The document discusses BT Group's approach to corporate social responsibility (CSR) focused on promoting health and well-being among its employees. It highlights various health promotion programs, initiatives for mental and physical health, and metrics to assess their impact, aiming to enhance employee engagement and productivity. BT emphasizes the importance of creating a supportive environment and investing in workplace health to improve overall organizational resilience and performance.

1. Corporate Social Responsibility and Worker’s Health Catherine Kilfedder BT Group Health Adviser 5/6 May 2010 CSR and the promotion of Health and Wellbeing at work

2. About BT UK Western Europe Asia Pac Middle East and Africa Russia / CEE 105,200 FTE BT employees 147,400 FTE with contractors 2008/09 revenues: £21.3 billion North America 4,500 102,800 1,100 10,900 500 200 27,400 BT organisation BT Retail * BT Wholesale BT Global Services * BT Operate * BT Design Openreach * Global operations Latin America

3. The BT business case Improving the health of our people Mitigating the effects of organisational change/restructuring and the recession Maximising the opportunities afforded through technological innovation Accommodating changes in workforce demographics and population health risk profile Enhancing employee engagement and productivity Feeding into brand image and CSR credentials Reducing costs

4. Approach Strategic vision Robust metrics analysis Engagement through all levels of the organisation Portfolio of activities aligned with the strategy Organisational and individual level interventions

5. Creating a healthy and diverse environment where excellence prospers BT People Strategy

6. Primary Training Education Management Leadership The job The workplace BT PEOPLE

7. Impact of health promotion programmes Cardiovascular 16,366 registered, average weight loss 2 kg 54% made lifestyle changes during programme Smoking 1,000 participants signed up, 30% quit rate Mental Health 68% learned new ways to look after their MH 56% implemented recommendations and continued at follow-up 51% improvements in mental well-being Cancer Knowledge improved up to 12% 61% planned to change physical activity, diet, weight Diabetes Up to 25% improvement in knowledge 2/3rds took action to reduce their risk

8. Current physical health trial Online health assessment and fitness Graduates and Apprentices Health risk profiles Behaviour change Social media, e.g. Blog

9. Secondary Maximise support Identify & address early Action plan Build resilience Enhance coping

10. Secondary initiatives Personal resilience STREAM/STRIDE Passport scheme

11. HR LM MH 1 st Aid Guided Self-help Couns. CCBT CBT Tel, F2F Rehab Stay at Work Get back to Work Move on with dignity “ OHS” Tertiary

12. Tertiary initiatives Self help Occupational Health Service Employee Assistance Programme Employee Assistance Management Mental Health First Aid training Cognitive Behavioural Therapy Physiotherapy service Managing changing capabilities

13. New metrics – H,S & WB performance Index Lag (50%) Lost time injury rate Notices/prosecutions for H&S breaches Work related OH referrals Work related clinical EAP referrals SA rate Lead (50%) Safety plan completion & ISO 18001 compliance Health surveillance undertaken STREAM Red/Amber actioned within timescales % RTW after 6 months absence & average SA length for LT cases (over 14 days) Self reported wellness (WEF) & participation in wellbeing initiatives

14. Challenges Creating the right environment Reflecting diversity Obtaining buy in at all levels Sustaining momentum Enablers Establishing partnerships Keeping it simple Using multiple communications channels Evaluating and demonstrating impact

15. Investing in workplace health can: Help to improve employee engagement and motivation Improve employees’ emotional resilience and their ability to cope with stress Improve employee productivity Help ensure the organisation is fitter for purpose Help the organisation to weather changing economic conditions over the long-term