The 8th Annual MAD World Summit

Picking the right partner, which lives up to its sales blurb and can demonstrate robust ROI, was one of the hot topics discussed at this year’s Watercooler Event, especially in the Leader’s Club.

As budgets tighten, but employee demand for mental health support stays high, leaders are under pressure to make smart, impactful choices.

In this article, venture capitalist Danish Munir, Founding Partner at GreyMatter Capital, shares his view on how the corporate mental health market is evolving – and what decision-makers need to consider when selecting wellbeing partners. 

Having spent over a decade investing in mental health startups, he shares a unique perspective on where the corporate wellbeing solutions market is heading  –  and how leaders can choose partners that will drive long-term value…

What inspired you to focus your investment career specifically on mental health and behavioural health startups?

My journey into mental health began 14 years ago after a family experience opened my eyes to the stigma and lack of access, both in Pakistan where I grew up, and here in the U.S. 

Inspired to help, I co-founded a telepsychiatry company, Genoa Telepsychiatry, to serve underserved patients, believing technology could bridge the gap. Since then, I’ve been committed to finding practical solutions that make a real difference. 

Can you cite any examples of mental health product innovations that you’ve seen make a real, measurable difference to employers?

Yes, of course. There are currently two companies in our portfolio that are excelling in the corporate mental health space.

Firstly, Pelago Health is using a virtual substance-use care solution. It helps employers tackle sensitive addiction issues, like alcohol and opioid abuse, with added reassurance of confidentiality, which makes employees more likely to access it.

With a 62% reduction in alcohol use in just 30 days, it’s a strong example of a partner delivering measurable outcomes on a workplace taboo.

Secondly, Kyan Health. It offers a modern alternative to legacy EAPs, with AI-driven support and employer dashboards. This kind of transparency helps leaders in the Health and Wellbeing space make wellbeing visible and measurable at leadership level.

How likely is it that we will continue to see innovation prioritised in this market, and that top tech entrepreneurs will continue to take an interest in it?

I’m confident there will be many other innovations like Pelago Health and Kyan Heath hitting the market because, from an investor’s perspective, the mental health sector – particularly corporate mental health – remains remarkably resilient, even as other health and wellness categories have faced headwinds. 

Demand from employers is fuelling a steady stream of innovative startups, as organisations increasingly recognise the importance of supporting employee wellbeing.

Despite broader market volatility, mental health continues to attract strong interest, and its share of digital health investment in the U.S. has grown year over year. 

While competition is rising, the core challenges in corporate mental health are far from solved, leaving significant opportunities for new entrants to create meaningful impact and value.

What trends are you seeing from employers now that are affecting the types of Health and Wellbeing innovations hitting the market?

Employers are demanding more proof of value and more integrated, evidence-based solutions. This is pushing partners to provide more support to employers to prove the business case to the c-suite. 

While the overall trend is positive, the corporate mental health space is certainly facing some headwinds as well. During the pandemic, employers expanded mental health benefits and pushed for better access, but rising healthcare costs are now forcing them to rethink spending. 

In the U.S., mental and physical health costs are often managed separately, so the full value of mental health programmes isn’t always recognised – these programmes are still seen as cost centres, not value drivers. As a result, employers are becoming more cost-conscious, seeking more explicit ROI from their mental health offerings, and streamlining benefits.

These dynamics are making it more challenging for providers and innovators to gain traction, even as the need for effective corporate mental health support continues to grow.

Given these challenges, what guidance can you offer on selecting suppliers who are likely to remain viable in the long term?

At a time like this, we look for companies and founders that have a deep understanding of their target customers, know how to navigate choppy waters and build resilient teams. As always, in venture, people are everything.

For leaders, this means that more health and wellbeing solutions are available – but knowing how to pick the right one is more important than ever.

How do you see the corporate mental health innovation landscape evolving in future?

There will be continued innovation, but also greater scrutiny. Employers and health plans alike are becoming more selective about what they fund.

We’re entering a phase of disciplined growth. Startups must show they can deliver outcomes at scale, and employers must be more strategic in choosing who they partner with.

The good news? This will likely drive up the overall quality of offerings in the space. The best solutions will be those that blend clinical rigour, user experience, and strong reporting – all things that align with the evolving priorities of leadership.

How do you measure success when it comes to investments in mental health and how can this apply to employers making decisions on wellbeing solutions?

The decisions of leaders sourcing wellbeing solutions for their workforces don’t just impact the wellbeing of their employees – they help shape the future of the mental health ecosystem.

Employers may not always realise it, but their company’s engagement can be a lifeline for their wellbeing partners. By actively involving their teams in consistent use of the solutions, and providing accurate reporting, they not only enhance the effectiveness of these solutions—they also help ensure the long-term viability and ongoing investment potential of these valued providers.

In a crowded market, leaders in this industry have more power than ever. By choosing the right partners, asking the right questions, and aligning mental health strategy with broader business goals, they can ensure wellbeing remains not just a benefit – but a competitive advantage.

That’s why I’m really excited about events like The REAL Summit: The Intersection of Finance & Mental Health coming up next week in London. It’s an event which brings together expertise and fosters connections in this complex space and helps raise the bar of the overall mental health innovation landscape, including in corporate mental health.

