Hertfordshire Employee Wellbeing Practitioner Event ‘Managing a healthy Ageing workforce’

1. Hertfordshire Employee Wellbeing Practitioner Event ‘Managing a healthy Ageing workforce’ Business Action on Public Health Project Manager Debbie Longhurst Business in the Community

2. Delegate packs • Agenda and timetable for this morning • BITC Health calendar • Hertfordshire workplace offer • Feedback sheet

3. Transforming business transforming communities

4. Business Action on Public Health aims to explore the workplace as a setting for improving public health by asking businesses across the East of England to actively support staff health and wellbeing and consider their influence on wider public health. • This 3 year project is funded by the Department of Health and is managed by one of Prince’s charities Business in the Community (BITC). BITC are a business-led charity focused on promoting responsible business practice.   • The project is working with over 250 SME and larger organisations, who have a footprint in the East of England. The project works in partnership with the Public Health teams locally to support employers understanding of the local health inequalities and to identify suitable workplace solutions to support workplace health. East of England workplace pilot

5. The issue of public health is an important one for business, as employee wellbeing has a clear effect on business performance. • Employers pay £9 billion a year in sick pay and associated costs, plus the indirect costs of managing business while people are off sick ( Sickness Absence Review 2011, Dame Carol Black and David Frost CBE)A recent YouGov survey for the TUCfound that one in three employees are not engaged in their work. • An Individual's Health has consequences far beyond themselves- touching their families and children, workplaces and wider communities (Working for a Healthier Tomorrow, Dame Carol Black) The Business Case For employee wellbeing

6. The Problem • Increasing non-communicable disease • Smoking, obesity • Increasing mental ill health • Increasing sickness absence • Increasing loss to business productivity and performance from sick pay • Avoidable cost of managing and replacing sick and absent staff

7. 2,200 early and avoidable deaths per annum Most of them preventable Problems start in working age life with sickness absence Common causes: inactivity, MSK problems, diet, alcohol, smoking Significant avoidable stress and mental health costs The human side of resource depreciation because it isn’t looked after WE REALLY MUST DO SOMETHING! BUT WHAT? Hertfordshire

8. Hertfordshire percentage projected population change 2010 to 2035

9. Listening toHertfordshire workplaces 2013-2014 Pilot Developed a workplace offer through a pilot project with Public Health in Hertfordshire and 21 local employers

10. Some of our partners

11. RES PRESENTER NAME – BARRY THOMPSON – SENIOR GROUP HEALTH & SAFETY ADVISOR BSc (Hons) OSHE, CMIOSH, MIIRSM Hertfordshire Public Health and Business in the Community Wellbeing Practitioner Event at RES – 15/07/14

12. RES are the largest Independent Renewable Energy System provider in the UK Onshore Wind Offshore Wind Advisory Services Solar PV Transmission lines Energy storage

13. Our Growth 8.2GW Our projects are meeting the needs of the industrial, public and commercial sectors 5GW 1GW 1981-91 1992 2001 2003 2005 2006 2007 2008 2009 2010 2012 2013 Over 8,200MW of renewable energy capacity in its global portfolio. A further 1,700MW under construction and thousands of megawatts in development 13

14. Renewable Energy in 5 Continents Sweden, Norway and Finland North America & Canada 14 UK offices France, Germany, Italy, Portugal Turkey Japan South Africa Australia Chile Working across the globe to develop, construct & operate a range of projects & services, contributing to the goal of creating a low carbon future

15. Our Growth 8.2GW Our projects are meeting the needs of the industrial, public and commercial sectors 5GW 1GW 1981-91 1992 2001 2003 2005 2006 2007 2008 2009 2010 2012 2013 Over 8,200MW of renewable energy capacity in its global portfolio. A further 1,700MW under construction and thousands of megawatts in development 15

16. House Keeping There is no planned fire alarm today In the case of a fire alarm the meeting point is in front of Lofty (Location is at the top of the car park) – please exit by the nearest fire escape Toilets and washing facilities Located to the side of the entrance in the auditorium If anyone starts to feel ill during this event or requires medical assistance – your nearest first aider is In their absence please contact reception

