MANAGING MENTAL WELLBEING Housekeeping Timing Mobiles Break - - PowerPoint PPT Presentation

MANAGING MENTAL WELLBEING

Timing Break Lunch

Housekeeping

Mobiles Comfort Handouts and resources

WHAT WE’LL COVER

Introductions Mental Wellbeing Policy and HSE guidance Things to look out for – signs of stress A new assessment tool Intro to developing a C.A.R.E. culture Your team’s Mental Wellbeing Plan Next steps to sustainable wellbeing

1.

Your name, role and workplace

2.

What winds you up? What calms you down?

3.

What would you like to get from this workshop?

4.

What would you rather be doing today – no limits?

Introductions

 1 in 5 employees may be stressed  Costing businesses £5.3 billion a year  80 million working days lost

Health and Safety Executive

“The adverse reaction people have to excessive pressure or other types

• f demand placed on them”

The Health and Safety Executive

Definition of Stress

Pressure versus stress Short term versus long term

WHAT DOES STRESS LOOK LIKE?

HSE MANAGEMENT STANDARDS

6 key areas of work design Health and wellbeing, productivity and

sickness absence

The primary sources of stress at work

HSE MANAGEMENT STANDARDS

Demands

Includes issues such as workload, work patterns and the work environment.

Control

How much say do the people have over the way they work?

Support

Includes encouragement, sponsorship and resources provided by the organisation, line management and colleagues.

HSE MANAGEMENT STANDARDS

Relationships Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. Role Do people understand their role within the organisation and does the organisation ensure roles are not conflicting? Change How is organisational change (large and small) managed and communicated?

SCOPE OF THE MENTAL WELLBEING POLICY

This supplements Tetra Pak’s written health and safety

policy arrangements and contributes to the company’s health and safety management system.

To provide managers with guidance to identify, manage

and effectively control stressors and people suffering from stressors in the workplace.

To build and maintain a culture of sustainable mental

wellbeing.

POLICY

Stress Ill-health conditions Contact with people who are experiencing it

POLICY

To proactively manage the causes of stress through the mental wellbeing assessment and training, as well as providing support to employees suffering from it. To respond to such instances quickly and undertake a mental wellbeing assessment at the appropriate opportunity.

MANAGERS’ CHECKLIST

Am I familiar with the content of this procedure? Do I know where to get further assistance? Do I need further training in any aspects mentioned in this

procedure?

Have I carried out a mental wellbeing assessment for work

related stress in my area of responsibility?

TETRA PAK CORE VALUES

Customer focus & long-term view We ensure we add value and inspire our customers because we recognise that they come to us by

• choice. We dare to lead with a focus beyond tomorrow and take opportunities to learn and grow.

Quality & innovation We do not compromise on quality. We relentlessly drive for better, fit-for-purpose solutions and breakthrough innovations. Freedom & responsibility We have the freedom to take initiative and act decisively in the best interests of Tetra Pak and our

• customers. We take responsibility for our actions and contribute to the communities in which we
• perate.

Partnership & fun We respect and rely on one another and all our stakeholders for exceptional results. We enjoy working together and celebrating our achievements.

TETRA PAK LEADERSHIP ELEMENTS

Collaboration Drive for results How is everyone?

MANAGING MENTAL WELLBEING

HSE MANAGEMENT STANDARDS

Demands - Includes issues such as workload, work patterns and the work environment. Control - How much say do the people have over the way they work? Support - Includes encouragement, sponsorship and resources provided by the

• rganisation, line management and colleagues.

Relationships - Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. Role - Do people understand their role within the organisation and does the organisation ensure roles are not conflicting? Change - How is organisational change (large and small) managed and communicated?

MANAGING MENTAL WELLBEING

0 – 6 in 60 seconds?

6 5 4 3 2 1

Calm Alert Unsettled Agitated Critical Lost it! Stressed

RED FLAGS

forgetful, clumsy Stomach ache

THE IMPACT OF STRESS ON BODY AND MIND

YOUR TEAM’S RED FLAGS

MANAGING MENTAL WELLBEING

Legal duties and legislation - employer

Health and Safety at work Act 1974

• It is an employer's duty to protect the health, safety and

welfare of their employees and other people who might be affected by their business.

• Risks include psychosocial risks such as stress.

Legal duties and legislation - employees

Health and Safety at Work Act 1974, employees have responsibilities to:

• Take reasonable care for themselves and others who may be affected by their acts or omissions.
• Co-operate with Tetra Pak to enable the company to comply with its statutory duties.
• Not interfere or misuse anything provided in the interest of health, safety and welfare.

Management of Health and Safety at Work Regulations 1999, employees have responsibility to:

• Carry out their work in accordance with training and instruction given to them.
• Inform Tetra Pak of shortcomings in health and safety arrangements.
• Inform Tetra Pak of any work situation representing a serious, immediate danger to health and safety.

CONVERSATIONS

Mental Wellbeing Assessments

1 Identify the stress risk factors Understand the Management Standards 2 Decide who may be harmed and how Gather data 3 Evaluate the risk explore problems and develop solutions 4 Record your findings Develop and implement action plan/s 5 Monitor & review Monitor, review action plan/s to assess effectiveness

Prepare the

• rganisation

MANAGING MENTAL WELLBEING

• Kind in your mind
• Resilience and confidence

Compassion

• What Went Well WWW
• What you’re good at

Acknowledgment

• Planning for balance
• Sanity space

Real-Listic

• Recharging. Joy
• Eat Drink Sleep RTRN

Energisers

Creating a C.A.R.E. Culture

Sustainable wellbeing

• Beating yourself up
• Criticism, blame and gossip

Compassion

• Ignoring success
• Focus on negative

Acknowledgment

• Cramming diaries
• Over promising

Real-Listic

• Always drained. No joy
• Ignoring basic care needs

Energisers

S.C.A.R.E. Culture – scarcity of…

Ongoing morale and health problems

MANAGING MENTAL WELLBEING

WHAT WE’VE COVERED

Introductions Mental Wellbeing Policy and HSE guidance Things to look out for – signs of stress A new assessment tool Intro to a C.A.R.E. culture Your team’s Mental Wellbeing Plan Next steps to sustainable wellbeing

Techniques workshop Assessment/s in your team Monday Message PeopleBooster free App

Take the quiz! www.pamburrows.com/quiz

Get the book – Burnout Buster (now or Dec 7th) Well Being Champions

What now? www.pamburrows.com/tetrapak

WELLBEING CHAMPIONS

Supporting individuals and teams in the quest for a sustainable wellbeing culture

C.A.R.E. IN PRACTICE

C - In one to one sessions - Questions about self-talk

stress/task/progress/succession/promotion

C - In one to one sessions – what went well? C - How does the team talk about work/each

• ther/customers/life?

A - How do you celebrate little individual and team wins? A – How to you acknowledge team progress?

C.A.R.E. IN PRACTICE

R - How do you set tasks, processes,

timelines and deadlines?

E - When do you include energisers in

the day/week/year?

E - How do you encourage balance in

regular habits? Does the team move, get outside, eat well? Do you have expectations, do you role model these?

• meone

ruly mazing eally

PLEASE LOOK AFTER YOUR AMAZING SELF!