and Updated Courses to Support Healthy Working - Cardinus
Increasing numbers of people are nding themselves working on their own due to changes in the ways we work. Lone working can increase the potential harm to sta safety. This course helps users to think about the speci c risks ahead of time, so that measures can be put in place to control the dangers and ensure your safety. Modules include the risks of lone working, personal safety, risk prevention and de-escalation. Find out more here.
Environmental Essentials UPDATED | H&S | 20 minutes Environmental Essentials has been given a fresh look and feel with all new content to re ect the changing perception of environment issues in the world. The new improved course gives environmental matters the attention they deserve and brings course material right up to date. Course modules include responsibilities, waste and pollution, energy and sustainability. Find out more here.
https://www.cardinus.com/insights/press/new-and-updated-courses-to-support-healthy-working/
2/5
1/2/2021
New and Updated Courses to Support Healthy Working - Cardinus
Health & Safety Essentials UPDATED | H&S | 20 minutes Health & Safety Essentials updates and improves upon the previous course, providing exciting new content to help train employees about the health and safety concepts that matter to them. It is a brilliant interactive introduction or refresher to health and safety. Course modules include slips, trips and falls, hazardous substances, evacuation procedures, noise, electricity, work equipment, work vehicles, health and hygiene and ergonomics. Find out more here.
https://www.cardinus.com/insights/press/new-and-updated-courses-to-support-healthy-working/
3/5
1/2/2021
New and Updated Courses to Support Healthy Working - Cardinus
All three courses are built on our interactive Healthy Working platform and have been created and written by experts in each practice. Healthy Working sits on our powerful learning management system PACE so you can deliver, manage and record training easily and with minimal fuss. For more information about any of the courses, PACE, or the brilliant features that ensures Healthy Working is loved by our customers, contact info@cardinus.com or call 020 7469 0200.
https://www.cardinus.com/insights/press/new-and-updated-courses-to-support-healthy-working/
4/5
1/2/2021
Our Partnership with Welbot - Cardinus
TAGS: HEALTH, MENTAL HEALTH, PARTNERSHIP, WELLBEING PRESS
We’ve recently partnered with wellbeing tech company Welbot to provide customised wellbeing advice, support and engagement in the workplace.
Stephen Smith ACIM Marketing Manager at Cardinus Risk Management Ltd Cardinus Risk Management Ltd
The partnership with Welbot extends Cardinus’ pro le to provide customers with novel technology to improve wellbeing initiatives and to look after health and wellbeing in the workplace.
University of Sussex View profile
Welbot’s platform ensures wellbeing programs succeed by giving advice and support to employees, easily gauging sta wellbeing, and encouraging engagement through a unique noti cation system. Welbot’s software is directly installed on the user’s computer, allowing them to receive personalised wellbeing messaging and tailored daily exercises and alerts.
https://www.cardinus.com/insights/press/our-partnership-with-welbot/
1/4
1/2/2021
Our Partnership with Welbot - Cardinus
Designed for o ce and remote workers, daily reminders support mood, mental health, nutrition and physical health, while custom cards link to company wellbeing, bene ts and EAP initiatives. Administrators get the bene t of on-screen analytics and compliance reporting to easily highlight the value for the organisation and can create and customise their own alerts and messages. Andy Hawkes, Cardinus Risk Management CEO, said of the partnership: “We’re thrilled to partner with Welbot, an exciting, innovative company that is giving organisations a platform to really improve their health and wellbeing initiatives. It not only gives great, workable advice, exercises and reminders, it also gives managers the insight and statistics that the Board are looking for in these types of programs.” Mykay Kamara, Welbot CEO commented, “We are privileged to have partnered with Cardinus, a company providing world leading health and safety technology and services to a global clientele. Welbot’s unique health intervention technology extends the ability of Cardinus to deliver innovative and transformative solutions to their clients.”
How Welbot Works Welbot is an innovative, evidence based corporate workplace wellness platform designed to improve employee health and wellbeing whilst in the o ce or when working remotely from home. See this product video for more information on how Welbot works:
https://www.cardinus.com/insights/press/our-partnership-with-welbot/
2/4
1/2/2021
Our Partnership with Welbot - Cardinus
Introducing Welbot at Work. Employee Health and Wellbeing Solutions.
For more information about Welbot and how it can help you promote health and wellbeing in the workplace, contact us on info@cardinus.com.
https://www.cardinus.com/insights/press/our-partnership-with-welbot/
3/4
1/2/2021
Partnering with Champion Health for Health and Wellbeing Assessments
Â
TAGS: HEALTH, MENTAL HEALTH, PARTNERSHIP, PRESS RELEASE, WELLBEING PRESS
Global health and safety business Cardinus has teamed up with innovative start-up Champion Health to bring new emphasis to the challenge of health and wellbeing in the UK workforce. Following a di cult year and with many changes in the workplace, this is more necessary than ever.
Stephen Smith ACIM Marketing Manager at Cardinus Risk Management Ltd Cardinus Risk Management Ltd University of Sussex View profile
After using the Champion Health platform with their own sta , the team at Cardinus spotted an opportunity that would have a lasting impact by o ering it to their customer base. The partnership with Champion Health extends Cardinus’ pro le to include a strong focus on mental health, wellbeing, diet and nutrition and sleep. Together with Champion Health, Cardinus can now bring a comprehensive range of health and safety solutions to customers, including powerful e-learning and risk assessment programmes in elds like ergonomics, re safety, travel safety, eet risk, and HR.
https://www.cardinus.com/insights/press/partnering-with-champion-health-to-bring-health-and-wellbeing-assessments-to-uk-organisations/
1/4
1/2/2021
Partnering with Champion Health for Health and Wellbeing Assessments
And with changes to the workplace following unprecedented disruption from COVID19, the focus on employee health and wellbeing has never been clearer. Over the course of the pandemic, both Champion Health and Cardinus Risk Management have aimed to support employers and employees to improve their wellbeing. The partners worked together to develop the Coronavirus Advice Tool, a digital advice platform to reduce risk and improve health due to Coronavirus. So far this has seen over 1,500 people register and has been viewed nearly 5,000 times. Demand has also increased for Champion Health’s digital wellbeing assessment platform, up 1,000% since lockdown began, demonstrating the shift in workplace wellbeing from a “nice to have” to a “need to have”. This has led Champion Health to launch their highly-anticipated Champion Employer Scheme; an accreditation that recognises and rewards organisations who committed to making a di erence to employee wellbeing. Meanwhile, Cardinus created their COVID-19 Health and Safety Hub, providing advice and guidance for organisations in dealing with the health and safety implications of COVID. The Hub reached over 20,000 people, with over 3,000 users taking advantage of the free resources to support their initiatives and improve health and safety. Andy Hawkes, Cardinus Risk Management CEO, said of the partnership: “We are thrilled to be working closely with Harry and the Champion Health team to support clients who are looking for a simple online mental health and wellbeing solution to complement our ergonomics expertise.”
When asked about the partnership Harry Bliss said: “It’s a signi cant opportunity to partner with a world-leading company in workplace ergonomics. We know the impact that our approach to workplace health has and it’s great to be partnered with Cardinus as we both look to bene t people, businesses and society.”
Together Cardinus and Champion Health will ensure that health and wellbeing is given the prominence it deserves in organisations and will ll the gap left by traditional health and safety solution providers.
https://www.cardinus.com/insights/press/partnering-with-champion-health-to-bring-health-and-wellbeing-assessments-to-uk-organisations/
2/4
1/2/2021
Partnering with Champion Health for Health and Wellbeing Assessments
For more information on Cardinus’ health and safety expertise, or to get access to Champion Health’s digital assessment tool, call 020 7469 0200 or email info@cardinus.com.
https://www.cardinus.com/insights/press/partnering-with-champion-health-to-bring-health-and-wellbeing-assessments-to-uk-organisations/
3/4
1/2/2021
Physical Distancing Checklist for Returning to Work
Â
TAGS: CORONAVIRUS, COVID-19, PREVENT, RETURN TO WORK, SAFETY MANAGEMENT COVID-19 H&S RESPONSE
Claudia Calder provides a checklist on physical distancing. This document outlines the most important considerations to enact physical distancing in your workplace. For the next part of my popular return to work checklist series I wanted to focus on physical distancing. It's a cause of concern for many customers and can become confused with so much bad advice and guidance out there.
Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk‌ Cardinus Risk Management Ltd View profile
This physical distancing document compiles the best guidance into a simple to use checklist that will help simplify procedures and get you and your team working safely. You can use this advice as part of the Prevent approach to our return to work strategy, Prepare, Inform, Prevent, Recover.
What is Covered In The Physical Distancing Checklist? https://www.cardinus.com/insights/covid-19-hs-response/physical-distancing-checklist/
1/4
1/2/2021
Physical Distancing Checklist for Returning to Work
Below you can nd the full content of the physical distancing checklist. Download the checklist so you can use it in your workplace. Work remotely (wherever possible), whenever you have the chance. Avoid physical meetings. Use online conferencing, email or the phone when possible, even when people are in the same meeting. Unavoidable in-person meetings should be short, in a large meeting room where people can sit at least 2m from each other; avoid shaking hands. Eliminate unnecessary travel and cancel or postpone nonessential meetings, gathering, workshops and training sessions. Do not congregate in communal areas (kitchens, copier rooms, post room, etc). Keep 2m apart when possible. Avoid using lifts, wherever possible. If they must be used, limit their use to 2 people and ask them to face away from each other. Bring lunch and eat at your desk or away from others (avoid lunchrooms and crowded restaurants). If you decide to eat at your desk, make sure you clean your desk before and after; and try and 'get away' from your desk by going for a walk. Stagger lunchtimes, wherever possible. Avoid public transportation – try to either walk, cycle, or drive. If unavoidable, go in early or late to avoid rush-hour crowding on public transportation. Limit recreational or other leisure classes, meetings, activities, etc, where close contact with others is likely. Download the checklist below. If you require further support with your return to work plans, get in touch with us here.
