The 8th Annual MAD World Summit

Employers have four more days (30 June) to submit their response to the UK government’s consultation on introducing mandatory ethnicity and disability pay gap reporting.

This new requirement will affect UK employers with 250 staff or more and the proposals are designed to reduce workplace inequalities and foster employee wellbeing through transparency.

Employers can submit a formal response by 30th June, suggesting their opinions on what would work best in terms of data collection, reporting thresholds and actions.

Affect the forthcoming Equality Bill

These responses will be used to inform the government’s drafting of the proposed Equality (Race and Disability) Bill and ensure that the legislation gives employers a clear framework regarding what is required of them.

Some organisations have already publicly responded to the consultation, such as Action for Race Equality (ARE) which has urged the government to take a strong stance which goes beyond simply collecting data and includes narratives as well as action plans. It is also proposing that public bodies like the NHS are included, and that organisations are fined for non compliance.

First step to tackle inequality

A spokesperson said:

“EPG Reporting is the first step for tackling inequality because it measures the scale of racial disparities and institutional racism.”

Meanwhile the Race on the Stats Society is calling for pay disparities to be revealed at all levels but warns against “league table” style comparisons favouring flexible reporting.

Business in the Community (BITC) welcomes the consultation but also points out that 50% of large UK firms already collect ethnicity data and it urges the government to learn from insights gained from gender pay gap reporting – especially around transparency and accountability.

Lack of representation in senior roles

Richard Iferenta, Partner and Vice Chair at KPMG LLP and Chair of BITC’s Race Leadership Team, said:

“One in five working age adults in the UK come from a Black, Asian, Mixed Race, or other ethnically diverse background, yet a far smaller proportion of ethnically diverse employees are in senior management roles. I believe that making ethnicity pay gap reporting mandatory is vital, but so are business action plans to address the pay gaps that are highlighted during this process. It is also essential that we close the ethnicity pay gap and support more people from Black, Asian, Mixed Race, or other ethnically diverse backgrounds into more senior roles. The Bill is a welcome step and I look forward to seeing it progress.”

Possible steps for employers wanting to get a headstart on implementing this reporting could review responses for best practice, pilot different approaches, engage staff in their own consultations and start crafting narratives and action plans.

Diageo’s outgoing Head of Inclusion & Diversity, Tolulope Oke, believes that DEI should be a vehicle for “business enablement and cultural transformation”, which is why she is, this month, launching a consultancy specialising in this.

While some professionals are shying away from even using the words “diversity” or “inclusion” Oke is intent in showing businesses they are even more important than ever, especially when it comes to an employer’s bottom line and, especially, in the age of AI.

As she says in this interview, she has seen various backlashes towards DEI over her career – which has spanned stints at not only Diageo but Amazon and Sainsbury’s – and isn’t phased by this one.

We spoke to her to find out more.

How has your role in DEI evolved?

When I first started, it was ‘side of desk’ work, purely outreach and engagement for the purposes of talent acquisition.

Then we started to look inward, looking at if people join our organisation, what can we do to keep them here and engaged.

Are you worried by the current DEI backlash?

I’ve been doing DEI work now almost 15 years, working in it during #metoo, Black Lives Matter, Brexit and Covid, so I have, perhaps, a different response to the current DEI backlash compared to practitioners who haven’t been practicing as long.

I’ve been through pushbacks before and we’ve always continued to weather the storm. I can say with some level of assuredness that DEI work isn’t going away. Though it might change in what we call it. It might pause, for a bit.

But, ultimately we know that this work makes sense, from a talent attraction perspective and from an experiential perspective, let alone from a commercial perspective, which has been my focus over the last six years when I’ve been honing my craft.

What skills are necessary for DEI professionals to ‘weather’ these storms?

We don’t always have the practitioners who have the dynamic skill set necessary.

To be a practitioner in this space, it takes more than passion and more than your lived experience. In fact, lived experience can become a trauma response to work and that is not helpful. And, I think, that’s what’s happened in many cases and that’s why we’ve got this backlash.

While this work started off about inclusion for all, it became very specific and centred. Most people would say that we need to bring other voices back in the conversation. 

Having said that, I would say there’s always been a contingent of practitioners (and I would include myself) who have always done this work centring on all, and focusing not on ‘either or’ but ‘both’. 

But there was also backlash around people saying ‘all lives matter’ during the Black Lives Matter campaign. Can you tell me your thoughts on that?

Yes. When BLM was being talked about, saying ‘all lives matter’ was being used to silence and drown out a very specific conversation. That was about co-opting a conversation. 

‘What about all lives?’ is a valid question but – at that present moment – we were having a particular conversation. Context really matters. What this question was doing was changing the conversation. 

