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The Health and Well-Being Resource Book for Managers - July 2019 - V1

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Published by sharon.brown33, 2019-11-29 05:25:17

The Health and Well-Being Resource Book for Managers - July 2019 - V1

The Health and Well-Being Resource Book for Managers - July 2019 - V1

Keywords: managers,resource

The Health and Well-Being Resource
Book for Managers

Author: Sharon Brown V1 – July 2019 1|P a g e

Who’s Who

Author: Sharon Brown V1 – July 2019 2|P a g e

Being a Manager

No matter how experienced you are, starting a new management post can be daunting.
You may not know the people in your team or you may be very familiar with them. You
may or may not have any idea about dealing with sickness absence or risk assessment,
especially where looking after people’s wellbeing is concerned. This booklet is designed to
ease you through the process of taking on your new role with the aim of promoting the
wellbeing of others and yourself.

Looking after your own Wellbeing
 Put aside time for reflection
 Don’t try to be all things to all people
 Limit long working hours, take regular breaks and holidays
 Remember that ‘unfinished’ projects are really on-going
 Be honest and say no if you can’t take on more work.
 Value your staff for their skills and experience and let them help you.
 If you don’t know something, don’t be afraid to ask.
 Sort out a mentor and/or regular support from your manager
 Develop and maintain friendships an contact with people who can support you
 Leave work behind once you leave the building – enjoy a balance of time alone
and with people, a time for physical and mental activity outside work.
 Acknowledge that you are not perfect – but you are doing a good job
 At the end of each day focus on one good thing that you have done during that

Top tips for boosting energy
 Breathe in fresh air as often as possible
 Turn down the heat to avoid tiredness
 Avoid sugary drinks and snacks
 Stand up and Stretch
 Run on the spot for 2 minutes
 Boost your energy with a herbal tea i.e. Ginseng
 Visualise yourself in an energised state
 Take a walk at lunch time
 Drink two litres of water per day – pure liquid energy

Managing people effectively
Effective managers recognise the strengths and potential of the staff working with them.
When well-being at work is promoted the team is more likely to be proactive, a well
performing team have proactive working relationships. There is consistent evidence that
management support is a key protector of both mental and physical health and wellbeing
at work.

Author: Sharon Brown V1 – July 2019 3|P a g e

Employees thrive when their managers are:
 Clear about key values, vision and priorities.
 Facilitate control and autonomy, help people find their own ways of working
effectively and planning workloads.
 Evaluate work demands and priorities and consider the implications of long
working hours
 Provide flexible working arrangements if appropriate and where possible.
 Listen to staff and value opinions; involve them in planning and decision making
 Encourage leisure time including exercise and good social relationships
 Take an interest in staff
 Don’t trivialise the problems of others
 Treat all staff equally
 Clear about expectations and give regular positive and practical feedback.
 Help people to develop their skills, all it takes is a little encouragement.
 Recognise the different skills people have to offer and how the strengths and
development areas of individuals can complement each other in building a
successful team.
 Appreciate commitment and hard work, say “thank you”
 Communicate regularly and imaginatively particularly during times of change
 Filter and summarise information to avoid overload
 Be positive in your approach
 Actively manage conflict and tackle problems early
 Show that bullying and harassment are unacceptable
 Know policies and procedures
 Value Trade Union involvement

Training is a vital tool for all staff, it helps develop, refresh or gain a new interest. As a
Manager, training can help you develop both yourself and your team. The Trust intranet is
a useful resource tool and you can access the Learning and Development prospectus for
Below is a list of training courses which may be of use to managers:

 Moving & Handling
 Risk Management
 Reporting of accidents and incidents
 Fire Safety
 Time Management
 Manging Conflict
 Equality and Diversity
 Financial Training
 Managing Stress
 Managing People Through Change

Author: Sharon Brown V1 – July 2019 4|P a g e

Stress Management

Distress and Well-Being
Experienced sign of distress or stress is not a disease; it is the adverse reaction a person
has to excessive pressure or demands placed upon them. Each year, in the UK, one in four
people may experience a mental health problem. These problems can arise because of
difficulties at home and/or at work and can affect any of us at particular times in our lives.
Relatively few people experiencing distress will use mental health services and some
people’s mental health problems will never become noticeable at work and they will not
need outside help. Many problems are resolved with support from friends or colleagues
or family and will not require professional help.
Tackling stress at work has been shown to have real benefits to organisations including:

 Increased staff morale
 Improved performance
 Lower absenteeism
 Lower recruitment, retention and insurance costs.