CLICK HERE TO DOWNLOAD THE PHYSICAL DISTANCING CHECKLIST
https://www.cardinus.com/insights/covid-19-hs-response/physical-distancing-checklist/
2/4
1/2/2021
Post-COVID-19 Recovery Checklist - Checklist for Safety Managers
Â
TAGS: CORONAVIRUS, COVID-19, FACILITIES, PREPARE, RETURN TO WORK, SAFETY MANAGEMENT COVID-19 H&S RESPONSE
To help manage the Return to Work process we've built this Recovery
Claudia Calder
Checklist to help you plan, prepare and recover post-COVID-19. The Return to Work process will touch upon every element of health, safety, facilities and organisational management. It's going to be a complex process that creates new protocols and brings in new technology, will require detailed planning and communications, and will test the resilience of the organisation. Our recovery checklist has been built to help health, safety and facilities professionals to begin identifying and addressing the Return to Work process and to help build a programme of your own. In it, you'll nd an overview of the all the main areas that will need to be brought into your planning with a handy checkbox so that you can tick things o when those risks have been managed. The main areas it covers are the organisation, safety and security systems, core facilities concerns, other checks that will need to be carried out, and areas of additional planning. We also provide some further suggestions that you will need to take into consideration, including rst aid in the workplace, car parking issues, multi-tenure premises and how to think about your meeting rooms and shared spaces.
https://www.cardinus.com/insights/covid-19-hs-response/post-covid-19-recovery-checklist/
1/5
1/2/2021
Post-COVID-19 Recovery Checklist - Checklist for Safety Managers
What's included in the Checklist: Organisation Leadership Team Crisis Management Team Safety Team Security Team Facilities/Maintenance Team IT Team HR
Overall People Premises Travel Contractors
Safety/Security Systems Fire Safety Fire Alarms Fire Doors Fire Exits Emergency Equipment Sprinkler Extinguishers First Aid Kits EVAC Chairs PEEPs Water Systems Legionella Checks Security External Building Checks Internal Building Checks Electronic Key Cards Car Parking Provisions
Facilities Physical Distancing Entry/Exit Points Hygiene Stations Monitoring https://www.cardinus.com/insights/covid-19-hs-response/post-covid-19-recovery-checklist/
2/5
1/2/2021
Post-COVID-19 Recovery Checklist - Checklist for Safety Managers
Lifts (& Hygiene Considerations) Kitchen/Communal Areas O ces (Multiple Occupancy) Meeting Rooms Reception Areas Postal Services Desk/O ce Hygiene Signage
Other Equipment Returning Electrical Items (e.g. Laptops) Waste Cleaning of Communal Areas HVAC System Checks IT System Checks
Planning Fire Safety Alt/Multiple Refuge Points First Aid Guidance for First Aiders What to Do if Somebody has COVID Symptoms General What and How to Report Accidents/Incidents Disposing of PPE Business Continuity Second Peak/Lockdown Period Information/Comms Up-to-Date Info About COVID-19 Psychosocial Risks Personal Hygiene COVID Testing/Treatments We're here to help you return to work safely and healthily if you require additional support get in touch with our consultancy team here.
 DOWNLOAD THE RETURN TO WORK CHECKLIST
https://www.cardinus.com/insights/covid-19-hs-response/post-covid-19-recovery-checklist/
3/5
1/2/2021
Post-COVID-19 Recovery Checklist - Checklist for Safety Managers
https://www.cardinus.com/insights/covid-19-hs-response/post-covid-19-recovery-checklist/
5/5
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
TAGS: CORONAVIRUS, COVID-19, EMERGENCY PLANNING, ERGONOMIC FURNITURE, EVENTS, LONE WORKER, LONE WORKING, MENTAL HEALTH, OFFICE ERGONOMICS, SAFETY MANAGEMENT COVID-19 H&S RESPONSE HEALTH AND SAFETY
We’ve gathered all the webinar recordings and put together a list of all the 27 questions* that were posed to us. Find it all below.
Peter Kinselley Associate Director, Technical and Consultancy at…
Over the last two days we’ve been wrestling with Cardinus Risk Management Ltd your questions in an open Q&A forum to provide you with some expert guidance on a rapidly View profile developing and changing situation. We put together a panel of 8 experts who work across mental health, ergonomics, health and safety, lone working, total worker health, wellbeing, management and more. I’m your chair for the session, and Head of Health and Safety Consultancy at Cardinus.
Let me introduce you to our expert panel: Jon Abbott: Jon Abbott is Cardinus’ Director of Global Accounts. With over 20 years of experience in ergonomics he understands the changing demands of organisations in this time of transition. https://www.cardinus.com/remote-working-qa-your-questions-answered/
1/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Claudia Calder: Claudia is a Cardinus H&S consultant and PhD, with a huge amount of knowledge in health and safety management, with a rigorous academic background. Andy Neal: Andy is our Global Security Director and has a long background in lone and remote working. Andy Hawkes: Cardinus CEO, Andy has driven the implementation of our home working policy during this transition and has years of experience in management and health and safety. Bill Pace: Cardinus’ North American President, he has been overseeing this transition with our customers in the US. Harry Bliss: Founder of Champion Health, he is hugely involved in issues around mental health, and is very knowledgeable in sleep, wellbeing and physical health. Joscelyne Shaw: Executive Director of Mates in Mind, a charitable programme launched by the Health in Construction Leadership Group in 2017 to improve and promote positive mental health within the construction industry.
You can nd all the webinars below: Remote Working Q&A with H&S Director Peter Kins… Kins…
Remote Working Q&A with H&S Director Peter Kinselley – 18th March 2020 – AM Session
Remote Working Q&A with H&S Director Peter Kins… Kins… https://www.cardinus.com/remote-working-qa-your-questions-answered/
2/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Remote Working Q&A with H&S Director Peter Kinselley – 18th March 2020 – PM Session
Remote Working Q&A with H&S Director Peter Kins… Kins…
Remote Working Q&A with H&S Director Peter Kinselley – 19th March 2020 – AM Session
Remote Working Q&A with H&S Director Peter Kins… Kins…
https://www.cardinus.com/remote-working-qa-your-questions-answered/
3/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Remote Working Q&A with H&S Director Peter Kinselley – 19th March 2020 – PM Session
The full 27 Remote Working Questions – Your Questions Answered: Can employers be prosecuted if employees are exposed to health and safety risks during this time? Peter Kinselley: In regards to the legal position for a response to the COVID 19 outbreak, SHP published an article on the 13th of March entitled “COVID-19 Can employees be prosecuted if employees are exposed?” In the article, Paul Verrico an eminent lawyer advised: The message is simple: act responsibly and ethically, not out of fear of prosecution but out of a sense of an appropriate accountability to sta and customer stakeholders. Stay current and do all that’s reasonably practicable based on government advice and in an everchanging situation.
The advice is simple, act responsibly and ethically not out of fear of prosecution, but out of a sense of appropriate accountability to all sta and customer stakeholders, stay current and do all that’s reasonably practicable.
What does self-isolation feel like? Joscelyne Shaw: Well, there’s a sense of nding and keeping routine is important. But without question it is a change and I’m a mom of three boys and we are at least fortunate that we do have a garden with having the boys at home.
https://www.cardinus.com/remote-working-qa-your-questions-answered/
4/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Looking after their schooling while continuing to work is a struggle I’m trying to juggle. You know my own job, as well as that of my husband’s job, both working within a con ned space is without any question a change in the way we work. With colleagues, we’ve been trying to nd a way of creating a level of professionalism that is hard to do. I like to work to a certain standard, and we all need to manage expectations of the results. So it’s the language around how we are explaining ourselves and using the opportunity to just create an understanding. We all do really want to continue to have that routine and have that sense of good work and being able to deliver a brilliant job. In that sense, I think there is still a challenge in making that transition.
Any ideas for bringing remote working sta
together?
Andy Hawkes: Try formal and regular conference or video calls for sta . We have recently introduced new calls. One client of ours has implemented a beer and wine Friday employee call. Also we, at Cardinus, are looking to buddy regular homeworkers with new homeworkers. That way people can feel supported through the transition – this will help to reduce the anxiety around homeworking.
What are the challenges of remote working? Andy Neal: There’s been an awful lot in the news and through social media in the last few weeks about isolation and people experiencing loneliness and similar experiences when working from home. Especially during this period particularly. If you know things like the bar or restaurant is closed and you can’t even go out and see people in the evenings, then to my mind there’s another area risk. Add to this the element of stress and con ict when they’re at home, due to domestic issues or relationships with other tenants, and we put them into the situation where there is a lot of con ict through the working day that they are not normally exposed to. Some of the basic aspects of lone working are: Do you know all of those who are lone working? Have you assessed some of the risks of home working, from ergonomics and back pain, through to the psycho-social risks? Do you have any kind of policy that supports lone working? And do lone workers know where to nd it? https://www.cardinus.com/remote-working-qa-your-questions-answered/
5/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Have your lone workers received adequate training for the work that they are doing? Do you have a system in place for lone workers to communicate easily? Do you know where your lone workers are working from?
What actionable advice can you provide for remote worker health? Harry Bliss: The most important thing during this period of remote working is maintaining the routine. So, if you were getting up at 6am to go into work with an hour-long or an hour half long commute, we still need to be getting up at 6am because our routines are so important for us and for our circadian rhythm. Circadian rhythms are physical, mental and behavioural changes that follow a daily cycle. We’d also recommend sleeping between 7 to 9 hours per night. The research that’s coming out is that if you sleep less than six hours per night you’re ve hundred per cent more likely to su er a cardiac arrest than if you sleep more than 6 hours per night. Lack of sleep also has a direct correlation with dementia. The statistics are absolutely frightening coming out about sleep at the moment. So that’s something that we really need to put at the forefront of our health and wellbeing strategy and in employees minds as well.
How can employer’s help employees manage con ict/personal issues through the working day? Andy Neal: With lone working, we’re seeing lots of di erent issues. We’re already starting to see a shortage in stores, like toilet paper and bread and paracetamol and di erent things. One of the things that we’re looking at is building a network. Communicate that people from home can call into their immediate line managers and discuss any troubles they have with the children being o of school, or with con icts from home. Now, there are also issues around working from home with juggling work and social conditions. From home the di culty is in good communication. There will be a lot of social issues surrounding communities not being able to get regular supplies that we would normally be able to get hold of.
What’s the view from the US on remote working and health and safety issues? Bill Pace: https://www.cardinus.com/remote-working-qa-your-questions-answered/
6/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Claudia has done a wonderful job of pulling out what OSHA’s putting together for COVID-19 and for people working remotely. See OSHA’s COVID-19 response here: Guidance on Preparing Workplaces for COVID-19. I think the other aspect of all of this is the mental health aspect. I think that the bright spot in this is that what’s going to come from this is, in the US, we’re going to be more inclined to survey our employees, assess them and provide help in those areas. I would also say, be pragmatic. The times we’re in are truly unprecedented. Two weeks ago, very few of us would have thought we’d be in a position where we are closing down entire buildings and sending people home. But what we have right now is a community where nobody knows what we’re doing, and this is a partnership. While we as practitioners are struggling to nd out how we support our employees. We know that our employees are being incredibly forgiving because they’re in the same situation.
Can an employer require the remote worker has a re extinguisher in the home? Claudia Calder: I wouldn’t recommend this course of action. We’ve always told people that to only use a re extinguisher if trained to do so. What I would recommend is to have a re blanket. I would recommend that everyone who has a kitchen in their home should have a re blanket as well. I would not recommend asking remote workers to have a re extinguisher.