Language seems to be really tricky in DEI…

DEI is both an art and a science. Like if you’re a writer writing about politics, there’s a way in which you can write about a broad spectrum of political views without endorsing one or silencing another. It’s that constant art of juggling.

You’re also an AI expert and been looking at AI in regard to cultural change. What gets you excited about what AI can do in terms of positive culture change?

Using AI to do things like help people who’ve come back from family leave, or other types of leave, and don’t know where to start. Platforms like Copilot, for example, help you synthesise your inbox and pull out the key threads and actions from your emails.

We actually did a trial on this, supporting employees with ADHD / autism when they came back from family leave.

We’ve also used AI to test out Copilot for those experiencing the menopause, and symptoms like brain fog, so they feel more productive and supported. Another example is using AI to sift through CVs and sorting through payroll data.

From a DEI perspective, I would love to see more great innovations using AI to close gaps, like the disability working gap and the employment gap.

What worries you about AI?

I think we need to be very careful around governance and many organisations have rushed into using AI and their employees are using open-source AI putting confidential data into the market.

What’s your advice to others responsible for AI?

You need to create your own internal AI because the reality is that people will be using AI regardless. This is costly, but I don’t think there’s a way around it. 

Also, employees need to learn to be AI-enabled in their roles for employers to maximise productivity. Employers need to develop inhouse systems and create good governance around these.

How impactful do you think AI will be in the workplace?

It’s one of the biggest shifts we’ve ever seen in culture in the world. We can’t bury our heads in the sand. I’d compare it to the transition from the horse, to the cart to the car. From the candlestick to electricity. AI is going to be that transformative.

And if used for good, it can do some incredible things, that serve great social causes and needs. But this cannot be done in isolation, without understanding the impact – quite often detrimental – of AI on certain groups, especially those in the global south. 

Right now, AI is very much a ‘good news’ story with businesses talking about what it’s enabling them to do and, in the Western world, we’re forging ahead with it – fast. But people are being left behind. So we also need to have an equity of education and understanding, too. 

You have a strong faith and are a spiritual person, which you talk about openly on your LinkedIn. Do you feel this comes into play when you think about AI?

Yes. That’s the reason I do this work. If not, I’d probably be in something like sales, and get paid more!

I have an altruistic view of the world. I believe that we have been given this world to steward and to be our brother’s keeper, quite literally. That means I want to show up and make this world better. So yes, my faith helps me to stay grounded in this world and gives me a real sense of responsibility to others.

You might also like:

Navigating DE&I pushback in the new world order

How to respond to the DEI backlash in 8 positive, proactive & practical ways

When Language Gets Tricky, Connection Becomes Key

“The suggestion that DEI professionals have somehow ‘failed’ stings; here’s why I don’t believe it’s true”

Topics such as DEI and sustainability have dominated headlines in the last six months, largely due to what’s happening across the pond with the recent US administration dismantling federal programmes and corporates visibility rolling back on these policies.

June seems like an appropriate time to re-examine the current state of play concerning sustainability in the UK, given the amount of environmental themed awareness days that fall this month – such as World Environment Day (5th), World Oceans Day (8th) and World Rainforest Day (22nd), to mention just a few.

So, how aware are employees of sustainability, what are their attitudes towards it and how are they expecting their employers to deliver on these initiatives?

Most employees want efforts stepped up

The fact remains that businesses need to back up their sustainability claims and plans – especially if Britain’s businesses hope to retain their brightest talent.

According to our research, half (51%) of employees want their employer to step up efforts and invest more in sustainability, this figure rises to 61% for younger workers aged 18-34. Worryingly, a third (33%) of this age group also believe that their employers simply do not care about the issue.

When thinking about sustainability, many leaders are likely to immediately shift their focus on mitigating scope 1 and 2 emissions. Yet a key area that is often overlooked by businesses is their benefits packages. And the demand from employees to offer environmentally friendly perks is clearly there.

Benefits packages often overlooked

Over half (53%) of UK employees would like to see their company investing in more sustainable benefits – this number rises to 66% for 18-34 year olds. This shift is not going unnoticed by employers – more than four in ten (44%) businesses report an increase in the number of employees asking for sustainable benefits such as electric vehicle schemes or sustainable pension funds.

Considering employee benefits more broadly, offering a targeted and effective rewards package is essential in modern workplaces – it is also vital to attracting and retaining top talent.

Our latest piece of research, published earlier in the year finds that half (52%) of employees say a good benefits package is the most important thing they look for in employment, rising to two thirds (66%) of those aged 18-34. The fact is, if a business doesn’t successfully deliver on its benefits package another employer will – impacting an organisation’s productivity, talent retention and competitiveness.