Risk Factors for Stress at Work
The Health & Safety Executive have identified six categories of factors that influence well-
being at work:

Demands: Workloads, work patterns, the environment, flexible hours.
Control: Influence about how the work is done
Support: Encouragement, information from managers and colleagues
Relationships: Positive links between people to avoid conflict and unacceptable
Role: Clear roles, less role conflict
Change: Mange change carefully, ensure good communication

The full toolkit, including case studies and suggestions for solutions can be ordered from
HSE Books, but the six risk factors are set out below, along with issues for you to consider
when assessing the risk of stress in your organisation.

Recognising people’s needs for work-life balance is particularly helpful for promoting well-
being. Long working hours are associated with increased depression, anxiety and
irritability especially when time for exercise, partners, social activities, friendship and
families is eroded.
In summary, work conditions of high demand, low control, low support, poor work
relationships and job insecurity are most likely to negatively affect mental health and work

 Are your demands on your employees realistic?
 Are demands matching people’s skills and abilities?
 Do employees have sufficient resources (in. time, equipment, expertise)?

Author: Sharon Brown V1 – July 2019 5|P a g e

 Is repetitive & monotonous work kept to a minimum?
 Is the physical work environment comfortable?
 Are employees exposed to physical violence or verbal abuse from members of

the public?

 Do employees have a say about how their work is undertaken?
 Is the pace of work driven by a source outside the employee’s control (e.g
 Are employees encouraged to show initiative and use their full range of skills?
 Can they air their concerns about their work environment, and will they be taken
 Do they have the right to refuse, for example, to deal with an abusive customer
or client?

 Are employees able to provide support to each other?
 Are they able to access managerial support?
 Are they encouraged to seek support at an early stage?
 Are they supported when undertaking new tasks, even if things go wrong?
 Are there systems in place to help employees cope with work or home related
 Are they aware of these?

 Are there procedures for workplace conflict?
 Do employees feel able to report their concerns?
 Is there a policy for dealing with unacceptable behaviour at work?
 Are teams organised with working relationships in mind?
 Are openness, honesty and respect encouraged within teams?
 Are people aware of the penalties associated with unacceptable behaviour?

Role Are conflicting demands placed on employees?
 Is there a clear comprehensive induction programme?
 Are job descriptions clear and accurate?
 Do employees have a clear plan of work?
 Are people aware of how their job fits in to the wider organisational structure
 and aims?

 Are the reasons for change clearly given?
 Are employees consulted during the change process?

Author: Sharon Brown V1 – July 2019 6|P a g e

 Are they told of the likely impact on their job/role?
 Are special arrangements made to support employees during periods of change?

Bullying and Harassment
Bullying at work involves the persistent attempt to undermine, humiliate or criticise an
individual or a group of colleagues and is generally considered to be under-reported. It
can be a major source of harm to individuals and organisations. Some organisations have
a culture akin to bullying, perhaps understood as “go-getting” or a “high pressure”.
Particular management styles e.g. authoritarianism or poor communication may be
associated with the occurrence of bullying. Bullying can happen between colleagues, from
junior to senior, from senior to junior staff and from clients, customers or members of the
public. Support from managers and colleagues protects against bullying. It is important
not to minimise people’s experience and to act early if signs of bullying are evident.

Home Issues and External Sources of Distress
While work can be a significant source of pleasure and frustration, not all stress is work
related. Issues in our private lives can cause or exacerbate problems at work, just as
stress at work can affect home life. Sometimes it is necessary for managers and
colleagues to understand the impact of external pressures when dealing with work
problems such as poor performance or sickness absence, but also bear in mind people’s
needs for privacy and that they may be reluctant to discuss their personal situations.

