Staff forum: staff survey results and next steps
Welcome and introductions
0:01 | No music | Speaker 1 - Alan Menzies
Good afternoon everybody and welcome to the initial findings next steps
feedback from this year's staff survey.
But briefly the purpose of the event this afternoon is just to share some of the initial findings from the survey with you just to give you some headline information. I do want to sincerely thank you all for taking part in the staff survey and we had a higher level of contribution this year than last year that has been very positive and it is important that we make sure that your views and any concerns you have can be expressed.
And towards the end of this session we do have an open question and an answer session. So if I just briefly take you through what we've got in mind. I'll conclude the introduction. Now we've got Andy Parkinson booked, but the human Andy Parkinson is on a train going somewhere so what we've got is his pitch that has been pre-recorded and will be played.
We've then got an animation for three minutes which has been produced which just gives a little bit of background then we've got Zoe, Joe and Emily from the project team who are just going to talk about the methodology of the survey and how it was validated and more on engagement and well-being results we're then going to move on to
Karen Listister to talk about workforce well-being, then we'll have a question and answer session.
The panel is made up of the four of them and myself and Zoe who will endeavor to answer any questions and if we have any questions that we're not able to answer directly we will make a note of the question. We are recording it. So we'll make a note of the question and we'll make sure we respond in due course. So with that, I
I think I'll now hand over to a virtual Andy Parkinson if we can ring him through. Thank you.
Staff Survey Feedback. Staff Forum - Andy Parkinson
2:27 | No music | Speaker 2 - Andy Parkinson
Thanks very much, Alan. My name's Andy. I'm the director of digital change and technology. Sorry I couldn't be with you live today, so I've pre-recorded this.
Turns out I'm not a one take wonder anymore. I'm on multiple takes and maybe we'll release them at Christmas for some bloopers. It's been very, very humorous in the last half an hour.
But let's get stuck into this presentation. I'm only going to talk for just a few minutes about the survey itself and why it's so important that we ask people to fill this in.
This isn't just a tick sort of box exercise that we do. This is actually really valuable and it really helps to shape where the organization sort of moves towards transformation. So, as you can see, you know, it gives us great insight into you as employees and the things that you're telling us are important to you. It flags a lot of feedback with us that helps us identify emerging trends and things like stress or maybe dissatisfaction or things that are becoming an issue across the organisation.
Obviously, your views are part of that decision-making structure. So, we want to make sure that when we make decisions as a council that the views of employees are at the heart of that. It's about trust and transparency. You know, I think Alan has been very clear that this is a very transparent process and everyone will be able to sort of get access to the results at directorate levels and the plans that are going to go alongside those as well. And from a recruitment and retention perspective, this is also a very key part because we want to understand what's positive about the organization so that we can help when it comes to attracting more talent as well.
So just to give you a sort of global perspective, I mean there's a few questions being asked previously around what's the point? Why do we do staff surveys then? You know, what difference does it make? And if you look, there's a company called Gallup, they're a huge global employee engagement consulting firm and as you can see there, one of their latest studies released a couple of years ago now shows 2.7 million employees, 276 organisations across 96 countries. And they found the following: you're basically getting 20% higher productivity. You're getting 21% higher profitability. You're getting 41% lower what we call absenteeism. So this is people being in the workplace and not being absent. And then you're also getting a significantly lower turnover. So this is people leaving the organization. Now when you think about that for us whilst we're not here about profit but we are obviously about cost and our budgets are under a challenging time at the moment. If those four things happened to us as an organization, you know 20% less cost, we were 20% more productive, 40% less people being ill and so on and so forth. This would be transformative for our organization. This would put us in a very, very different place.