Next gen care about sustainability deeply

With the next generation increasingly populating the UK’s workforce, many of whom are both more concerned about their benefits packages and naturally more engaged in sustainability initiatives to safeguard their future, businesses need to demonstrate that they are clearly committed to sustainability, ethical and environmentally friendly practices in more ways than one.

While more ‘traditional’ ways of thinking about sustainability shouldn’t be disregarded, such as efficient operation management and transparent ESG reporting, leaders should also consider the ways they can align with their employees’ values on a more personal level.

Align with employee values on a personal level

Integrating innovative employee benefits technology can help businesses enable more targeted and flexible benefits – including more sustainable options.

Using data and insights derived from benefits platforms like Zest, means employers can also send targeted communications to employees to accommodate changing demands while ensuring that the right benefits reach the right employees at the right time.

Not only will offering personalised and sustainable benefits mean businesses can better meet the demands of their employees, boosting their ability to attract and retain talent, but perhaps more crucially, it will support the UK’s broader journey to net zero. 

About the author

Matt Russell was appointed CEO of benefits technology platform Zest in 2023. He has over 20 years of experience in the HR and benefits sectors, previously held senior positions at HR-software business, CIPHR, and benefits platform provider, Benefex.

Zest provides flexible benefits services for a wide range of well-known businesses across the world, including Hargreaves Lansdown, Taylor Wimpey, ADP and Travis Perkins.

You might also like:

Office design in 2025: Balancing sustainability and style

UK-listed firms make progress on mental health, but half still falling short, finds CCLA benchmark

There’s a crisis in masculinity. Workplaces need to start talking about that and taking responsibility for that.

These are the words of historian and social commentator Dr Eliza Filby speaking at the Watercooler, in a captivating session on understanding and supporting multigenerational workforces. (If you missed her, she’s due to speak at our MAD Summit on 9 October, 2025).

Dr Filby is not alone in her view. There’s a groundswell of opinion, as well as research, that it’s actually males who are lagging behind females in many areas of life now, particularly work. 

More girls are going into higher education today than boys, with females making up 58% of domestic undergraduate student intake in the UK in 2021-22. By this year too – 2022 – research showed for the first time that the average income for young women exceeded their male counterparts.

‘Powerless men’

It’s already well known that three times more men than women die by suicide, but this gap has also widened in the last few years; the male suicide rate in England and Wales hit 17.4 per 100,000 in 2023, marking a record high since 1995 (ref. ONS).

These turnaround trends have prompted mainstream media such as The Times to write headlines like ‘The divide in tomorrow’s Britain: power women and powerless men’ (8th June). They’ve also led to fiercely feminist thought leaders worrying about the plight of men, and the overall effect on gender equality, with journalist Caitlin Moran even writing a book entitled: ‘What about men?’

Moran believes that modern definitions of masculinity have become too constraining and are causing this downturn in male wellbeing and confidence, and that a male equivalent of a feminist revolution is needed.

Do men need a feminist revolution?

Speaking on the To Be A Boy podcast recently she said:

“Women rebelled against this whole idea of being the perfect woman with the perfect body and earning your money and having the perfect domestic life. But men and boys don’t have that language yet. Men have not had anything equivalent to feminism, so they have no tools in their toolbox to counter these ideas [of modern masculinity].”

The question for you, working in Health and Wellbeing, reading this is: is it an employer’s responsibility to step in here and help give them these tools?

For Matt Grisedale, Senior People Champion, E.ON, a “crisis” of masculinity is “probably a bit dramatic” but he agrees that “what has traditionally been seen as masculine traits are changing and people need to understand that masculinity is different today”. 

Lack of role models

In his experience, men have suffered from a lack of role models because there’s far less written and talked about modern masculinity, compared to shared experiences of being a woman:

“I’d love to write a book about this at some point because there’s such a lack. I think it’s important to get people together to share experiences. Even if that’s just a list of what they’ve done, or quotes from different men that stand out and help people think differently because not all men are the same.”

Grisedale has started bringing groups of men together informally at E.ON. One of the biggest learnings he’s had is that the issues that men are grappling with are actually very similar across the generations:

“I thought they would be very different, depending on age group. But they’re not. The problematic feelings are often the same… it’s imposter feelings… or feelings of not being good enough… or pressure to be different, or behave differently.”

Spaces for men needed

Emily Pearson, who is behind the Manbassador programme and is founder of the Wellbeing Lead Academy believes Grisedale is 100% right to focus on creating spaces for men to be themselves. For her, the crisis is the lack of “spaces that support men to live healthier, engaged lives” and to feel understood.

She agrees that “there’s real urgency” to tackle this issue, not least because it’s become commonplace now for society to “blame men and their masculinity for all of their problems, including their health problems”. The fact that the word “toxic” is almost automatically invisibly applied to the word “masculinity” in 2025 could serve as compelling evidence of her point.