Sources of Stress outside of work
 Bereavement
 Son/Daughter leaving home
 Caring for a child or older relative
 Parenting problems (e.g. children’s behaviour, illness)
 Relationship conflict or breakdown (e.g. partner, children, neighbours or relative)
 Domestic Violence
 Financial problems
 Crime
 Housing (e.g. conditions, moving house)
 Personal Illness or injury
 Discrimination (e.g. on grounds of gender, sexuality, race, mental health service

Recognising Problems
By recognising early signs of distress and to being tuned into changes that indicate that
there is a problem will enable you to manage stress effectively. Some of the key sign to
look out for are:

 Changes in a person’s usual behaviour
 Poor performance, unusual mistakes
 Tiredness or irritability or low mood

Author: Sharon Brown V1 – July 2019 7|P a g e

 Sudden changes in mood
 Loss of confidence
 Social withdrawal
 Increased sickness or unexplained absence
 Increased use of alcohol, drugs or smoking
 Noticeable changes in eating patterns
 Poor timekeeping
 Difficulties with relationships at work
 Tearfulness
 Loss of sense of humour
 Over performance, working to excess
 Everyone can have bad days, but it is worth noting:

o Are these signs persistent, lasting more than a few weeks and are they

o Is the person saying there is a problem?
o Have other colleagues, friends or family expressed concern?
o Is there a pattern to these signs e.g. they happen at certain times or in

certain circumstances?

Responding to Distress

Listen rather than offer advise
If you think that a member of staff shows signs of having a mental health problem or is
suffering with significant distress, talk to them about your concerns but do not ask
intensive intrusive questions. Just listening may be enough.

 Stay calm
 Give the person time and privacy
 Explain your concerns without being judgmental
 Ask if there are any relevant work factors to address
 Ask if they would like help from someone in particular

Respect confidentiality
Be very careful about sharing confidential information. Unless there is a crisis or major
risk issue, ensure you have the consent of the person if you need to discuss their issues
with others.

Do not make assumptions
It is important to note that it is discriminatory to make assumptions about a person’s
abilities, their potential, or their requirements for sick leave without:

 Having their acknowledgment that help is needed
 Clear evidence that they actually do need help because of their situation,

behaviour or changed work performance.

Author: Sharon Brown V1 – July 2019 8|P a g e

Offer ongoing support
Make it clear that you are available to offer ongoing support, in line with the person’s
preferences at various times and recognising your own limitations. You may decide to
arrange to keep in touch, even if the person gets help elsewhere.

Managing Sickness Absence

Sickness Management
Sickness management can be challenging to deal with. When a key member of staff is
away, it makes extra work for those who are left and this can cause resentment and
stress. However, there are ways to minimise disruption and ensure that your staff
member returns to work as soon as is appropriate.

 Be supportive – most people who say they are sick really are sick.
 Find out the procedures for reporting and managing sickness absence in the Trust
 Ensure all staff are aware of the procedures, this will minimise disputes and

encourage regular communication
 Seek advice from and work closely with Human Resources and Occupational


Long-term sickness absence
In many cases, long term sickness can be easier to manage than repeated short-term
absences. It is often easier to employ cover if the staff member is likely to be off for for
several months. It is also often easier to understand the reason for their absence.
Common causes of long-term sickness include:

 Mental Health problems (e.g. anxiety, depression, stress)
 Physical health problems (e.g. cancer, heart disease, fractures, musculoskeletal

 Accidents
 Elective surgery
 Pregnancy-related problems

Find out the Trust procedures for long-term-sickness. Don’t forget that if the illness is due
to work or a work related accident then you will probably have to report it to the Health &
Safety Executive under RIDDOR regulations

It is important to:
 Maintain contact with staff on long-term sick, but don’t pressurise them to return
before they are well.
 Ensure that they know they can contact you at any time to discuss their progress
or return.
 Research has shown that staff who are off work for more than six weeks may
need extra support to return, procedures for phased return, buddy support,
workstation adjustments etc, should be considered.

Author: Sharon Brown V1 – July 2019 9|P a g e

 Ensure counselling is offered to support staff.
 Early referral to OH can provide further support. It is important that the

individual is aware of reason for referral and the help that is available.

Managing recurrent short-term illness
Recurrent short-term illness can be very disruptive, especially to small teams. However,
don’t assume that the person is “throwing a sickie”. Common causes of recurrent short
term absence include:

 Asthma and other respiratory complaints
 Poorly controlled diabetes
 Low immune systems (sometimes exacerbated by stress)
 Problems at work (including bullying, stress, need for training etc)
 Problems at home (e.g. domestic violence, caring or parenting responsibilities,

financial problems, bereavement etc)
 Addictive behaviours (alcohol, drugs, solvents, gambling etc)

As a first response, gently explore the possible reasons for repeated absences, If the
member of staff is willing to talk about concerns, then you have a chance to help them.
There are a few points to consider:

 If it is a recurrent physical condition then you could encourage them to visit their

 Be mindful if people with caring responsibilities often take sick leave because
they do not recognise that they have a right to take time off work to deal with
emergencies. A carer should be supported to remain in work and there may be
flexible work options and help with the caring that could be explored.

