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Deloitte believes that there is an unarguable business case for supporting individuals with mental health challenges, and creating mentally healthy working conditions. This case is not simply a financial one, although the costs of poor mental health are significant. Creating the right conditions for all colleagues to thrive has significant human and societal impact.

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  1. 1. Wellbeing at Deloitte The case for investment and Deloitte’s approach to wellbeing May 2019
  2. 2. A moment in time on the journey… Workplaceawareness Time Actual engagement
  3. 3. Deloitte’s organisational journey 2014-2017 • Mind was one of Deloitte’s charity partner and this led to developing the Workplace Wellbeing Index • 2016/17 launch, Deloitte awarded a Silver medal 2017, 2018 & 2019 March 2017 Publication of report on the challenges faced by employers Feb 2019 Launch of ‘Thrive programme’ 20162013 2014 2015 2017 20192008 2018 October 2017 • Provided support for the Independent Review ‘Thriving at work’ • Publication of supporting report Oct 2013 CEO signs the ‘Time to change pledge’ Nov 2016 ‘This is me’ videos 2008 John Binns starts Mental Health champions
  4. 4. 4 Thriving at work
  5. 5. Deloitte support to the ‘Thriving at work review’ Building on the support previously given to Mind, we were asked three questions to support the Stevenson / Farmer review Note: In this document, ‘mental health’ is used to represent ‘mental ill health and wellbeing’ – i.e. including both mental health disorders and stress Question 1 What is the cost of mental health to employers? Canada and Australia are the most advanced countries with very robust mental health intervent ion frameworks and resources. Question 2 What is the ROI from mental health interventions? Question 3 What can we learn from international examples? We have estimated the cost of mental health to be between £33bn - £42bn. Our research has found that ROI for mental health interventions ranges from 0.4:1 to 9:1.
  6. 6. © 2017 Monitor Deloitte. Private and confidential.6 Costs to businesses Absence cost £8bn Presenteeism cost £17bn - £26bn Turnover cost £8bn Total cost to employers of £33bn - £42bn (including £1bn self-employed absence cost) 20142009 2010 201620122011 2013 2015 Reported days lost due to mental ill health, rising at a CAGR of 2.5% 2009-2016 The average cost per employee per annum, of presenteeism, is higher and has grown faster than that of absenteeism 2014201220082006 2010 2016 Absenteeism Presenteeism 20142004 2006 20122008 2010 2016 The median rate of labour turnover (%) rose to 16.5% in 2016 Sickness absence days lost per worker, per year (ONS and CIPD data) 2005 2010 2015 2020 ONS CIPD 19%17% 37%26% Yes - and took time off Yes - but haven’t taken time off Other No Absenteeism due to Poor Mental Wellbeing - % of total respondents (N = 15,022) - 6% 0% 2% 4% GAD Depression 20142007 Prevalence of common mental health problems
  7. 7. Whilst the private sector drives the majority of costs, mental health is more costly per employee in the public sector © 2017 Monitor Deloitte. Private and confidential.7 Cost to employers by sector Public Sector: £8.4bn - £10.2bnPrivate Sector: £24.2bn - £32.0bn £ 1,483 Public administration, defence, social security £ 2,174 £ 1,795 Other public services Health £ 1,794 £ 1,590 £ 1,316 £ 1,501 Education £ 1,817 Public Sector - High Estimate Public Sector - Low Estimate Information & communication £ 1,421 £ 989 £ 1,313 £ 841 Hotels, catering and leisure Transport, distribution and storage Other private services £ 1,172 £ 1,439 £ 1,531 Retail and wholesale £ 777 £ 932 £ 497 £ 2,564 £ 2,017 £ 1,998 Professional services Finance, insurance and real estate £ 1,473 Private Sector - Low Estimate Private Sector - High estimate Per-employee cost – private sector Average cost per employee: £1,119 - £1,481 Per-employee cost – public sector Average cost per employee: £1,551 - £1,877 Total cost: £33bn - £42bn £1300 £1,714
  8. 8. Return on investment Based on a systematic review of the available literature, the return on investment for mental health interventions range from 0.4:1 to 9:1, with an average ROI of 4.2:1
  9. 9. 9 0 8.4 0.8 AwarenessROI 9 0 6.0 1.4 ProactiveROI 9 0 5.0 0.4 ReactiveROI An employee journey A health, life or work event impacts the employee Mental health awareness Decision to present Proactive mental health support Reactive mental health support Employee leaves Employee stays £17.6bn – £27.2bn £7.9bn Decision to absent £8.1bn
  10. 10. 10 The Future of Work