So this is one of the key things about why it does make a difference that there is a clear link between employees that are heavily engaged in an organisation and that organisation's performance. Now, alternatively, it can go badly wrong and one of the recent sort of studies in in many textbooks now in academic sort of research are featuring a company called Curillion and you'll remember that the big construction company Curillion 20,000 employees that lost the jobs here and and this was really around It was well known in the industry that this organization was overstretched. It pushed its workforce as far as it could in the pursuit of trying to make more profit. It ignored signs around financial stress. It had poor leadership, toxic work culture and so on and so forth. So it also demonstrates that when you get this wrong, it can have an obviously significant impact. So what does affect our attitudes at work?
What are those things that make us think positively or negatively? Now there's generally sort of things like the work environment is very, very key about what our attitudes are shaped by. The job characteristics of the roles that we do, the culture in the organisation and the leadership. They tend to then be what's driving our attitudes towards our tasks, our co-workers and the organisation as a whole. So this is this thing called employee engagement and the survey team will touch upon this in a little while.
So what are the key things that we're trying to achieve? So this is a conversation we've been having in the senior leadership team sessions over the last few months. And if you think about, you know, the outcomes that we want here, there's lots and lots of questions in the survey as you've seen, but what it breaks down to is, you know, we want people to be satisfied. We want people to be happy working at East Riding. We want people to then recommend us as a place to work because that's going to help us with our recruitment challenges. We want people to not be stressed. We want people to be healthy and well when they're coming to work. You know, we want people to understand that there's a need to change because of all the pressures that the sector's under.
This is really important that we don't have, you know, people wanting to block change and get in the way of it. And we also want people to really buy into a vision, you know, the vision of the organization to be part of what we're part of trying to be about. So, you know, when you step back, these sort of five outcomes are the things that we've been really trying to focus on in the next sort of round of the results that we've collected as part of this survey.
So, just to give you a very quick and this is the final slide just some of those results at a high level of where we stand on some of these metrics. So, when we look at overall job satisfaction, you know, we're doing quite well on that at the moment. Nearly 80% of us in this survey essentially say that you're satisfied with where you work. Now that is slightly down compared to the previous year but it's stable and I think that is a very strong result. When we look at whether people would recommend us again we're seeing strong you know strong scores here 70% of people saying that they would recommend us as a place of work and that's up slightly from the previous year. So that's another very, very strong result. So that's encouraging, a bit of work to do but that's very very positive. However, when we look at things like uh self-reported stress, this is obviously when we ask people to tell us to the extent of how stressed they're feeling at work, this is still a lot of people (43%) saying that they're still reporting a level of stress at work.
Now, whilst that's slightly down, this is still an area of concern that you'll hear more about in the session today, but is something we're acutely aware of. When we're looking at understanding of the vision of the organisation, again, about two thirds of people saying that they they do have a clear understanding of that, but I think that obviously indicates there there's some people that don't, and that's an area that we're very very focused on and will be focused on over the next six months. And finally, you know, an area that I think needs a lot of work is the engagement and understanding of organisational change. So, not even half of people that have responded in the survey feel that they understand the case for change. So, that's an area that certainly in the SLT environment will be taking forward as well.
So, that's it from me. I'm now going to hand you back to the team and there'll be a short animation that will explain the results in a little more detail. Thanks very much.
Staff Survey Results 2025, an overview of the results - animation
9:54 | Music playing | Speaker 3
This year, we heard from over 2,800 staff across the organization. That's an increase of 6% from last year, which is fantastic. Your feedback helps us see what's working well and where we can improve together.
You told us you have supportive line managers. You appreciate flexible working. Your commitment to public service is strong and you're passionate about making a difference.
You'd like us to improve our leadership visibility, your workload, staff rewards and recognition, and our career opportunities.
Over the past year, you've seen improvement in well-being support, including check-ins and mental health support, more regular updates from senior leaders, including bulletins and director briefings, and expanded flexible working arrangements over the coming year.
We plan to clarify our leadership vision and aims, increase the number of employees who recommend working here, reduce self-reported stress levels, increase overall job satisfaction, and improve engagement with organizational change.