However, she also wouldn’t say that “masculinity itself is in crisis”, rather that “many men are facing challenges around identity, connection and wellbeing that aren’t being openly acknowledged in society and most workplaces”.

DEI backlash

Even worse than not being openly acknowledged, some men report that some workplaces have made them feel that talking about their experiences is not welcome, or even appropriate. It could be argued that some men’s sense of alienation has led, at least in part, to the current DEI backlash in some workplaces, triggered by President Trump but embraced by numerous employers after him.

There’s certainly evidence that men have been feeling silenced, or even alienated, at work. For instance, research has found that:

• some men feel unsure of their role, and where they belong in an organisation, as a result of DEI efforts (ref. 2023 report by Catalyst)
• others feel hesitant to access resources, like mental health resources, for fear of appearing weak or ungrateful (ref Deloitte report on workplace wellbeing)
• and many men, especially white men, report feeling uneasy about discussing their challenges at work (ref Women in the Workplace report by McKinsey).

“Workplaces have expected men to be allies of women, and rightly so,” he says. “But who are the allies for men? Some of the DEI pushback, I think, has been that the conversation has not included men as being people that need DEI support,” says Mark Brooks, Senior Communications and Policy Adviser to the government on Men’s Health, Inclusion and Domestic Abuse. 

Business case for embracing difference

This is not for one minute to suggest that DEI initiatives are not important and necessary for an entire workforce to thrive; we have written many, many articles here on the business case for embracing difference at work, in all its guises, and why it’s so valuable – now more than ever. 

But all employees, whatever background and characteristics, must feel included in the DEI conversation for wellbeing strategies to be effective.

Pearson has heard about this sense of being silenced and criticised, too, from the men she’s worked with:

“A lot of them feel as if they’re being man-bashed and targeted. The fact that people talk openly about ‘white male and stale’ employees in the workplace is absolutely horrendous.”

Have we disengaged men?

In some environments, it’s even become socially acceptable to vilify men and make them feel bad about showing, or priding themselves, on any masculine traits. So they hide them, repress them or find role models that see the good in them (hello, Andrew Tate).

In this context, it’s understandable to see why we’ve got to where we’ve got: because many men don’t feel understood, able to speak up or valued, they are disengaging and disconnecting. And, as Pearson, warns, this is dangerous for their wellbeing because “connection is protective against lots of men’s health issues like suicide, addiction and isolation”.

So what’s the good news, you might ask? I thought you at Make A Difference focused on that? The positive and proactive?

Yes, we absolutely do.

The positives

The positive – as Brooks says – is that male health is now firmly on the agenda alongside female health. 

“Over the last 10 years there has been a gradual recognition that there is a need for, not only public policy around men’s health, but also professional practice,” he says. 

“So that means services provided directly by the health system, or by those working in and around it, like the Manbassador programme or other employer programmes.”

As other positives, he also cites the fact that there’s been a marked increase in charities campaigning around men’s mental and physical health, and a recognition that men’s health needs to be embedded into other initiatives like employment strategies and boys’ education.

But the major positive, says Brooks, is the forthcoming men’s health strategy, announced in November and currently in the ‘call for evidence’ part of the process. He’s part of the team advising the government. 

He says:

“We’ve got a Women’s Health Strategy now and, building on that, there will be a Men’s Health Strategy as well, which is complementary because, after all, men and women do not lead separate lives. We, and our health, are very much interlinked.”

You might also like:

Father’s Day: celebrating masculinity isn’t toxic, or anti-equality

Active Leeds: how building a Men’s Health Network on data paved way for success

In just a couple of weeks — on Wednesday 2nd July — we’re hosting a Make A Difference webinar exploring how employers can use flexible rentals to redefine the modern workplace. This conversation goes beyond cost-cutting — it’s also about meeting the growing demand for personalisation, autonomy, and adaptability in modern work environments.

That’s why new research from International Workplace Group (IWG) caught my attention. It reveals that 9 in 10 CEOs and CFOs (90%) are concerned about the impact of macroeconomic instability — and many are turning to hybrid working models as a strategy to boost resilience and reduce costs.

Hybrid working as a strategic response to uncertainty

The findings echo the trends we’re seeing in the lead-up to our webinar. According to IWG’s report, four in five executives (81%) say hybrid work is now a key part of their cost-saving strategies, helping buffer their organisations against today’s economic turbulence.

Thanks to the flexibility hybrid working offers, leaders report they’ve been able to significantly cut overheads — from office space to utilities. In fact, 77% say these savings have allowed them to reinvest in other areas or create a financial cushion for uncertain times.

Expanding horizons while boosting productivity

But hybrid working isn’t just about saving money. 74% of CEOs and CFOs say it has enabled them to explore new business locations, creating greater agility and growth potential.