  11. 11. 7 Disruptors Technology is everywhere 6.0 billion+ smartphones in the world by 20201 AI, Cognitive Computing, Robotics $500,000 in 2008 $22,000 today5 Exponential increase in data 9x more in last 2 years2 Major enabler of machine learning Jobs vulnerable to automation 35% UK 47% US 77% China6 Diversity and generational change Millennials 50%3 25% global pop in Africa by 2050 5 Longevity Dividend– 50 year careers4 Explosion in contingent work US Contingent workers 40% by 20207 Change in nature of a career 2.5 – 5 years: Half-life of skills 4.5 years: Average tenure in a job8 1. circulation-in-2020-ihs-report.html 2. 3. Annual Global Millennial Study, uk/articles/millennial-survey.html 4. how-should-we-fund-our-lengthening-lives/ 5. capital/Thriving_in_times_of_digita_disruption.pdf 6. _Work_2.pdf 7. Intuit 2020 Report: Twenty Trends that will Shape the next Decade https://http- 20_report.pdf 8. nCapital/dttl-hc-english-opentalenteconomy.pdf The future of work & resilience | Deloitte | November 2018 Unprecedented change is driving new opportunities for how work gets done – and new challenges to resilience
  12. 12. Problem Sensitivity The ability to tell when something is wrong or is likely to go wrong Deductive reasoning The ability to apply general rules to specific problems to produce answers that make sense Critical Thinking Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems Monitoring Monitoring/assessing performance of yourself, other individuals or organisations to make improvements or take corrective action Active Listening Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting Social perceptiveness Being aware of others' reactions and understanding why they react as they do Judgement and decision- making Considering the relative costs and benefits of potential actions to choose the most appropriate one Customer service Knowledge of principles and processes for providing customer and personal services Complex problem-solving Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions 64 The future of work & resilience | Deloitte | November 2018 Due to the changing nature of work, some skills will become more important in the future
  13. 13. • Conceptualising possibilities in a virtual world • Adapting to constantly shifting power and influence • Tolerating an environment of risk and ambiguity • Handling ever-increasing cognitive complexity • Collaborating with ease across many different teams • Showing resilience in the face of constant change • Thinking divergently about new ways of doing things • Valuing the contribution of new work partners and different interest groups • Being brave in challenging how things are being done • Making decisions quickly without all of the information • Investing huge amounts of energy into getting things right; try, fail, try again • Having the confidence to take the lead in driving change THINK Differently Cognitive Behavioural Emotional REACT DifferentlyACT Differently The future of work & resilience | Deloitte | November 2018 Leaders will need to think, act and react differently
  14. 14. 14 Resilience
  15. 15. What the statistics tell us…  61% of employees have generally felt happy at work in the last month  Half have felt anxious on several occasions  66% of employees have experienced a mental health problem  73% of employees have experienced poor mental health at their current job, but only half of them have disclosed this  Physical and mental health are not at parity – 60% of employees said they would always go to work when experiencing poor mental health, but 27% of employees said they would always go to work if they were experiencing poor physical health *Statistics above are taken from the 2017/2018 workplace wellbeing index, which included 43,00 employees across 74 organisations The future of work & resilience | Deloitte | November 2018
  16. 16. But when employees disclose a mental health problem, 43% said it led to their situation getting better, while half said it remained the same….which means there is a case for supporting mental health and wellbeing for that matter in the workplace. The future of work & resilience | Deloitte | November 2018
  17. 17. Information from EAP (Advice Line) reporting 16 20 12 37 292 12 14 22 66 270 398 941 30 122 109 233 19 370 36 12 18 475 Anger Disciplinary Mid Life Addiction Tax Bullying/Harassment Self-esteem Debt Other Diagnosed Mental Health… Concern of Other Individual Event Separation/Divorce Impact of Mental Health of… Family Concerns Over Own Health Partner Low Mood Bereavement Service Enquiry Depression Work Related Stress Anxiety Work Trauma Service Enquiry Self Identity Relationships Physical Health Mental Health Life Event Financial Top 20 Counselling Call categories (firm-wide) 2017 What do our staff tell us they are dealing with?