 Additional support is available under the disability Discrimination Act if the family
member is disabled

 Agree an action plan with the worker to try and reduce levels of sickness and
meet with them on a regular basis to review their performance

 “Nip it in the bud”. If sickness is managed effectively and staff attend “Return to
work interviews” on every occasion, you have every chance of reducing short
term recurrent sickness and improving both individual and team wellbeing

 Only begin disciplinary proceedings as a last resort.

Supporting staff with psychological health problems
Psychological health problems are very common and as many as one in four of us may
experience difficulties in our lives. The issues that may impact on mental health include:

 Too great a workload
 Unrealistic deadlines
 Low control of work content
 Poor support at work
 Feeling undervalued
 Job insecurity

Author: Sharon Brown V1 – July 2019 10 | P a g e

 Poor relationships with other team members
 Bullying and harassment
 Home/External issues

If it is felt that psychological problems have been caused or made worse by work, you
should carry out a risk assessment before they return. If nothing changes, the person is
more likely to have difficulties again. If the risk assessment identifies problems then
tackle these before they return.
Stress problems can be enduring and recurrent, but remember that the person can, with
support, continue to be a valuable member of the team.
Note also that the Disability Discrimination Act equally applies to people with current or
past mental health problems. Help all staff to understand that being tolerant and
supportive is the most useful approach. Creating a supportive work environment is likely
to help the well-being of everyone.

Tips for supporting people off work with mental health related problems
 Make contact early on in the absence and keep in touch as directed in the policy
 Liaise with your Employee Wellbeing Service (Occupational Health) as
 Reassure the person about practical issues
 Ask open questions to help the person explain what is going on for them
 Ask if you can help
 Reassure them about respecting personal information and keeping this
 Do not put pressure on them to share personal or medical information they may
prefer to keep private
 Do not make the person feel their situation is shameful
 Do not put pressure on them for a date to return to work.

Tips for supporting people in their return to work following a long term absence
 If possible allow a minimum four week phased return with initial part-time
 Discuss the things that can be changed about their work conditions and why
some cannot be altered.
 Adjust job content/conditions e.g. flexible working, workload
 Update them on recent developments
 Be available informally and formally for support
 Review training, development and support needs
 Discuss what colleagues will be told
 Assign someone to support the employee if they wish
 Ensure that they don’t return to an impossible list of tasks and thousands of e-
 Don’t expect too much from them in the first few months, there may be good

Author: Sharon Brown V1 – July 2019 11 | P a g e

days and bad days
 Be careful of making the person feel they are a special case in order to avoid

resentment from themselves or others
 Discuss how you can monitor the risk factors and the person’s progress including

regular reviews.

Supporting staff with addictions
Addictive behaviours, such as alcohol and drug problems may lead to poor performance at
work, recurrent absences and relationship problems with colleagues. It is important to get
the member of staff to seek help for their addiction, If possible allow them time to attend
Agree an action plan to address recurrent absences, but make it clear that the person
should not attend work if under the influence of any substances.
If the employee works in a safety-critical area it would be prudent to monitor this closely
or redeploy them
Make it clear that illegal substances or drinking will not be tolerated at work, and that this
constitutes a disciplinary offence.


The Counselling service is available to all staff employed by the Trust. The service can be
accessed by self-referral but may be at the suggestion of an Occupational Health Advisor
or by line management. There is no pressure on the individual to take up the suggestion
but to be successful it should be entered into on a voluntary basis.
There are no prescribed conditions that predispose the use of the Counselling Service. It
can be accessed for help following either a work based incident or for situations relating
to personal circumstances. Counselling should be a considered option for any situations
that impacts on an individual and subsequently may affect their working life and
performance at work.
Information regarding how to access the service is available on the Trust’s Intranet site
under Employee Wellbeing Service.
Each staff member accessing the service is entitled to up to six sessions free of charge.
Each of the counsellors are fully qualified and have vast experience. Monitoring is in place
on how many staff are accessing the service and how many sessions they have had. This
information is completely non-attributable, and no member of staff’s identity or work
base is included.
Staff who access the service are asked to complete an evaluation form, which again is non-
attributable and is only used to improve the service

Contact details
Confidential Care (CIC)
By Phone – 0800 085 1376
By e-mail – [email protected]
On line –

Author: Sharon Brown V1 – July 2019 12 | P a g e

Your Employee Wellbeing Service (Occupational Health)

What is the role of the Occupational Health department?
The occupational Health Service is concerned with the effect that work may have upon the
health of individual employees and their ability to carry out their job. The service provides
advice to employer and employees alike, with regard to fitness to work, prevention of
work related ill health and promotion of good health.

