A Real World Project Management Webinar - Why Team well-being matters and what we can do about it. Hosted by Dionne Suppiah with Tim Banfield and Melanie Dixon.

1. Why team well-being matters:
and what we can do about it
MELANIE DIXON & TIM BANFIELD
2 June 2023 1

2. Advisory
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Agenda
• More than duty of care
• The business case for action
• The ethical case for action
• How well are we responding
• Practical things to do
• Where to get help and support
Note: Main sources of data used are:
• Vodafone: Domestic Violence and the workplace 2021 and associated KPMG analysis
• Chartered Institute of Personnel and Development: Health and Wellbeing at Work Survey 2022
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3. Advisory
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Your facilitators today
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Melanie
Dixon
Tim is an experienced project
delivery professional, working
across the Civil Service and in
private consultancy. Recently he has
been enabling effective delivery of
complex transformations in several
government departments
Tim is an Honorary Fellow of the
APM, MPLA Alumni & Board
Member of the International Centre
for Complex Project Management
Tim
Banfield
Mel is the Digital Skills and Culture
Lead at Sellafield Ltd. She
supported the initiation of Sellafield
Ltd’s Domestic Abuse Support
Network and is an advocate for
victims and survivors.
Mel achievements were recognised
by her being awarded NDA’s Safety
and Wellbeing Role Model of the
Year in 2021.

4. More than a duty of care
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5. Advisory
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Well-being
Well-being is about ‘how we are doing’ as individuals.
Employers have a duty of care and a legal responsibility to provide a safe and effective work
environment.
An employer’s duty of care may include protecting employees from wrongful acts of co-workers
and third parties.
The main risks to employee health are now psychological. Notably financial wellbeing and
domestic abuse. (CIPD)
We’re part of the way through a positive revolution …… but, there is much
more to do!
Well-being is about ‘how we are
doing’ as individuals.
Employers have a duty of care and a
legal responsibility to provide a safe
and effective work environment.
An employer’s duty of care may
include protecting employees from
wrongful acts of co-workers and third
parties.
The main risks to employee health are
now psychological. Notably financial
wellbeing and domestic abuse. (CIPD)
We’re part of the way through a
positive revolution …… but, there
is much more to do!
Source: Chartered Institute of Personnel and Development

6. Advisory
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What guidance
do we have?
Professional about doing things ‘right’. Our values include integrity, respect and
empathy. (APM Code of Ethics)
Developing ethical acumen is not only an essential personal skill, it is also a vital
business one. (APM Road to Chartered Paper 3:Demonstrating integrity in a complex
world)
Ethics: the Golden Rule – treat others as you would wish to be
treated.
Professional ethical behaviour is
about doing things ‘right’. Our
values include integrity, respect and
empathy. (APM Code of Ethics)
Developing ethical acumen is not
only an essential personal skill, it is
also a vital business one. (APM Road
to Chartered Paper 3:Demonstrating
integrity in a complex world)
Ethics: the Golden Rule –
treat others as you would
wish to be treated.
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Source: APM Road to Chartered Paper 3:Demonstrating integrity in a complex world

7. Advisory
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What does “well-being” mean in practice?
• Well-being is multifaceted.
• Every situation is individual.
• Employees need to be empowered.
• Enhancing capability is key.
• Listen more than you talk.
• Tactics aren’t a strategy.
• Well-being is a leadership issue.
To break the silence on domestic abuse and bring about culture change, the issue needs to
be visible across the organisation.