Why is sleep such an important factor for home worker health? Harry Bliss: Sleep is the most important health behaviour. It’s the foundation of our health and well-being and the conversation we had was around fatigue-related productivity losses within the UK. The estimated fatigue-related productivity losses are £2,000 per employee per year. We can imagine in a company of 5,000 people then it really starts to have an impact and sleep needs to be one of the main focuses to improve productivity.
What advice would you give to employers to identify employees at risk of mental health issues? Harry Bliss:
https://www.cardinus.com/remote-working-qa-your-questions-answered/
7/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Keep communicating with your team, but also look at surveying team to assess the risk. You may require expertise from a clinician, but the most important thing you can do quickly is to maintain communication channels and ask once, and then ask them twice. It’s proven very e ective at getting people to open up.
From an ergonomics and safety point of view what kind of communications should companies send out to their employees regarding work from home? Peter Kinselley: We should follow the advice of our Governments and ensure that we support our people to transition to what is potentially a new way of working. We also need to consider that we are in a fast and evolving environment and teams and managers will need to be supported. With this in mind, and that schools and businesses are in the process of closing we should act responsibly and ethically. Not out of fear of prosecution, but out of a sense of appropriate accountability. We need to stay current and do all that’s reasonably practicable
What about any disabled employees, is there any additional needs we need to meet while the workers are at home? Peter Kinselley: A lot of our colleagues who are disabled will probably have adjusted their homes to their needs. We would recommend that managers and leaders reach out to those they believe are vulnerable and ask if they need any additional support.
What information should we be providing to employees around ergonomics? Bill Pace: We need to focus from an ergonomic point of view on breathing, hydration and moving. As much as we’re worried about posture and equipment, your best ergonomic posture is your next one. Make sure you’re taking deep breaths, hydrating and moving. It’s a temporary situation, so what we should be doing is encouraging people to move.
Does a company have a duty of care to issue guidelines to sta working?
on home
Jon Abbott:
https://www.cardinus.com/remote-working-qa-your-questions-answered/
8/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
The advice that we are giving to our customers is to remind them that this is a temporary event and it is unreasonable for you as an employer to provide, from an ergonomics perspective, a desk to work from, or to send a chair to work from, because in many cases, even if you were to o er that equipment the chances are your workers are not going to have the really the space for it. What we’re advocating is really that your training needs to be a little bit more pragmatic. Let’s understand how people are really going to be working. They are going to be on couches. They are going to be on the dining room table and chairs and on kitchen counters. Let’s educate them in how to work in those situations safely. Things like your normal DSE risk assessment is out the window because we all we’re going to do is to uncover a lot of risk, but for temporary events, we’re not going to deal with it.
What are the legal requirements are for employers who request employers to become home workers but then nd that they’re working from home for 5 or 6 weeks? Peter Kinselley: That’s quite a broad question. However, I’m going to try and answer this in quite a simplistic way. We are nding ourselves in quite di cult times at the moment and the government has given us advice on what’s expected by them of how we keep people safe. However, the legislators are a little bit behind because in reality, this is a very fastmoving process. The best piece of advice I can give to you relates to the way article which was published in SHP on the 13th of March where Paul Verico with an eminent lawyer past commentary on this in that his advances. The message is simple act responsibly and unethically. The article can be found here.
Is there any advice on best practice around supporting vulnerable individuals? Peter Kinselley: What we’ve got to bear in mind is that there are a number of people that potentially are at risk at the moment. And when we look at the government statistics, you know, we’ve got probably about 12 million people in the UK who are at risk because of age or medical condition and I think it’s really important to what we do is we actually consider them in our plans. https://www.cardinus.com/remote-working-qa-your-questions-answered/
9/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Talk to sta to be able to try and make sure we understand who they are. For pregnant sta , the important thing at the moment is that for them to keep in contact with the midwife or GP, but from a business point of view, it’s about making sure their line manager keeps in contact with them regularly and I think the other thing that I would highlight to you is that we’re going to have people that self isolates and you know people are going to feel isolated at this time. Jon Abbott: Employees with severe disabilities people who are wheelchair users, or similar, may actually be the least of your challenges because their home environment is very likely to be equipped to allow them to work in an environment that is conducive to good work The group of employees that might be a little more challenging for you could be those people who have an injury or have some kind of discomfort that you’ve already acknowledged. You might have already given them a sit-stand desk or a modi ed keyboard or something similar and now we’re asking them to go and work from home without that equipment. For those with disabilities, it comes down to the risk assessment. Have a conversation with them before they go home. Understand what the risk factors might be getting documented and respond to it. Bear in mind this is a temporary event. This may only go on for two weeks, four weeks, or six weeks. For those people who have injuries where you’ve given them modi ed equipment, it comes down to that communication.
I want to support home workers over the next few weeks, do you have any ideas on how I can set this up for employees? Peter Kinselley: What we’re nding is that if you can do something like we’re doing today, use the technology we’ve got available and invite people to talk online or on the phone and start looking at this as a programme of support for lone workers.
What rst aid provision do you need to provide as an organisation? Andy Neal: Only what you’d normally have as a rst aid kit within the household. You might also consider alcohol gels. Make sure you also have provided medical contact information for sta .
https://www.cardinus.com/remote-working-qa-your-questions-answered/
10/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
I’d recommend for home workers that they need only the usual household medical items, such as plasters and bandages. Home workers should not require much above that, unless there are specialist needs.
Any advice on how best to combat feelings of loneliness, isolation, depression and low mood for sta members who are now homeworking? Jocelyne Shaw: I would recommend keeping regular check-ins. Internally, we as a team have our “Stand Up” in the morning at 10 o’clock, and we’re now doing that virtually. This gives you the opportunity to see each other. Some will feel more comfortable to do that. Or you can do it on a more one-to-one basis for those who are not as happy to talk openly in a team meeting. Others prefer to talk directly on the phone. I’ve discovered you can have multiple meetings at the same time going via messaging platforms, helping people to connect and exploring ideas as if you’ve all in the o ce together. People still want to have a sense of tactfulness. It’s really about nding a way in which you can communicate e ectively, because we are now changing it and we’re down to a di erent kind of experience when we are communicating. We’re going to have to work at this and I think that it is going to create challenges. Some days will be inevitably better than others, and so it’s very important to nd the positives. Find positives and bring together constructive criticism if you’re feeding back information. Maybe you need to have a quick chat before you send an email because of heightened sensitivity. You’re going to have to nd ways to quickly and e ectively communicate through a variety of platforms, while learning from feedback all the time. It’s going to be an incredibly di cult and challenging time but try to be open and responsive to people’s needs. Claudia Calder: Also consider facilities sta . They face a di erent type of isolation. It’s great that we’re communicating with our home workers. But please consider your other colleagues that may still be at work. Pick up the phone and call them!
Do you need a telecommuter agreement? Jon Abbott:
https://www.cardinus.com/remote-working-qa-your-questions-answered/
11/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
If you’re asking sta to work from home I would not be doing anything so formal for this temporary situation. If they did not sign it, what recourse would you have for intervention? Instead, make this in to something more than an agreement. This is an opportunity to engaging in an educational process with sta . It might give out the wrong message if you wanted to proceed with a telecommuter agreement.
How do you support your workers from a mental health perspective during this time? Harry Bliss: Maintain levels of communication to maintain and optimize good mental health within the workplace. This means frequent communication and understanding pain points. Consider surveying your sta . It doesn’t have to be a long or complex survey, and only needs to take a few minutes of their time. I would say, focus on sleep, look to encourage good physical health and healthy eating, and focus again on sleep!
How can you make your home more comfortable for home working? Claudia Calder: I can really appreciate everybody’s struggles as a temporary home worker, but you have a look around your home environment and see what you can use. For example, I’m used to using two monitors. Why not, try hooking your laptop up to your TV? That’s one way to get a second monitor quickly. If you need like a sit-stand desk you can use textbooks. You could also use a Yellow Pages or similar. It’s also important that you follow your routine. Get up at the same time as you’re used to doing. Start your working day as you normally would in the o ce, and at the end of the day turn your computer o . Andy Neal: Make sure that people are moving, that they know where to go for help. The last thing we want anybody to do, whether they have an accident or they develop discomfort through poor ergonomics use, is to say I did not know where to go for help. Communication is key, but from right now we are very much in the unknown. Put your learning messages out there, encourage people to move and stretch, but importantly if they become uncomfortable to pick up the phone to report it to somebody.
Where’s the best place(s) to get information on coronavirus (COVID-19)? https://www.cardinus.com/remote-working-qa-your-questions-answered/
12/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
Claudia Calder: Please do not get any Coronavirus information from social media. Social media is great for communicating messages and video, but you cannot verify the information contained within. Instead, look to sources such as the BBC, NHS and OSHA. WHO and the CDC o er valuable, technical information. I would recommend that you look at Nature and Science journals as well. I’d also recommend the following articles: Article on UK legislation: https://www.shponline.co.uk/legislation-and-guidance/can-employers-be-prosecutedif-employees-are-exposed-to-covid-19/ Pregnancy guidelines on Coronavirus. https://www.rcog.org.uk/en/guidelines-research-services/guidelines/coronaviruspregnancy/covid-19-virus-infection-and-pregnancy/ How long Coronavirus lasts on surfaces: https://www.bbc.com/future/article/20200317-covid-19-how-long-does-thecoronavirus-last-on-surfaces World Health Organisation update on using Ibuprofen or Advil: https://www.sciencealert.com/who-recommends-to-avoid-taking-ibuprofen-for-covid19-symptoms
What are the issues facilities sta
are facing working on their own?
Claudia Calder: Speaking to facilities managers, they are worried about their lone workers. Facility workers, security and some health and safety sta may nd themselves working alone in buildings during this time. When I’ve spoken to colleagues in this eld we’ve been talking about these isolated facility sta who feel isolated, but in a di erent way. Think about your average electrician who works in your building. They will probably interact with about 20 people a day and that’s not happening now. If you are responsible for a building or your health and safety manager or even the senior leader, please reach out to your facilities teams and your security teams and just have a conversation with their make sure they’re being communicated to. https://www.cardinus.com/remote-working-qa-your-questions-answered/
13/14
1/2/2021
Remote Working Q&A - Your Questions Answered on Health and Safety
What’s OSHA’s guidance on COVID-19? Claudia Calder: OHSA have provided guidance on Preparing Workplaces for COVID-19, this report can be found here: https://www.osha.gov/Publications/OSHA3990.pdf. The guidance provides advice on how employers can take steps to reduce workers risk of exposure, what jobs are classed as low/medium/high risk, and an information page speci cally relating to the USA.
