The priorities in our Business Plan are:

1.      Act as the voice of occupational health providers in the NHS

1.1 We believe NHS OH services can make a real difference to patient care through influencing the culture of the NHS and our expertise in understanding the relationship between health and work. We particularly want NHS OH to be recognised as an invaluable clinical service, with a critical role in the NHS People Plan, by Members becoming integrated, strategic and proactive partners in the OH and wellbeing of NHS staff.

1.2 We will promote and represent the NHS OH brand and seek to influence national OH strategy directly and through active collaboration with key stakeholders.  We will continue to strengthen our close working relationships via formal representation on Boards/Steering Groups, or through more informal working arrangements with a range of key stakeholders including:

NHS England and Improvement [NHSEI] (Steering Group Representation)

Council for Work and Health (Board representation)

NHS Employers (Steering Group Representation)

Department of Health and Social Care and the Department for Work and Pensions

Faculty of Occupational Medicine

Faculty of Occupational Health Nursing

Society of Occupational Medicine

Safe Effective Quality Occupational Health Services (SEQOHS) 

National School for Occupational Health

Health Education England

UK Health Security Agency (formerly Public Health England)


National, regional and local OH projects/groups

1.3 We will also engage with Network Members, directly through a monthly email bulletin, via their Board representatives and through direct contact from the Chair.  

2.      Collaboration with key stakeholders in the recruitment, training and retention of OH professionals

2.1 We will work with, and support, key stakeholders to understand and address the sector-wide concern around the demographic challenges of occupational health specialists.  

2.2 The critical OH workforce sustainability issues affect all sectors, and not just the NHS.  As such, the response requires a co-ordinated effort from all the key players, notably the Council for Work and Health, the FOM, SOM and the National School (HEE).  The Network will collaborate with the key stakeholders in developing strategy and actions, including:

  • active support of OH workforce surveys so that we can better understand existing skills gaps and future OH workforce projections
  • showcase the benefits of multi-disciplinary team-working so that each professional group’s expertise is utilised in the best way
  • promoting NHS OH leadership programmes and training opportunities to empower and equip NHS OH leaders with the skills needed to run a complex clinical service

3.      Exchange information, expertise and good practice

3.1 We will offer an annual network conference to recognise progress and achievement and share good practice. 

3.2 Via the website, monthly e-bulletin and other mechanisms, we will continue to share evidence-based guidelines, research, and a bank of resources containing examples of protocols, policies and good practice so that our Members can strive to continuously improve OH practice and clinical governance.  Our popular ‘Ask-A-Question’ facility for members will continue to be promoted to facilitate the sharing of information and learning to avoid duplication.  We will introduce new social media channels to enhance our offer and improve accessibility to important news and updates.

3.3 The Network will continue to encourage all members to secure full SEQOHS accreditation and/or re-accreditation.  In addition, the Network will contribute to the review of the SEQOHS standards, and help to develop the accreditation system.

3.4 We will offer access to the Faculty of Occupational Medicine’s MOHAWK clinical benchmarking tool to all Members as part of the overall membership package to help strengthen clinical governance. The Network will have user representation on the MoHaWK steering group.