Workforce Health and Wellbeing ARIOPS Conference John Abbott 18 th October 2013

Background to the project

The project so far… June 2011 RSSB highlights to its board the risks associated with poor health management April 2012 following widespread industry engagement and consultation the Workforce Health and Wellbeing Project is established 2012 – 2013 during Phase 1 of the work a baseline of information is gathered and some helpful tools are developed – 2014 for Phase 2 the project team looks to develop a roadmap for health and wellbeing management within rail and to specify a health data collection framework.

Project Oversight RSSB Board The RSSB Board is comprised of Chief Executives and Managing Directors from each constituent of the rail industry. RSSB Project Management ATOC Fora Network Rail FOC Companies WHWP PWG The workforce health and wellbeing project working group provides strategic input ISLG Project Task Groups Project Tasks Trade Union Membership Association of Rail Industry Occupational Health Providers Key:  Oversight  Stakeholder input and direction  Project Activities ORR

Aims: Phase 1: Prepare the ground and develop a platform to enable proactive health management by: –Continuing to raise health awareness, build the case and appetite for proactive health management –Understanding capabilities needed to enable proactive management of health –Assisting rail companies with tools and information so that the industry is proactively responding to the health challenge Phase 2: Looks to build on the phase 1 platform and set out industry’s needs to establish proactive health management by: –Developing a roadmap to map out the capabilities needed to improve industry health and wellbeing performance –Specifying the health data collection framework identified within phase 1

Phase 1 - reports and tools

Health and Wellbeing Roadmapping

Background and Aims of Workshop Purpose of the roadmap: ‘We are looking for a roadmap to bring about commitment and understanding for a series of well-planned, effective and prioritised tasks that a diverse range of stakeholders believe will improve health and wellbeing management within the railway and therefore the health and wellbeing of the Rail Workforce and the efficiency of the sector’.

Participants Numbers: 100+ participants over three workshops Who needs to have been involved for the outputs to have broad credibility? Immediate Roles: HR Managers, Health & Safety Managers, Occupational Health Specialists, Operations Managers Organisations: Train Operating Companies, Freight Operating companies, Network Rail, Infrastructure Contractors, Suppliers, Occupational Health Providers, Trade Unions, ORR, RSSB, ISLG, ATOC, Rail Industry Association (RIA), ARIOPS Influencers: Dame Carol Black, Nita Clarke, Bridget Juniper

Time Trends & Drivers D 1 D 2 Markets M 1 M 2 M 3 M 4 Opportunities O 1 O 3O 4 O 2 Technologies & Capabilities T 1 T 2T 4C 6 C 3T 5 Enablers Funding Staff / skills Infrastructure Roadmapping- Linking future to present Why? What? How? D 2 M 2 O 1O 2 T 1 E 1 E 2 Where do we want to go? Where are we now? How can we get there?

What ideas do we need to present to the RSSB Board?

Morning: Scan (‘Landscape’) - Large group activity - Broad scope - Share and capture perspectives - Link, focus and prioritise Afternoon: Probe (‘Landmark’) - Small group activity - Focused scope - Share and capture expertise - Organise, plan and action Google Earth S-Plan Workshop Process

Next Steps Bring together the findings of the roadmapping workshops Develop a graphic to bring out the main points for communication Present the roadmap to the RSSB Board Undertake outcome tasks: Develop industry health data collection Focus on OH Provider relationships Focus on voluntary standards Develop other tasks identified on the roadmap…

Any Questions? John Abbott – For more information please contact Darryl Hopper Project Manager Workforce Health and Wellbeing Project RSSB Tel: (+44) Fax: (+44) Mobile: (+44)