We'll use the results to develop action plans with each service area. These will feed into a wider organizational action plan which will be agreed by senior leaders.
We're dedicated to ongoing improvement and plan to hold annual staff surveys. We genuinely want to know how you feel about working here and whether you're seeing positive change.
Project team introduction and survey summary
12:17 | No music | Speaker 4 - Jenny Goacher
Hello. I'd just like to introduce you to the project team. We've got some of them on the call today. We just go on to the next slide, Matt, please.
So on the call today we've got Zoe Rawson who's our senior consultation analyst. We've also got Jo Shores, our organization development and inclusion manager and Emily Randall from public health who is the public health lead commissioning officer.
My name is Jenny Gocher and I'm the internal communications manager and all of the
colleagues on the slide are the people behind the staff survey who work on that.
I'll just introduce you and hand you over to Zoe who's going to talk us through the results.
12:56 | No music | Speaker 5 - Zoe Rawson
Thank you Jenny. I'm just going to start by briefly explaining the methodology that we used and the validity of the data and of the results.
And first of all I want to thank every member of staff who took time out of their working day to share their views and fill in this survey. We're aware that it's a reasonably long survey but we do keep it to one a year. So thank you very much for that.
So let’s start with confidentiality first. All of your responses are completely anonymous. There's only two members of the staff survey project team who have access to the raw data but all the analysis and the reports are based on aggregated data. So it's all the data combined for your director or for the organisation as a whole and any identifying information that you may have inadvertently sort of put in a comment or something was removed before the analysis began.
The integrity of the process I want to talk about as well. It is designed to protect all contributions from staff. So that's everything that anyone tells us. The raw data is never shared outside of the core team. Even if it's requested, it still doesn't get shared and this approach has been fully endorsed by the chief executive by the corporate leadership team and the senior leadership team.
It is a staff-led initiative. The project group as you can see from the previous slide. It's a small and dedicated team. But it's got representation from right across the organisation. Including public health, organisational development and inclusion, consultation and communications. And as a whole, our goal is to amplify the voices of all staff and to shape a more inclusive workplace.
I'm now going to hand it over to Jo, who will describe some of the key findings to you.
14:40 | No music | Speaker 6 - Jo Shores
Thank you, Zoe. Hopefully you will have all seen today that the Loop has come out, and in there, there is a link to a dashboard that gives details of the scores of the survey. You can filter those by full council and also by directorate.
I'm just going to pull out a few headlines today. As Alan mentioned earlier, we were really pleased to see that the response rate increased to 43%. Last year it was 37%, so that's quite a big leap. We had a greater response from frontline workers, which was great. We worked really hard to find different ways to engage those staff. We involved them in testing the survey and we provided different ways for them to complete the survey, including going out with paper copies, using QR codes, and also providing an opportunity for people to complete the survey over the phone.
43% is deemed to be statistically sound, so we can be confident that the responses are reflective of staff views.
When we talk about employee engagement, it's very much about the emotional commitment an employee has to the organisation and its goals, and that brings with it higher discretionary effort.
In the results we calculate the employee engagement score, and that's made up of a number of factors. It's about whether people recommend the council as a place to work, whether people are satisfied with rewards and benefits, whether they plan to stay with the council for the next 12 months, whether they feel confident in sharing issues, whether they're able to contribute to improvements, and whether they're well supported by their manager.
Over the last couple of years, our engagement score has remained stable, and in 2025, it was 71.3%.
As well as our employee engagement score, we also have another measure that links to that, which is called the employee net promoter score. That score is basically a score out of 10 about whether you recommend the organisation as a place to work to family and friends. That is a score that allows us to compare ourselves with a wide range of other organisations both in local government and in the private sector, nationally and globally.
The score can range from minus 100 to plus 100. Plus 10 is deemed to be a very good score. The public sector benchmark is 6.5. Ours at present is minus 5.3, so we know we have some way to go.
