SME alert: the business case for subscribing to HA’s employee care programme

I’ve outlined the value our Employee Assistance Programme (EAP) delivers subscribing clients previously, on this blog.

Our EAP provides employers with a means to increase their teams’ well-being, morale and performance. It offers a comprehensive suite of benefits that takes a holistic approach to employee welfare, providing specialist, independent and confidential advice, support and assistance, 24 hours a day, 365 days per year.

I know what you’re thinking. Comprehensive support of your whole team – that’s got to be expensive, right?

Actually, no. Far from it, in fact. Subscribing to our EAP costs just £5 per employee per year, with a base threshold of £250, which we apply to cover set-up costs.

In other words, any hospitality SME with up to 50 team members pays just £250 to keep their workforce happy, healthy, engaged and work-ready for a full year.

Beside all the philanthropic, emotional reasons for wishing to subscribe, there are clear business reasons for doing so.

Taking into account the agency cost of hiring a full-time employee, if buying into our care programme stops just one team-member from leaving, you’ve already more than recouped your return on investment.

The same cold logic applies when it comes to staff absences. If our EAP can keep just one member of staff at work for a few days rather than off dealing with a personal problem, so saving you the cost of temporary cover, again you’ve more than covered your initial outlay.

I’d urge you to look at our EAP, not as a ‘nice to have’ a cost to the business, but as a means of boosting productivity and profitability.

Update: Mitchell tells his own story of confidence rediscovered and hurdles negotiated …

Back in April, I posted a blog titled Recovery through Positivity: how HA helped get Le Manoir’s Mitchell Collier back on track.

The blog described how two dents to his self-esteem and a serious health scare had left Mitchell’s confidence at rock bottom – before Hospitality Action stepped in to help.

Mitchell’s story is an inspiring example of how enlightened employers can support their workforces by adopting our Employee Assistance Programme. The blog got massive traction on social media – so much so, that we asked Mitchell if we could make a video of his story.

Top man that he is, he immediately said yes. Thanks Mitchell, you’re a star.

Is the health and wellbeing of your team and the success of your business worth £5 per head per year? If so, email me at mlewis@hospitalityaction.org.uk or call me on 07919 324978. We’d love to help you.

Happy teams and the halo effect: how our EAP can help hospitality suppliers, too

More and more operators are catching on to the value of Hospitality Action’s Employee Assistance Programme (EAP). At just £5 per team-member per year to support the health, happiness and work-readiness of their workforce, why wouldn’t they?

But did you know our EAP isn’t tailored exclusively for operators – that we also offer it to suppliers of products and services into the hospitality market?

Personal and health issues can have a major impact on the way people work, resulting in reduced performance, lack of focus and absence. These, in turn, can lead to lost productivity and significant cost to employers. Our care programme offers a raft of benefits, including personal counselling, legal guidance, addiction support, debt advice and a financial well-being service, parenting helpline, elderly care helpline and a whistle-blowing service.

For subscribing suppliers, participation in the scheme is a win-win. It demonstrates a commitment to their team’s physical and mental wellbeing; provides a tool for growing morale and therefore retention; ensures employees are productive and undistracted by issues that might prevent them from focussing fully on their jobs; and enables them to invest in the sustainability of the industry they serve, and whose robust health they depend upon.

Already, we’ve got the likes of ACT Clean, The Caterer, HIT Training and Oranka Juice Solutions onboard as clients. This summer, they’ve been joined by the Country Range Group, who become the first foodservice wholesale buying group to subscribe.

Country Range are no strangers to HA. Last year – their twenty-fifth – they nominated us as their charity of the year and raised an impressive £25,000 in support of us.

Country Range Group Managing Director Coral Rose explains why the group is so supportive of HA: “The charity has a wonderful heritage, it’s genuine and credible, and it’s geared up to supporting the industry we also support in a wide number of ways, from addiction awareness for students right through to companionship for the elderly.

“Last year, to mark our anniversary, we did loads of activities in aid of HA, including a Muddy Maniac challenge and a gala dinner at Hampden Court. We also had a stationary bike installed at our office. Members of the team took it turns to cycle until we’d completed a 1000-mile virtual cycle-ride around all our customers’ locations. The team loved getting involved, which made it great both for team building and for member engagement.”

Creed Foodservice, one of the 12 independent wholesalers that comprise the group, also actively supports HA at events such as our Cotswold Cycle Challenge; and Managing Director Philip de Ternant sits on our Southwest fundraising committee.