What’s your advice around legionella when leaving buildings empty? Claudia Calder: Please bear in mind, that we will eventually have to go back into the o ce/building. Considerations must be taken into account with regards to water safety, the last thing anybody wants is to get over this virus outbreak and then have to deal with a bacterial outbreak, though the latter is easier to deal with as it is not transmitted between people. But still!!
When will the Healthy Working app be updated? Jon Abbott: The Healthy Working app is live, with updated content to re ect home working and the issues surrounding home working. You can download the app for iOS or Android from the App Store or Google Play Store. Just search “healthy working cardinus” or “healthyworking”.
https://www.cardinus.com/remote-working-qa-your-questions-answered/
14/14
1/2/2021
Re-Opening After COVID-19 Shutdown – Control of Legionella Bacteria
TAGS: CORONAVIRUS, COVID-19, LEGIONELLA, RETURN TO WORK, SAFETY MANAGEMENT COVID-19 H&S RESPONSE
Claudia Calder discusses the risks of Legionella when re-opening your workplace after COVID-19 and how to control it. As places of work and businesses start to re-open, the main focus of information is how to keep your sta safe with hygiene and physical distancing control measure, but are there any other areas that you need to be aware of? One of them is your water systems and the control of Legionella Bacteria.
Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk… Cardinus Risk Management Ltd View profile
In this article, we discuss what businesses should be considering when opening a building, after a prolonged period of shutdown. This article makes up the Prepare aspect of the Prepare, Inform, Prevent, Recover strategy for returning to work. You can nd more about the strategy here.
What are Legionella Bacteria and what does it cause? https://www.cardinus.com/insights/covid-19-hs-response/re-opening-after-covid-19-shutdown-the-control-of-legionella-bacteria/
1/5
1/2/2021
Re-Opening After COVID-19 Shutdown – Control of Legionella Bacteria
Legionella Bacteria are a living organism found in low numbers in natural aquatic environments, e.g. lakes, rivers and ground water, and can be found globally. Since legionella bacteria are widespread in the environment, they may also contaminate and grow in purpose-built water systems such as cooling towers, evaporative condensers, hot and cold-water systems and whirlpool spas. They love temperatures of 25°C to 45°C because these are their optimal growth conditions, where bacterial enzyme activity is most e cient. Legionella Bacteria, or Legionella pneumophilia cause Legionellosis, the collective name given to the pneumonia-like illness caused by the bacteria. The most serious disease caused by these bacteria is Legionnaires’ disease, but they can also cause conditions of Pontiac fever and Lochgoilhead fever. Legionnaires’ disease is a potentially fatal form of pneumonia and everyone is susceptible to infection. However, some people are at higher risk, including those of the age of 45, smokers and heavy drinkers, people su ering from chronic respiratory or kidney disease and anyone with an impaired immune system.
Are their increased risks of Legionella in my workplace since COVID-19 lockdown? This depends on whether you have been managing your Legionella schedule. If your water systems have been in use and you have been carrying out your ushing in accordance with your risk assessment, then, in theory, you should be ne. However, if you have left your building empty with nobody looking after your water systems, then you will need to do some work before you bring your sta back into the building. First things rst, review your Legionella Risk Assessment and consider carrying out water testing.
https://www.cardinus.com/insights/covid-19-hs-response/re-opening-after-covid-19-shutdown-the-control-of-legionella-bacteria/
2/5
1/2/2021
Re-Opening After COVID-19 Shutdown – Control of Legionella Bacteria
Water systems that have been shut down, or have had low water usage, or modi ed control regimes during the COVID-19 lockdown, may result in an increased risk of Legionella bacteria being present. Such systems may have been out of use for a signi cant period and in most cases cannot be simply used straightaway. The water system may need recommissioning as if new. Prior to return to use and the reopening of the building the water system may be brought back in to service by: Thorough ushing and/or; Cleaning and disinfection and/or; Controlled ushing of outlets such as taps, showers and toilets Wet cooling systems (wet evaporate cooling mode), which have been shut down, will require recommissioning by a competent person prior to re-use.
Additional Guidance on Legionella For further guidance on Legionella risks, see the below information from the HSE and the European Study Group for Legionella Infections: HSE – Legionella risks during the coronavirus outbreak European Study Group for Legionella Infections – Guidance for Managing Legionella in Building Water Systems During the COVID-19 Pandemic If you require support managing the various risks from COVID-19, our expert consultants are here to help. Click here to get in touch with us.
https://www.cardinus.com/insights/covid-19-hs-response/re-opening-after-covid-19-shutdown-the-control-of-legionella-bacteria/
3/5
1/2/2021
Returning to Work After Lockdown - A Programme for Safe Return
Â
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/
1/6
1/2/2021
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/
2/6
1/2/2021
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/
3/6
1/2/2021
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/
4/6
1/2/2021
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/
5/6
1/2/2021
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/
6/6
1/2/2021
SOAP Training Model – Dynamic Risk Assessments for a COVID-World
TAGS: CORONAVIRUS, COVID-19, TRAIN COVID-19 H&S RESPONSE SECURITY RISK
Andy Neal introduces innovative training for employees to navigate a world, and working environment, within COVID-conditions. Utilising a dynamic risk assessment, based on the mnemonic SOAP, it enables organisations to develop an appropriate workforce health strategy to support workers at this time. We’ve developed a unique training model, SOAP©, that provides employees with the tools to measure and mitigate risk in relation to working in a COVID-world.
Stephen Smith ACIM Marketing Manager at Cardinus Risk Management Ltd Cardinus Risk Management Ltd University of Sussex View profile
As a vaccine is nally mooted and organisations consider a 2021 with a reduced risk to COVID, there are serious concerns that health and safety managers will need to address now and during a transitional phase moving back to a workplace.
https://www.cardinus.com/insights/covid-19-hs-response/the-soap-training-model-a-dynamic-risk-assessment-for-a-covid-world/
1/4
1/2/2021
SOAP Training Model – Dynamic Risk Assessments for a COVID-World
Employees working out on-site or travelling to and from a workplace, need to consider and weigh up their approach to risk. Coronavirus presents an invisible risk with a very real chance of exposure and ill-health. This is compounded when considering that employees may live with others who are vulnerable. For employers, this presents a big risk. Right now, and looking towards a transitional phase returning to work in 2021, employees need to be able to dynamically assess their exposure to infection risk so that they can avoid contracting coronavirus. Cardinus is presenting this as a training model for organisations with two packages. A training course for sta and a train the trainer model, to enable organisations to share knowledge quickly across their entire workforce and to reinforce knowledge.
SOAP (Surface – Object – Area – People) is Cardinus’ dynamic COVID risk assessment. The model helps identify places that are high risk and will help identify control measures that sta can use to lower their personal risk. The methodology builds on the mnemonic SOAP. It’s a simple and e ective teaching model for this complex risk. Surfaces – Risk from all surfaces Objects – Risk assessing objects Areas – Area assessments in a COVID environment People – Assessing people and risks in the COVID environment Commenting the model, Andy Neal, Global Security Solutions Director at Cardinus, stated, “COVID-19 has presented serious risks to organisations and their employees. Through this unique training model we’re empowering employees with the knowledge to mitigate their own risk through observation, awareness and risk assessment.
https://www.cardinus.com/insights/covid-19-hs-response/the-soap-training-model-a-dynamic-risk-assessment-for-a-covid-world/
2/4
1/2/2021
SOAP Training Model – Dynamic Risk Assessments for a COVID-World
This is an exciting training model for organisations to reduce their exposure to risk and to train, through an engaging course, employees to remove the risk of contracting COVID. It helps both the employee and employer.�
For more information on SOAP, or our training, contact us on info@cardinus.com or 020 7469 0200.
https://www.cardinus.com/insights/covid-19-hs-response/the-soap-training-model-a-dynamic-risk-assessment-for-a-covid-world/
3/4
1/2/2021
Stretches for Working from Home | Cardinus Risk Management
TAGS: BACK PAIN, CORONAVIRUS, COVID-19, MSDS, WORKING FROM HOME COVID-19 H&S RESPONSE
Working from home has become the new normal, as we comply with lockdown and social distancing measures to try to slow the spread of COVID-19. For some, this is the rst and only time we have worked from home, and many of us may be required to continue to work from home to support social distancing – once lockdown measures are lifted. Some of us are lucky enough to have dedicated o ces and desks at home, but many have to make do with the workspaces they can create at dining tables, kitchen counters, and even sofas. If you’ve started to notice aches and pains, it may be as a result of not working in the right position or not adhering to best practice. Long periods of sitting with poor posture can cause aches and pains, as well as musculoskeletal disorders. Sitting for can also increase the risk of obesity, diabetes, and a decline in cognitive function.
Stretches There are easy stretches that can help to ease the aches and pains some of us are feeling as a result of working from home. Taking the time to stretch and exercise throughout the working day will not only help to ease or prevent aches but can also be a great way of making sure that you take regular breaks and introduce exercise into your daily routine. 1. Neck
stretches
https://www.cardinus.com/insights/covid-19-hs-response/the-importance-of-stretching/
1/6
1/2/2021
Stretches for Working from Home | Cardinus Risk Management
Working at a computer screen and sitting incorrectly can lead to neck pains and headaches. Staring at a computer screen for long periods can lead us to blink less, which can cause dry eyes and headaches. It is recommended you look away from, and then blink rapidly for a few seconds. This helps to relax the muscles in our eyes and refreshes eye moisture levels. As well as taking regular screen breaks, it is also recommended you stretch your neck regularly throughout the day, to soothe and prevent neck pains. Start by tilting your head forward, as far as you can comfortably. Then slowly, and carefully, roll your head backwards and look to the ceiling. Do this 3 – 5 times, throughout the day to stretch the muscles in your neck.
The Neck Tuck - Healthy Working Stretches
2. Shoulder
stretches
Many of us feel pain after periods of slouching while working, in the o ce, or when working from home. Slouching and sitting with poor posture can lead to tension in our shoulders, pain in our back, poor circulation, and poor digestion. To prevent shoulder and back pain, we should make e orts to ensure we do not slouch and try to sit correctly: Sit up straight – avoid hunching or slouching Sit with feet at on the oor Avoid crossing legs https://www.cardinus.com/insights/covid-19-hs-response/the-importance-of-stretching/
2/6
1/2/2021
Stretches for Working from Home | Cardinus Risk Management
Keep your knees in line with hips Sit so ears are over shoulders Ensure computer screens are at eye level To relieve slouching related shoulder tension, take regular breaks and complete shoulder stretches. Place one hand under your elbow, lift your elbow and stretch it across your chest. Do not rotate your body while you stretch and try to hold the stretch for 15 to 30 seconds. Release slowly, and repeat on your other side.
