Digital Handbook

Making It Happen

Optional ideas informed by the EuroPris Staff Wellbeing Expert Group to help you explore the topic further and adapt approaches to your own prison service.

• Support the creation of peer networks to reduce isolation and strengthen early support pathways, and include protected time and confidential spaces for staff‑led discussions (e.g. scheduled peer support groups and designated private rooms for conversations).

• Equip wellbeing champions, mentors and peer supporters with the skills needed to offer safe and effective support, and include training in mental health awareness, psychological first aid and active listening (e.g. structured induction programmes and ongoing development sessions).

• Integrate wellbeing champions and mentors into wider organisational wellbeing activity to ensure coherence and visibility, and include involvement in planning, communication and decision‑making (e.g. inviting representatives to wellbeing boards or strategy groups).

• Recognise the contributions of peer supporters, mentors and wellbeing champions to reinforce their value and encourage continued engagement, and include visible appreciation across the organisation (e.g. highlighting their efforts in newsletters or team briefings).

• Strengthen post‑incident and trauma support so that staff receive timely and compassionate help after difficult events, and include clear pathways that connect individuals with Care Teams, Trauma Risk Management practitioners, psychological services and occupational health (e.g. providing immediate psychological first aid followed by structured follow‑up support).

• Train managers to respond safely and sensitively after potentially traumatic incidents, and include practical guidance on monitoring staff wellbeing and holding trauma‑aware conversations (e.g. manager development sessions using real‑life scenarios).

• Promote safe and supportive sickness absence management through empathetic and confidential communication, and include agreeing preferred contact methods and boundaries during periods of absence (e.g. jointly discussing how and when check‑ins should take place).

• Ensure return‑to‑work processes support staff wellbeing and reintegration, and include structured plans such as phased hours, temporary adjustments and regular wellbeing reviews (e.g. collaboratively developing return‑to‑work plans that consider operational demands and personal needs).

• Build manager confidence and capability in sensitive and supportive conversations to help identify early signs of stress or difficulty, and include training focused on non‑judgemental communication and early‑help identification (e.g. role‑play scenarios and guided practice).

• Monitor attendance patterns, wellbeing data and feedback to identify organisational themes and potential hotspots, and include regular review processes (e.g. quarterly analysis of absence trends followed by targeted support actions).

• Maintain strong safety governance to protect both physical and psychological wellbeing, and include regularly updated policies, clear reporting routes and communicated expectations (e.g. annual policy reviews and accessible staff guidance).

• Embed a proactive safety culture by ensuring staff are trained and prepared for routine and emergency situations, and include regular training sessions and simulations (e.g. scheduled emergency response drills across all teams).

• Integrate psychological risks—such as exposure to trauma, ongoing emotional strain or cumulative stress—into health and safety frameworks, and include structured risk assessments that address both physical and psychological hazards (e.g. reviewing workplace risks with a focus on emotional and mental wellbeing).