Table of Contents
Executive Summary
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- Market size
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- 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
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- 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, (%)
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- 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 £)
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- 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
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- 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
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- 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?
UK Economy
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- Key points
- Overview
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- Figure 13: UK GDP quarterly development, 2005-2015, (£ billion)
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- 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
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- Figure 15: UK output, by industry, 2008-2015, (Index: Q1 2008 = 100)
- Business investment
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- Figure 16: UK GFCF 2005-2015, (£ million)
- Imports
- Exports
Market Factors
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- 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
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- Key points
- Introduction
- Workforce
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- Figure 17: Working hours lost due to sickness absences, by gender, 2009-2013, (%)
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- 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, (%)
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- Figure 20: Working hours lost due to sickness absences, by age group, 2009-2013, (%)
- Public sector
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- Figure 21: Analysis of employment in central and local government, by size of company, 2015, (000s)
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- Figure 22: Analysis of employment in central and local government, by organisation size, 2015, (% of total employment)
- Private sector
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- Figure 23: Analysis of employment in the private sector, by size of company, 2015, (000s)
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- Figure 24: Analysis of employment in private sector, 2015, (Employees in 000s by size of company)
- Overall market
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- Figure 25: Differences in absence and workforce Size, 2011- 2015, (Average days lost per employee)
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- Figure 26: Differences in absence and workforce size, 2011-2015, (Average days lost per employee)
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- 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, (%)
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- Figure 29: Proportions of organisations monitoring the cost of employee absence, by type of organisation and by size of company, 2014 and 2015, (%)
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- Figure 30: Average annual cost of absence, per employee per year, by sector, 2011-2015, (£ per year)
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- Figure 31: Average annual cost of absence, 2011-2015, (per employee per year, by sector, in £)
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- Figure 32: Segmentation of the cost of absence to the economy, 2010, (£ billion)
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- Figure 33: Analysis of cost of workplace illness and injury, by cost bearer, 2006/07-2013/14, (£ billion)
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- Figure 34: Analysis of cost of workplace illness and injury, by cost bearer, 2006/07-2013/14, (£ billion)
- Industry analysis
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- Figure 35: Average sickness absence by sector, 2011-2015, (Days lost per employee per year)
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- Figure 36: How Health Condition Affected Work, by Industry Sector and Level of Extent, 2014, (%)
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- Figure 37: How health condition affected work, by industry sector and level of extent, 2014, (%)
- Reasons for absence
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- Figure 38: Common causes of short term absence, 2013-2015, (% identifying most common cause)
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- 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)
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- 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)
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- Figure 43: Estimated working days lost due to work-related illness or injury, by illness or injury, 2010/11-2014/15, (000s)
- Stress
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- Figure 44: Causes of work-related stress, by type of organisation, 2015, (% of respondents, top three causes)
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- 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
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- Figure 46: UK regional employment 2013, 2014 and 2015, (000s and % of total)
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- Figure 47: Regional public sector employment in England, 2011-2015, (000)
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- Figure 48: Average sickness absence by region, 2009-2014, (Average no. of days lost per employee per year)
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- 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)
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- Figure 51: Average sickness absence rates, by region, 2014, (% working time lost per year)
- Market development
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- Figure 52: The UK market for occupational health provision at salary costs for non-commercial operators, 2011-2015, (£ million)
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- Figure 53: UK market segmentation for occupational health provision at salary costs for non-commercial operators, by type of provider, 2011-2015, (£ million)
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- 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
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- 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
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- Key points
- Industry development and structure
- Industry groups
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- Figure 55: Structure of the UK occupational health industry, 2015, (£ million)
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- 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)
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- 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
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- Figure 59: Analysis of the employment structure of the ‘other human health activities’ industry, 2014 and 2015, (Number of employees and outlets)
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- Figure 60: Analysis of the employment structure of the ‘other human health activities’ industry, 2015, (% of total outlets)
- Structure by turnover
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- Figure 61: Analysis of the financial structure of the ‘other human health activities’ industry, 2014 and 2015, (£000 and number of businesses)
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- 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
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- Figure 63: Financial analysis of AXA Icas Occupational Health Services, 2010-2014, (£ 000)
- Company strategy
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Bupa Occupational Health
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- Figure 64: Financial Analysis of Bupa Occupational Health, 2010-2014, (£ 000)
- Company strategy
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Cigna Healthcare Occupational Health
COPE Occupational Health and Ergonomic Services
Duradiamond Healthcare
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- Figure 65: Financial analysis of Duradiamond Healthcare, 2010-2014, (£ 000)
- Company strategy
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HCA International
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- Figure 66: Financial analysis of HCA International, 2010-2014, (£ 000)
- Company strategy
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- Figure 67: Financial analysis of Roodlane Medical, 2010-2014, (£ 000)
- Company strategy
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Health Management
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- Figure 68: Financial analysis of Health Management, 2010-2014, (£ 000)
- Company strategy
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International SOS (formerly Abermed)
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- Figure 69: Financial analysis of International SOS/Abermed, 2010-14, (£ 000)
- Company strategy
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Medigold
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- Figure 70: Financial analysis of Medigold Health Consultancy, 2010-2014, (£ 000)
- Company strategy
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Occupational Health Care Limited
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- Figure 71: Financial analysis of Occupational Health Care Limited, 2010-2014, (£ 000)
- Company strategy
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OH Assist (formerly Atos Healthcare)
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- Figure 72: Financial analysis of OH Assist/Atos IT Services UK, 2010-2014, (£ 000)
- Company strategy
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People Asset Management (PAM) Group
Syngentis
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- Company strategy
Working on Wellbeing Ltd (formerly Serco OH)
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- Figure 73: Financial analysis of Serco OH, 2008-2012, (£ 000)
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- Figure 74: Financial analysis of Working on Wellbeing Ltd, 2013-2014, (£ 000)
- Company strategy
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- Figure 75: Analysis of profiled companies’ combined turnover, 2010-2014, (£ 000)
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Forecast
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- Key points
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- Figure 76: UK occupational health market segmentation forecast, by provider, 2016-2020, (£ million at 2015 prices)
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- 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
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- 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
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- Trade associations, regulatory authorities and independent professional bodies
- Trade magazines
- Trade exhibitions
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