The 8th Annual MAD World Summit

The latest data from the Department for Work & Pensions (DWP) suggests only a small increase in employment for those aged 50 and over and, at the same time, the UN has released its projections that the worldwide population aged 65 or older will reach 2.2 billion by the end of the 2070s.

This means that workplaces of the future will have to support older workers better or face a talent shortage and risk being left behind.

Commenting on the DWP’s latest data, Kevin Fitzgerald, UK Managing Director at Employment Hero said that employers are not currently accessing older workers’ full potential by failing to give them adequate support.

Older workers ‘job hugging’

This is increasingly leading to a situation where many older employers are sitting in jobs driven by job security rather than ambition or fulfilling their potential, a trend he calls ‘job hugging’:

“Job mobility is essential for growth, and more support is needed to help older workers navigate today’s complex labour market. As emerging technologies reshape workplaces, businesses have a responsibility to ensure all employees can develop the skills needed to future-proof their careers. Well-structured training programmes can help ensure older employees aren’t left behind.”

Employment Hero’s own data shows that 58% of over-55s lack confidence in their ability to find a new role quickly, and only 6% started a new job in the past year, compared with 35% of 18-24 year olds. It also shows 45% of employees over 55 now prioritise job security over ambition, while just 20% are considering a career change.

Not just physical support needed

Bethany Ward at Access BDD, a stairlifts provider and mobility solutions specialist, echoed the need for more support in her comment that:

“Employers must adapt so that their businesses are serving workers who are aging. This should not just be focused on physical elements either. While this is very important, companies also need to think holistically so that workplaces are set up to enhance wellbeing and encourage inclusivity.”

Case for supporting older workers

Ward makes the case for employers doing “all they can to hire and retain older workers” because:

1. It creates an age-diverse workforce, which the Organisation for Economic Co-operation and Development predicts could raise GDP per capita by close to 19 per cent across the next 30 years
2. An age-diverse workforce means that workers from many walks of life can offer fresh perspectives and unique views on ideas, problem-solving matters and opportunities to grow
3. Older workers who have been in the same industry or company for many years will usually have a lot of skills and experience, which can prove invaluable when knowledge sharing throughout a workplace
4. Older workers will have a lot of wisdom and networking which they can pass on to younger employees if they were to be involved in a company’s learning and development programme

Measures employers should have in place

She called on employers to ensure that the following measures are in place for older workers:

• Accessible signage to areas like bathrooms, changing rooms and the kitchen which is clear and placed at eye level
• Assisted listening devices
• Doorways which are wide enough to support mobility aids
• Ergonomic chairs around desks, which come complete with armrests, the ability to alter the seating height and adjustable lumbar support
• Flexible workstations, such as standing desks or breakout areas with soft seating
• Keyboard and mouse ergonomic supports
• Lighting that does not have a harsh glare or is overly dim
• Monitors which can be adjusted in height
• Non-slip flooring
• Ramps, stairlifts and handrails wherever stairs are positioned in a workplace or to gain entry to it
• Restrooms being installed with height-appropriate sinks and grab bars
• Varying countertop heights
• Working lifts

To discuss this topic more, come along to MAD World Leaders Summit in London on 9th October and join our roundtable entitled “Jaded and Underserved? Rethinking Retention for Over-50 Employees”. This discussion is being facilitated by Nimisha Overton, EMEA Diversity, Equity & Inclusion Lead, Canon. To see the full agenda and register see here

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MAD World 2025: Why Leaders say they’re coming on 9th October

Life in the Law 2025 report is out now. The study, conducted by LawCare – the mental health charity for the legal sector, involved surveying individuals and organisations across the legal sector from January to March 2025 about how working in law is affecting mental health and wellbeing.

The findings confirm both the scale of the challenge and the urgency for action.

Elizabeth Rimmer, CEO of LawCare will be Chairing a panel at the Legal Forum at MAD World unpacking key insights from the Life in the Law 2025 report with leaders from the legal sector. Find out more, and register for MAD World Leaders Summit on 9th October in London here.

The Life in the Law study, which is conducted just once every four years, highlights the opportunity to build a legal sector that values its people and protects their mental health and wellbeing at work. It emphasises that this is fundamental to the profession’s ability to administer justice and uphold the rule of law.

The report sets out practical steps towards a healthier future and shows how, with strong leadership and decisive action, wellbeing can be embedded into everyday legal practice.

• 56% said they could see themselves leaving their current workplace within the next five years, with 32% saying they could leave the sector entirely.
• Nearly 60% reported poor mental wellbeing.
• Almost 79% said they regularly work beyond their contracted hours.
• Only 31% of people who managed others said that their targets or billable hours were adjusted to take into account the time they need to spend managing others or undertaking appropriate training.

The report highlights the evidence-based steps that can improve working practices in legal workplaces to better protect mental health and wellbeing:

1️⃣ Prevent burnout by actively managing workloads, rethinking targets and incentives, and challenging the culture of long hours.
2️⃣ Prioritise and value managing people.
3️⃣ Embed hybrid and flexible working practices that meet diverse needs.
4️⃣ Evaluate programmes and activities that support mental health and wellbeing at work to ensure they deliver real impact.
5️⃣ Equip people joining the sector with the skills and knowledge they need for a sustainable legal career.