17. What RES have done in conjunction with BITC & HPH • BITC/PHH Offerings • We have put a small number of employees through the Workplace Champions Offering • We have provided employees with Mental Health Lite Awareness training • We have taken the opportunity of having mini MOT’s provided to staff • We promote the workplace challenge / portal within the business and taken part in some of the joint events, particularly cycling • We have also signed on to the Governments, Health at Work element of the Public Health Responsibility Deal • We are delighted to host BITC & HPH practitioner events here at RES

19. Managing a healthy ageing workforce 15 July 2014

20. Managing a healthy ageing workforce TOPICS Common myths around ageing issues and older workers Your organisation's Sleeping Tiger – Why organisations who are not recognising the impact that our ageing society is having on their workforce are doing so at their peril! Why is ageing on the HR radar? Building the business case Who in your workforce is impacted by personal and/or family ageing issues? What are the problems caused - for employers - for employees? How does this impact the business? How does this impact the bottom line?

21. A little about me: Chris Minett • Founder of social impact business “Action for Ageing” and The Positive Ageing Company • Co-author of the book - ‘Action for Ageing’ • Working across sectors and Govt steering • Catalyst Personal family care experiences

22. Common myths around ageing issues – who and how it impacts Older workers have a declining capacity for work Our business isn’t impacted by the ageing demographic! We don’t have many working carers in our organisation! Old dogs, new tricks... We don’t think our staff/members would place much value on support in this way! Older workers need to leave to create space for younger / new staff People want to retire We offer flexible working – isn’t that enough? A healthy ageing workforce is all about older workers

23. Our Ageing Society and the impact on your organisation... Why a Sleeping Tiger?

24. Because many organisations do not fully appreciate how they will be impacted and to what extent...

26. Today’s Challenges For H.R.

27. Tic, tic, tic… Today’s Challenges For H.R.

28. Tic, tic, tic… Today’s Challenges For H.R. What Can You Do To Help Defuse The Timebomb?

29. Why is ageing on the HR radar?

30. Building the business case The Sleeping Tiger Identify the challenges – and opportunities! Who How Impact

31. Who? Older Workers Bob 58yo, 22 years service Wants to continue working Working Carers Jane 48yo, senior executive Mum has early stage dementia Sandwich Gen Ravi 41yo, production manager Young family and dependent father in-law Distance Workers Mary 36yo, IT consultant Lives in Luton, ageing parents live in Cardiff

32. Who? Older Workers 50+yo 1 in 3 workers (by 2020) CIPD 2012 Working Carers 45-65yo 1 in 9 employees Carers UK 2014 Sandwich Gen 35-55yo Informal care doubling by 2030 UK 2014 Distance Workers 35+ Amplified anxiety, 20% expats are 50+ UK 2014 More than 50% of workers aged over 55 are planning to work beyond the state pension age (CIPOD 2010) Often also: Most senior staff £££ Most experienced staff £££ Most expensive investment / ROI £££ Most difficult to replace £££

33. How? Challenges ageing issues are presenting to employers Older Workers Bob 58yo, 22 years service Bob has been doing same role for last 6 years Bob’s role is physically demanding Line manager assumes Bob intending to leave in next year or two Line manager thinks Bob not interested in learning anything new Line manager not aware of company policy Line manager not sure how to raise conversation about leaving/retirement Company policy re. work alternatives is unclear – e.g. flexible working Flexible working is not promoted – dealt with ad-hoc, case-by-case Main challenges: Line manager wants younger worker to do Bob’s role Bob doesn’t want to retire – but will struggle to continue in same role

34. Challenges ageing issues are presenting employers Working Carers Jane 48 years old, senior executive Jane is the Sales Director Management team newly informed Jane’s mum has dementia Jane has been managing for two years but will need more time off Management have no insight into how many working carers they have Management do not understand the impact on worker or business The business case for supporting working carers is not understood Flexible working is not promoted – dealt with ad-hoc, case-by-case Jane is critical to generating company sales Main challenges: Company does not want to lose Jane Jane is not able to combine full time work and provide care for mum