8. The business case for action
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9. Advisory
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The connection between
the workplace and
domestic abuse is
inextricable.
It can mean:
a reduction in productivity and staff unexpectedly taking time off
work – which can have impact on the wider team and workplace
environment.
the potential loss of earnings per female victim of abuse is £5,800
each year (Vodaphone/KPMG)
90% of those experiencing domestic abuse said it had created
conflict and tension with their colleagues (CIPD)
In a report for the Department of Social Services Australia, KPMG
found that the number of absences from work was dependent on
the type of abuse experienced. The study found that, in Australia,
victims of physical abuse were absent from work, on average, 7.2
days per year, whilst victims of sexual violence were absent for an
average of 8.1 days, and victims of stalking were absent for an
average of 10.1 days per year.
90% of workers experiencing
domestic abuse said it impacted
their performance:
• Over half had to take
time off.
• Nearly half were late
• Between 36% and 75%
were are targeted at
work. (TUC)
• 90% said it had created
tensions at work
One in fifty women lost their jobs
The potential loss of earnings is
£5,800 pa

10. Advisory
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The cost
£14 billion is lost to
businesses each year as a
result of domestic
abuse. (Home Office)
Lost productivity amongst
US employees is 3.9% for
females and 2.2% for male
victims. (Reeves and
O’Leary-Kelly ‘The Effects
and Costs of Intimate
Partner Violence for Work
Organizations.’)
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11. Advisory
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Investing in well-being makes good business sense
Employees’ feel more valued, respected, and cared for.
• supporting employees through measures such as training, promoting awareness and targeted interventions
can generate a return of almost $6 for every $1 invested. (Deloitte)
• happiness makes people around 12% more productive. (University of Warwick)
• happy employees had an average of 31% higher productivity, 37% higher sales and creativity three times
higher. (HBR)
• highly engaged business units are 17% more productive and resilient to adversity. (Gallup)
• highly engaged business units result in 21% greater profitability (Gallup).
Recruitment and retention:
• 88% of professionals believe that employers have a responsibility to support and enhance employee wellbeing.
(Robert Walters - recruitment consultancy).
• “81% of workers agree that how their employees support mental health will be an important consideration for
them when they look for future work.” (American Psychological Association)
• 70% of graduates take note of a company’s ethical approach to doing business. For most it is the determining
factor when they are assessing potential employers. (HBR).
Demonstrating sound ethical practices has become a condition for tendering for contracts, with large
customers needing to ensure the integrity of their supply chain.
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12. The ethical case for action
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13. Advisory
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Language is
everything……
The first thing we need to mention is the language around Domestic Abuse.
Domestic Abuse is multi-faceted which is why, when we talk about it we must refer
to it as abuse and not just violence.
If we do this then we factor in the many ways in which victims are abused which
provides them with credibility when acknowledging their situation.
The first thing we need to mention
is the language around Domestic
Abuse.
Domestic Abuse is multi-faceted
which is why, when we talk about it
we must refer to it as abuse and not
just violence.
If we do this then we factor in the
many ways in which victims are
abused which provides them with
credibility when acknowledging
their situation.

14. Advisory
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The issue
Source: PHE/CSEW
25% of Women will be affected by Domestic Abuse during their adult lifetime
16% of Men will be affected by Domestic Abuse in their adult lifetime.
2 women each week are killed by a current or former partner
1 man each month is killed by a current or former partner
33% of Domestic Violence homicides happened on workplace grounds.
20% of offences recorded by the police are domestic abuse related
The number of police recorded domestic abuse-related crimes in England and Wales increased by 7.7% to
910,980.
In 2022, The National Domestic Abuse Helpline delivered 50,791 support sessions
Calls to helplines have increased by 61% since the first lockdown
5% of men in England and Wales experienced Domestic Abuse in the last year.
7% of Women experienced Domestic Abuse in the last year.
a victim will on experience 50 instances of abuse before getting effective help (safelives.org.uk)

15. Advisory
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There is an
upward trend
In 2022, the CPS domestic abuse-related
charging rate in England and Wales increased for
the first time in four years to 72.7%
But it remains below the year ending March
2018 (75.9%).
The data won’t show the full picture:
• People with disabilities are more likely to
experience domestic abuse than non-
disabled people
• Ethnic minority women are often made
responsible for their family’s honour. When
abuse is disclosed, it often means leaving
more than just their perpetrator
• LGBT+ people might not be open about
their sexuality at work, meaning to
disclose abuse involving also coming out
• Transgender women and men have fewer
tailored services available to them
• Men find it more difficult to disclose abuse
• People who regularly work from home can
more easily feel isolated
• Make no assumptions about elderly
employees - abuse does not discriminate