And the people-focused benefits are hard to ignore:

• 82% report improved employee productivity
• 79% are exploring more flexible workspaces to strengthen resilience during economic uncertainty

People still come first

While 63% of leaders are reducing operating costs, they remain focused on their most important asset: their people.

When asked about top priorities during tough times, executives cited:

• Productivity (37%)
• Employee wellbeing (24%)
• Long-term talent retention (17%)

As part of this focus on talent, 88% of business leaders say hybrid working boosts employee satisfaction — making it a strategic priority for future recruitment and retention.

Not everyone has cracked the hybrid code

That said, hybrid working isn’t without its challenges. Not all employers are sold on the model, and many are still struggling to make it work for everyone. In fact, several members of our Make A Difference Leaders’ Club have cited what one described as “the hybrid disengage” as a top concern — highlighting the importance of getting the implementation right.

The CEO view: Flexibility fuels growth

Mark Dixon, CEO and Founder of IWG, puts it succinctly:

“In times of economic volatility, CEOs are carefully evaluating how to navigate uncertainty while driving efficiency and growth. They recognise that flexibility is not only crucial when it comes to safeguarding their operations, but also enhancing the productivity of their teams.

By empowering their teams to work closer to home in local workspaces and offices, companies operating in the hybrid model are able to significantly reduce their costs and improve the work-life balance of their people.”

Find out more

You can view International Workplace Group’s full report [here].

And don’t forget to register for our free Make A Difference webinar, sponsored by Fluid Furniture:
“Flex on demand: how flexible rentals are reshaping the future of work”
?️ Wednesday 2nd July, 10.00am – 11.00am
? [Register here].

You might also like:

GSK: How do you create an office people actually want to come to?

Free webinar: Flex on demand – how flexible rentals are reshaping the future of work

Shauna Moran and Gary Walker: The Key to Successful Hybrid Working is a Remote-First Mindset

Ongoing research with members of our Make A Difference Leaders’ Club into their most pressing workplace issues has highlighted a critical gap: when discussing workplace culture, employee health, and wellbeing, the needs of blue-collar workers, shift workers, and remote field teams are often overlooked.

That’s why this new employer guide from Night Club, which outlines practical ways to support healthy, engaged, and productive night workers, couldn’t be more timely.

Night workers are the backbone of the UK’s 24/7 economy — yet they’re frequently exhausted, under-supported, and excluded from workplace wellbeing conversations. Night Club’s new guide, Bright Nights, aims to change that.

In this article, Ella Reynolds and Ben Lumley, Co-Heads of Night Club, answer five key questions about why supporting night workers matters — and how doing so can benefit your business.

Why should employers care more about their night shift workers?

Night workers face unique challenges, from poor sleep to long-term health conditions – and they often feel unseen. But this isn’t just a moral issue; it’s commercial. Healthier night staff means lower absence, better retention and higher productivity. This guide helps employers turn insight into action – even small changes can have a big impact.

How can this guide help a busy employer make real change?

We know employers are stretched, so we’ve kept things practical – from vending machine swaps to rethinking rota design, the guide offers clear ‘quick wins’ and longer-term strategies. We’ve also included real case studies from companies who’ve done it – proof that change is possible at any scale. 

What’s a myth about night work this guide busts?

That workers can ‘get used to’ night shifts. Science shows that 97% don’t adjust, no matter how long they’ve been doing it. We need to move from expecting workers to adapt, to adapting how we support them – with strategies like listening to their challenges, smarter rotas, and training in health and wellbeing.  

What’s one thing employers often overlook about night shifts?

The work environment itself. Once leaders actually visit their sites at night, they see how much difference thoughtful design can make. Spaces can be colder, darker, and feel a bit forgotten at night. But that’s fixable. Lighting, temperature, rest spaces, healthy food access – these will all boost alertness and morale. Our guide walks you through what good looks like after dark. 

What’s your message to employers reading this guide?

You don’t have to fix everything immediately, but your night workers will appreciate you listening to their challenges as a first step. In this guide, we’ve combined science, lived experience and employer insight to show what’s possible. If you’re ready to start thinking about how to improve health, performance and retention, then this is your playbook. Let’s stop treating the night shift as the forgotten shift.

You can find out more and download the Bright Nights guide here.

You might also like:

Embracing neurodiversity for frontline workers

Why Brewers ‘feels like a company that respects workers a lot more than corporate companies’

Interactive Webinar: Supporting the health and wellbeing of non-desk-based workers

9th October might feel like a distant date, but behind the scenes, preparations for this year’s MAD World Summit are already in full swing. With registration open and places booking up, it’s clear the appetite to connect, learn and lead in this space is as strong as ever.