Now the Country Range Group has extended its support of HA to include our EAP.

Coral says: “We’d written about the EAP in our customer magazine, Stir It Up, but we thought it was just for end-users. When we became aware it could be applied to wholesalers, we decided to sign up as a group. It represents good value, it allows us to support the industry charity, and it’s a cost-effective way for members to give benefits to their own employees.”

Would you like to safeguard the wellbeing of your workforce and benefit from the halo effect that comes from supporting the industry you serve? Contact us now at eap@hospitalityaction.org.uk.

100 miles in aid of Hospitality Action

We celebrate 13 brave cyclists who represented Hospitality Action and our industry on Sunday 29th July and completed the Prudential RideLondon-Surrey 100 in wet and windy conditions. The team jointly raised over £12k for our charity.

The cyclists include Richard Davies Chef at Calcot,  Richard Ball Executive Director of the Calcot Collection, Brian Rowledge and Adam Rowledge, General Manager at Georgian House Hotel, Chris Moore from The Clink Charity, Carl Maskell Director at Just Chefs. Chef Adam Grey, industry professionals John Webb, Steve Batten, Richard Turner, Chris Schroeder, Raul Deflorian, Front of House Manager at 45 Park Lane, The Dorchester Collection and Nicholas Rettie The Master of The Worshipful Company of Innholders.

What teams them all up are their passions for cycling and hospitality.

     

Here is what our supporter Raul Deflorian, Front of House Manager at 45 Park Lane, The Dorchester Collection said: “We made it!!! It was really tough, two bad punctures after the biggest hill of the race and a lot of rain and wind, but overall very pleased! I managed to reach the target and contribute to the outstanding work that you all do at Hospitality Action!”

Long term supporter Nicholas Rettie, Master of The Worshipful Company of Innholders said: “I rode the Prudential London Surrey a few years ago and really enjoyed it, so I was delighted to have got a place this year through Hospitality Action. I’ve been in the hotel business all my working life and have always admired the work Hospitality Action do for the people in our wonderful industry who are in need of support. To raise some money by riding 100 miles was exhausting, but it was really rewarding and for such a worthy cause!”

Final word from Adam Rowledge, General Manager at Georgian House Hotel:

“It has been a pleasure to work with Hospitality Action since I became aware of the excellent work that they do around 7 years ago. There are so many different ways to support the charity, many of which I have been fortunate to be able to do during this time, from completing sponsored events such as the British 10k run and RideLondon 100, staging fundraising and awareness events during Hospitality Action Week, welcoming guests to my hotel for Golden Friends afternoon teas and of course attending the more indulgent events such as the wonderful Back to the Floor dinner and of course there are many more ways that you can help, all year round. I passionately believe that we not only should want to support Hospitality Action to give back to our industry but that we actually have a duty to. The charity is always there whenever we or our team needs its support and I have been fortunate to directly see the benefit of their involvement in my own business through the Employee Assistance Programme and the support that HA provided to our additional focus on employee wellbeing.”

We thank our supporters for making our work possible. Without the funds you raise, our hands will be tied and our phone lines will be unanswered. Isn’t it comforting that hospitality workers in need have somewhere to turn to?

You are selflessly pushing yourself to achieve a challenge, to deserve the pledged moneys, only to hand everything over and help the colleagues within our industry who are next in line to be given support in their difficult time.

Yes, there is a constant stream of applications to assist and we can’t turn anyone away. If people have reached out, they are relying on our help. Going forward, we can’t leave anyone behind. Asking for help is hard and most often people would like to remain anonymous. We try and help people confidentially and without any disruption to their personal or working life whenever possible. That way they manage to keep up with their lives, keep their dignity and regain their confidence and power back.

Hospitality Action is here, with all our 181 years of experience to support you, educate or assist you. Only together we can make the changes that are worth making in the industry we all love. Choose to fundraise, choose to support, sign up for our newsletter and feel part of the conversation.

Do we all have charity in us?

We all have a different idea about what charity is, how we see ourselves getting involved and what we are prepared to do. Charity doesn’t always mean that you have to part with your hard earned cash. Charity also means awareness, consideration and compassion. Charity is a feeling that drives you to give, but ask nothing in return. With most people charity is that feeling of satisfaction, belonging, believe and honour. Charity involvement should be fun, it should inspire creative thinking, but can also sometimes mean hard work, physical training, sweat and pure exhaustion.