Stretching Arms Across the Chest - Healthy Worki… Worki…
3. Wrist
stretches
Those who spend long periods of the day typing may experience wrist pain. Over time, repetitive actions such as typing can strain muscles, tendons, and nerves in the arms, wrist, ngers, and hands. To ease wrist pain, ensure keyboards are placed correctly at workstations and the right typing position is used. Keyboards should be placed slightly below the elbow so the wrists can remain straight whilst typing. When typing the wrist should not rest on hard surfaces or edges, and elbows should be held close to the body. It is also important to take regular breaks and stretch the wrists. To stretch the wrists, raise wrists and arms, and gently stretch wrists up and down, curling ngers, to loosen and relax muscles.
https://www.cardinus.com/insights/covid-19-hs-response/the-importance-of-stretching/
3/6
1/2/2021
Stretches for Working from Home | Cardinus Risk Management
The Wrist Stretch - Healthy Working Stretches
4. Child’s
pose and stretching the spine
Sitting for long periods of the day can lead to back tension, back pain, and tension in the glutes and hamstrings. Yoga poses can help to relieve tension and can build strength which can help to improve posture. Child’s pose is an easy yoga pose that can help to stretch the spine and thigh muscles. It is relatively simple to do and taking time to complete the pose can be a great way to wind down after a day of working from home. To do a child’s pose – position yourself on all fours, which hands and knees on the oor. Then gently sink your hips to your feet whilst stretching your arms so that your hands are in front of you. Gently place your forehead on the oor and breathe deeply. Hold the pose for 5 minutes whilst taking deep breaths.
https://www.cardinus.com/insights/covid-19-hs-response/the-importance-of-stretching/
4/6
1/2/2021
Stretches for Working from Home | Cardinus Risk Management
Childs Pose
5. Regular
exercise
There is increasing evidence that sitting for long periods and leading a sedentary lifestyle can be a risk to health. Research suggests that 70,000 deaths a year in the UK can be associated with sedentary lifestyles and the associated health conditions such as obesity, heart disease, and cancer. Those who work from home may be less active than when previously commuting to o ces. Without travel, many of us may be missing out on activities such as walking or cycling to work, which may have helped us in achieving the recommended minimum of 150 minutes of moderate activity a week.  Furthermore, working from home means that you don’t need to walk so much, as you would do working in a building, for example, to the kitchen or even the photocopier. Many free online resources can be used to increase tness levels for those working from home and in lockdown. YouTube is a great resource for nding exercise videos– and many routines are speci cally designed for those who are beginners, have no equipment, or are looking for a quick workout before starting work.
https://www.cardinus.com/insights/covid-19-hs-response/the-importance-of-stretching/
5/6
1/2/2021
Stretches for Working from Home | Cardinus Risk Management
10 MIN GOOD MORNING WORKOUT - Stretch & Tr‌ Tr‌
COVID-19 Resources Here at Cardinus we have experience working with organisations during times of change and crisis. We are experts when it comes to and risk assessing and have a portfolio of online resources and training speci cally for home workers. Visit our COVID-19 resource hub to nd home working and risk assessment resources.
https://www.cardinus.com/insights/covid-19-hs-response/the-importance-of-stretching/
6/6
1/2/2021
The 6-Step COVID-19 Communications Framework - Cardinus
Â
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/
1/5
1/2/2021
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/
2/5
1/2/2021
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/
3/5
1/2/2021
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/
4/5
01212345
678 78 8 7 7 7 8 7 78 8
#$%& f]$^0'm8 j&3a25&8 ,362-2-+ #$%&'n& (')* 8$$^+35'(&'8,&-'./0&-12+-$3&4'.//25&'#676348 k$-0650 k*25\'#&3&'0$'5$-/2+^3&'0Z28'%&-^c KL1L1M)* KL$3N&+'&O'36'4.[ %2 k6 [-$P%8 30^-202&8
9:;<=>?:;@AB;CD:E<=>>AF:<GHIHDEJ #.op
f).m,'mj
npj.mnkpj
jpnqgkpj
,nfgigir
k.i,fk,
QR<SH>:?R<TH;HB:U:;?<VDCWX
' YZ&-'%$80'[&$[*&'0Z2-\'6]$^0'2-4^80326*'86/&0_`'0Z&'2%6+&8'0Z60'5$%&'0$'%2-4'63&'$/'%6882a&'%65Z2-&3_'2/650$32&8`'0Z&'2-Z&3&-0'46-+&38'$/'5$-803^502$-'820&8`'$3'0Z&'4&803^502a&'[$0&-026*'$/'[$b&3'0$$*8c )_'5$%[6328$-`'$//25&'&-a23$-%&-08'b$^*4'6[[&63'0$']&'86/&'Z6a&-8`']^0'0Z60d8'650^6**_'-$0'0Z&'568&c',&-8'$/ 0Z$^86-48'$/'$//25&'b$3\&38'8^//&3'2-e^32&8'$3'b$3\13&*60&4'Z&6*0Z'[3$]*&%8'0Z60'*&64'0$'*$80'02%&'&a&3_'_&63c YZ2*&'0Z&'[$0&-026*'/$3'2-e^3_'%6_'-$0']&'68'436%6025'68'$-'6'/650$3_'/*$$3'$3'6'%6e$3'5$-803^502$-'820&`'20'56]&'&a&3_']20'68'5$80*_'0$'&%[*$_&38c'f-4'0Z&'86/&0_13&*60&4'80360&+2&8'0Z60'Z6a&']&&-'[3$a&-'0$']&'8^55&88/^* 2-'2-4^80326*'8&002-+8'63&'e^80'68'6[[*256]*&'bZ&-'20'5$%&8'0$'[3&a&-02-+'*$80102%&'288^&8'2-'0Z&'$//25&c'g-'0Z28 63025*&`'b&d**'3&a2&b'0Z&'+3&60&80'Z676348'6-4'[3650256*'80360&+2&8'/$3'\&&[2-+'2-e^32&8'6-4'2**-&88&8'0$'6 %2-2%^%c ShAXXA;B<H;E<>HhhA;B' g/'_$^'4$-d0']&*2&a&'0Z60'8*2[[2-+`'032[[2-+`'6-4'/6**2-+'63&']2+'288^&8'2-'$//25&8`'5$-824&3'0Z60'0Z&'i602$-6* j6/&0_'k$^-52*'Z68'3&[$30&4'0Z60'[&$[*&'63&'0b$'6-4'Z6*/'02%&8'%$3&'*2\&*_'0$'Z6a&'6'4286]*2-+'/6**'2-'6$//25&'&-a23$-%&-0'0Z6-'2-'6-_'$0Z&3'[630'$/'0Z&'b$3\[*65&c'g-'/650Ì&#x20AC;'8*2[8`'/6**8`'6-4'032[8'63&'0Z&'82-+*&'%$80 5$%%$-'8$^35&'$/'$//25&'2-e^32&8'l'6-4'-&63*_'6**'63&'[3&a&-06]*&c
11 7 8 7 78 ! 1 78 78 8 7 7 1
41"
01212345
678 78 8 7 7 7 8 7 78 8
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`VOT& a%<?%&/91%/=2&8%$),'$%=&)*%&=/$-%1.&'(&5.,$-&'((,0%&0*/,1.&/.&.)%3.)''9.;&+5)&0*/,1.&0/$&/9.'&+%&=/$-%1'5.&,$&.%?%1/9&')*%1&6/2.: a*%%9%=&0*/,1.&/1%&5.5/992&=%.,-$%=&('1&.8/99&8'?%8%$).&,$&/&9,8,)%=&/1%/:&b/0,$-&/01'..&6,=%&/1%/.&,$?,)%.&)*%&3'..,+,9,)2&'( 0'99,.,'$.&'1&)1,33,$-&'?%1&'+.)/09%.:&c%/$,$-&+/07&'$&/&6*%%9%=&0*/,1&8/2&0/5.%&,)&)'&(9,3&'?%1:
d*/,1.&/$=&=%.7.&6%/1&'5)&45.)&9,7%&/$2&')*%1&)23%.&'(&%e5,38%$);&+5)&0'83/$,%.&/1%&'()%$&1%950)/$)&)' 1%39/0%&)*%8&6*%$&)*%2&=':&f'6%?%1;&+1'7%$&'1&8,..,$-&0/.)%1.&/$=&')*%1&3/1).&0/$&8/7%&/&0*/,1&'1&=%.7 =/$-%1'5.92&5$.)/+9%:&g'&31%?%$)&/00,=%$).&0/5.%=&+2&=/8/-%=&%e5,38%$);&,)&.*'59=&+%&,$.3%0)%=&1%-59/192; /$=&/$2&=%(,0,%$0,%.&.*'59=&+%&1%3/,1%=&'1&1%39/0%=&,88%=,/)%92: g,8%h./?,$-&'((,0%&)''9.&0/$&/9.'&0/5.%&,$451,%.&6*%$&5.%=&0/1%9%..92&'1&,$0'11%0)92:&Y9/=%.&'$&3/3%1&05))%1. /1%&%I)1%8%92&.*/13&/$=&0/$&0/5.%&.%1,'5.&,$451,%.&)'&/$&5$6/12&5.%1:&F0,..'1.&'1&.*/13%$%=&3%$0,9.&)*/)&/1% .)'1%=&6,)*'5)&)*'5-*)&0/$&35$0)51%&/&6'17%1&6*'&1%/0*%.&,$)'&/&=1/6%1:&d5).&/$=&35$0)51%.&85.)&+%&)1%/)%= 31'3%192&)'&1%=50%&)*%&0*/$0%&'(&,$(%0),'$.: iTQUjMO]PQORPLMkTMO]& F)/07,$-&(,9%&+'I%.&/$=&')*%1&8/)%1,/9.&0/$&+%&0'$?%$,%$);&+5)&,)&0/$&/9.'&01%/)%&/&.,-$,(,0/$)&*/G/1=&,$&)*% '((,0%:&H(&/$&%839'2%%&+583.&,$)'&)*%&.)/07;&,)&0/$&)'339%&'?%1&/$=&(/99&'$&.'8%'$%:&F)/07,$-&8/)%1,/9.&/9.' ,$01%/.%.&)*%&9,7%9,*''=&)*/)&/$&%839'2%%&6,99&9,()&'1&1%)1,%?%&)*%&8/)%1,/9.&,$0'11%0)92;&9%/=,$-&)'&.31/,$&'1 .)/,$h)23%&,$4512: D'1&)*/)&1%/.'$;&,)<.&,83'1)/$)&)'&.)'1%&8/)%1,/9.&31'3%192;&/$=&)'&%$.51%&)*/)&)*%2&/1%&$')&39/0%=&.'&*,-*&)*/) )*%2&31%.%$)&/&*/G/1=:&#$0%&/-/,$;&,(&%839'2%%.&*/?%&)'&/00%..&.'8%)*,$-&,$&/&*,-*&9'0/),'$;&)*%2&.*'59=&5.% /$&/331'31,/)%&9/==%1&('1&)*%&)/.7:&f%/?2&'+4%0).&.*'59=&/96/2.&+%&.)'1%=&'$&'1&$%/1&)*%&(9''1;&.'&)*%2<1%&9%.. 9,7%92&)'&(/99&'$&/&6'17%1<.&(''): lV_VTMTMmVPNTnVNNKnN& g*/$7.&)'&)%0*$'9'-2;&6'17%1.&/1%&9%..&3*2.,0/992&/0),?%&)*/)&)*%2&6%1%&,$&3/.)&-%$%1/),'$.:&o/$2&'((,0%&4'+. ,$?'9?%&%,-*)&*'51.&,$&(1'$)&'(&/&0'835)%1&.01%%$&/$=&9,))9%&8'?%8%$)&+%2'$=&8/$,359/),$-&/&8'5.%:&a*,9% )*/)&*/.&='$%&6'$=%1.&('1&31'=50),?,)2;&,)<.&/9.'&9%=&)'&/&=1/8/),0&,$01%/.%&,$&,$451,%.&1%9/)%=&)'&1%3%),),?% 8'?%8%$)&/$=&')*%1&%1-'$'8,0&(/0)'1.:&d'839,0/),$-&)*%&,..5%&,.&)*%&(/0)&)*/)&8/$2&'(&)*'.%&,$451,%.&/1% 05859/),?%&'?%1&),8%&/$=&$')&%/.2&)'&=%)%0)&'$&/&=/2h)'h=/2&+/.,.: g*%&7%2&)'&/?',=,$-&)*%&,$451,%.&,.&)'&)/7%&/&31'/0),?%&/331'/0*:&H$?%.),$-&,$&%e5,38%$)&)*/)&31'?,=%.&)*% 31'3%1&%1-'$'8,0.&/$=&)1/,$,$-&%839'2%%.&'$&*'6&)'&5.%&,)&0'11%0)92&6,99&='&8'1%&)*/$&8%1%92&1%=50%&9'.)h ),8%&,$451,%.&p&,)&0/$&,831'?%&8'1/9%&/$=&31'=50),?,)2:&B'$<)&-,?%&,$&)'&)*%&)%83)/),'$&)'&+52&'((,0%&0*/,1.