Why this year matters more than ever

So, what sets the 2025 Summit apart? What makes it a must-attend rather than a nice-to-attend?

This year’s agenda responds to a new world of challenges—shifting legislation, geopolitical instability, the rise of AI, National Insurance hikes, and the relentless strain on the NHS. The pressure on organisations—and their people—has never been more intense. As our co-founder Mark Pigou, puts it:

“With all the change and pressure that people are experiencing, this agenda is more important than it’s ever been.”

Meet our first confirmed speakers

Now in its 8th year, the MAD World Summit has firmly established itself as the UK’s leading B2B event for workplace culture, employee health, and wellbeing. MAD stands for Make A Difference. The 2025 theme—“Rethinking work, reimagining engagement, reinforcing health and wellbeing”—reflects the bold thinking and real-world solutions that progressive organisations are demanding.

We’re thrilled to reveal the first confirmed speakers for this year’s C-Suite Opening Keynote Panel, including: Karla Smith, CFO, Ogilvy; Dr Richard Peters, Chief Medical Officer; and Dr Lia Ali, Digital Health Innovation Strategist, NHS England.

Insights from leading employers

They’ll be joined by a diverse and dynamic line-up of thought leaders and change-makers, including:

• Hayley Farrell (Arcadis) and James Dybell (Siemens), tackling the timely issue of psychosocial risk and how we can work together to address it.
• Stella Gavinho (Entain), sharing how her organisation is supporting both employees and leaders through change and building resilience in uncertainty by integrating health and wellbeing into
• Dr Richard Peters, offering insights into the future health risks facing a multigenerational workforce.
• Josephina Smith (BA), showcasing how she’s reimagining benefits engagement with a global approach to elevating experience and impact.

And many more. When the agenda is complete, there will be around 70 speakers.

A strategic catalyst

What truly makes MAD World stand out is its commitment to breaking down silos—bringing together senior leaders and practitioners across sectors and functions to align workplace culture, health, and wellbeing with broader business strategy.

This year, we’re doing it all in one transformative day with four powerful tracks:

Prevention & Intervention:

Strategies to help employers reduce risk, support employee health, and keep people working through prevention, early intervention, and effective case management.

Leadership, Culture & Engagement

Creating workplace cultures that empower employees to thrive, retain talent, and engage a multigenerational workforce with sustainable strategies.

The New Shape of Reward

Best practice, insights and inspiration to achieve maximum engagement, optimise investment, and future-proof your approach to benefits and rewards.

Legal Sector Forum – co-curated with MBC and LawCare

“Data, Insight and Impact” – A masterclass in reframing health & wellbeing as a strategic priority for the legal profession.

Attendees will be able to switch between tracks so you can attend the sessions best suited to your information needs.

Built with you, for you

As the event provides an opportunity for many Make A Difference Leaders’ Club members to come together in one place, we’ve been asking what you want—and we’re designing the agenda with your feedback at its heart.

You told us you want:

• In-depth case studies with pragmatic takeaways
• Strategic content with practical application
• Time to network with senior peers
• Inspiring and thought-provoking keynote speakers

Whether it’s navigating the disruption of AI, advancing neuroinclusion, demonstrating the impact of wellbeing strategies with data, or redesigning jobs and career paths for a multigenerational workforce…
Whether it’s tackling the rising cost of private medical insurance through prevention or sustaining health and high performance…

We’ve heard you—and it’s all built in.

Secure Your Place Today

Stay tuned for more speaker announcements and programme updates. But don’t wait too long—places are limited.

Early bird tickets for employers are just £195.00 + VAT or £125.00 + VAT for Leaders’ Club members.

Find out more and register here.

You might also like:

Sir Charlie Mayfield to speak at next Make A Difference Leaders’ Club meeting

MAD World 2024: 3 ways to genuinely engage employees in Health & Wellbeing

Ahead of Sir Charlie Mayfield’s fireside chat at our Make A Difference Leaders’ Club meeting on 24th June, Simon Fowler, Group CEO of Empowering People Group, shares his views about the government-commissioned Keep Britain Working review that Mayfield is leading. (For more information on this event, see here. It is full but if you are a member of the Leaders’ Club and would be interested in attending, we can add you to a waiting list.

---

Sir Charlie Mayfield’s recent comments in the Financial Times about the UK’s “broken approach to workplace health” serve as a wake-up call for every leader whose remit touches on employee health and wellbeing.

His assertion that fear is driving sick employees away from their jobs, compounded by managers too apprehensive to even initiate a compassionate check-in, resonates deeply with a challenge many HR leaders, in particular, grapple with daily. There is a huge, often hidden cost of unmanaged sickness absence that is quietly eroding productivity, morale and the bottom line.