Employees may be referred to the service by their manager for a number of reasons:
 Medical examination to assess fitness for work in designated posts
 Review during a period of sickness absences to assess fitness for return to work
 Any necessary rehabilitation
 In the case of long-term health problems, advice may be given on the
appropriateness of early retirement

The occupational Health Physician and Occupational Health Advisors within the team have
undertaken training in Occupational Health. They have considered experience and skills in
this specialty and are there to support both the staff and the Trust. The Occupational
Health Advisors are qualified specialist practitioners and are governed by a professional
code of conduct and by legal obligations on matters of protecting employee’s

Services Provided

 Pre-employment Health Screening – all prospective employees must complete a
health questionnaire prior to commencement

 Health assessments during employment – this includes assessment during long
term sickness absence, return to work following musculoskeletal injury.

 Health protection/promotion – If you are managing a department where staff
may be exposed to certain hazards in the environment, the Employee Wellbeing
Service provides comprehensive immunisation programmes to reduce the risks
and to protect staff in their workplace. At health interview, staff are assessed for
their immunisation requirements.

 Workplace assessments – This may be part of a management referral for sickness
absence if it is felt that something in the workplace is causing or exacerbating a

 Display Screen Equipment (DSE) – User eyesight screening. The appropriate
request is obtainable from the intranet.

 Management of Needlestick injuries – Trust policy is available on the intranet. In
the event of an injury from a sharp instrument or needle or a mucosal splash, the
following protocol should be followed.
o Encourage bleeding at the site of injury, then wash hands under running
o Staff must report to the person in charge of that area at the time.
o It is important to identify the source of the needle/sharp if possible
o If the source can be identified, get a doctor to bleed the patient for

Author: Sharon Brown V1 – July 2019 13 | P a g e

Hepatitis/Hepatitis C and HIV with the patients verbal consent, and the
specimen should be marked ‘Needlestick injury’ and urgent
o Inform the Wellbeing Service as soon as possible (Needlestick hotline
number: 07745 306654) who will take blood from the injured staff
member and offer them a Hepatitis B Booster if necessary.
o If the incident happens at the weekend or out of hours, send staff to the
Accident and Emergency Department but they must inform the
Employee Wellbeing Service on the next working day to ensure that the
protocol has been followed.
o Make sure an incident form (Datix) has been completed
o Discuss with the Employee Wellbeing Service of any concerns regarding
the incident.
o The Employee Wellbeing Service will advise any further follow-up that
may be needed.

How to get the best results from the Employee Wellbeing Service
You can be confident the clinical services provided by the Employee Wellbeing Service will
be delivered to an exceptional standard. The service is supported by stringent quality
assurance processes delivered by highly experienced and qualified staff.
Once the decision to refer an employee has been made, it is important you get the very

best results from the service, allowing you to make informed HR decisions. This document

is designed to assist you in getting the very best from Occupational Health.

Making a referral to Employee Wellbeing Service

A management referral is made using our online Cohort system. For access to this

system you should contact [email protected] Referrals must be

completed by a Referring Manager.

It is important you take the time to read through the document carefully. You will need
to put your employee at ease and re-affirm the reasons for the referral and what the
potential outcomes could be. Remember you are making this referral for all the right
reasons as a kind, caring and responsible employer.

 As the Referring Manager you will need to complete the Management Referral

 Ensure the employee is aware of the referral and gain their consent, as they will
be asked to sign a written form upon arrival in the department.

 It is often helpful to provide us with a copy of your employee’s Job

 All boxes marked with an asterix must be completed

Active TB
People with active TB will usually have signs and symptoms and feel unwell. Active TB
requires treatment and the person with active TB may be infectious to others until they
have commenced treatment.

