1. Ensuring the health, safety and wellbeing of an ageing workforce 9 th October 2012 Richard Peatfield M.Sc (H,S&E) RN SCPHN(OH) CMIOSH OSHCR Occupational Health & Safety Consultant

2. Severn Trent Water – Occupational Health Overview Our absence rate runs in line with business sector norms, however we have already reduced it by 0.25 % in 12 months YTD December 2011 by focusing on our 2 key area’s Key Absence : Physical – specifically musculoskeletal in origin 18 % Psychological basis - 14% Our key focus moving in our plan is: We have a clearly defined health, wellbeing and safety strategy, programme and plan for it’s delivery which is communication to all level of the business We promote a positive wellbeing message in all our service delivery - simple clear processes for line managers and employee’s to follow Key to our ongoing improvement is that we have had engagement with all the key stakeholders at all levels throughout the business during it’s development, to ensure we have a collaborative approach that is supported at all level’s Health Surveillance and our legal compliance Education, prevention and support mechanisms for our Top 2 absence areas Ensuring that in simple terms ‘’we do the right thing at the right time for the individual and the business’

3. Considering the ergonomic implications of an ageing workforce and practical approaches to reducing risk and improving wellbeing Ageing Workforce Implications: Strength and endurance – Anaerobic capacity Mental wellbeing Balance Heat tolerances Sensory abilities Working time Accidents and injuries in older workers Ill health and ageing Crawford et al. Occup Med 2010; 60:184-192

4. Physical activity

5. Ongoing development of new safe systems of work

6. Considering the ergonomic implications of an ageing workforce and practical approaches to reducing risk and improving wellbeing Our Practical Approaches: Operational Work – risk assessment and design – move to new Severn Trent Centre & Water Services Safety Improvement Plans - health & wellbeing included Behavioural safety – doing work the right way and safe way every time Training – specialist support & design – Water Services Musculoskeletal 1 st Day OH referral trigger – dedicated physiotherapy helpline Wellbeing programme – ‘fit for life & work’ for all.. whether its a sedentary or physical role Mobility Check added to Health Surveillance programme – specific to job design and requirements Health Surveillance – we have also added wellbeing element

7. Overcoming the fear factor - Building a culture where older employees are willing to declare medical conditions and seek support Key Legislation: Data Protection Act and Equality Act 2010 The Data Protection Act, specifically reference’s that the collating of personal health information relating to either physical or mental health conditions is classed as ‘sensitive’ and therefore a requirement for strict controls on to it’s collection and use. It is really important how OH gather and uses information on a pre-existing condition that may affect the ability to perform a specific role – there needs to be very clearly process on it’s use in the work setting The fear factor is real – is my job at risk... Why does the company need to know – health & safety - individual personal responsibilities to ourselves and colleagues Ensure there are : Clear job role requirements with a risk assessment which includes the physical and psychological attributes for that role – Safety Critical or contains potential occupational health disease risk element Ongoing fitness assessment requirements from any role to be specified clearly Re-assessment process, and the ongoing support mechanisms if individual can’t do role due to fitness/health Clear routes to access the ongoing health support and rehabilitation mechanism – Occupational Health Providers, physiotherapy, vocational rehabilitation, redeployment and re-training. Engagement of all key stakeholders from day one as to why this is important for them and the business

8. Understand the risks associated with an increasingly sedentary workforce Sedentary lifestyles lead to reduced quality of life and associated increased health risks such as :- Coronary heart disease Type 2 diabetes Obesity -reduced mobility – musculoskeletal joints issues Mental health illness General motivation decreases Business issues Increased absence rates both short & long-term Accident Rate increase Productivity and performance reduction and costs Our solution Wellbeing Days - over 20 days across business – over 700 attendee’s 15min slots - Lifestyle checks Blood Pressure Cholesterol, Height & weight BMI ratio’s Now a regular programme and also we have built into health surveillance programme Flexible Lifestyle benefits Healthy Options – catering services

9. Considering changes to retirement age and requirements under the Equality Act 2010 The abolition of the Default Retirement Age < 65 yrs – October 2011 People are actively choosing to work longer As State Pension retirement ages increasing incrementally Economic impacts - pensions changing from Defined Benefits to Defined Contribution schemes Risk Assessment - health assessment requirements of any role become imperative Assess Capability Duty to make Reasonable Adjustment Accident Insurance claims and the potential costs with no defined retirement date

10. Planning for the demographic changes in your long-term strategies Key Point : We need to ensure that working conditions and the quality of work is such that people are not worn out in their jobs and forced to finish work early I have a key principle that I follow – remember it should be about the capability of an individual...... Risk Management Ensure older workers are covered by your risk assessments and your health & safety procedures Collate the evidence of retirement age/redeployment profile for your business Flexible work arrangements

11. Planning for the demographic changes in your long-term strategies The structure of our society is changing. More of us are living longer than ever before. Life expectancy has been growing steadily for over half a century and the UK has now reached a point where there are more people over State Pension age than children. In 1950, a man aged 65 could expect on average to live to the age of 76. Today, he can expect to live to 87, and by 2050 to 91. Today there are 10,000 people aged 100 or over. By 2050 there will be 275,000. By 2030, people over 50 will comprise almost a third of the workforce and almost half the adult population. reference DWP An ageing society is no longer on the horizon, it is here with us today. Workforce planning Apply OH&S principles – practical approaches Apply legislation Remove the fear factor People deal - fit for purpose, Work Life balance

12. Remember older employees are generally: Well motivated Take fewer spells of short term absence More conscientious, reliable and emotionally stable Remain longer in the same job Finally – on the brighter side