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health and safety
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- Management system quality
- Accidents/incidents
- Absence
- Well-being
- Implement and evaluate the Display Screen Equipment assessment process. TARGET ACHIEVED
- Develop a bank 'well-being' policy to raise awareness and improve the bank's occupational health provisions. TARGET ACHIEVED
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performance
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Employee injuries |
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Customer injuries |
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(cf. 3.9% absence as a percentage of working time for the financial
services
sector. Source: 'Employee Absence 2002' Chartered
Institute of Personnel
and Development)
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Well Being
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commentary
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Management system A review of the bank's Health and
Safety (H&S) management system concluded in 2001. In
response, the H&S inspection and reporting processes were
improved and simplified. The H& quarterly returns are now
clearer and easier to use. In support of this new reporting
process, safety visits have been carried out by the H&S Officer
within all main offices and 90% of all branches. All remaining
premises will be visited in 2003. In addition, more detailed
routine inspections were undertaken in one main office and
four branches.
Display Screen Equipment (DSE) procedures In 2002,
revised DSE procedures were introduced in Customer Services
division. An initial phase of training and manager briefings has
been evaluated and will now be implemented across the bank.
The bank's intranet and H&S manual will be updated to reflect
the new procedures.
Reporting of accidents The accident reporting system has
been improved and standardised to reflect the one used by the
Co-operative Group. The sharing of information with the Group
will enable more proactive management of emerging H&S
trends. In 2002, the majority of accidents or incidents related
to trips and falls, carrying and handling and striking fixed objects.
Consultation and accountability Local partnership forums
cover over 75% of staff. Local managers and bank
representatives from the financial services trade union, UNIFI,
attend these forums, which aim to raise awareness of
management accountability. Local H&S matters are discussed
at the forums and issues are jointly resolved.
Training A revised and updated H&S handbook was issued to
all staff in 2002.i The bank's H&S Officer has provided training
to managers and team leaders during 2002. In addition,
Facilities staff have undertaken Institute of Occupational Safety
and Health accredited training to improve awareness of their
roles and responsibilities. H&S videos were issued for staff
induction training in Customer Services division and all
departments will receive copies in 2003. The bank's H&S
Officer now attends UNIFI meetings to brief representatives
and increase their awareness of health and safety topics.
Absence The number of days lost as a result of absence has
reduced during 2002. This can be partially attributed to a
Customer Services division and smile project team, which in
conjunction with the Human Resources department, has
improved the bank's approach to absence management and
particularly the approach to long-term absence.
Well-being The bank takes its responsibility for the health,
safety and welfare of its staff seriously and is concerned that
52% of staff say that they feel under inappropriate pressure at
times. In response, during 2002, the bank introduced an
improved package of work/life balance policies, which should
help to address some well-being issues (follow this link for the delivering value staff section). To
understand issues of pressure, stress and well-being further,
the bank held twelve focus groups with Customer Services
division and smile staff to determine the causes and effects of
pressure in the workplace. The main findings were that: staff
shortages can lead to work overload; there is a need for quick
and efficient communication to match changing
circumstances; and, the bank is seen to be highly performance
driven, which, for some staff, can lead to work/life balance and
well-being issues. Despite this, 94% of focus group attendees
said the bank was a good employer. The bank has responded
to the focus group findings as follows.
- The findings were used in the design of two 'Stress
Management Workshops' for managers. Following feedback
from attendees, the bank will change the content of the
workshops to provide more guidance on how to deal with
the effects of pressure. The revised workshops will then be
held with managers in specific business areas.
- The bank has developed a well-being policy that has been
launched on the bank's intranet. The full well-being policy
booklet will now be launched jointly with CIS during 2003.
The bank has established a confidential employee counselling
service, provided by CCP Direct.ii Originally created to support
the Dignity at Work policy, this service is being expanded to
form an Employee Assistance Programme (EAP). The EAP
aims to assist in the early identification and resolution of
personal and work related matters which could impact on
performance. CCP Direct counsellors provide a confidential
service and will listen, support and advise on any issues that
may be impacting on a member of staff's well-being.
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- www.co-operativebank.co.uk/thebank/people.html
- www.ccpdirect.co.uk
To follow any of the links mentioned within the Partnership Report 2002, please visit the links page.
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new targets
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- Improve staff awareness of the Employee Assistance Programme.
- Review, revise and launch new Health and Safety policy statements.
- Review and improve the Health and Safety manual.
Alison Booth, Human Resources Development Manager/Darren Honeyford, Health and Safety Officer
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