The document discusses stress in the workplace, noting that stress costs UK businesses over £3.7 billion per year due to lost productivity and staff retention issues. It provides definitions of stress and examines research showing the negative health impacts of stress, including links to heart disease, cancer, and mental health problems. Employers are advised to conduct stress risk assessments, provide support services to employees, and promote a healthy work culture to better manage stress in their organizations.

1. Managing Stress and
Promoting Wellbeing
Neil Shah
The Stress Management Society

2. What is stress?
The Stress Management Society’s definition:
• Stress (noun)
a situation where demand on a person exceeds that person’s
resources or ability to cope

4. What is the scale of the problem?
• 13.5 million working days are lost to stress at a
cost of £3.7 billion a year
• Our recent survey suggests that:
• 60% say it damages staff retention.
• 83% say it is harming productivity.
• 78% of people say stress is affecting their mood,
health and sleep
• yet 61% have not taken any steps to get
professional advice.

5. Understand the true impact of Stress
• In 2008/09 an estimated 415 000 individuals in Britain believed that they were
experiencing work-related stress at a level that was making them ill, according to
the Labour Force Survey.
• The 2009 Psychosocial Working Conditions (PWC) survey indicated that around
16.7% of all working individuals thought their job was very or extremely stressful.
• The annual incidence of work-related mental health problems in Britain in 2008, as
estimated from the THOR surveillance schemes, was approximately 5,126 new
cases per year. However, this almost certainly underestimates the true incidence of
these conditions in the British workforce.
• According to self-reports from the LFS an estimated 230 000 people, who worked
in the last 12 months, first became aware of work-related stress, depression or
anxiety in 2008/09, giving an annual incidence rate of 760 cases per 100 000
workers.
• Estimates from the LFS indicate that self-reported work-related stress, depression
or anxiety accounted for an estimated 11.4 million lost working days in Britain in
2008/09.
• THOR surveillance data from General Practitioners indicates that 30.9% of all
diagnoses of work-related ill-health are cases of mental ill-health, with an average
length of sickness absence per certified case of 26.8 working days.

6. Is stress the main cause of sickness
absence?
• Workplace stress is directly responsible for 25% of sickness
absence
• Up to 70% of visits to a doctor are triggered by stress,
• Stress is linked to heart disease, diabetes, several cancers and
many other serious health conditions. As much as 85% of all
serious illnesses could be caused by stress.

7. What is the link between stress and
absenteeism?
• The human body is not designed to live in a state
of stress
• The immune system becomes suppressed
• People are therefore much more susceptible to illness

8. How to recognise the
impact of stress on your organisation
• Low morale, low self-expectations and consequentially,
low productivity
• High sickness absence, with adverse consequences for
colleagues that pick up the work of those absent
• High staff turnover

9. Know your responsibilities
Under current legislation, employers have two duties:
1. To risk-assess whether work activities cause
stress-related ill health
(under the Management of Health and Safety at Work
Regulations 1999)
2. To take measures to control that risk
(under the Health and Safety at Work Act 1974)
3. Certain offences can now be tried in a Crown Court,
of two year jail sentences and an unlimited fine.
(under The Health and Safety (Offences) Act 2008)

10. Do you know:
• The cultural & commercial cost of stress and
absence in your business?
• How you compare against your peers in stress
and its management?
• From a risk-management point of view, how
much you are exposed?
• What practical actions have you taken that
have made a difference?

11. The stress management standards
• The Health and Safety Executive’s Stress Management
Standards set out a structure for employers to follow
• They cover several areas:
– the demands made on employees
– the level of control employees have over their work
– the support employees receive from managers and colleagues
– the clarity of an employee's role within the organisation
– the nature of relationships at work
– and the way that change is managed

12. What action can we take?
Follow our approach:
1. Understand the financial impact of stress
2. Conduct a stress audit
3. Write (or amend) a stress/mental health policy
4. Train your people
5. Put support systems in place
6. Incorporate wellbeing activities in your culture
7. Review and evaluate

14. Stress Testing days for your office:
• 20 minute health and lifestyle evaluation to understand
impact of stress and lifestyle issues.
• Equipment used:
- Stress Thermometer – a biofeedback device
- RESPeRATE – measures resperation rate (breaths per
minute) which can be impacted by stress
- Blood Pressure Monitor
- Freeze- Framer – Reads Heart Rate Variability
- Body Analysis Test - Calculates body weight, body mass
index, body fat and body water

15. Wellbeing Workshops
• Incorporate a ‘lunch and learn’ wellbeing
training workshop into the day.
• 2 hour, half day or full day workshop options.
• Group sizes of approx 25 people (max of 35
people).

16. Wellbeing Workshops
• Understanding Stress
– What is stress? What does it mean?
– How does it affect us?
– What is the purpose of stress?
– When is it beneficial/appropriate?
• Stress Evaluation Exercise
• Desk Yoga techniques – Breathing and stretching exercises
• Self Massage techniques
• Creative Visualisation
• 10 Step stress reduction guide
• Questions and Feedback

17. Case study - EDF Energy
What was the impact of addressing workplace health issues?
• From 2003 to 2006, 1191 employees with psychological health difficulties
were treated by ESP. In line with the objectives of the programme,
significant improvements included:
A reduction in overall sickness absence from 3.9% in 2004 to 3.6% in 2006
•
A drop in working days lost per employee due to psychological ill health
from 1.76 in 2004 to 1.35 in 2006 affecting a cost saving in sickness
absence alone of approximately £1.3m
•
A decrease in psychological ill health caused by work. In 2003, 52.6% of
people who used the programme were classified as having psychological
difficulties related to work circumstances. By 2006 this figure had dropped
to 35%
• A reduction of more than 50% in the number of people off work at the
time of referral
Case studies from www.workingforhealth.gov.uk

18. Case study – Bradford and Bingley
What was the impact of addressing workplace health issues?
• Staff turnover is down from 30.1% in 2005 to 23.3% in 2006.
The staff survey result for recommending Bradford & Bingley
as a place to work has increased from 45% in 2005 to 72% in
2006
• Two thirds of those who attended the smoking cessation
coarse and had their progress monitored have quit smoking
• An increased number of staff have taken part in the pilates
sessions and have purchased bicycles through the company
scheme
• Bradford & Bingley's stress absence rate is down 80%, which is
estimated to have saved £250k in lost wages alone. There has
also been about a 1% increase in productivity at no cost
Case studies from www.workingforhealth.gov.uk

19. www.stress.org.uk
0844 357 8629
info@stress.org.uk