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Occupational Health - UK - April 2016

EXECUTIVE SUMMARY
Market size
Figure 1: UK employment, 2015, (% of total)
Figure 2: UK market segmentation for occupational health provision at salary costs for non-commercial operators, by type of provider, 2011-2015, (£ million)
Market trends
Figure 3: How health condition affected work, by industry sector and level of extent, 2014, (%)
Figure 4: Percentage of respondents identifying most common cause of long-term absence, 2015, (%)
Figure 5: Average sickness absence rates, by region, 2014, (% working time lost per year)
Figure 6: Average annual cost of absence, 2011-2015, (per employee per year, by sector, in £)
Figure 7: Analysis of cost of workplace illness and injury, by cost bearer, 2006/07-2013/14, (£ billion)
Market factors
Employee demographic changes affecting OH service distribution
Longer working hours also take a toll on workplace health
Government plans to conduct a public sector sickness absence review
Industry structure
Forecast
Figure 8: UK occupational health market segmentation forecast, by provider, 2016-2020, (£ million at 2015 prices)
Ageing working population will pose fresh challenges to, and require innovative measures from, OH service providers
Changes to SEQOHS standards could help accredited members win business
Technology advancements will affect OH trends, through types of ill-health and service provision alike
What we think
KEY INSIGHTS
Why is the continued development of occupational health perceived as important to economic performance?
What is currently restricting market development?
How can OH providers expand their service provision and convince businesses of the benefits of services?
INTRODUCTION
Definitions
Methodology
Abbreviations
Market positioning
Figure 9: Sickness absence among UK employees, 2009-2013, (Million, % and days)
Figure 10: Sickness absence among UK employees, 2009-2013 (Millions)
Figure 11: Average level of employee absence, by sector, 2015, (Average working time lost (%) and average days lost per employee per year)
Figure 12: Average level of employee absence, by sector, 2015, (Average working time lost (%) and average days lost per employee per year)
Economic conditions
Ethical
UK ECONOMY
Key points
Overview
Figure 13: UK GDP quarterly development, 2005-2015, (£ billion)
Figure 14: Quarters after GDP peak, 1979, 1990 and 2008, (Number of quarters and GDP as % of pre-downturn peak)
Inflation
Interest rates
House prices
Consumer spending
Manufacturing
Figure 15: UK output, by industry, 2008-2015, (Index: Q1 2008 = 100)
Business investment
Figure 16: UK GFCF 2005-2015, (£ million)
Imports
Exports
MARKET FACTORS
Key points
Health at Work Policy Unit aims to improve links between the evidence and the policies associated with health and wellbeing at work
Employee demographic changes affecting OH service distribution...
...with longer working hours per week also taking its toll on workplace health
NHS Health at Work set up to monitor and improve quality of services
Fit note data collection and feedback should ensure that improvements, where necessary, are made to the programme
Government plans to conduct a public sector sickness absence review
Managers and employers provided public health guidance by NICE to aid development of a more health-aware workplace
Fit for Work service rolled out nationwide, but still lacks complete employer recognition
Other factors
Legislation
MARKET SIZE
Key points
Introduction
Workforce
Figure 17: Working hours lost due to sickness absences, by gender, 2009-2013, (%)
Figure 18: Working hours lost due to sickness absences, by gender, 2009-2013, (%)
Figure 19: Working hours lost due to sickness absences, by age group, 2009-2013, (%)
Figure 20: Working hours lost due to sickness absences, by age group, 2009-2013, (%)
Public sector
Figure 21: Analysis of employment in central and local government, by size of company, 2015, (000s)
Figure 22: Analysis of employment in central and local government, by organisation size, 2015, (% of total employment)
Private sector
Figure 23: Analysis of employment in the private sector, by size of company, 2015, (000s)
Figure 24: Analysis of employment in private sector, 2015, (Employees in 000s by size of company)
Overall market
Figure 25: Differences in absence and workforce Size, 2011- 2015, (Average days lost per employee)
Figure 26: Differences in absence and workforce size, 2011-2015, (Average days lost per employee)
Figure 27: Organisations with an absence target, by level of absence and size of company, 2015, (%)
Figure 28: Organisations with an absence target, by level of absence and size of company, 2015, (%)
Figure 29: Proportions of organisations monitoring the cost of employee absence, by type of organisation and by size of company, 2014 and 2015, (%)
Figure 30: Average annual cost of absence, per employee per year, by sector, 2011-2015, (£ per year)
Figure 31: Average annual cost of absence, 2011-2015, (per employee per year, by sector, in £)
Figure 32: Segmentation of the cost of absence to the economy, 2010, (£ billion)
Figure 33: Analysis of cost of workplace illness and injury, by cost bearer, 2006/07-2013/14, (£ billion)
Figure 34: Analysis of cost of workplace illness and injury, by cost bearer, 2006/07-2013/14, (£ billion)
Industry analysis
Figure 35: Average sickness absence by sector, 2011-2015, (Days lost per employee per year)
Figure 36: How Health Condition Affected Work, by Industry Sector and Level of Extent, 2014, (%)
Figure 37: How health condition affected work, by industry sector and level of extent, 2014, (%)
Reasons for absence
Figure 38: Common causes of short term absence, 2013-2015, (% identifying most common cause)
Figure 39: Percentage of respondents identifying most common cause of short-term absence, 2015, (%)
Figure 40: Common Causes of Long-Term Absence, 2013-2015, (% Identifying Most Common Cause)