LawCare is calling on every firm, every chambers, every in-house team, every courtroom, every professional body, every regulator, every educational organisation, every insurer, every individual and every leader to step up and take action to create a sustainable sector – one that inspires trust, is progressive, and above all, values its people as its greatest strength.

You can read the full report here.

How do you ensure a consistent employee experience of health and wellbeing across a whole organisation – especially when the most enthusiastic advocates aren’t always the most influential voices?

In the latest episode of the Leaders’ Podcast, Dr Sabrina Robinson, Chartered Psychologist and Wellbeing Lead – People & Organisation Development at Essex County Council, shares her expert approach to this common challenge.

With a wealth of experience behind her, Sabrina is brilliantly placed to be a panel member at MAD World Leaders Summit discussing ‘Strategic leadership through change and uncertainty’. Sabrina is speaking alongside Stella Gavinho, Group Head of Wellbeing at Entain and Sarah Churchman OBE, facilitated by Tom Kegode, Lloyds Banking Group’s Future of Work & Culture Strategist. Find out more, and register for MAD World Leaders Summit on 9th October in London here.

It’s definitely worth tuning in to this podcast to understand the proactive and progressive approach that this trailblazing public sector organisation is taking. Many of the insights can be applied whatever sector you are operating in.

From engaging senior leadership to having challenging conversations, to embedding health and wellbeing into every aspect of work.

Sabrina walks us through:

• The challenge: Ensuring consistency in employee experience around wellbeing
• Formatting and renewing the governance strategy
• Securing leadership buy-in and accountability
• Achieving consistency in employee experience across the organisation
• Her final tips and advice for practitioners

And, as always, don’t miss her unique answer to our signature “alien question.”

Listen now to gain fresh insights and practical tactics to bring the right leaders to the table and embed a consistent wellbeing culture across your organisation.

You can find out more about our Make A Difference Leaders Podcast here and download the podcast episode from your favourite podcast platform or from Spotify here:

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‘Law is evolving, but there’s still work to do on inclusion, representation, balancing caregiving & navigating mental health’

Sarah Churchman OBE is a well known name in Health and Wellbeing Circles and, with a wealth of corporate experience behind her, is brilliantly placed to be a panel at MAD World Leaders Summit discussing ‘Strategic leadership through change and uncertainty’.

To find out more, and to register for MAD World Leaders Summit on 9th October in London, see here

We spoke to Sarah ahead of her appearance at the summit to find out more….

You stepped back from your role as Chief Inclusion, Culture and Wellbeing Officer at PwC about a year and a half ago. Tell us what you’re up to now….

Yes. I’ve been ‘retired’ nearly two years now, but I’m still working in Health and Wellbeing. I’ve got a non exec role, and I’m doing a bit of consulting. And I’m finally doing one of the things I said I’d always do – read for leisure! Having said that, I still read loads of books relevant to inclusion or wellbeing or both…

Are there any books on this sector you’d particularly recommend that have inspired you?

The book that really helped me, and my organisation, on the wellbeing journey and developing a real preventative, proactive approach to enhancing wellbeing, as opposed to just supporting people when they were unwell, is Tony Schwartz’s ‘The Energy Project’.

The revelation for me in that book was thinking about energy beyond just physical energy and looking at mental energy and capacity. In professional services where I worked, it was all about brain power, judgement and decision making. When your mental energy is depleted, that really impacts your performance.

Ultimately that was the focus that we had in terms of some of our interventions and the sources of support that we were providing people.

Was it a conscious decision to move from HR into Health and Wellbeing and Inclusion?

I started out focusing on workplace culture back in the late 1990s, when nobody else was really talking about it. And, I guess, what we were actually talking about was work life balance and the challenges of a working environment – like professional services – where time is literally money. 

Work life balance was out of kilter, so that was the ‘in’ I had because I was asked to look at this issue in the organisation. Back then, there was little in terms of things like flexible working, except for mothers who needed to work on a part time basis and few of them were able to progress their careers as a result. 

You’re talking about strategic leadership through change and uncertainty – and there is so much change that professionals in Health and Wellbeing are having to navigate, do you think it’s a unique time?

I think it’s a time which is going to sort the wheat from the chaff.

Most organisations, including PwC where I worked for many years, had got to the stage where the direct positive link between wellbeing engagement and productivity and performance was proven. They had got to the stage, too, where mental health had been identified as a key issue costing many organisations a huge amount of money. 

Where we are now is that all organisations are facing enormous change, whether that’s driven by global forces, or the economy tanking or technology. And everyone is facing worry, it doesn’t matter where you are in the organisation, whether you’re at the top or the bottom. The implications of change might be different but they are still a source of stress and anxiety.

Therefore, it’s crucial that organisations remind their employees that there are ways to deal with that worry, so it doesn’t tip into adversely affecting productivity and performance. This is especially important in white collar, cerebral organisations where people use their brains, their judgement, like professional services because they are paid for their judgement, which is adversely affected under stress.