Have you found your charity and what are you prepared to do?

I joined the fundraising team at Hospitality Action last year in January. I found myself straight into the deep end, learning the job whilst running through my daily tasks and supporting an organisation celebrating its 180th Birthday year. I loved every moment of it right from the start and I still do. I believe that challenges are opportunities. Every single person we have helped gives me job satisfaction. Working for a charity, I am not in it for the money, but I am all about raising the money and raising awareness. For our beneficiaries financial help doesn’t just mean that the bills are getting paid, or they had a nice family day out or a nice afternoon tea with retired colleagues, because everyone deserves a dignified standard of life, needs a helping hand at times to boost their self-respect and confidence to empower them to continue their fight, survive and become independent again.

Everyone working in the hospitality industry should know who Hospitality Action is. If you do, spread the word, talk about us with your colleagues, look us up on our website, call us and have a chat. We are not a union, but after 181 years helping the people of our industry we have a very good idea about the kind of problems they face and more importantly, we have the solutions. We don’t just listen, we offer a plan, financial help, confidential professional advice, a get together, phone friends, HR support through our Employees Assistance Programme which is vast. We support employees and employers. We are all in it together and we have to make it work. After all, when you think about it, we spend most of our awake time working to pay for our living. We strive to find a balance and we believe in equality.

     

What really matters are the people we help, their real lives, their real problems and the difference we make. Working or retired, anywhere in the UK, any job within hospitality, we are here to offer support.

If you are reading this but don’t need support, then unite with us to make working in the hospitality industry a happy, safe and positive experience. Put a team together, run 10K, ride 40 miles, come up with your unique idea of team building activity, organise an event, donate an auction prize, join our EAP, make a cash donation, raise awareness, become a member, sign up for our newsletter, do something and have fun whilst raising money doing it, if you are a business nominate us as your charity of the year.

We have to raise the money to keep going as an organisation and fill the pot to pay out grants to those who need it and also pay for all the other services we offer. Our charity doesn’t receive government funding or many other grants. Last year we raised enough money to sustain and we spent £741,273 supporting the people in need from the industry we love.

Hospitality Action, our charity, has to make business sense to survive and continue to strive. So you see, it is a joint effort.

Take a moment, find the charity in you, what does charity mean to you and decide what are you prepared to do?

If you have charity in you we want to hear from you fundraising@hospitalityaction.org.uk

If you are a supporter, we thank you, you make our work possible! We would love to hear from you why you choose to support us.

So what is an employee assistance programme, anyway – and why do you need one?

As well as its grants programme, Golden Friends scheme and range of other products, Hospitality Action runs an Employee Assistance Programme.

A what?

An employee assistance programme, or EAP for short. Not the snappiest title, but don’t let that fool you: our EAP is central to our commitment to helping people who work or have worked in hospitality and find themselves in difficulty or crisis.

HA’s EAP – I prefer to call it an employee care programme – provides employers with a means to increase their teams’ well-being, morale and performance.

It offers a comprehensive suite of benefits that takes a holistic approach to employee welfare, providing specialist, independent and confidential advice, support and assistance, 24 hours a day, 365 days per year.

Personal and health issues can have a major impact on the way people work, resulting in reduced performance, lack of focus and absence. These, in turn, can lead to lost productivity and significant cost to employers.

Our care programme offers a raft of benefits, including personal counselling, legal guidance, addiction support, debt advice and a financial well-being service, parenting helpline, elderly care helpline and a whistle-blowing service – all for an annual cost of just £5 per employee.

In short, it’s about keeping hospitality people happy, healthy and work-ready.

Uniquely among EAP providers, should financial help be required by any recipients of EAP support, we’re able to point them towards HA’s grant-giving team, for consideration for further support.

For employers, subscribing to our EAP:

  • demonstrates a commitment to their team’s physical and mental wellbeing;
  • provides a tool for driving morale and therefore retention;
  • ensures employees are work-ready and undistracted by issues that prevent them from focussing fully on their jobs;
  • and enables them to support the wider work of their industry charity.

Here’s a blog I wrote recently, in which Sally Beck of the Royal Lancaster Hotel, London, explained to me the reasons why she’s an EAP client. “Once you understand the EAP, you fall in love with it”, she told me.

In order to attract the people it requires to close its skills gap, UK hospitality needs to be able to offer jobseekers meaningful career opportunities, not just salaries. And that means operating against a professional landscape.