The era of “running down the clock” on sickness absence, hoping issues will resolve themselves, is not only unsustainable but actively detrimental. With the shift to Day One Statutory Sick Pay (SSP) changes creeping ever closer, the urgency to re-evaluate how we support unwell staff has never been more pronounced. Leaders must transition from a reactive, tick-box exercise to a proactive culture of early, empathetic intervention that keeps people in work and thriving.

Fear and disconnection are an invisible epidemic

Sir Mayfield’s comments highlight a deeply ingrained problem where illness, particularly mental health issues, remains stigmatised. Employees, fearing repercussions, judgment or even job loss, often choose to disengage rather than disclose their struggles. This fear breeds isolation, turning a potentially short-term absence into a prolonged, complex issue.

On the other side of the coin are line managers. Often excellent in their operational roles, many line managers lack the training, competence and practical support to navigate conversations around ill health. They’re caught between a genuine desire to support their teams and an anxiety about saying the wrong thing, crossing a legal line, or simply not knowing what to say or how to say it. This apprehension leads to avoidance, which reinforces the employee’s sense of isolation.

Far-reaching consequences

The consequences are far-reaching. Beyond the obvious direct costs of sick pay and temporary cover, poor sickness absence management impacts productivity, morale and employee engagement. Prolonged absences mean loss of knowledge, disruption to team dynamics and increased workload for the rest of the team, often leading to burnout.

When employees feel unsupported or witness colleagues struggling in silence, trust in leadership diminishes, engagement falls, and a sense of anxiety can settle over the workforce. This can lead to a cultural erosion that increases talent attrition. And a reputation for poor employee support, especially for wellbeing, can make it incredibly difficult to attract top talent in a competitive market.

While fear drives avoidance, avoidance itself increases the risk of discrimination claims if absence management is inconsistent, poorly documented or perceived as unsupportive.

From compliance to connection

To tackle this, HR must spearhead transformation that builds a culture of early, empathetic intervention. This requires strategic investment in practical support for line managers, empowering them to hold the right conversations at the right time.

Managers are on the front line, uniquely positioned to notice changes in an employee’s behaviour or performance and proactively respond. They are usually the first point of contact when someone falls ill or returns to work, but expecting them to instinctively know how to navigate complex health conversations is unrealistic and unfair.

Training to avoid mismanagement

Managers need training and resources that help support a positive employee and manager experience. Training needs to be practical and scenario-based to build confidence and competence, and managers should be supported to know how to actively listen and encourage dialogue without prying. They also need to know how to signpost support, such as occupational health, EAPs, or specialist mental health services.

Without effective training, the legal risk of mis-managing sickness absence is huge. Managers need a clear understanding of what can and cannot be asked, focusing on impact on work rather than the medical diagnoses. Giving managers the right support reduces the mental load and anxiety associated with these interactions.

Empowering managers and a data-driven approach  

We are asking a lot of managers and empowering them to self-manage sickness absences could feel like adding more strain, but the alternative is not working. Managers must be able to support their employees through periods of illness, but organisations also need to consider the psychological safety for managers.

This shift requires a fundamental change in organisational mindset, driven by HR. They must create environments where managers can raise concerns, seek advice from HR when needed, and admit when they feel out of their depth without fear of judgment.

We also need to do more to normalise conversations about health. Promoting an environment where employees feel comfortable discussing their health, physical or mental, without fear is vital. This starts from the top down, with leaders openly championing wellbeing initiatives.

People analytics

Proactive wellbeing initiatives, like mental health first aid training, stress management resources, and promoting healthy lifestyles, signal to employees that the organisation cares about their wellbeing. Prevention is always better – and cheaper – than cure.

HR analytics also plays a vital role in improving sickness absence management by helping to identify trends and areas where proactive strategies may be required. Are there particular departments or roles with higher sickness absence rates? Is there a pattern emerging from specific types of illness? This data-driven approach can inform targeted interventions and resource allocation.

Sickness absence management shouldn’t be a “set-and-forget” policy. Regularly reviewing approaches, analysing data, gathering feedback from employees and managers, and adapting strategies based on what’s working and what’s not is key.

Redefining the “sick note” era

The GP sick note, or ‘Statement of Fitness for Work’, is designed to state what an employee can do, not just what they can’t do. Yet it’s often treated as a definitive barrier to work. HR’s role is to educate managers and employees alike about this nuance and encourage a renewed focus on capability rather than incapacity.

Managers should be aware of the option to explore reasonable adjustments that could facilitate a phased return or allow an employee to work in a flexible way. The focus is on building connections and maintaining engagement, not on pressuring any who isn’t ready to return to work.

A healthier workforce and bottom line

Investing in proactive absence management and practical support for managers that creates a culture of early, empathetic intervention might seem like an additional burden, but the returns are significant. When employees feel genuinely supported, understood and connected to their workplace, even during periods of ill health, the benefits are tangible.