So stress must be proactively addressed in the workplace or it tips into mental health; we know that people who go off sick with a mental health condition are more likely to be off longer than those who have something more physical.

Tell me more about how you’ve seen stress impact judgement in your career…..

A real epiphany for me was about a decade ago, I got heavily involved with an organisation that’s now called Mind Forward Alliance. It brought together senior people from across a number of city institutions, like financial services, professional services and law firms. 

I always remember hearing a senior partner from a magic circle law firm talk about his own mental health journey and experience of ill health. The big thing for him was how it impaired his judgement, which was terrifying as your ability to make decisions is affected. That was a turning point and got a lot of engagement from our people and encouraged them to tell their own stories.

This experience showed me the power of someone senior talking about their own experience of feeling the pressure and dipping into anxiety and stress; it legitimised and normalised people’s sense that they could talk about it.

How can you help people deal with the underlying anxiety of AI, which many people in ‘thinking’ jobs are living with, when we don’t know what’s going to happen?

The most important thing is to make sure your people know where to go for help. So, there must be good signposting. What support does your organisation offer? What is available outside your organisation?

There must be clarity and ease of access. 

Then it’s about making it a bit more personal. One move that worked really well was identifying, particularly senior people, who were willing to act as sounding bounds and made themselves available. We called them mental health advocates at the time. And I think it’s important at this point in time when the robots, to a certain extent, seem to be taking over that employees feel an organisation cares. Having someone senior willing to talk to them and give time to those conversations shows that.

But surely it’s hard for senior people to find this time to have these conversations?

Absolutely it is. But it’s so important now more than ever that we treat people as human beings and not superhumans. We need to slow down, show empathy, show understanding and give people tools.

What tools do you recommend?

We found a consultancy that suited our high performance culture very well called Cognacity and we worked with Dr Rob Archer there, who was wonderful. We did a number of live streams with him and he took us through his approach to sustainable high performance.

He used to talk about how sustainable high performance is only achievable if we have high performance routines. He held a mirror up to us – talking about unhelpful habits like getting straight on our phones when we woke up, blurring boundaries between work and home and not ‘warming down’ after work.

Words that stuck with me are that this is not rocket science – it’s discipline that can be hard to instill but can be life saving if you want to maintain and sustain your high performance. 

Sustainable high performance is one of the key themes under discussion at the forthcoming MAD World Leaders Summit on 9th October in London. To see the full agenda and register, see here

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‘We must move from ‘wellness’ to risk management’

A lot of employers are doing inclusion all wrong. They’re thinking that offering reasonable adjustments is the best way to make an employee feel included. 

But what this actually does, in my experience, is make them feel singled out and excluded. Let’s be real: people hate having conversations with their managers about their weaknesses, about what they struggle with more than others. Who really wants to talk to their boss about their ‘broken’ bits? 

We need to flip the conversation and think of inclusion as a way to unlock high performance in teams by looking at all the characteristics, quirks and rhythms in an entire team, not just in one person. We need to create working environments where employees aren’t forced into these confidence-sapping conversations which just focus on their struggles, but instead the team is considered as a whole.

(To hear more about how to achieve ‘Healthy high performance in an age of uncertainty’ come along to MAD World Leaders Summit on 9th October in London where Dr Monika Misra, Mars’ Global Head of Health and Wellbeing and author of ‘Healthy High Performance’ is presenting a keynote on this topic, to register see here)

Why singling out prevents inclusion

For instance, you may have one team member who is neurodivergent. But many of us can relate, and experience, some of the characteristics that can be linked with neurodivergence – such as mental fatigue, continual worry or a sense of overwhelm. 

Rather than single one person out, though, I’ve found it’s better to be curious about how everyone’s brain works, and how differently each member approaches problems and situations. 

As well as this, I’ve found focusing on differing strengths rather than deficiencies (which ‘adjustments’ do by definition, by labelling someone as having to change themselves to fit in with the majority) works better. 

Sometimes, if we just see the struggles that someone has – the disorganisation, the inconsistency, the challenge with communication – we overlook the parts of them from which you can unlock their high performance.

Investing time in relationships pays off

Yes, this requires taking time to invest in relationships. There’s no short cut to this. But, ultimately this extra time you take at the outset will make your team, and business, much more powerful in the long run. 

Don’t get me wrong – this isn’t about trying to satisfy the needs of all your team all the time. That would be nuts! And is also a surefire way to manager burnout.

No, it’s about, as a manager, asking the question: how do I make my working environment flexible enough by design that all team members are able to thrive?

Within this there’s an acceptance that you often can’t change people and the best way to unlock performance is to understand how high productivity is achieved for each person, which will look different. 

Asking the wrong questions

For example, I am ADHD diagnosed. It’s part of someone with ADHD’s nature to leave work until the last minute at which point they’ll often get into a hyper-focused, super productive zone.

Managers who don’t understand someone who operates this way might want to change it, because they worry it’s a stressful way to approach work. I’ve certainly had managers ask me about their neurodivergent colleagues: how can I stop them leaving everything to the last minute?