By providing a safety net to the market it serves, HA plays an intrinsic role in professionalising the hospitality industry – and our EAP is central to this.

Is the health and wellbeing of your team and the success of your business worth £5 per head per year? If so, give us a shout. We’d love to help you.

“The black dog still exists” … combating stress and depression in the workplace

This week is Mental Health Awareness Week. To mark it, Hospitality Action and HR in Hospitality co-hosted an event yesterday morning at the Royal Lancaster London, to shine a light on the issue of stress in the hospitality workplace.

Managing your team’s stress levels is important for two reasons. First, keeping its workforce healthy and happy is the right thing for a caring and enlightened employer to do. Second, a healthy and happy workforce is also a work-ready and productive one – stress can result in high sickness absence, high staff turnover, low morale and under-performance.

To get a sense of the scale of issue, prior to the event we ran a survey with media brand Dewberry Redpoint and comms agency Mercieca.

The results paint an alarming picture.

We began by asking: “is your job a stressful one?”

Only 5% of respondents reported that their job is rarely stressful. A worrying 80% told us that their job is stressful sometimes or most of the time. And 51% – over half! – described their job as being stressful most or all of the time.

Our next question asked respondents to choose the one statement from four options that best described their place of work.

Just 3% said they rarely deal with stressful situations. Lucky them …

Roughly a third, 30%, chose “there are some stressful times, but we are really clear on how we can get support.” Another third, 34%, reported that “most of my colleagues have suffered with stress at one point or another. We wish we had more support.” And 33% selected “we all suffer with stress, it’s part and parcel of job.” This last answer is most alarming: can a third of hospitality professionals really be resigned to living with stress on a daily basis?

Question three asked whether stress levels had increased over the past three years. With 79% of respondents reporting that it had, we are clearly dealing with a worsening problem.

Next, we asked what were the main causes of stress at home and in the workplace. At work, pressure was the biggest cause, referenced  by 75% of respondents. Though poor management was mentioned by 39% of respondents, it was reassuring that only 13% cited bullying/harassment as a cause of stress – still 13% too many, but a sign that the more Neanderthal style of kitchen management is finally becoming a thing of the past.

In the home, respondents pointed to relationship/family issues (35%), health issues (30%), debt issues (24%) and addiction issues (11%).

Our research asked if the organisations where those surveyed worked offered mental health awareness training. The answer was “yes” for just 17% of managers, only 9% of employees, and 16% for both.

Meanwhile, 56% of respondents thought that employees are more likely to discuss mental health issues with employers than previously. The 44% who answered “no” used worrying vocabulary like “stigma”, “taboo”, “weak”, “embarrassed”, “macho”, “brutal”, “scared” and “militaristic” …

If your business could do more to support employees with mental health issues or any other challenges, please do consider our Employee Assistance Programme.

Research presented, I then chaired a discussion panel featuring the Royal Lancaster’s GM and a great advocate of HA, Sally Beck; Hawksmoor HR manager and EAP client Sofia Gassne; Law Express MD, Karen Archer; Work with Nest director, Maggie Campbell; and Kate Nowlan, CEO of our EAP partners, CIC.

At the end of the session, something extraordinary happened. A hotelier called Darryl took the mike and proceeded to tell us his story of depression and of pulling back from the brink of despair. He describes his experiences frankly at his blog, Mind the Gap.

I’ll leave Darryl with the last word, as I did yesterday.

“The black dog still exists, but it doesn’t mean I’m bad”.

Recovery through positivity: how HA helped get Le Manoir’s Mitchell back on track

When you’re young, it’s easy to think you’re indestructible. Your whole life is stretched out before you, the opportunities are endless.

But there are no guarantees in life. No one can know what lies around the corner. Just ask Mitchell Collier, Guest Relations Manager at Belmond Le Manoir aux Quat’Saisons. I’ll let Mitchell tell his own story.

“From the age of 14, I knew hospitality was what I wanted to do. I may have been elbow deep in dishwater but I already felt part of something bigger. For me, hospitality isn’t just the service we deliver but the collaboration of people with their own unique traits and skill sets.

“Knowing that I felt destined for a career in hospitality, I began to chase my dream. After two years studying Hospitality Management at Buxton College, I accepted a position at South Lodge Hotel, where I progressed within the Guest Services team. I joined Le Manoir in 2016, with the drive to continue my journey further. Life was good …

“In the Spring of last year, my life turned upside down. Following a decline in my health and several visits to the doctor and to hospital, I was diagnosed with a form of skin cancer, in June.