11 7 8 7 78 ! 1 78 78 8 7 7 1
21"
01212345
678 78 8 7 7 7 8 7 78 8
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`B?[@Daba?cZ' G77/0()'02%9$/%'52.('7/.(':$H$.&)'9:$%'52)9'5$%$6(.)'.($1/H(<'O%'$&&/9/2%3'+(,2%&'9:('-29(%9/$1'72.'/%;4./() $%&'&($9:3'277/0('7/.()'0$%'&()9.2,'J$14$+1('&2045(%9)'$%&'(K4/-5(%93')2'-.(J(%9/%6'$6$/%)9'7/.()'):241&'+('$ :/6:'-./2./9,<'T$%,'5$9(./$1)'4)(&'/%'277/0()'$.(':/6:1,'025+4)9/+1(3'$%&')25('(5/9'92M/0'745()'8:(% +4.%/%6< T$%$6(.)'):241&'02%&409'.(641$.'/%)-(09/2%)'92'/&(%9/7,'7/.(':$H$.&)'$%&'8$,)'92'5/%/5/H('9:(5<'d:$9'0$% /%014&('(J(.,9:/%6'7.25'0:(0*/%6'$11'9:('02.&)'9:$9'$.('-1466(&'/%92'(1(09./0$1'2491(9)'92'5$*/%6')4.('9:$9'7/.( (M9/%64/):(.)'$.('($)/1,'$00())/+1(<'^1(09./0$1'&(7(09)'$.('$'-./5$.,'0$4)('27'277/0('7/.()3')2'-$,'-$.9/041$. $99(%9/2%'92'9:('/%9(6./9,'27'(M9(%)/2%'02.&)'$%&'8/./%63'$%&'5$*(')4.('9:$9'(1(09./0$1'(K4/-5(%9'e()-(0/$11, )-$0(':($9(.)f'/)'%29'&$%6(.24)1,'012)('92'025+4)9/+1('/9(5)< ^5-12,(('9.$/%/%6'/)'$1)2'0./9/0$1<'U28'5$%,'82.*(.)'/%',24.'277/0(':$J('.(0(/J(&'9.$/%/%6'/%'9:('+$)/0'4)( 27'7/.('(M9/%64/):(.)g'h:/1('9:$9'9,-('27'9.$/%/%6'/)'$'%2.5$1'.(K4/.(5(%9'72.'02%)9.409/2%'$%&'5$%47$094./%6 82.*(.)3'/9S)'.$.('72.'025-$%/()'92'(M-(09'9:(')$5('7.25'9:(/.'277/0(')9$77< iaj[@[C?[ZZ' O%'9:('(J(%9'27'$%'(5(.6(%0,3'82.*(.)'54)9'+('$+1('92'(M/9'9:('277/0('/55(&/$9(1,'$%&')$7(1,<'d:$9S)'8:,'/9S) /5-2.9$%9'92'5$*(')4.('9:$9'7/.('&22.)'$%&'()0$-('.249()'&2%S9'+(025('+120*(&'+,'74.%/94.('2.'+2M()< ^5(.6(%0,'(M/9)'):241&'$1)2'+('-.2-(.1,'5$.*(&3'$%&'$11'(5-12,(()'):241&'*%28'8:(.('9:('%($.()9'(M/9'0$% +('724%&< k(8'025-$%/()'.4%'.(641$.'7/.('&./11)'92'(%)4.('9:$9'(5-12,(()'*%28'9:(')$7()9'8$,)'92'(M/9'/%'0$)('27'$% (5(.6(%0,3'2.'8:(.('92'02%6.(6$9('2%0('249)/&(')2'9:$9'5$%$6(.)'0$%'02%&409'$%'$004.$9(':($&024%9<'d$*/%6 9:('9/5('92'&2')2'$9'1($)9'98/0('$',($.'0241&')$J('1/J()'/%'9:('(J(%9'27'$%'(5(.6(%0,< lFmB?>Fn[FEaA@E>oBFZ@' I)'025-$%/()'$%&'+4/1&/%6'5$%$6(.)':$J('82.*(&'92'.(&40('(%(.6,'02)9)3'277/0('+4/1&/%6)':$J('+(025( 540:'p9/6:9(.3q'8/9:'7(8(.'2--2.94%/9/()'72.'$/.'92')((-'/%'$%&'249<'I9'9:(')$5('9/5(3'82.*(.)'$.('+(/%6
11 7 8 7 78 ! 1 78 78 8 7 7 1
"1#
1/2/2021
The Future of the Workforce Study - Results from Our Initial Survey
TAGS: ERGONOMICS FOR KIDS, ERGONOMICS STUDY ERGONOMICS
On the 24th March I’ll be hosting a webinar with University of Salford and Jon Abbott our project lead Anna Clark to discuss the results from our initial survey on musculoskeletal impacts in young people from phone and tablet use. Leading up to the 24th March I wanted to give you some further context about why we’re holding this webinar. You see, we’ve been banging this drum for a while now and there’s a bit of a history to it. Back in 2013, we launched our Ergonomics 4 Kids campaign that went on to teach hundreds of parents, teachers, children and business leaders about the ‘time bomb’ of musculoskeletal issues posed by continued and long-term device use. We created some great resources for you to use, free-of-charge at: UK: www.ergonomics4kids.com US: www.ergo4students.com The campaign featured in Hu Post, The Telegraph, and ltered through to numerous blogs and industry trade sites. As we noted back then two thirds of primary school children reported experiencing back or neck pain over the course of the year. https://www.cardinus.com/insights/ergonomics/the-future-of-the-workforce-study-results-from-our-initial-survey/
1/3
1/2/2021
The Future of the Workforce Study - Results from Our Initial Survey
In fact, the number of children receiving treatment for back or neck pain had doubled in six months. There was growing concern from the medical community. We had failed to understand the e ects of excessive computer and device use on young people’s developing bodies. As I commented in 2013, “It cannot be right that we work so hard to protect the working population but fail to recognise the impact technology has on children at a critical stage of their physiological development.” Our research with University of Salford will aim to provide robust data about the true impact of technology on young people. The rst part of research has now concluded and the data is available. Tune in to the webinar to nd out…
Register for the Webinar
https://www.cardinus.com/insights/ergonomics/the-future-of-the-workforce-study-results-from-our-initial-survey/
2/3
1/2/2021
The Science Behind Physical Distancing - Cardinus Risk Management
TAGS: CORONAVIRUS, COVID-19, PREVENT, RETURN TO WORK COVID-19 H&S RESPONSE
There are proven reasons why we need to distance ourselves from others outside our own household to control the spread of COVID-19 – the virus is transmitted when people are in close contact with each other.
Dr Claudia Calder DipNCRQ GradIOSH Health And Safety Consultant at Cardinus Risk… Cardinus Risk Management Ltd
The term 'social distancing' is being used by the Government, and subsequently being used by everybody else, but is it the correct terminology?
View profile
Humans are inherently social. We are not special in this way, in most animal species social behaviour is important. Although we may share some broader aspects of our social behaviour with more primitive species, human social behaviour is more complex but no less important for our health and survival (Young, 2008).
So, should we be 'socially distancing' or 'physically distancing'? https://www.cardinus.com/insights/covid-19-hs-response/the-science-behind-physical-distancing/
1/5
1/2/2021
The Science Behind Physical Distancing - Cardinus Risk Management
The term 'social distancing', implies that you need to be distant from socialising. This sounds like you must be socially separate from your family and friends, i.e. not interact with them. While physical distancing simpli es the concept that you need to be physically distant or separate from another person (or object). Staying in touch with people assists the human connection we all need to thrive daily (being social), while physical distance is vital to slow down the transmission of COVID19 amongst people.
Why is it a 2m distance? This originally came from studies in the 1930s, where scientists found that respiratory droplets from coughs and sneezes, would land within 1-2m. However, in light of COVID-19, more recent studies have been carried out, showing that coughs can travel up to 6m and sneezes can travel up to 8m in a 'gas cloud' (Bourouiba, 2020). However, trying to keep distances of up to 8m (or 26 feet), which is approximately 4 times the length of an average UK size bed, is going to be impossible to do, which is why we are being told to 'catch' sneezes and coughs either in tissue or the crease of the elbow.