16. Advisory
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The work
context
Of people who had experienced domestic
abuse:
• 72% said the workplace provided
them with a feeling of safety
• 69% said they felt valued at work
compared to home.
• 29% were working in the same
workplace as the abusive person
• 19% said the abusive person stalked
or harassed them near the workplace,
• 14% saying the abusive person
contacted their co-workers/employers.
• 58% of abused women will miss at
least 3 days of work a month.
• 56% of abused women arrive late for
work at least 5 times.

17. Advisory
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Changes to look for

18. How well are we responding
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19. Advisory
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Of those who have experienced domestic abuse:
• Only 20% directly told a co-worker:
• 70% discussed with a colleague,
• 39% with a manager,
• 29% with HR,
• 20% with a designated person to handle situations of domestic abuse.
• 17% thought colleagues knew but did not tell them directly.
• In comparison, those who had experienced domestic abuse were 3 times more likely to tell family or
friends

20. Advisory
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Organisational
responses are at
best “patchy”
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51% of organisations take a strategic approach
to employee wellbeing. But:
• 19% are not currently doing anything.
• Public sector organisations are 2.5 times
more likely to include provision for well-being
Only 16% have a dedicated domestic abuse
policy.
The impact was positive:
• Of those 47% said it allowed the person to
continue working
• 42% helped them realise they did not have to
endure the abuse alone,
62% of managers are not confident to have
sensitive discussions and signpost people to
expert sources of help when needed.
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21. Advisory
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What can companies do to contribute to the prevention of
domestic abuse for employees and in society at large?
• Help raise awareness about domestic abuse at work, in the family and in the
community (40%)
• Provide support programs that help people who have been abusive to change their
behaviour and develop non-abusive relationships (31%, increasing to 36% of those
who have experienced domestic abuse).

22. Practical things to do
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23. Advisory
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A few principles
We should:
• Ensure support options are survivor oriented and that the person’s wishes, safety and wellbeing take priority.
• Reduce the risk to other employees
• Bust the myths and break the stigma associated with domestic abuse
• Adopt an empathetic, non-judgemental approach
• Treat everyone as an individual as everyone’s situation will be different.
• Create open and supportive work cultures that help to break the silence
• Adopt a supportive tone from the top.
• Think holistically, create a strategy/processes and link to the organisation’s ethical values.
• Be clear on responsibilities.
• Review and agree policies with union representatives.
We shouldn’t:
• Expect to ‘solve’ the problem
• Try to become specialists in handling domestic abuse,
• Take on the role of healthcare workers or counsellors.
◦ Assume large budgets are required.
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24. Advisory
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A Domestic Abuse Strategy might include:
To raise awareness
◦ A firm policy statement and/or organisation commitment
◦ A clear definition of what domestic abuse is.
◦ Statistics to demonstrate the extent and prevalence of domestic abuse.
◦ Clear indicators to identify domestic abuse
◦ Recognition that domestic abuse may be the cause of a number of workplace issues.
To identify responsibilities
◦ For managers, the HR team, and employees
◦ A commitment to challenge and support employees who perpetrate domestic abuse.
◦ An obligation to prioritise confidentiality wherever possible.
To ensure provision of support and safety
◦ Clear information on practical and supportive measures in the workplace.
◦ An assurance to prioritise health and safety at work using existing risk management frameworks.
◦ Link domestic abuse policy to other workplace policies.
◦ Appoint domestic abuse link staff.
◦ Through training, awareness sessions, posters and the intranet, make all staff aware of the policy and its aims.
◦ Financial support
◦ A list of local and national support and advice agency contacts.