“The last thing you expect to be doing on your 21st birthday is to be recovering from emergency surgery to remove a cancerous growth. It’s certainly not what I had planned!

“Days before my surgery, I was also informed I’d been unsuccessful in applying for an internal promotion. And, in the same week as my surgery, my partner decided to end our relationship. I felt alone, a failure, and I couldn’t comprehend having been told I had cancer. Despite being an optimistic, positive and joyful person, I couldn’t see light at the end of the tunnel.

“A close friend at work saw my struggle and told me to seek help from Hospitality Action’s Employee Assistance Programme, which our company offers to all staff members. If it wasn’t for her suggestion, I honestly don’t know what position I would be in today. The support and reassurance I got from just one telephone call was the pick-up I needed.

“I was offered six sessions of counselling by Hospitality Action. After a few sessions with the counsellor, I still felt I wasn’t back to my normal self, so after a quick call they agreed on a further six.

“My counselling was to help me come to terms with everything I’d been through. I described it to my counsellor as trying to download a 10GB file with a bandwidth of 1KB. I just wasn’t able to process everything and became stuck with what was going on in my life and how I could move forward. I had all the emotions going on and I just didn’t know where to start with them all.

“On returning to work I found certain situations very difficult to handle. Le Manoir is a bucket-list destination for some people, so I was around guests who’d unfortunately not been so fortunate with their treatment and were coming for a last special occasion. My counsellor was able to teach me techniques to help me process everything a little bit at a time, and to clear my mindset.

“The counselling brought me back to a place I was familiar with. My positive outlook and happy attitude were back, and I felt ready to tackle the challenges that had been thrown at me over the previous three months. I reapplied for the promotion and, with perseverance and support from the counsellor and a fresh outlook, I was promoted to Guest Relations Manager early last November. I then got my all-clear at the end of November, so it really was a great month for me. I go back to the Churchill in Oxford every three months for scans and check-ups to make sure nothing has come back. It’s great to have such attentive after care.

“I am 21, turning 22 in June, but I’ve decided that this year is going to be my 21st birthday revisited, since I didn’t get to celebrate last year while I was recovering from surgery.

“I am so grateful for the support Hospitality Action gave me; and I admire their commitment to supporting individuals struggling in our industry. Without a safety net like the one they provide, I fear my story would have been very different. Everyone will come across struggles in their life and sometimes it’s just a helping hand that makes a big difference.”

Mitchell, more power to you for inviting me to tell your story, and good luck with your recovery. You know where we are, should you need any further support.

Mitchell received our support because Raymond Blanc and his management team at Le Manoir had the foresight and duty of care to subscribe to our employee care programme.

I urge to do the same for your team members, and ensure they remain happy, healthy and work-ready.

HA Embraces Digital Technology

Imagine a world where there is no internet, email, websites, social media, mobile apps or smartphones! Could you survive?!

Well this is how HA worked in 1999 when I first joined! However this didn’t stop HA being a successful charity and helping raise money to help our people in the hospitality industry.

Technology has revolutionised our lives over the last few years but it has also played an important part in how charities function in the 21st century. Here are a few examples:

Before email, we communicated with our supporters and beneficiaries by telephone and post. Now we can communicate instantly to them wherever they are, whether they are using a laptop, smartphone or tablet! This allows people with problems to contact us confidentially, when, where and how they want to.

We can now help our beneficiaries much quicker as we can receive and transfer money instantly using online banking. This has especially helped those who need our emergency help.

When we run events we now use portable payment machines so we no longer have to rely solely on cash or cheque donations. This means our supporters have more flexible ways of making donations and we receive the money more quickly so it can go to those in need much faster. Contactless payment is great it makes it easy for people to give.

We use our website to advertise our services and events while our beneficiaries use it to complete grant application forms (rather than relying on ‘snail mail’ back in the day!). We also receive donations via our website which is a very simple and quick process.

Social media allows us to communicate quickly and directly with our supporters to raise awareness about key events and HA news.

The use of fundraising web sites such as Virgin Money Giving and Just Giving has helped people raise money individually for us. As these sites also do Gift Aid this reduces the administrative overhead for charities.

Our successful EAP (Employee Assistance Programme) scheme uses the latest cloud technology platform to provide a range of vital services to hospitality industry employees.