Is a 1m as e ective as 2m distance? The simple answer to this question is no. 1m is good but 2m is better. Halving the distance from 2m to 1m, more than doubles the chance of transmission. At 1m the risk of being infected is 13%, but at 2m the risk of being infected is 3% â&#x20AC;&#x201C; for every 1m further away in distance, the relative e ect of the risk of transmission is 2.02 (Chu, et al. 2020).
Guidance for physical distancing Work remotely (wherever possible), whenever you have the chance Avoid physical meetings. Use online conferencing, email or the phone when possible, even when people are in the same meeting Unavoidable in-person meetings should be short, in a large meeting room where people can sit at least 2m from each other; avoid shaking hands Eliminate unnecessary travel and cancel or postpone nonessential meetings, gathering, workshops and training sessions Do not congregate in communal areas (kitchens, copier rooms, post room, etc). Keep 2m apart when possible Avoid using lifts, wherever possible. If they must be used, limit their use to 2 people and ask them to face away from each other Bring lunch and eat at your desk or away from others (avoid lunchrooms and crowded restaurants If you decide to eat at your desk, make sure you clean your desk before and after; and try and 'get away' from your desk by going for a walk https://www.cardinus.com/insights/covid-19-hs-response/the-science-behind-physical-distancing/
2/5
1/2/2021
The Science Behind Physical Distancing - Cardinus Risk Management
Stagger lunchtimes, wherever possible Avoid public transportation – try to either walk, cycle, or drive. If unavoidable, go in early or late to avoid rush-hour crowding on public transportation Limit recreational or other leisure classes, meetings, activities, etc, where close contact with others is likely
CLICK HERE TO DOWNLOAD THE PHYSICAL DISTANCING CHECKLIST References Young, SN. The neurobiology of human social behaviour: an important but neglected topic. J Psychiatry Neurosci 2008; 33(5): 391-392 Bourouiba, L. Turbulent Gas Clouds and Respiratory Pathogen Emissions: Potential Implications for Reducing Transmission of COVID-19. JAMA Insights; 2020: 4756 Chu, DK, et al. Physical distancing, face masks, and eye protection to prevent personto-person transmission of SARS-CoV-2 and COVID-19: a systematic review and metaanalysis. Lancet; 2020: 31142-9
https://www.cardinus.com/insights/covid-19-hs-response/the-science-behind-physical-distancing/
3/5
1/2/2021
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/
1/5
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/
2/5
1/2/2021
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 â&#x20AC;&#x201C; 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 personâ&#x20AC;&#x2122;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 â&#x20AC;&#x201C; 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/
3/5
1/2/2021
Working at Home Mental Health Risks | Cardinus
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/
4/5
1/2/2021
Wellbeing and Remote Working | Create a Wellbeing Centred-Workplace
Â
TAGS: EMPLOYER RESPONSIBILITIES, MENTAL HEALTH, WELLBEING, WORKING FROM HOME COVID-19 H&S RESPONSE
We have teamed up with Welbot, an innovative, workplace wellbeing platform designed to improve employee health and wellness in the workplace. In the second part of our series, Welbot discusses how to create a workplace that centres on wellbeing during a global pandemic. Embracing remote work has been a necessary adjustment for thousands of employers and millions of workers in the UK. In April of this year, half of adults in employment worked from home, with 86% of those workers doing so because of the Covid-19 pandemic. In July, around 30% of adults worked exclusively from home. This mammoth swing towards home working has shown some signs of reversal, with a growing number of employees travelling to work each week and fewer people reporting coronavirus as impacting their work.
Help employeesâ&#x20AC;&#x2122; mental wellbeing when returning to work
https://www.cardinus.com/insights/covid-19-hs-response/wellbeing-and-remote-working/
1/5
1/2/2021
Wellbeing and Remote Working | Create a Wellbeing Centred-Workplace
Leaving the familiarity of a home work environment and returning to pre-pandemic o ce spaces brings unique challenges. Can your o ce accommodate the return of all your colleagues? What days will workers be in the o ce? Have workers travelled and how easy will it be for them to return? Will colleagues with children be able to arrange childcare? What new cleaning measures will need to be in place? The rapid scramble to establish home working environments, practices and policies a ected peopleâ&#x20AC;&#x2122;s wellbeing, and the withdrawal from these circumstances has equal potential to do the same. Looking after your employeesâ&#x20AC;&#x2122; wellbeing should be of particular importance while managing the return to shared workspaces, so do what you can to make sure any challenges to mental, physical, social and nancial wellbeing are recognised early on and are met with practical steps to minimise harmful e ects to your colleagues. Be proactive in understanding what concerns your colleagues have about returning to the o ce and communicate clearly about the steps you are taking to address them.
Planning for a shared workspace In contrast to the unexpected need to shift to working from home at the start of the pandemic, employers and employees are in a position where they can work together and implement a considered plan for returning to a shared workspace, continuing to work in a distributed fashion or some hybrid combination. These plans should be exible and draw strength from the insights and lessons learned during this boom of home working. Understand what circumstances have been bene cial for your colleagues and see if they can continue or be replicated â&#x20AC;&#x201D; more time among family, avoiding commutes and increased opportunity to exercise are all bene ts that many workers have been able to enjoy that have had positive e ects on their wellbeing. The Global Work-from-Home Experience Survey reports that 77% of workers want to continue to work from home after the pandemic is over and that only 6% of respondents would not want to work from home in the future. So even though lockdown restrictions have eased, the 5-day 9 to 5 may have been permanently disrupted for millions of workers. Find out Living arrangements can vary widely, and not all workers are fortunate enough to have appropriate dedicated workspace or equipment in their home and may share that environment with several people, meaning the o ce re-opening comes as a great relief.
https://www.cardinus.com/insights/covid-19-hs-response/wellbeing-and-remote-working/
2/5
1/2/2021
Wellbeing and Remote Working | Create a Wellbeing Centred-Workplace
Make the wellbeing of your employees a paramount consideration when prioritising who should return to the o ce and when. And for those employees who continue to work remotely, make sure you carry on paying attention to their circumstances and support their work-life balance.
Communication is paramount to building a community and supporting employees Working from home may mean competing demands from family alongside professional duties. Working from anywhere may mean frequent travel and less stable connectivity and means of communication. And depending on how far- ung your colleagues are, time zones may be a relevant factor when designing projects, collaborating and communicating. If your organisation operates in a remote fashion to any degree, make sure potential challenges to engagement, productivity and interpersonal relations are recognised upfront and are met with practical steps to not only minimise loss, but maximise bene t to your working environment. Workplace tools like Slack, Teams and other instant messaging products can increase the availability and ease of speedy communication. Be mindful of boundaries, however, and the possibility of overwhelming your colleagues. Good communication really is your best friend when it comes to supporting your colleaguesâ&#x20AC;&#x2122; wellbeing. Encourage them to give feedback honestly and often and keep them in the loop regarding changes to practices, routines and policies.
4 communication tips for work-life balance When you understand the factors that disrupt successful home working you are better placed to address them. Keep these tips in mind to help your employees to achieve their ideal work-life balance and to feel comfortable: 1. Provide the tools they need to communicate e ectively. Keep the technology you use as simple and streamlined as possible and update security regularly. 2. Set expectations. Check in regularly to understand whatâ&#x20AC;&#x2122;s working well and what challenges need to be addressed in order to achieve objectives 3. Tone at the top. Executives and managers should demonstrate the values, practices and behaviours that employees throughout the organisation should emulate. 4. Understand your colleaguesâ&#x20AC;&#x2122; goals. Recognise that individuals will respond di erently to the challenges posed by remote work and help each person to create a productive work environment.
https://www.cardinus.com/insights/covid-19-hs-response/wellbeing-and-remote-working/
3/5
1/2/2021
Wellbeing and Remote Working | Create a Wellbeing Centred-Workplace
As a general rule, uncertainty is undesirable in terms of wellbeing. The past few months have held more than their fair share of uncertainty for most of us, and though clouds appear to be thinning, clarity is not yet within reach. Be kind to yourself and your employees and provide clear support and guidance where you can. Be unequivocal in your support for their wellbeing and be con dent that looking after your workers while they work from home, work from elsewhere or return to the o ce will be rewarded in terms of satisfaction, engagement and productivity. A remote workforce can be an enormous asset to an organisation. Flexibility regarding where your sta get their work done can help deliver an improved work-life balance for individuals: reducing commute time, expense and stress, while increasing productivity and time for family, friends and hobbies. As workersâ&#x20AC;&#x2122; expectations have shifted, the opportunity to work remotely, at least some of the time, has gone from a nice perk to something much closer to a must-have. Welbot â&#x20AC;&#x201C; Employee Health and Wellbeing Platform
https://www.cardinus.com/insights/covid-19-hs-response/wellbeing-and-remote-working/
4/5
0123456768309
456768309
<
&
! " # $ %& ' % ( % < ( & <
012349,,.,, 456768309,,.,, 06768309
)46* 993672+,9 2-375
4/012,013/4
4/012,)56/2/57
4/012,*8329486
2::,4/012;
012340 267 82914 2 40 4
781 8 7 1 ! "#$%&'()*&+,)-&./012).3$44')456&/74'+
89:;<=>?:@ABBC?BDE9;FBCG?9:?=?GBAF?GH=G?9C@<EIB:? =C>?JKAL?BDE9;FBCG?GH=G?9C@KA;KA=GB:?=C?B<B@GAKC9@? M9:E=<?I9:;<=>?KN?9CNKAF=G9KCO?PHB?FK:G?N=F9<9=A?9:? GHB?@KF;EGBA?JKAL:G=G9KC?GH=G?9:?KC?GHB?IB:L?KN?FK:G? KNQ@B?JKALBA:?=CI?F=C>?9C?9CIE:GA>O?RKJBMBAS?9G?=<:K? 9C@<EIB:?KGHBA?BDE9;FBCG?GH=G?NKAF:?;=AG?KN?;AK@B::? @KCGAK<:?=CI?KGHBA?BDE9;FBCGO TUVWX?YE:@E<K:LB<BG=<?UCZEA9B: [KAL?KC?8V\?9:?GHB?@=E:B?KN?=?A=C]B?KN?FE:@E<K:LB<BG=<? 9CZEA9B:S?JH9@H?=AB?GHB?FK:G?NABDEBCG?@=E:B?KN?<K:G?JKAL? G9FB?9C?UAB<=CI?=CI?GHB?^WO?PHB:B?9C@<EIB?@KCI9G9KC:? :E@H?=:?@=A;=<?GECCB<?:>CIAKFBS?GBCK:>CKM9G9:S?<KJBA? =CI?E;;BA?_=@L?;=9CO?PHB:B?@=C?AB:E<G?NAKF?AB;BG9G9MB? FKG9KC?JHBC?E:9C]?GHB?LB>_K=AI?=CI?FKE:B?=:?JB<?=:? ;KKA?;K:GEABO `B?aKKIX? PHB?A9:L:?@=C?_B?F=C=]BI?_>?NK<<KJ9C]?]KKI? BA]KCKF9@?;A9C@9;<B:?JHBC?@HKK:9C]?BDE9;FBCG? =CI?IB:9]C9C]?JKAL:G=G9KC:O
t??u=vIpZEw:| G?G HrBzs?< = >p K?}E?G9?:K?GNH?GBHABB??B=DIEB9;DFBE=GCBG??:K;C=?G@HBB??GIKB?:L ?