But this is the wrong question. It’s not managers’ job to manage how an individual gets the work done, so a better question to ask would be:

How do I create the environment which allows an understanding of, and flexibility to accommodate each team member as an individual?

Creating environments for all to thrive

In my case, that means understanding that, even if I’ve tried to plan in advance, I’ll often find myself doing the work just before the deadline. I thrive – like everyone – in environments where I can work in a way that suits me and where others understand my working style. 

Healthy high performance is about co-creating the right conditions in which each team member can take responsibility for their own success. This comes down to mutual understanding.

This mutual understanding, fortuitously, leads to the single most important ingredient for healthy, high performing teams: psychological safety. Google’s ‘Aristotle’ project famously identified this as the number one driver of successful teams, ahead of dependability, structure and clarity, meaning and impact.

Psychological safety is misunderstood

But psychological safety, again, is often misunderstood. It’s not about merely being ‘nice’ or a kind boss. Yes, of course, that helps. But psychological safety requires much more strategic thought, and action, than that. It requires much more than simply pasting a few posters on the wall about the company values.

To foster psychological safety you really have to get into the trenches with your team. You need to ask questions like: what values are my team living? What are the unsaid things? What are the norms that have developed that people instinctively know?

Yes – it’s not always easy because humans can be hard work and messy. But, in a world pushing us to become more automatic and robotically productive than ever before, being human in our relationships, at work and at home, is going to be the most important factor for success in future.

Jill is Founder of inpurpose, which helps founders and organisations build better workplaces through strategy, systems and people development. One of her key areas of focus is helping teams understand how each member works, how to work better together and deliver what matters.

To find out more about Healthy High Performance, come along to the many sessions touching on this key topic at this year’s MAD Leaders Summit in London on 9th October. See the full agenda and register here.

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MAD World 2025: Why Leaders say they’re coming on 9th October

When the day team clocks off, another vital group steps in to keep operations moving: your shift workers. Whether on night duty or rotating schedules, these employees are the backbone of essential industries – from healthcare and manufacturing to logistics and security. Yet, the demands of shift work place them at greater risk of poor health outcomes compared with their daytime counterparts. 

The hidden cost of shift work

Working against the body’s natural rhythm takes its toll. The mind, body and digestive system are being asked to stay alert when they naturally want to rest. The result? Lower energy, mood dips, disrupted sleep and often, less-than-ideal food choices. 

Research shows shift workers are more likely to smoke, live with obesity, or develop type 2 diabetes. They are also less likely to meet the recommended “5-a-day” fruit and vegetable intake. For employers, that has a direct impact – not only on staff wellbeing but also on productivity, morale and retention. 

The good news? With the right strategies, you can help your workforce fuel better, feel better and perform better. Here’s a 5-Step Plan to improve the eating habits and overall wellbeing of your shift workers. 

Step 1: Take stock 

Start by evaluating what’s already on offer in your workplace. Is there a different provision for the night team compared to the day team? Does your canteen, vending machine or break room offer healthier choices, or push staff towards high-sugar, high-salt, high-fat foods?  

Many night shift workers are left with whatever is quick and available: pastries, crisps, energy drinks or reheated takeaways. These foods provide a short-term energy boost but quickly lead to a blood sugar crash, leaving staff sluggish and hungry again soon after. Over time, this rollercoaster increases the risk of weight gain and diabetes. 

A simple audit can reveal if your current setup is fueling energy – or fatigue.

Step 2: Talk to staff 

Healthy eating initiatives only succeed if they reflect the reality of your workers’ lives. That means listening. Some of the most common barriers to healthy eating are cost; what’s readily available; lack of time to buy and prepare food; lack of knowledge about what to eat and when; and lack of break spaces where food can be prepared and consumed comfortably. 

So, it’s important to take the time to engage directly with your staff through surveys, focus groups or informal conversations – identifying their real-world challenges allows you to design solutions that genuinely work.

Step 3: Quick wins and long-term goals 

Differentiate between the changes that can be made quickly and those that will need time, resources and senior sponsorship. Some quick wins might be providing a decaffeinated drink option and offering a fruit bowl free of charge. Long-term goals might be updating kitchen facilities, providing more healthy options in the canteen and vending machines, or partnering with local restaurants to provide discounts on healthier items. 

These changes, big and small, signal that you value your workforce’s health – and that message matters.

Step 4: Educate on healthy eating 

Providing better food options is only half the battle. If staff don’t understand why those choices matter, they may default to old habits. Education empowers workers to take ownership of their own wellbeing. Night Club’s unique training includes important information and practical guidance on what and when to eat as a shift worker, including the following simple messages:  

• Choose complex carbs over simple ones. Wholegrains, oats, beans and vegetables provide steady energy release, keeping workers fuller for longer and avoiding the dreaded 3am slump. 
• Prioritise protein. Adding a palm-sized portion of protein – whether from eggs, chicken, fish, tofu or yoghurt – helps stabilise blood sugar and reduces cravings for sweets. 
• Don’t fear healthy fats. Nuts, seeds, avocado and olive oil provide sustained energy and support heart health. Cutting fat too low can push people towards sugary “quick fixes.” 
• Think timing. Heavy meals late at night can be tough on the digestive system, which doesn’t work so well to process your food when it’s dark. Encourage lighter, balanced meals during shifts, with the main meal eaten before or after work. 