Figure 41: Percentage of respondents identifying most common cause of long-term absence, 2015, (%)
Figure 42: Number of days lost through sickness absence in the UK, by reason, 2009-2013, (Millions)
Figure 43: Estimated working days lost due to work-related illness or injury, by illness or injury, 2010/11-2014/15, (000s)
Stress
Figure 44: Causes of work-related stress, by type of organisation, 2015, (% of respondents, top three causes)
Figure 45: Methods being used to identify and reduce stress, by type of organisation, 2015, (% of respondents that take steps to manage stress)
Regional analysis
Figure 46: UK regional employment 2013, 2014 and 2015, (000s and % of total)
Figure 47: Regional public sector employment in England, 2011-2015, (000)
Figure 48: Average sickness absence by region, 2009-2014, (Average no. of days lost per employee per year)
Figure 49: Regional sickness absence, 2009-2014, (Average no. of days lost per employee per year)
Figure 50: Average sickness absence rates, by region, 2014, (% working time lost per year)
Figure 51: Average sickness absence rates, by region, 2014, (% working time lost per year)
Market development
Figure 52: The UK market for occupational health provision at salary costs for non-commercial operators, 2011-2015, (£ million)
Figure 53: UK market segmentation for occupational health provision at salary costs for non-commercial operators, by type of provider, 2011-2015, (£ million)
Figure 54: UK market segmentation for occupational health provision at salary costs for non-commercial operators, by type of provider, 2011-2015, (£ million)
MARKET TRENDS
Key points
Public and private sector attitudinal differences to OH still remain
Outsourced OH services still preferred over in-house provision
Absenteeism still a problem in the workplace
Work/life balance under increasing pressure
Group risk schemes becoming more popular with employers
Initiatives launched to gain better insight of UK employee health
Best and worst initiatives that tackle absence identified
Mental health illness on the rise, but workplace remain sceptical on legitimacy of absence
INDUSTRY STRUCTURE
Key points
Industry development and structure
Industry groups
Figure 55: Structure of the UK occupational health industry, 2015, (£ million)
Figure 56: Structure of the UK occupational health industry, 2015, (% of total market share)
Figure 57: Analysis of the changes in the structure of the ‘other human health activities’ industry, 2011-2015, (Number of outlets and businesses)
Figure 58: Analysis of the changes in the structure of the ‘other human health activities’ industry, 2011-2015, (Number of outlets and businesses)
Structure by employment
Figure 59: Analysis of the employment structure of the ‘other human health activities’ industry, 2014 and 2015, (Number of employees and outlets)
Figure 60: Analysis of the employment structure of the ‘other human health activities’ industry, 2015, (% of total outlets)
Structure by turnover
Figure 61: Analysis of the financial structure of the ‘other human health activities’ industry, 2014 and 2015, (£000 and number of businesses)
Figure 62: Analysis of the financial structure of the ‘other human health activities’ industry, 2015, (£000 and % of businesses)
COMPANY PROFILES
AXA ICAS HEALTHCARE OCCUPATIONAL HEALTH SERVICES
Figure 63: Financial analysis of AXA Icas Occupational Health Services, 2010-2014, (£ 000)
Company strategy
BUPA OCCUPATIONAL HEALTH
Figure 64: Financial Analysis of Bupa Occupational Health, 2010-2014, (£ 000)
Company strategy
CIGNA HEALTHCARE OCCUPATIONAL HEALTH
COPE OCCUPATIONAL HEALTH AND ERGONOMIC SERVICES
DURADIAMOND HEALTHCARE
Figure 65: Financial analysis of Duradiamond Healthcare, 2010-2014, (£ 000)
Company strategy
HCA INTERNATIONAL
Figure 66: Financial analysis of HCA International, 2010-2014, (£ 000)
Company strategy
Figure 67: Financial analysis of Roodlane Medical, 2010-2014, (£ 000)
Company strategy
HEALTH MANAGEMENT
Figure 68: Financial analysis of Health Management, 2010-2014, (£ 000)
Company strategy
INTERNATIONAL SOS (FORMERLY ABERMED)
Figure 69: Financial analysis of International SOS/Abermed, 2010-14, (£ 000)
Company strategy
MEDIGOLD
Figure 70: Financial analysis of Medigold Health Consultancy, 2010-2014, (£ 000)
Company strategy
OCCUPATIONAL HEALTH CARE LIMITED
Figure 71: Financial analysis of Occupational Health Care Limited, 2010-2014, (£ 000)
Company strategy
OH ASSIST (FORMERLY ATOS HEALTHCARE)
Figure 72: Financial analysis of OH Assist/Atos IT Services UK, 2010-2014, (£ 000)
Company strategy
PEOPLE ASSET MANAGEMENT (PAM) GROUP
SYNGENTIS
Company strategy
WORKING ON WELLBEING LTD (FORMERLY SERCO OH)
Figure 73: Financial analysis of Serco OH, 2008-2012, (£ 000)
Figure 74: Financial analysis of Working on Wellbeing Ltd, 2013-2014, (£ 000)
Company strategy
Figure 75: Analysis of profiled companies’ combined turnover, 2010-2014, (£ 000)
FORECAST
Key points
Figure 76: UK occupational health market segmentation forecast, by provider, 2016-2020, (£ million at 2015 prices)
Figure 77: UK occupational health market segmentation forecast, by provider, 2016-2020, (£ million at 2015 prices)
Figure 78: Development of the UK occupational health market, 2010-2020, (£ million)
The increasing age of the working population will pose fresh challenges to, and require innovative measures from, OH service providers
Figure 79: Estimated long-term conditions in the UK working age population by 2030, by illness, (Number)
Changes to SEQOHS standards could help accredited members win business
Technology advancements will affect OH trends, through types of ill-health and service provision alike
OH professionals need more focused-based and suitable training to meet specific employee demands
FURTHER SOURCES AND CONTACTS
Trade associations, regulatory authorities and independent professional bodies
Trade magazines
Trade exhibitions

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