Job satisfaction has declined slightly from 83.4% to 79.8%, but our recommendation rate has increased by 3.2%.
What does this actually tell us? The increase in recommendation rate is a sign that things are moving in the right direction. It tells us that more employees are seeing improvements and feeling confident about recommending the council as a place to work. But the net promoter score shows us we still have work to do in changing the experiences and perceptions of people who feel disengaged.
The comments that you provided really help us to understand some of the ways in which we can do that. Some of the strengths that you highlighted were about having supportive line managers, strong team cultures, flexible working, and public sector commitment. The areas in relation to engagement that you talked about were increased leadership visibility and trust, fairness in recognition approaches, and addressing concerns about the impact of total pay and reward.
I'm now going to hand over to Emily to talk through some of the health and well-being headlines.
18:35 | No music | Speaker 7 - Emily Randall
Thanks, Jo. Hi everyone. Thanks for joining us for this webinar today.
I'm just going to talk through some of the health and well-being headlines, and in particular, I wanted to start with saying about how we've undertaken the analysis this year, which has been slightly more in depth than what we were able to do last year.
What we've looked at this year is comparing those high engagement results and the low engagement results with a combination of factors and some of the questions that people have answered within the survey. What we've been able to better understand is what are those most influential and driving factors that are affecting how people experience their workplace and employee engagement.
What this has told us is that the three things that are most driving employee engagement levels in the organisation at the moment are: staff feeling able to raise concerns, feeling listened to and that their opinions count, and that their line manager discusses their performance with them and how they can improve that at work.
Those three things were all really important and I'll come on shortly to how that links in with some of the health and well-being headlines as well.
To start off with overall health, our staff have rated their satisfaction on average at 6.9 out of 10 — so almost seven — compared to 6.7 out of 10 in 2024. We've seen that increase slightly.
In terms of manager support, this was an area of real strength. 81% of you agreed that your manager shows genuine concern for your well-being. A similar number said that they can talk to their manager about work issues too.
In terms of work-life balance and mental health — and this is where it links to what I was saying about those key factors — results showed differences in well-being experience and engagement for different groups of staff.
When we looked at all the key characteristics of people that completed the survey, how low or how high somebody scored their mental health status emerged as the most influential factor on employee engagement levels. It makes a difference of 20%, which is really significant when we look at the results.
79% of staff rate their work-life balance positively. 76% feel positive and able to cope with work most of the time.
In terms of our next steps, we met with the ‘Workforce Wellbeing Group’ this week. There are also plans to share findings with the EDI group, and that will help identify those opportunities to strengthen the current offer for staff and make some of those targeted improvements based on the findings.
I'm going to hand over to Karen Lister now, who's part of that group and can talk a little bit more about the existing offer of support for staff.
Health and wellbeing resources - Karen Lister
22:17 | No music | Speaker 8 - Karen Lister
Thank you, Emily, and hello everybody.
I'd like to share an overview of the well-being offer and where you can find information after the call today. I'm going to share some highlights of the existing offer, but in addition to that, we have extended our offer and I'm going to share some of those new examples with you today.
First up is our coming soon support for disabled employees. While this is currently not live, this session is a great platform to share this new resource ahead of its launch. We're committed to equal opportunities and access for all our staff at the council, and our new support for disabled employees is a great example of this.
The new intranet page offers comprehensive guidance and resources for both employees and managers. You can get guidance around adjustments for work. There's signposting on Access to Work — how you can look at support for employees or how you can access that for yourself. There are different assessments on there, around physical and mental health. It’s broken into two sections: employee guidance for a bit of self-service, and manager guidance so that you can help support your employees. There's also a section signposting through to our Disabled Staff Network.
Next I'd like to talk about Vivup — our employee assistance programme provider. Our partnership with Vivup goes way beyond the 30-minute counselling sessions. Currently you can access six 30-minute sessions per employee per health issue. This is another great opportunity to talk to you about what else Vivup can offer to support health and well-being.