By translating nutrition science into clear, practical advice, employers can help staff understand not just what to eat, but why it matters.

Step 5: Gather employee feedback 

Finally, remember this is not a one-and-done process. Check in with employees to see whether changes are making a difference. Is the free fruit bowl being eaten – or left to rot? Are healthier vending machine options actually being chosen? Does staff uptake differ between day and night teams? 

Feedback allows you to refine your approach, demonstrate responsiveness and keep workers engaged in the process.

Why this matters 

Encouraging smarter food and drink choices is more than a nice-to-have benefit. It directly impacts performance, safety, retention and health outcomes. In short: good nutrition fuels not just individuals, but your whole organisation.

Final thoughts 

Shift work will always place demands on the human body, but employers can make a significant difference in how those demands are managed. By taking stock, talking to staff, implementing quick wins and long-term goals, educating employees and seeking feedback, you can create a culture where healthy eating is possible – even at 3am.

Supporting your shift workers’ nutrition isn’t simply about snacks or meal options. It’s about showing that their wellbeing matters as much as their output. When you fuel your workers well, everyone benefits.

About the authors: 

Anna Earl is a former shift worker, now a nutritional therapist specialising in chrono-nutrition – the relationship between our 24-hour body clocks and rhythms, food intake and timing, digestion and health.

Anna has worked as the nutritional consultant for the National Police Wellbeing Service, is a member of the Parliamentary Advisory Council for Transport Safety (PACTS.org), and is a Programme Facilitator for Night Club – an award-winning initiative that brings sleep experts into the workplace to help workers and employers create a better and healthier experience of working at night.

Night Club is an award-winning initiative designed to help businesses reduce the risks of night work and support shift workers in improving their sleep, health, engagement and performance. From live, in-person training experiences delivered at night, to management and leadership support that embeds a culture of wellbeing within organisations – Night Club’s unique interactive approach delivers proven results.   

Trusted by over 40 major organisations, including Transport for London, Sysco, Carlsberg Britvic and ISS – Night Club has already helped 13,000+ night workers stay healthy, safe, and engaged. 

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JLR: addressing the ultraprocessed food problem

Workplace wellbeing has become a key topic on the boardroom agenda. Yet, despite the explosion of interest, many organisations are still struggling to achieve real impact. Leaders want to “do the right thing” but are often unsure what that looks like in practice.

Drawing on research findings, evidence from over 1,500 organisations we’ve worked with at SuperWellness, and insights from wellbeing leads across different sectors, we have identified seven common myths that often hold companies back. Busting these myths is essential if leaders want wellbeing to deliver on its true potential: as a driver of resilience, performance and sustainable growth.

Myth 1: Wellbeing is a perk

Free fruit, yoga classes and discounted gym memberships. These have become the shorthand for “wellbeing at work.” But while perks might raise awareness or offer employees a short-term boost, they don’t touch the systemic drivers of wellbeing.

According to analysis by BITC and McKinsey, poor wellbeing costs the UK economy up to £370 billion annually – through absenteeism, presenteeism, turnover and lost productivity. No perk can fix that.

What really drives impact? How work is designed, led and experienced. Leaders who treat wellbeing as an optional extra will miss the opportunity to embed it as a competitive advantage.

Myth 2: Workplace wellbeing = employee health

Employee health matters. But it’s only part of the picture. Workplace wellbeing is broader and more complex.

Think of it in three dimensions:

• Evaluative wellbeing – how satisfied people feel about their job overall.
• Affective wellbeing – how they feel day-to-day while working (stress, enjoyment, energy).
• Eudaimonic wellbeing – whether they find meaning and purpose in their work.

Health interventions can help with individual resilience, but without tackling job design, leadership behaviours and organisational culture, they won’t deliver lasting change. Wellbeing must go beyond the mere absence of illness; it’s about enabling people to thrive.

Myth 3: A wellbeing strategy = a calendar of campaigns

For many organisations, “strategy” means a year of health awareness days – Stress Awareness Month, World Sleep Day, National Work-life Week, Dry January. These can spark conversations, but they are not a strategy and can easily come across as token gestures.

A true wellbeing strategy aligns with business priorities. It considers the organisation’s unique risks and opportunities. It addresses multiple levels – individuals, teams, leaders, and the organisation itself

The IGLOO model offers a useful reference point here. It shows that meaningful wellbeing outcomes require action across all levels: Individual, Group, Leader, Organisation – as well as the external environment. This is why we focus on a systemic approach to achieve measurable change. Campaigns are part of our “Reach” pillar (focused on health promotion and engagement), but without the “Shape” (strategy, measurement) and “Embed” (leadership and culture) pillars, they risk being little more than box-ticking.

Myth 4: Wellbeing is a support function

“Wellbeing sits in HR,” is a line we hear often. But framing wellbeing as a support function is one of the reasons so many initiatives stall.