i=C?GHB?@H=9A?_B?=IZE:GBI?NKA?HB9]HGS?_=@L? :E;;KAGS?G9<GS?:B=G?IB;GH?=CI?GH9]H?:E;;KAG ??uvpwpr z rqprs?}?9:?GHB?<9]HG9C]S?=@KE:G9@:S? GBF;BA=GEAB?=CI?HEF9I9G>?:ENQ@9BCG?GK?@AB=GB? @KFNKAG=_<B?JKAL9C]?@KCI9G9KC:O uvpwzr z z x{w}?IKB:?GHB?BF;<K>BB?H=MB?=C>? ?? :;B@9=<?NB=GEABS?BO]O?MBA>?G=<<S?MBA>?:HKAGS?;AB B 9:G9C]?FBI9@=<?@KCI9G9KC:S?JH9@H?F=>?FB=C? GH=G?:;B@9Q@?ABDE9ABFBCG?F=>?_B?CB@B::=A>O \<:BJHBABX KG?KC<>?:HKE<I?GHB?JKALBA:?9C?GHB?KNQ@B?H=MB?GHB? 8V\?JKAL?=::B::BI?_EG?GHB?AB]E<=G9KC:?=<:K?=;;<>?GK? KGHBA?]AKE;:?:E@H?=:X ?RKFB?JKALBA:O ??PBF;KA=A>?KA?;=AG G9FB?:G=NNS?9C@<EI9C]?=]BC@>? JKALBA:O \F;<K>BB:X lO??dAB?BCG9G<BI?GK?H=MB?GHB9A?JKAL:G=G9KC?=::B::BI 3 b AB =::B::BIO? aE9IB?GK?GHB?V=NBG>S?RB=<GH?=CI?[B<N=AB?=G?[KAL? fO?? YE:G?_B?GA=9CBI?9C?GHB?E:B?KN?GHB?JKAL:G=G9KC?=CI?_B? caBCBA=<?d;;<9@=G9KCe?TB]E<=G9KC:?fgghO? ]9MBC?9CNKAF=G9KC?=_KEG?HB=<GH?=CI?:=NBG>?N=@GKA:O iH=;GBA?j?KN?k=AG?fX?89:;<=>?V@ABBC?\DE9;FBCGO? O??YE:G?=<:K?H=MB?;BA9KI9@?_AB=L?KA?@H=C]B:?KN? c\^?89AB@G9MB?lmmge AKEG9CB:?=J=>?NAKF? 8^ :O O ?? YE:G?_B?=IM9:BI?GH=G?GHB>?=AB?BCG9G<BI?GK?=C? noopooqprs = ;;AK;A9=GB?B>B?B>B:9]HG?GB:G:?cKA?F=>?K;G?NKA? d::B::FBCG:?FE:G?_B?@=AA9BI?KEG?NKA?=<<?BF;<K>BB:? B 9 GHBAeO JHK:B?JKAL?ABDE9AB:?GHBF?GK?E:B?I9:;<=>?:@ABBC? jO??YE:G?_B?9C:GAE@GBI?9C?HKJ?GK?=IZE:G?@H=9A:? BDE9;FBCGO?PHB?=::B::FBCG?FE:G?=IIAB::?GHB? ;AK;BA<>?9C?KAIBA?GK?QCI?GHB?_B:G?:9GG9C]?;K:GEAB?GK? NK<<KJ9C]?N=@GKA:X =MK9I?GHB?<KC]?GBAF?;AK_<BF:?KN?FE:@E<=A?:GA=9C? uvpwsxoywzsop{|?}?HKJ?FE@H?G9FB?GHB?BF;<K>BB:? ?? CI?_=@L=@HBO :;BCI:?KC?I9:;<=>?:@ABBC?JKAL?B=@H?I=>S?HKJ? O??= \CG9G<BI?GK?=?F9C9FEF?KNQ@B?:;=@B?;BA?;BA:KC?KN? <KC]?IKB:?=C?BF;<K>BB?JKAL?@KCG9CEKE:<>? O j?:DFO J9GHKEG?=?_AB=LS?GHB?IB]ABB?KN?@KC@BCGA=G9KC? xzrzr JH9@H?9:?ABDE9ABIS?GHB?IB]ABB?KN?LB>_K=AI?=CI? u K<<KJ9C]?GHB?=::B::FBCG:S?@KCGAK<?FB=:EAB:?FE:G? FKE:B?JKAL?BG@O _ C?;<=@BS?JH9@H?:HKE<I?_B?_=:BI?KC?]KKI? ?u ?vpwp~ z qprsw}?GHB?G>;B?KN?:@ABBCS?LB>_K=AIS? BAB]?;KECGK?9F9 @?;A9C@9;<B:O?d<<?BF;<K>BB:?:HKE<I?GHBC?_B? FKE:B?BG@?=CI?GHB?B=:B?J9GH?JH9@H?GHB>?@=C? BIE@=GBI?9C?GHB?@KAAB@G?E:B?KN?GH9:?BDE9;FBCG?=CI?GHB? _B?E:BIO?i=C?GHB?:@ABBC?_B?B=:9<>?AB=IS?IK? ;G9FEF?J=>?GK?:BG?E;?GHB9A?JKAL:G=G9KCO?PHB>?FE:G? @H=A=@GBA:?=;;B=A?KC?GHB?:@ABBC?=NGBA?9C;EGS?J9GH? K = I?KN?GHB?BF;<K>BA :?;K<9@9B:?KC?9::EB:? CK?IB<=>O?i=C?GHB?:@ABBC?_B?=IZE:GBI?NKA?HB9]HGS? :E<:@KH??_=B:??B9C>NBK:A9FB ]HG?GB:G:?_AB=L:?BG@O _A9]HGCB::S?@KCGA=:G?BG@O
t t
t t t t
&3 %4% $" .' !5 !
9 4 6789:;
<=>>=?@ABCDEFGAHIAJAGK?JL=MAJM>=N=>KOAPCIA=?>IQRNIQ>IHQJFAG=BMBAMJ??D>AJHBDQHA SE=GATCI?AE?GIQAB>QJ=?O
U66V WXY:7
ZJKA[DQA>CILBIFNIBAD?FKATCI?AGILD?B>QJ>IGAJ?GA=?B>JFFIGA\QD\IQFKO
]^_X`Ya b;X8Y_c d 6::;a8 e;X89:;7 fgW; h;78 i6789:; Y7 8W; _;j8 i6789:;k
lDFG=?@A>CIABJLIA\DB=>=D?A[DQAJA\IQ=DGAD[A>=LImAn?DT?AJBAB>J>=MAFDJGmAMJ?A MJEBIA\J=?AJ?GA[J>=@EIOAPCJ>A=BATCKA=>A=BA=L\DQ>J?>A>DAI?MDEQJ@IA[QIoEI?>A LDNILI?>AJ?GA\DB>EQIAMCJ?@IO p>A=BA@DDGA>DAMCJ?@IA\DB=>=D?AJ?GALDNIOAPCIQIA=BA?DAqMDQQIM>rA\DB>EQIA >CJ>A=BAHIB>A[DQAJ?AI?>=QIATDQnAGJKARABDA[EQ?=>EQIA>CJ>AJFFDTBA[DQA>CIABLJFFA E?MD?M=DEBALDNILI?>BA>CJ>AJA\IQBD?ALJnIBA=BA=GIJFO sI[tAuEQ?=>EQIAp?GEB>QKAsIBIJQMCAvBBDM=J>=D?A\EHF=MJ>=D?ARAquEQ?=>EQIAwIB=@?APDDFn=>r
8!' ,! 2 !%%$ ! !+! !" . 3! ! ,! !- ' " %&% x
012 45 6178 90 48
5 !" #$%&'!% () *+&!%% ,! % " -.! ! .% . (/ 7 !,!'0 " % -$ !" % 1) " 2.% $ !
0123456 89 2 9 4 2 1
8Y3 P217 u7:0 :03>: 02 :8J30P N2,>9-8.N3 02+8P ).9-.3 =3890= { :8J30P :2910-2.: J27 :,899 8.+ ,3+-1, 3.037>7-:3:
v 4 9 wx y2 wz
&87+-.1: -: 8 938+-.V =3890=5 :8J30P 8.+ 7-:Y ,8.8V3,3.0 :>3N-89-:0 2Z37-.V 2.9-.3 8.+ 2.[:-03 :2910-2.: J27 899 8738: 2J P217 M1:-.3::4 \]^_aÌ&#x20AC;bÌ&#x20AC;cdÌ&#x20AC;efÌ&#x20AC;dfafdghi^jfklf_kj^faj^acfklfcal^mnfadofjÌ&#x20AC;cpfhadae^h^dmqfrajodÌ&#x20AC;gcf kll^jf_kh]b^m^fckbgmÌ&#x20AC;kdcflkjfocÌ&#x20AC;]banfc_j^^df^sg`]h^dmf_kh]bÌ&#x20AC;ad_^qfcal^mnfmjadÌ&#x20AC;dÌ&#x20AC;et
!01+-29-.3 -: 8 73:39937 2J &87+-.1: S-:Y *8.8V3,3.0 >72+1N0: -. "7398.+ 8.+ 873 N370-u3+ &87+-.1: ! ::3::27:4
+2>0-.V M3:0 >78N0-N3 -. 2QN3 37V2.2,-N: =39>: 8O2-+ 73>30-0-O3 -.T17P :078-. -::13:4
!"#$ !% &"'( ! %% ( &)*% !) ")$! +,-./ !01+-2 -.3 0+45 67-87938:5 ;19-8.:02<.5 &24 *380=5 "7398.+4 39/ '733>=2.3 ?@AA B@C CAA D BEB C? F@B @CCA '8G/ BEB C? F@H F?IE ,8-9/ -.J2K:01+-29-.34-3 L3M/ <<<4:01+-29-.34-3 &2.08N0:/ 73O27 !08.93P !893: )QN35 R3O-. !08.93P !893: )QN35 S2M370 199P 4->43:4* %72T3N0: )QN3 %72T3N0 )QN3/ '377-: U21:35 &2.:0-010-2. U-995 72V=3+85 &24 210=5 "7398.+5 FHWX'