25. Advisory
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Domestic Abuse: a
toolkit for
employers
1.Recognise
Use the information in this toolkit to help recognise the problem, and to enable managers and
employees to understand that domestic abuse is a workplace issue that everyone can play a part in
tackling.
2.Respond
Implement policies and processes that enable a supportive workplace which will respond appropriately
to disclosure.
3.Refer
Provide access to internal confidential support and signpost appropriately to external organisations
who can help employees that disclose abuse.
4.Record
If an employee discloses abuse, it is important to record the details of what is said as accurately as
possible Should the abuse become subject to criminal proceedings, this is an exhibit and should be
given to the police.
1.Recognise
Use the information in this toolkit to help
recognise the problem, and to enable
managers and employees to understand
that domestic abuse is a workplace issue
that everyone can play a part in tackling.
2.Respond
Implement policies and processes that
enable a supportive workplace which will
respond appropriately to disclosure.
3.Refer
Provide access to internal confidential
support and signpost appropriately to
external organisations who can help
employees that disclose abuse.
4.Record
If an employee discloses abuse, it is
important to record the details of what is
said as accurately as possible Should the
abuse become subject to criminal
proceedings, this is an exhibit and should
be given to the police.

26. Advisory
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Roles and responsibilities
Managers
HR
Colleagues
Domestic
abuse
survivor
Managers should:
• Be familiar with the organisation’s
policy and guidance
• Understand their own and the
organisation’s responsibilities
• Be clear on the practical steps they
can take
• Record details of incidents.
• Ensure that all employees are aware
of the organisation’s approach
Colleagues should:
• Behave in a supportive and
empathetic manner,
• Train as domestic abuse
allies/champions.
• Listen for ‘coded’ disclosures
• Help to gather information.
HR should:
• Develop policy and process.
• Embed them into wider organisational
frameworks and cultures.
• Work closely with specialist
organisations
• Provide ad hoc advice
• Introduce formal and informal
training.
• Appoint Domestic Abuse Champions
• Provide ad hoc advice.
Leaders should:
• Set the tone
• Visibly demonstrate commitment
• Make the time
• Enable managers/HR/colleagues to
act.
• Create a psychological safe
organisation

27. Advisory
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Practical considerations
• What to tell colleagues
• Allow an individual to change work patterns, location or workload.
• If the abuser has an employees’ work email and telephone details, consider diverting their phone calls and emails
• Notify reception and security staff if the abuser is known to come to the workplace
• Check that staff have arrangements for getting safely to and from home
• Be led by your employee if they need to redirect their salary or amend their personal information, such as addresses
or healthcare details
• Ask the individual about the best way to keep in contact with them
• Get an up to date emergency contact number for a trusted friend or family member
• consider offering a temporary or permanent change of workplace
• offer changes in specific duties,
• Be flexible
• ensure that the employee does not work alone or in an isolated area.
• If the employee routinely works from home, ensure they have daily contact with a colleague
• Keep a record of any incidents of abuse in the workplace, including persistent telephone calls, emails or visits to the
employee

28. Where to get help and support
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29. Advisory
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Bright Sky
Bright Sky is a safe, easy to use app
and website for anyone
experiencing domestic abuse, or
who is worried about someone else.
It includes a UK-wide directory of
specialist support service and offers
users assessment tools to help spot
the signs for someone experiencing
domestic abuse.
The app was launched in
partnership with Vodafone
Foundation and Thames Valley
Partnership,
Please only download the app if it
is safe for you to do so and if you
are sure that your phone isn’t being
monitored. https://www.hestia.org/brightsky

30. Advisory
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Ask Ani
Ask for ANI (Action Needed
Immediately) is a codeword scheme
that enables victims of domestic abuse
to discreetly ask for immediate help in
participating pharmacies and
Jobcentres.
The scheme was developed by the
Home Office with the help of partners
including the domestic abuse sector,
pharmacy associations and the police.
It was launched across the UK on 14
January 2021.
The scheme is now managed by
Hestia’s UK Says No More campaign.
https://uksaysnomore.org/get-
involved/ask-for-ani/

31. Advisory
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32. Advisory
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33. Questions
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