There are downloadable workbooks on a variety of different well-being issues. Examples include support with sleep, anxiety, stress. I think there's around 19 titles in total available.
They're also our provider of lifestyle savings. There are over 800 discounts that you can access across retailers and leisure outlets. There's also a link through to a website called Your Care where you can find self-assessments on a variety of health topics. This is just a health and well-being check-up where you can get signposting to support you with better well-being. There’s also a range of blogs and podcasts on various health and well-being topics.
As part of the Vivup offer now — newly this year — Vivup became our Cycle to Work provider. What this means for council employees is that there is a greater range of cycles available. In addition to accessing cycles online through Cycle Solutions, you can now access online from Decathlon and in stores from Evans Cycles. This is in addition to being able to access the scheme through your local bike shop.
Vivup also, new this year, provides an alternative health cash plan. Employees can now choose from two plans — the existing BHSF bespoke plan and a new one from Vivup. For more information, my best advice is to go over to the Vivup site and have a look for yourself.
Finally, I'd like to remind you all of our health and well-being site. Everything related to health and well-being can be found on this site. Our current offer goes way beyond the time I've had to share with you in this session, so I would really advise, if you haven't already, please make your way over to the site and see what there is for you.
Some highlights from me: all the articles our comms team share through the intranet are pulled through to this site so you can see everything in one place. There are monthly features on topical well-being issues. There's also a link through to our six networks and support groups, and hopefully this year we'll have a seventh — the Men’s Health Network — coming very soon.
You will find over 200 resources which are structured around the Five Ways to Well-being — take notice, keep learning, be active, giving, and connecting. These signpost to a variety of different resources. They go through to external websites, council resources such as leisure and libraries, YouTube videos, and the EDI forums. Should you have missed those first time round, you can go back and watch them. There's a search function so you can just type in whatever you're looking for, and it will bring up a number of resources — all there to save you the effort of going onto the internet yourself and looking for them.
Now I'm going to hand it back to Alan, who's going to talk about what's next on the staff survey journey.
Staff survey journey
28:21 | No music | Speaker 1
Okay. Thank you very much for that. As you’ll all know, this is the second survey we’ve done recently. We did one in 2024 and one in 2025, and we hadn’t done one for six years before then.
Now we've got to a really important point because we have some comparator data from the two years. What happens next — and it’s already in train — is that the survey information and data will be broken down to service director levels. That’s important because it still remains completely anonymous, but it allows service directors, with their management teams, to do their own analysis of the feedback they’ve had from their own staff teams and then to put in place an appropriate action programme or action plan to try to address those issues where they can.
I’ve looked at the survey results across the whole of the council, and it’s fair to say that different parts of our business have had different scales and types of feedback. So I think it’s really important that service directors, heads of service, and their management teams go through this in a fair level of detail to make sure the relevant action plan is the appropriate way to deal with the issues raised by staff.
I’m also very keen that this information is then disseminated all the way through the management structure — down through group managers, team leaders, supervisors, etc. Because at the end of the day, whether people took part in the survey or not, it’s important that we get as many people engaged in trying to address the issues that came out of the survey as possible.
To be fair, no one’s got a monopoly on good ideas — and that includes CLT and SLT. So we’re all equal in this process, and it’s really important that we all have an appropriate input to it.
It was referenced earlier that a significant effort was made to try to encourage more people who are not online and not on our network to actually take part in the survey. There were some revisions made to the survey to make it easier to complete on paper. Representatives of the survey team also went out to workshops, depots, etc., to talk to people and encourage them to complete the process — and a lot more did than the previous year.
So that’s where we are. It’s been referenced earlier that I’m keen for this to be a completely transparent process. I actually had a meeting earlier in the week with the trade union — the JCC — with the trade union officials, and I’ve offered to provide them with a copy of each of the survey results and each of the action plans for each service director. That way, as representatives of the workforce, they’ll be aware of the issues that were raised in various parts of the business and what we’re doing about them.