Technology has made a massive difference to our daily lives, but it has also changed the way charities operate for the better! HA embraces digital technology. Our new blogs are a great example of our latest foray into tech!

“Once you understand the EAP, you fall in love with it” – Sally Beck on caring for your team

Sally Beck is the general manager of the Royal Lancaster hotel, London, and a staunch supporter of Hospitality Action. Her hotel has carried HA’s Employee Assistance Programme (EAP) for the past three years. Earlier this week, I spoke to Sally about why she values the programme and what benefits it delivers to her and her team. Here’s what she told me:

“Once you understand the strength of the EAP care programme, you fall in love with it as an employer, because it’s entirely meaningful. It’s a safety net, something that Joe Public doesn’t have. It gives you the ability to call upon tangible help for your team when you can’t help them any further as a business.

We’re a caring employer. For me to pay £5 per employee to access your EAP demonstrates to our team a level of trust that when we say we always care, we genuinely do. We’re investing in the team: our team members feel they’re part of a family.

We’ve been in the Sunday Times Best 100 Companies for the last three years. I would say that being able to demonstrate that we genuinely care about the team and have put something in place to help them as an insurance is part of that. We list it in all our benefits and everyone’s got the leaflets, and we try to reiterate the EAP regularly. It builds trust, and if you haven’t got trust around your team, as a business it’s really hard to ask them to do things.

When I put the EAP in the budget, I put it in as a legitimate business expense for the future, not to be taken out if we have struggles on budgets, because I just don’t think you can give and then take away.

The EAP is part of our wider culture. I’ve got very low turnover here, and high levels of retention and engagement, and the programme is part of that story. I try not to have a blame culture, and I try to develop people as much as possible. People don’t start a job here, they start a career. The EAP is part of the joined-up thinking of being a good employer.

I’ve just recruited 161 people in six months. Were our benefits important in this process? Yes. Was our culture important? Yes. Millennials want to be sure they choose an employer that cares about the working culture and environment.

The EAP has given me a place to go when I know I’ve got team members who are struggling. I can say ‘here, have you tried this?’ If they’ve got debt issues, addiction issues, housing issues or anything else, they’ve got somewhere to go. My team all know about the EAP, but it only comes to the forefront of their minds when they’re in schtuck. That’s when we get out the EAP manual and say ‘take this, have a read. This is here for you, we pay for this for you’.

As a business leader, the EAP has helped me have meaningful conversations about people reducing their work or ending their work positively, rather than ending their career on a capability issue. We’ve started capability workshops, within the wider context of our commitment that we always care about our team’s futures. When you’re having hard discussions about an employee’s capability to work, due to cancer, mental health, disability or whatever, being able to offer flexible working plus EAP support makes that conversation easier. I don’t want to sack someone because they can’t do their job anymore. I want to look at everything I can to help them work as long as they can and as safely as they can, with the right support. The EAP allows us to work in partnership.

Knowing that HA’s care programme is there for team members when I can’t be, is invaluable. It gives me another option. Without it, at times I’d quietly have to say, ‘not my problem, I can’t do any more, as much as I care for you’. That leaves somebody vulnerable – and that doesn’t sit well with me.

And it can help with anything, that’s the joy of it.

It can be debt. We had a young apprentice chef who split up with her boyfriend, got kicked out of her accommodation, and was going to be homeless. The EAP helped her. We had another girl whose mum died and who had to take on the care of her younger siblings because she was the only bread-winner. I put her in touch with HA and again the EAP stepped in. I had a lady who, aged 30, lost her sight for three months. What did she do? She called the EAP.

A young chef recently left us for a job elsewhere, and they ran him into the ground. He wanted to return to the Royal Lancaster, and arrived back here suicidal. I rang HA and said ‘he’s not quite on our books again, yet’. They said, ‘pass him back to us, he’s one of ours’. They picked him up and helped him. He’s still alive today and I’m not sure he would’ve been without HA’s support.

You’ll have all sorts of issues on your team. We are all going to experience some of this stuff, that’s life. Even if you haven’t identified any mental health problems on your team, for example, believe me, they are there.

The EAP goes with my values. It means that I can show that we care and ensures team members get the wraparound support we can’t always provide as an employer.”

We intend to establish our EAP as an industry-standard care programme for UK hospitality. Email me at mlewis@hospitalityaction.org.uk if you’d like to find out how to access the benefits Sally describes.