Design note 4 - what do we mean?
In addition to the similarities between our new icon and the real Northern Lights, we particularly liked some of the themes the Northern Lights icon represented, namely:
In addition to the similarities between our new icon and the real Northern Lights, we particularly liked some of the themes the Northern Lights icon represented, namely:
To complement our dynamic new Northern Lights icon, we needed a strong colour pallette and confident, contemporary font.
The contrasting yet complimentary colours in our logo symbolises our value of diversity and unity. We often talk about 'the same but different' at Beckfoot Trust to acknowledge that whilst we have a very clear One Trust identity and clarity on what remarkable means, we also know that one size does not always fit all.
Perhaps the most important part of our new Beckfoot Trust logo is the icon, shown to the right here.
We call it our Northern Lights.
In nature, the Northern Lights are seen as something unique and truly Remarkable that are associated with the North.
Our Northern Lights icon represents The Beckfoot Trust which is also on a constant journey to Remarkable and is strongly associated with the North of England.
As part of our ongoing Journey to Remarkable we felt it was important to give The Beckfoot Trust a strong, confident and contemporary logo and brand that was worthy of an organisation with such high standards and aspirations.
The new Trust logo was a departure from the previous logo style and was definitely designed with the future in mind.
It is the policy of the Beckfoot Trust to take all reasonable and practicable steps to safeguard the health and safety and wellbeing of employees whilst at work.
The Trust is committed to:
The wellbeing section of the Trust’s People First Charter put an emphasis on:
These are all issues that should be kept in mind when carrying out a stress risk assessment or an individual stress action plan.
An employee’s mental and physical health can be affected by a number of factors which may or may not be work-related. Work-related stress is a significant cause of illness and is known to be linked with high levels of sickness absence and staff turnover. Work-related stress also has a negative impact on individuals, teams and the organisation as a whole.
This policy is also accompanied by two separate guidance documents:
The Trust’s approach to managing work-related stress is based on the Health and Safety Executive’s (HSE) management standards for work-related stress. These standards identify six areas of risk and establish a framework for employers to use to tackle work-related stress.
The six areas of risk identified by the HSE’s management standards
Stress is one aspect of overall mental health and is not a medically diagnosed condition itself. Where stress is prolonged, it can lead to both physical and psychological ill health including anxiety and depression. Stress can also aggravate an existing mental health problem, making it harder to control. Stress can however be tackled by adopting a preventative approach and effectively managing the factors that can cause work-related stress.
The Health and Safety Executive (HSE) defines work-related stress as:
‘… the adverse reaction people have to excessive pressure or other types of demand placed on them.’
Reasonable pressure at work can be positive and help individuals to thrive. However, work-related stress can occur when pressure exceeds a person’s capacity to cope. The stage at which excessive pressure leads to work-related stress will vary between individuals. Employees may also be affected by issues outside work that can increase the likelihood of them experiencing stress. Using an approach based on the HSE’s management standards can be helpful in these circumstances to identify the workplace aspects of any stress and the appropriate actions.
Headteachers are responsible for ensuring that arrangements for risk assessments are suitable and are communicated effectively, including a preventative school risk assessment for work-related stress. This should be reviewed on an annual basis. This risk assessment should use the Health and Safety Executive’s management standard as a framework, for guidance see How to Complete a Work-Related Stress Risk Assessment.
Line managers/supervisors have a duty to ensure that risks associated with activities undertaken are assessed, effectively managed and controlled. They are therefore responsible for identifying, where possible, and responding appropriately to work-related stress issues within their teams.
This may include:
All employees are responsible for:
Members of staff who do not feel able to speak to their line manager, or who feel that their manager is not adequately addressing their concerns may:
This policy is reviewed and amended annually by the Executive. We will monitor the application and outcomes of this policy to ensure it is working effectively.