Wellbeing should be a strategic function, integral to how the organisation creates value. Like health and safety, it requires board-level ownership and accountability.

In our interviews with wellbeing leads in a range of organisations, many described frustration at being sidelined – expected to deliver impact without senior sponsorship. The most successful organisations are those where wellbeing is championed by the CEO, COO or board. When leaders model commitment, wellbeing becomes woven into culture, not relegated to a siloed function.

Myth 5: Wellbeing = enjoying work

One persistent misconception is that wellbeing is about making work more “fun.” But the science says otherwise.

Wellbeing is about balance, purpose, and having the resources to do your job effectively. In fact, research shows that employees who believe their work benefits society are 2.2 points more satisfied on a 1–10 scale.

This is why focusing only on surface-level “enjoyment” misses the point. Leaders should be asking: do our employees feel their work has meaning? Do they have supportive teams and managers? Do they feel safe, respected and fairly treated? These are the foundations of wellbeing – and ultimately of performance.

Myth 6: Wellbeing is hard to measure

For years, leaders have argued that wellbeing is intangible – “we can’t measure it, so how can we justify investing?” That may once have been true. Today it’s not.

Today, there are robust, evidence-based tools that make it possible to measure wellbeing with the same discipline as other KPIs. Short, validated questionnaires – such as those assessing stress, engagement, job satisfaction or psychological safety – can provide leaders with clear, actionable data. Combined with existing organisational metrics like absence, turnover, and productivity, these measures can form a reliable wellbeing index. Increasingly, wellbeing providers have a duty to build measurement into their solutions – not as an optional add-on, but as a core feature. Without this, organisations risk investing in initiatives without ever knowing whether they work.

The evidence is there. The challenge for leaders is not whether it can be measured – but whether they choose to prioritise it.

Myth 7: Workplace wellbeing = mental health

Finally, one of the most common myths: that workplace wellbeing is synonymous with mental health.

Mental health support is essential – particularly in helping employees through crises. But if that’s all wellbeing means in your organisation, you’re missing its proactive potential.

Wellbeing is not just remedial. It’s about designing work in a way that prevents harm and promotes growth. It’s about creating a culture where employees can perform sustainably – where resilience, purpose and engagement are nurtured.

Mental health is part of the story, but workplace wellbeing is far bigger. Leaders must resist reducing it to a reactive service and instead embrace it as a proactive business strategy.

What this means for leaders

These myths aren’t just misunderstandings. They represent missed opportunities. Leaders who cling to them risk higher costs, lower engagement, and in some cases reputational damage.

But leaders who embrace the reality can unlock real value. They:

• Treat wellbeing as a board-level responsibility, not a perk.
• Build integrated strategies that go beyond short-term health campaigns.
• Empower wellbeing leads to act strategically, not just tactically.
• Use evidence and data to measure impact.
• Align wellbeing with purpose, culture, and business objectives.

The business case is no longer in doubt. High wellbeing organisations consistently outperform their peers – attracting and retaining top talent, strengthening their market reputation, and achieving higher profitability.

From our research with wellbeing leads, however, we uncovered a bonus myth worth addressing: the belief that many organisations are guilty of “wellbeing washing.” The reality is more nuanced. In most cases, this isn’t a deliberate attempt to mislead; rather, it stems from a lack of clarity about what wellbeing really requires to be effective. Leaders often have good intentions but underestimate the depth of change needed – mistaking isolated initiatives for a comprehensive strategy.

The challenge now is less about intent and more about understanding. Can we, as a community of leaders, wellbeing professionals, and researchers, agree on a shared definition of workplace wellbeing and what it demands in practice? Because without that clarity, even the best-intentioned efforts risk falling short.

Ultimately, the only question is whether leaders are ready to act – not just with campaigns or slogans, but with the strategic commitment and structural change that make wellbeing genuinely transformative.

Join our research project

Next spring, we will launch our brand-new research white paper on the perspective of senior leaders on workplace wellbeing at an exclusive event. Join the waiting list today to be the first to receive your invitation: https://whitepaperlaunch.scoreapp.com/ In the meantime, if you are a senior wellbeing decision maker (MD, CEO, COO, People Director, or H&S leader), we invite you to apply to take part in our research project starting next month. Please contact angela@superwellness.co.uk for details or register your interest at: https://www.surveymonkey.com/r/leaderresearch

About the authors:

References:

1. BITC & McKinsey (2023) – Prioritise People: Unlocking Business Value Through Employee Wellbeing. Business in the Community, in collaboration with McKinsey Health Institute.
2. De Neve, Jan-Emmanuel & Ward, George (2025). Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance. Harvard Business Review Press.
3. Steel, A. (2023). How those responsible for advancing the workplace wellbeing agenda in organisations experience their role as agents of change. MSc Dissertation (under the supervision of Prof. Gail Kinman), Birkbeck, University of London.
4. McQuaid, R., Lindsay, C., & Greig, M. (2018). The Impact of Wellbeing on Productivity. CIPD.
5. Donaldson-Feilder, E., Lewis, R., & Yarker, J. (2008). Line management behaviour and stress at work: Identifying and developing behaviour for success. Affinity Health at Work / HSE Research Report 660.
6. Oswald, A. J., Proto, E., & Sgroi, D. (2015). Happiness and Productivity. Journal of Labor Economics, 33(4), 789–822.
7. Gallup (2022). State of the Global Workplace Report.
8. UK Government (2017). Thriving at Work: The Stevenson/Farmer Review of Mental Health and Employers.
9. European Agency for Safety and Health at Work (2020). The Future of Work: Implications for Occupational Safety and Health.