  18. 18. Individual Team Organisation Purpose Connection & Fulfilment Body Physical Health & Wellness Workplace Organisational Context Mind Mental & Emotional Wellbeing The future of work & resilience | Deloitte | November 2018 What is “Workplace Health & Wellbeing”?
  19. 19. The future of work & resilience | Deloitte | November 2018 Identifying people within the business that can support wellbeing related initiatives – most commonly used around mental health. Training and education such as mental health & first aid provided to support these roles. Leadership led initiatives Delivering a consistent experience to support across the business and set the tone from the tone. e.g., Mental Health Pledge (CMHA, Deloitte), Wellbeing pledges, education / training for leaders, strategy setting, etc. Education & Engagement Learning and development that is focused on educating and supporting employees on all aspects of wellbeing. Leveraging experts across the various fields to deliver courses on stress management, resilience, wellbeing, nutrition, etc. Conducting open forum and panel discussions, as well as events on key and relevant topics, e.g., Deloitte’s Life café series. Champions Survey’s & data collection Leveraging various platforms to take the pulse of the business, understand the current state, etc. e.g., engagement survey’s, data collection on EAP line usage, happiness survey’s, Mind Index and other industry related survey’s, etc. Technology & Tools Apps, intranet hubs and other things alike that engage our employees in and around key wellbeing topics and provide tools / support. e.g., Company specific intranet hubs and apps, headspace, CALM, GYMPASS, Counselling Apps, Advise lines, etc. Campaigns Campaigns that ask important questions, bring prominent topics to light and open conversations e.g., This is Me (Deloitte), BE (Large South African Bank), ME (Global Professional Services Firm) Our mechanisms to support a culture of workplace health and wellbeing
  20. 20. Deloitte wellbeing: Our core belief “ ” When our people thrive, so does Deloitte and everyone we work with.
  21. 21. A snapshot of 2019 to date c.1500 employees reached through curriculum 21 Courses delivered 11 Milestone programmes delivered 240 books delivered through #FlourishFinds c.500 employees reached through events 6 Life café’s 4 #FlourishFitness events 2 #FlourishFridays 9 Client Account interactions (e.g., Burberry, Micro Focus, Security & Justice, HM Treasury, etc. 5 Internally focused discussions resulting in supported interventions 5 Externally focused discussions where clients were supported around their wellbeing agenda 38 Champions across Consulting 3 Training sessions provided and 3 more to be delivered by the end of FY19 5 Community sessions held A growing number of Communities within the business (e.g., Digital, Monitor, EA, Finance, HRT, etc.) On average participants of courses feel 35% more confident in talking about their mental health in the workplace. “What we are hearing in FY19” Well done Deloitte. I am proud to tell friends about how this company cares about their employees. There are still a high number of people in the business who do not feel supported from a wellbeing stand point (about 50% of our event and course participants say that) – Working practices are still at odds with wellness principles: working through lunch, long hours, after-work drinking. Increased demand for equipping practitioners with the skills to have the conversations surrounding wellbeing (e.g., grade leads, project and team leaders, coaches, QAPs, leadership, etc.), especially with the challenges faced by our Junior Talent pool. This is so great….I WANT MORE! This needs to be compulsory for Leadership – on average participants of activity are Brightstarts through to Manager, with hardly any Partner and Director participation. We need access out in the regions. Thanks for looking after us!
  22. 22. Other than as stated below, this document is confidential and prepared solely for your information and that of other beneficiaries of our advice listed in our engagement letter. Therefore you should not, refer to or use our name or this document for any other purpose, disclose them or refer to them in any prospectus or other document, or make them available or communicate them to any other party. If this document contains details of an arrangement that could result in a tax or National Insurance saving, no such conditions of confidentiality apply to the details of that arrangement (for example, for the purpose of discussion with tax authorities). In any event, no other party is entitled to rely on our document for any purpose whatsoever and thus we accept no liability to any other party who is shown or gains access to this document. © 2017 Deloitte MCS Limited. All rights reserved. Deloitte MCS Limited is registered in England & Wales with registered number 1906410. Registered office: Hill House, 1 Little New Street, London, EC4A 3TR. Monitor Deloitte refers to Deloitte MCS Limited, a subsidiary of Deloitte LLP, the United Kingdom member firm of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, whose member firms are legally separate and independent entities. Please see for a detailed description of the legal structure of DTTL and its member firms.