I think that’s really important. It’s not a secret survey. The data is confidential, but the results are not. The results have to be open and transparent — as do the action plans.
With that, I think we now move on. I think Jenny, at the previous meeting, referred to a question-and-answer session. I’m keen that you can ask whatever questions you want. If one of the survey team, or I, or Zoe know the answer — that’s fine. If we don’t, we’ll commit to getting back to the person who asked the question with an appropriate answer in due course.
We’ve got about 20–25 minutes for questions. So Jenny, over to you.
Any questions?
32:23 | No music | Speaker 4
Okay. If anyone would like to ask a question, please put it in the Q&A or the chat and I'll read them out for you.
So the first one came in via email. This one says, suggestions for change are not always acknowledged and even when they are potentially implemented, it may be that others had the same idea or the ideas were not shared and it was created somewhere else. But it does make employees feel unappreciated. Are there any ideas on how to raise and share ideas which are across directorates to try to see if there is any feedback?
33:07 | No music | Speaker 1
I’ll kick us off on that. I think it’s important. It’s a bit about culture, isn’t it? I think it’s important that in teams, team members are encouraged to look at processes, workflows and be part of putting together maybe better ways of undertaking that work. Maybe improvements, maybe ways of saving money and being more efficient, effective, and productive. I do think that’s important.
I also live in the real world and accept there will be situations where supervisors and team leaders are not keen on having that type of conversation. So, I’m a great supporter of what’s known as the diagonal slice process. I have a diagonal slice for PER and I also do a diagonal slice as chief executive. That gives people the opportunity to raise any issues they want to raise directly with me. I never attribute comments to anybody. Over the years, there have been all sorts of things that have come out that I’ve actually gone away and done something about, the improvements that needed sorting.
So I think it is important. I would say this to team leaders and supervisors: encourage your teams to be open in terms of their feedback about the business, how it’s done, where it might be more effective and productive, and try to be open-minded rather than defensive.
I don’t know if anyone else wants to contribute?
No? Better move on then Jenny.
34:58 | No music | Speaker 4
Okay, Nick Proctor asks, do you know how our results compare with other large employers?
35:11 | No music | Speaker 5
Jo or Emily, have you got that data?
35:19 | No music | Speaker 6
Yeah, I’m happy to pick that up. In terms of response rates, we’re pretty much average for other councils. Local government is actually trying to form an employee engagement index with some agreed core questions, which we’ve included in our survey and are comparing with other councils. We’re currently awaiting further information from them on those results. That’s something we’re proactively looking at.
We’ll also be looking in particular at the net promoter score across a range of different organisations. At the moment, it’s a work in progress, but it is on our action plan to look at how we compare.
36:12 | No music | Speaker 4
Thanks Jo. Paul Story asks, before we get an action plan formed from the 2025 survey, will teams get to review progress and outstanding actions from last year's action plan?
36:30 | No music | Speaker 5
I can take that if you want. The expectation is that we look at the 2024 action plans to see what’s been achieved, what’s still outstanding, roll forward those actions if they are still outstanding, then build on it to incorporate feedback from this year’s survey. It’s a two-way process where we cascade down and take feedback up.
There are a number of sessions across the organisation called check and challenge. As a service director, I have to take my action plan to the panel and explain what my plan looks like, what I intend to do, what feedback I’ve used, what I’m seeking to address, and how I intend to achieve that. It’s a live document.
At the last session, Alan was keen to put all action plans from across the organisation in a central repository, accessible to all staff, so people can see what’s happening across the organisation. That links into an earlier question about how we can see what’s going on organisation-wide.
37:35 | No music | Speaker 1
Zoe’s made a good point. I’m absolutely keen on the action plan. Last year’s survey raised a raft of issues. Action plans were developed and challenged, and those action plans need to be measurable to show what has actually happened. Disseminating the information on the 2025 survey, the 2024 action plan, and what’s happened is key because staff need confidence that when issues are raised and action plans agreed, they are implemented.