Early intervention often prevents acute issues from becoming chronic, reducing the duration and frequency of absences, while a supportive culture builds loyalty, trust, and a greater sense of belonging. This can translate into higher engagement, productivity and talent retention.

Consistent, well-documented and supportive absence management also significantly mitigates the risk of costly tribunals, whilst helping to transform employee experience.

10% reduction in sickness rates

All these factors contribute to increased productivity, reduced costs associated with absence and turnover, and a more resilient, thriving workforce capable of driving business success. In fact, we typically see a reduction in sickness absence rates of more than 10% through proactive sickness absence management – and for many organisations, that saves millions in absence costs and puts thousands of hours back into services.

Sir Charlie Mayfield’s warning is an opportunity to review and act. With rising employment costs and rising absence rates, the cost of unmanaged sickness absence is no longer hidden. It’s a glaring challenge that demands immediate, strategic attention. By empowering our managers through technology and training, embracing empathetic intervention, and shifting from reactive compliance to proactive support, HR can lead the charge in building healthier, more productive workplaces for all.

About the author

Simon Fowler is Group CEO of Empowering People Group which unites HR transformation, employment law, learning and career transition expertise to simplify employee experiences and drive business success. Its mission is to shape the future of HR, combining technology, people-centric policies, and employee development to empower people and transform ways of working.

You might also like:

Sir Charlie Mayfield to speak at next Make A Difference Leaders’ Club meeting

Why are line managers getting worse at supporting employee wellbeing?

Leadership mindsets are shifting for the better towards Health and Wellbeing, according to Wellhub’s freshly published ‘Return on Wellbeing 2025’ report. The study also reflects a move towards proactive, preventative management, as well as an acknowledgement that, to be successful, there must be senior management engagement.

Qualitative feedback directly from CEOs shows:

• 76% believe wellness programmes significantly impact brand perception and reputation
• 47% link wellness programmes to workforce productivity gains
• 58% agree that wellbeing is critical to financial success
• 97% now have final sign-off on wellness budgets, making them the key decision makers
• 82% report positive ROI from wellness programmes
• 67% report significant drops in absenteeism due to their wellbeing efforts

These findings reflect the progress the Health and Wellbeing function has made with regard to changing perceptions of this work which has, historically by some, been seen as peripheral rather than business critical.

Wellbeing is ‘strategic driver’ 

Cesar Carvalho, CEO and Co-Founder of the wellness platform behind the study, Wellhub, said:

“Our research clearly shows that CEOs aren’t hesitant about the financial commitment to wellness; they’re driven by the desire to see real, tangible impact through employee participation. They see Wellbeing isn’t just a benefit, it’s a strategic driver for heightened productivity, stronger talent retention, and a leaner bottom line through reduced healthcare costs.”

The findings also show that once senior management is engaged, Health and Wellbeing strategies gain more traction, tangible results and future funding: personal experience of wellbeing motivates investment.

CEO engagement is powerful

Carvalho added:

“CEOs who personally experience the benefits become the most powerful advocates for company-wide wellbeing. When leaders visibly prioritise their own wellbeing, it transforms from corporate policy into cultural permission.”

 For instance:

• 63% of CEOs who engage daily in wellness programmes significantly increased funding last year
• CEOs who actively participate in wellness programs are twice as likely to increase funding
• Companies with strong leadership participation see employee engagement rates climb from 44% to 80%

Widening wellbeing gap

However, the report flags a widening wellbeing gap between employees and senior executives, revealing that employers are also grappling with how to extend executive-level wellness to their entire workforce.

For example, 98% of CEOs say they feel better than they did a year ago, while only 50% of employees report the same improvement. Additionally, 78% of CEOs say their role motivates them to invest in wellbeing, while 47% of employees say work stress negatively impacts their mental health.

Time constraints are the biggest challenge for CEOs accessing wellness support (29%), while cost is the primary barrier for employees (e.g. 36% can’t afford therapy)

Access for all

Carvalho said:

“It’s crucial for us to recognise that while we [senior management] may have unique access to resources and the flexibility to prioritise our health, many employees do not. Providing accessible, impactful wellbeing programmes for all employees isn’t just a moral imperative; it’s a strategic investment that yields profound returns across the entire organisation.”

Wellhub’s insights come from online surveys with over 1,500 international CEOs and business leaders globally, and underscore that while cost is a factor, the primary hurdle for leaders is ensuring employees actually use the wellness benefits provided. The report also includes an Actionable Roadmap for HR Leaders to Drive Investment. The full report can be accessed here.

You might also like:

Tesco renews six-year partnership with Wellhub to expand employee wellbeing access