Health and Wellbeing at BT. Steve Exall Health and Wellbeing Lead BT Group plc 22nd September 2015

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1 Health and Wellbeing at BT Steve Exall Health and Wellbeing Lead BT Group plc 22nd September 2015

2 Agenda About BT Wellbeing strategy Wellbeing and Mental Health Framework - Primary - Secondary - Tertiary Targeted and tailored interventions Getting it into the lifeblood of the organisation

3 About BT North America UK 70,900 Russia / CEE Western Europe Latin America Middle East and Africa Asia Pac BT organisation BT Global Services * 18,100 Openreach 32,700 BT Business * 8,000 BT Consumer 6,200 BT Technology, Service & Operations * 12,300 BT Wholesale 1,500 Group Functions 9,500 * Global operations 88,500 FTE BT employees 70,900 UK 17,600 non UK 2014/15 revenues: 18 billion

4 The BT business case Improving the physical and mental health of our people Helping the business be successful Enabling people to give their best Promoting, stimulating and moving wellbeing forward throughout BT Mitigating the effects of organisational change/restructuring and the recession Accommodating changes in workforce demographics and population health risk profile Employer of choice - enhancing employee engagement and productivity Feeding into brand image and Corporate Social Responsibility (CSR) credentials Reducing costs

5 Wellbeing, Safety and Health strategy Wellbeing, Safety and Health purpose To promote the wellbeing of our people so that they can make a better world through the power of communications.

6 Our approach The BT approach to Health and Wellbeing has three levels of intervention: Helping people to get healthy (Primary engagement) Helping people to stay healthy (Secondary intervention) Helping people to recover their health (Tertiary resolution) The overall aim is to spend more effort on supporting people to get and stay healthy

7 Primary - helping people to get healthy The workplace Training The job BT PEOPLE Education Leadership Management

8 Health Promotion Programmes Work fit Cancer Work fit Diabetes Work fit Get Active Work fit Know Your Numbers Work fit 2013 Fit for Life Mental Health, Muscular Skeletal, Sleep & Energy, Chronic Health Work fit Your Mind Matters & BUPA Ground Miles Challenge Work fit 2015 Fit for Life Summer of Sport - Time to Talk mental health campaign

9 Secondary - helping people to stay healthy Action plan Maximise support Identify & address early Build resilience Enhance coping

10 Secondary initiatives STREAM DECISION MADE TO COMPLETE STREAM ASSESSMENT - RED indicates potential high levels of stress - AMBER indicates some degree of stress or is at risk of becoming under stress - GREEN indicates not under stress at the moment STREAM ASSESSMENT COMPLETED ON LINE STREAM REPORT ED TO USER AND NOMINATED LINE MANAGER STRIDE mental health training RED AMBER GREEN Passport scheme Personal Resilience - 5 Ways to Wellbeing - keep learning - connect with others - give - take notice - be active REPORT INCLUDES ADVICE ON MANAGING TOP FOUR STRESSORS, TAILORED TO EACH USER - SENT TO USER AND NOMINATED LINE MANAGER NOMINATED LINE MANAGER HOLDS 121 TO DISCUSS REPORT AND AGREE ACTIONS REPORT SENT TO USER AND NOMINATED LINE MANAGER OUTPUT FROM STREAM USED TO GUIDE CONTINUING ACTION PLAN

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12 Tertiary - helping people to recover their health Rehab OHS CBT Tel, F2F CCBT Counselling Guided Self-help HR LM Case Management Training MMH Home comes to work Resilience Change Mindfulness Stay at Work Get back to Work Move on with dignity

13 Tertiary initiatives Self help Proactive/reactive presentations at team meetings Occupational Health Service Employee Assistance Programme Employee Assistance Management Resilience BT Benevolent Fund Managing Mental Health training for managers Cognitive Behavioural Therapy Physiotherapy service Enabling Workplace Adjustments Enabling Workplace Redeployment - Mindfulness training - Personal resilience - Management resilience training - Toolkit

14 Targeted and Tailored Interventions Analyse the data by division and business unit Determine the nature of issues and at risk groups What are our people saying? Consult with employee representatives Get buy in from key stakeholders Integrate with unit business priorities Construct plan from menu of interventions Deliver through business communications channels Measure impact and revise

15 How to get it into the life blood of the organisation? Challenges Managing change well Getting and maintain MH on the agenda The business case Integrated approach Good people management Reflecting diversity Global organisation Obtaining buy in at all levels Sustaining momentum Measures Making it relevant to the business and to the workforce Enablers Establishing sponsorship, partnerships and stakeholders Keeping it simple Using multiple communications channels Evaluating and demonstrating impact Communications Participation

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