Author: Sharon Brown V1 – July 2019 14 | P a g e

TB Diagnosis
Diagnosis is made following medical investigations, including sputum testing, blood test
and chest x-ray. A referral will be made to a TB Specialist for diagnosis and treatment of
TB. Most cases of TB can be cured, providing the patient completes the full course of
prescribed treatment (we are aware of and vigilant for drug-resistant forms of TB),
prescribed treatment generally lasts for at least 6
months. For most people with TB the investigations and treatment can be done in clinics
and the community, although some people may be advised to stay at home until they are
no longer infector which is usually two weeks after the start of treatment. Rarely, those
with TB infection may need to hospital.

Screening for Staff Joining Barts Health Trust
All new staff joining Barts Health Trust are screened as part of their pre-placement. This
brief questionnaire includes a check list of symptoms that may indicate TB.

Any new staff member indicating symptoms of TB, previous history of TB or having resided
in a country with high prevalence of TB cases will be asked to attend the Employee
Wellbeing Service for a T. Spot blood test. A positive T-Spot blood test may indicate either
active pulmonary disease or latent TB, and the staff member will be referred for a chest x-
ray and also referred on to the TB team. In addition all staff who join the Trust and are
undertaking patient facing roles, will attend the Employee Wellbeing Service, to establish
if they have had a BCG vaccination as part of immunity and immunisation check, this is to
ensure that they are protected against communicable diseases including TB, Measles,
Rubella Chickenpox and where required Hepatitis B.

Staff Exposed to TB at work
Where a patient or a member of staff is diagnosed with pulmonary TB, any staff member
(who has worked with them directly) identified as being at greater risk either because of
they are immuno compromised due to medication, treatment or an underlying health
issue, or because

However, the simplest rule to follow is this:
If there is a question you wish to ask, but are unsure if it is appropriate, please contact the
Employee Wellbeing Services who will be happy to provide you with clear and professional
It is crucially important to note the clinician will comment on an individual’s capability to
perform a job function and may not necessarily provide information linked to a medical
diagnosis or details of any medication being used.
Long descriptive reports can be used by third parties to challenge the facts to the
disadvantage of the employer.

Author: Sharon Brown V1 – July 2019 15 | P a g e

Who’s who?

Don’t worry if you can’t remember everyone’s name or job. Use this table to fill in the
names of key personnel in your team and in the Trust.

Key Personnel Name Telephone E-mail

Line Manager

Human Resources contact

Finance contact

Health & Safety

Employee Well-being Service

Trade Union Rep

IT Contact

Estates contact

Author: Sharon Brown V1 – July 2019 16 | P a g e

Below we have provided a table and links to gain leaflets to assist you with queries or
questions around key areas.

leaflet Name Leaflet link

TB Signs & Symptoms OHLF01.01 TB Signs and Symptoms
OHLF02.01 What is TB
What is TB
What you need to know about OHLF03.01 What you need to know about TB
TB OHLF04.01 What is Hand Care

What is Hand Care

What is OH Physiotherapy OHLF05.01 What is OH Physiotherapy
What to do if you have a OHLF06.01 What to do if you have a sharps
Sharps Injury OHLF08.01 injury

Your Guide to Comments Your Guide to Comments
Compliments & Complaints Compliments and Complaints

Your Guide to EPP's OHLF09.01 Your Guide to EPPs
Your guide to infectious OHLF10.01 Your Guide to Infectious conditions

Your Guide to RIDDOR OHLF11.01 Your Guide to RIDDOR
Your guide to Traumatic OHLF12.01
Incidents OHLF13.01 Your Guide to Traumatic Incidents
Your Occupational Health OHLF14.01
Record OHLF15.01 Your Occupational Health Record
OHLF16.01 Your Personal Health Information
Your Personal Information How do we support your ability to
How do we support your work
ability to work
Referral to OH - what to expect
Referral to OH What to expect

What is Hep C OHLF18.01 What is Hep C
What to expect after you have a
What to expect after a Sharps OHLF19.01 sharps injury
Injury OHLF20.01
Donor Information & consent OHLF21.01 Donor source blood consent
Form OHLF22.01 Working Well - Stretch Breaks
Your BCG
Working well Stretch Breaks

Your BCG

Author: Sharon Brown V1 – July 2019 17 | P a g e

Contact Us

Employee Wellbeing Services
Health & Wellness Centre
31-43 Ashfield Street
London, E1 2AH
Tel: 020 3594 6609

Author: Sharon Brown V1 – July 2019 18 | P a g e

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