I’m keen that we have a central repository for the 2024 results, the action plan, measurement of that, delivery, and ongoing 2025 results and action plan. Personally, I think there should be an annual staff survey, which is really important, and I’ve pushed this with members. We also have an annual survey of members, asking them how it is for them, and go through a similar process.
39:03 | No music | Speaker 4
Thank you. Another question from Lucy Cook in the Q&A chat. She says, “In the health and well-being headlines feedback, it was mentioned that how low or high someone scored their mental health status emerged as the most influential characteristic on employee engagement levels, implying that mental health affects engagement.” I’d agree with this, but is the reverse also being acknowledged—that work affects mental health?
39:35 | No music | Speaker 7
I'm happy to talk to this one, Jenny. Thank you Emily. Thanks Lucy. It's a really good question.
Yeah, I think when we've looked into the analysis this year and we've looked at analyzing all of the quantitative results. So that's all of the questions that people answered and the different percentages and different levels of sentiment—whether people strongly agreed with something, strongly disagreed or somewhere in between. And then what can be referred to as the qualitative, which is all of the written comments that people made and took time to write down in response to each section.
So what we know when we're looking particularly around the mental health scores and to an extent some of those self-reported stress levels that have been mentioned by various people on the call so far, is that yes, there will be cohorts of people—so either groups of people or areas—where those quantitative results show there's a more strong agreement or a less strong agreement in some of those areas.
And sometimes when we're looking—for example, we ask a question about sleep—and we know that there are people across the organization who are struggling with their sleep, but in those written comments, the reasons for that might not be work-related. We were talking about this the other day. You know, there's a whole range of things that might be affecting that: having young children or babies, having a health condition, the menopause. And it's similar with mental health as well.
What we've also seen is that, for example, when we look at different groups of people, we know that engagement scores for people who are providing unpaid care for a relative as well as having children or dependents themselves, score significantly lower in this area. And I think we'll have to do some further analysis to look into what are the things driving that in different areas. But where that is coming through as a theme, as Alan and Zoe said, that would be picked up within those action plans, within that check and challenge process, to really be able to respond to that as well.
Jo may want to explain a bit more about this in terms of the work that's ongoing with the workforce well-being group. That meeting has been very recent—just on Tuesday. So the workforce well-being group will now start to look into this in much more detail, and we'll obviously be able to share that with people as it evolves.
So in answer to your question, I think yes, but also no. It's so complex that there's not one answer for every person. It's different.
43:14 | Background music | Speaker 6
Yeah, picking up the point that Emily mentioned about the well-being group. One of the things that the well-being group is looking at is different pathways of support for people and making sure they're as easy to access and as clear as possible.
One of the first pathways that we're looking at is around mental health and emotional well-being, and obviously stress is part of that and mental health is part of that. So what we're trying to do is we're trying to identify the things that may help with that—whether it's self-service resources, whether it's guidance for employees, or resources for employees or guidance for managers.
But certainly, one of the resources that we have available, readily available now as council, is our Forward Together tool. And that very much acknowledges the point that you made—that work can affect mental health—and it's very much aligned to the Health and Safety Executive management standards, which talk about different factors affecting well-being.
So yes, we are acknowledging it, and we're acknowledging it in the solutions we're putting in place.
44:27 | No music | Speaker 4
Thank you. Thank you to the panel. I can't see any more questions, so thanks to everyone that has asked, but there isn't any more.
Conclusion
44:36 | No music | Speaker 1
Okay, so I think that's going to bring our session to a conclusion.
So if I could just once again say thank you all very much for taking part in the survey and for coming along this afternoon. If anybody has any other thoughts and any other contributions, let me know and I'll make sure I feed it into the process.
So good afternoon. Thank you very much and have a nice weekend.
Thank you.
--Video ends--