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Making the case: How to measure workplace wellbeing and prove its impact

Although the link between work and health was first made over 300 years ago by the so-called ‘father of occupational medicine’ Bernadino Ramazzini, our understanding and practice around wellbeing at work is relatively new.

Wellbeing at work: A profession still early in its stages of development 

In the 1960s, following the emergence of employee assistance programmes (EAPs) and the inclusion of psychological considerations in the practice of occupational physicians, the first workplace wellness industry was created.  Until the 1990s though, legislation, literature and industry were primarily concerned with physical injury treatment and prevention – with the psychological aspects of health at work very much secondary. 

In the past 20 years, accelerated by the pandemic and global guidance such as ISO45003, the recognition of the importance of psychological wellbeing at work has grown. The majority of wellbeing interventions (and organisational spend) focuses upon individual interventions aimed at both supporting individuals that are at risk or struggling (for instance EAPs and Mental Health First Aid).

Whilst important within the mix of supporting health and wellbeing, and effective in tackling stigma and raising awareness, these are often reactive and are not the full answer to addressing increasing levels of mental ill health at work.

A growing body of both research and business case data (e.g. Deloitte, 2024) shows the most effective way to support workplace wellbeing is preventative, meaning tackling the organisational drivers of stress and poor wellbeing.

Managing wellbeing is also not just about the interventions that an organisation puts in place, but about the system of managing wellbeing for instance the buy-in from the organisation and the monitoring, reporting and governance processes. 

Measuring and benchmarking wellbeing

It is clear that many organisations want a systematic approach to assessing, protecting, and developing employee wellbeing. However, the rapid growth of frameworks, charters, accreditations, and awards has created confusion. These tools vary widely in scope, evidence base, and even conceptualisation of wellbeing, making it difficult for organisations to comprehensively assess and develop the most effective approach. 

To address this, Affinity convened a research consortium of organisations and institutions passionate about workplace wellbeing. In 2022, the consortium identified that a key barrier for organisations was the lack of clear guidance on how to measure and develop wellbeing programmes. Over a rigorous two-year research programme, the consortium synthesised national and international frameworks to develop and test a publicly available meta-framework providing structured, evidence-based guidance. More information about the research process is here: Affinity Health at Work Library.

Moving towards maturity in wellbeing at work

The meta-framework is conceptualised as a wellbeing maturity framework. Research showed that many existing frameworks focus on the end result or “best practice” without providing a clear roadmap for progression. In a young and evolving discipline, this limits organisations’ ability to improve systematically.

While wellbeing maturity frameworks are still uncommon, similar approaches are well established in other fields. The HSE Safety Culture Maturity Model for instance guides high-hazard industries from compliance to embedded, proactive safety cultures. In risk management, models (such as the Institute of Risk Management’s Risk Management Maturity Model) help organisations assess and systematically improve performance. In HR and diversity & inclusion, maturity frameworks are widely used to move from basic compliance to strategic, integrated practice.

If organisations can measure and improve safety, risk, and inclusion through structured maturity journeys, it is logical to apply the same approach to wellbeing. The meta-framework provides step-by-step, evidence-based guidance on how to effectively protect and support wellbeing, moving organisations from ad hoc interventions towards strategic, preventative practice.

Top tips to improve your organisational wellbeing maturity

• Recognise wellbeing as a journey – Cultural change takes time. A step-by-step, structured approach supports sustainable improvement.
• Provide good jobs – Assess psychosocial risks by considering work demands, social relationships, and the physical workspace.
• Reflect on your organisational narrative – Are employees safe to speak up? Do leaders model commitment? Is wellbeing actively communicated and advocated?
• Offer a comprehensive mix of interventions – Go beyond EAPs and training: include health promotion, preventative approaches, and equip managers to support their teams.
• Benchmark and measure – Use recognised frameworks or evidence-based principles, and consult employees to understand risks and outcomes.
• Plan for sustainability – Embed wellbeing in governance, strategy, policies, and organisational initiatives to create a lasting management system.

These are all encompassed within the Affinity Maturity Assessment, which utilises the meta-framework to conduct a thorough analysis and provide you with the insights you need to best to protect, promote and support the mental health and wellbeing of your workforce.

Workplace wellbeing has come a long way, but it is still an emerging profession. By applying structured, evidence-based approaches, organisations can move from reactive support to sustainable, preventative wellbeing strategies — finally addressing the challenges identified centuries ago by pioneers like Ramazzini and creating workplaces that truly support health, engagement and productivity.