35. Challenges ageing issues are presenting employers

36. How might personal or family ageing issues impact employees?

37. How personal or family ageing issues impact the bottom line • Retention • Replacement cost - talent & experience lost • Skills shortage • Succession challenges Older Workers • Health • Stress • Absence • Retention Working Carers Engagement Productivity Retention Sandwich Gen Mobility constraint – decline offer Retention – role or assignment left early Distance Workers

38. How might personal or family ageing issues impact employees? CARERS and Sandwich Gen

39. Managing a healthy ageing workforce Key Points and Resources to take away... WHY Identify key drivers relevant to your business WHO Identify who in workforce is being impacted HOW Gather information on how employees are being impacted Calculate impact on business – put a figure on it. Employers Toolkit Healthy Workplaces Group Employers network and resources Ageing workforce diagnostic tool Employers network and resources

40. Facilitated discussion – challenges of attendee organisations Groups of 4 Activity 1. Identify which groups of employees impacted within own organisation 2. Share and Prioritise the challenges being faced 3. Report back to group on challenges and priorities Purpose 1. Share challenges 2. Highlight challenge and priority similarities/differences 3. Identify where solutions needed

41. Managing a healthy ageing workforce • The Sleeping Tiger- Solutions for today and tomorrow • Older workers • Working carers • Distance workers/expats • Those in the sandwich generation

42. Challenges ageing issues are presenting employers RECAP

43. The Sleeping Tiger- Solutions Age-friendly workplace Older Workers Executive Management Engagement Policy Line Management Practices Environment Options Opportunities Support Retirement Culture

44. The Sleeping Tiger- Solutions Age-friendly workplace BMW “Today for Tomorrow” program has implemented a comprehensive package of measures addressing demographic change in the workplace. Lifelong Learning and Training Department Demographic Analysis Training program for managers Work Options Other flexible work arrangements Sabbatical program Scheme called “Full-Time Select Phased retirement Health Promotion and Protection Ergonomics Diversity Promotion Older Workers

45. The Sleeping Tiger- Solutions Age-friendly workplace • Flexible working practices such as… • flexi-time home working • annualised hours compressed hours • shift swapping self-rostering • staggered hours job sharing • term-time working part time working • and flexible holidays! • Understand the full financial implications of flexible / part-time work on your organisations specific circumstances Older Workers BT – Leaders in employee management space “The average increase in productivity for flexible workers is 21%, worth at least £5-6 million on the bottom line of our business functions. Stress-related absence has been reduced by 26% through flexible working.”

46. The Sleeping Tiger- Solutions Benefits of an age-friendly workplace Costs Talent Retention Turnover Productivity Culture Knowledge Service Brand Older Workers

47. The Sleeping Tiger- Solutions Benefits of an age-friendly workplace Older Workers B&Q Macclesfield store with solely over 50s The results help validate the business case for an age-diverse workforce: • Profits were 18% higher. • Staff turnover was six times lower. • There was 39% less absenteeism and 58% less shrinkage. • There was an improved perception of customer service and an overall increase in the skill base.

48. The Sleeping Tiger- Solutions Supporting Working Carers Working Carers Engagement Executive Management Policy Line Management Practices Support Culture Network

49. What gets the Finance department excited… In a survey on the business benefits of supporting working carers conducted for the Carers UK Task and Finish report, mostrespondents said supporting carers in their workforce had either a ‘major’ or ‘some’ benefit through… • Increasing staff morale and loyalty (93%) • Staff retention (92%) • Reducing sick leave and absenteeism (88%) • Improving staff engagement (85%) • Improving people management (80%) • Making team working more effective (75%) • Improving service delivery (72%) • Increasing productivity (69%) • Reducing recruitment and training costs (65%) • Improving the ability to attract (61%) • Producing cost savings (55%) Source: Employers for Carers & Dept of Health Task and Finish Group report ‘Supporting Working Carers’ (2013)

50. The Sleeping Tiger- Solutions Supporting Working Carers Key action – identifying business case and management buy-in Working Carers Engagement Executive Management Policy Line Management Practices Support Culture Network Employers network and resources A large utility company reports: “With a caring emergency you are not dealing with an absence, you are potentially dealing with a vacancy if you don't respond appropriately. The cost of recruiting is incomparable to the cost of 2-3 days' emergency leave. Retaining carers through support or special leave arrangements represents a saving to the company of about £1 million per year.“