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Understanding the causes of stress at work – the foundation of a preventative wellbeing strategy

Fitness benefits are one of the most visible and valued perks for employees, but to make a real impact, they need to be flexible, accessible, and inclusive. With a few smart adjustments, HR teams can turn modest investments into measurable gains for both people and business.

Employee fitness: a smart investment, not an expense

Employee fitness incentives are more than an added perk; they’re a proven strategy for improving performance. Research shows that 41% of employees report improved productivity when they’re more active, and regular exercise has been shown to boost productivity levels by as much as 30%. Physical activity also helps employees manage stress 46% more effectively and reduces the risk of depression by 30%.¹

With the average employee losing 6.1 days per year to formal absenteeism and a further 43.6 days to presenteeism, a 30% productivity boost can equate to 13 extra productive days per year, thus saving around £1,256 per employee annually.²

Turning fitness into business results

Regular physical activity helps improve cognitive function, enhance memory, and boost creativity and problem-solving abilities. Employees who move more also enjoy higher energy levels, better sleep, and improved focus throughout the day.

Five high-impact results of promoting fitness at work

• Increased productivity: Active employees can be 30% more productive, gaining an extra 2.4 hours’ worth of output in a typical 8-hour day.¹ Regular movement helps sharpen focus, improve decision-making, and sustain energy throughout the workday. Over time, this translates into fewer mistakes, faster project turnaround, and a measurable lift in overall performance.
  
• Reduced stress: Employees who exercise manage stress 46% better.³ This is because physical activity reduces cortisol levels, which can improve mood and emotional stability. Supporting exercise during or around work helps staff return to their tasks calmer, clearer and better able to cope with high-pressure situations.
  
• Improved mental health: Regular physical activity lowers the risk of depression and anxiety by 30%.¹ Movement releases endorphins and supports better sleep, both of which help employees feel more resilient and positive.
  
• Enhanced physical health: Exercise reduces the risk of heart disease, stroke, and obesity. It also supports better immunity and faster recovery from illness, meaning fewer sick days and lower healthcare costs. For employers, this creates a healthier workforce with greater attendance and lower long-term health risks.
  
• Strengthened culture: Offering fitness benefits signals that wellbeing matters, both inside and outside of work. It shows employees that their employer values them as whole people, not just as workers. This can increase employee loyalty and retention, support talent acquisition, and build a positive employer brand rooted in genuine care.

Removing barriers: practical tips for HR

Despite the clear benefits of regular exercise, many employees still hesitate to be active. HR teams can play a critical role in breaking down key obstacles by offering flexible access to multiple gyms and virtual classes, helping staff fit activity into their schedules wherever they are. Making fitness affordable through discounted memberships can also appeal to even the most reluctant employees, showing that wellbeing is a genuine organisational priority rather than a perk for a few.

Many organisations also create a sense of community through wellness challenges and team-based activities, boosting motivation and accountability across the workforce. These small, practical steps make it easier for employees to choose movement.

Fitness benefits only work if employees actually use them. That’s why HR should focus on four key factors when designing their programmes.

• Location: make options convenient so people can easily access them before, during or after work.
• Cost: keep it affordable to remove one of the biggest barriers to exercise.
• Variety: offer a mix of options to appeal to different interests and fitness levels.
• Flexibility: allow access across locations and schedules so employees can fit fitness into their own routines.

Together, these elements create a benefits offer that feels personal, practical and genuinely supportive.

Tailoring fitness benefits to your workforce

A one-size-fits-all approach to fitness benefits rarely delivers the engagement employers are looking for. Different groups within your workforce have different needs, preferences and schedules, so the key is to segment your communications and design programmes that feel relevant to each audience.

• Office-based staff: Employees who spend most of their day at a desk are at risk of experiencing issues like poor posture, tight hips and low energy. They benefit from programmes that target sedentary behaviour, such as mobility sessions, stretching breaks, lunchtime walking groups or discounted access to nearby gyms.
  
• Manual workers: Employees in physical roles already move a lot, but they’re also at greater risk of repetitive strain injuries or fatigue. Strengthening and conditioning programmes designed to protect joints, improve posture and build resilience can help prevent injuries.
  
• Executives: Leaders and senior managers are often time-poor but under high levels of stress. Short, high-intensity training options can fit seamlessly into their busy schedules. These benefits not only support their physical and mental health, but also demonstrate that wellbeing is valued at every level of the organisation.
  
• Hybrid/Remote workers: Employees who work from home can sometimes feel isolated and disconnected from team culture. They appreciate virtual fitness classes or company-wide challenges that bring people together online. This supports both their physical health and their sense of belonging to the organisation.

The bottom line

Small, low-cost changes can have a significant impact. By reducing barriers, tailoring benefits, and leading with visible support, HR teams can embed fitness into everyday culture, thereby boosting productivity, lowering absence, and creating healthier, happier workplaces.

References:

1. Mind: https://www.mind.org.uk/media/7594/mind-mental-and-physical-activity-toolkit-guide-2.pdf
2. Vitality: https://healthcareandprotection.com/poor-employee-health-costs-uk-economy-138bn-in-lost-productivity-vitality/
3. Gitnux Market Data: https://gitnux.org/exercise-and-work-productivity-statistics/

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