Readers of this article are offered an exclusive discount to attend the 2-day REAL Summit for the price of one day. Simply book a one day pass & email justine@thereal.care to identify yourself saying you are requesting the MAD Media discount.

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We’re excited to announce that, in response to popular demand, on 1st July 2025 we will be launching the Make A Difference Suppliers Guide – the go-to resource for employers seeking trusted partners to support workplace culture, mental health, and employee wellbeing.

This curated directory is designed to connect suppliers with our community of senior decision-makers who are shaping the future of work. It will help providers get shortlisted for new contracts and make it easier for buyers to find the right partners in a crowded market.

Whether you offer health & wellbeing solutions, workplace design, financial wellbeing services, leadership development, or other products and services linked to workplace culture, employee health and wellbeing, this is your opportunity to shine.

Choose the listing that suits your goals

Different types of listing are available depending on suppliers’ objectives and budgets.

• Free Listing – Get discovered and included in the guide with a no-cost basic listing.
• Enhanced Listing – Stand out with a detailed company profile including links to case studies, whitepapers and testimonials.
• Associate Membership – Gain even greater exposure with a full suite of promotional benefits, year-round visibility, and access to thought leadership opportunities.

Join us in supporting employers to make a real difference in the workplace.

To get an idea of how this works, you can take a look at AI-based mental health platform Wysa’s listing here. Wysa’s Associate Membership includes an enhanced listing and year-round visibility both to our Leaders’ Club members and to our wider network.

Submit your listing today: https://makeadifference.media/list-your-services/

When you submit your listing it will first go through an approval process before it is published.

The Suppliers Guide will be live for employers to view from 1st July 2025 and will be promoted to our full network each week through Make A Difference News and monthly to the members of our Leaders’ Club.

Click here to get started and submit your listing.

For any questions, contact us at: info@makeadifference.events

Sunday (1st June) was National Cancer Survivors Day, created to raise awareness of the ongoing, often invisible challenges that people living and working with/after cancer face.

Several studies show that employees with cancer feel their employers are not adequately supporting them, so we’ve complied these 11 checks for employers regarding the best way to support employees, from diagnosis to return to work and beyond.

1. Develop a specific cancer policy

Cancer tends to fall under generic HR policies, which fail to address the specific needs of those affected and the benefits and adjustments that would best support them.

There are also often gaps particularly in relation to financial wellbeing, line management, learning & development opportunities and stigma.

Best practice would include tailored policies for supporting employees with an advanced, or terminal diagnosis, too.

Charity Macmillan offers free templates to help HR teams develop a company policy for handling cancer in the workplace, and for supporting carers.

2. Understand Legal Obligations

Many employers are unaware that under the Equality Act, anyone diagnosed with cancer is legally classified as disabled and protected from discrimination for life—including after remission. Carers are also covered under these protections.

Awareness is critical: in one case, a senior female executive at cashpoint firm Cennox recently won £1.2 million after her employer gave her job to a colleague while she was off sick for cancer treatment.

3. Gather and use data 

Only 18% of HR managers collect data on cancer in the workplace [ref. The Bevan report, led by Institute for Employment Studies for Working with Cancer]. Tracking diagnoses, return-to-work rates, and outcomes helps build effective, fair and consistent support.

4. Go beyond ‘ringing the bell’ 

77% of employees feel that their employee benefits do not meet their needs during their cancer journey, according to research from Reframe Cancer in its The Employee Experience Report.

As cancer survivor and pharmacist Rachel Westwood says in this feature, there’s a common misperception that when a person ‘rings the bell’ that the cancer journey has ended. In many cases, like hers, the side effects and post-op medication continue and impact an individual’s ability to perform mentally and physically. 

Company benefits such as physiotherapy, health-related coaching and vocational rehabilitation can be extremely helpful in supporting employees with cancer to return and stay in work. The physical side effects can last for years and include ‘invisible’ ones like fatigue, pain, risk of infection, appetite changes, to name a few. 

Mental side effects are often invisible, too, like the panic experienced from the fear of recurrence and the loss of confidence that often happens post diagnosis. 

Any support that employers can offer to employees may be crucial in raising confidence and reducing anxiety especially – as the Bevan report makes clear – that psychological wellbeing may be a longterm barrier to a successful return to work. 

Reframe’s study also shows that when employees feel supported, heard and understood they are more likely to consider work as a positive, which reduces absence and talent loss.

5. Enable work as a recovery tool

‘Good’ work can be a powerful part of an employee’s successful recovery, so it’s crucial employers don’t make assumptions about whether individuals want to work or not throughout treatment. As Rachel says in this feature, it can make a huge difference to an individual if an employer works out a manageable work plan that balances rest with the benefits of work.

As the 2020 Working with Cancer report ‘Best Practice Guide for Colleagues’ states, work can be important to cancer survivors because it provides a sense of identity, self esteem, purpose, structure, social interaction, financial independence and physical and emotional recovery.

Employee benefits like counselling, coaching, vocational rehab and inhouse peer networks can be important sources of support, which pave the way for more successful returns.

6. On going conversations

It’s important that any plan is developed in consultation with individuals and is reviewed on an on-going basis as perspectives often change (as Rachel says here, don’t make assumptions). Regularly revisit work patterns, job role and job design.

In addition, return to work strategies also need to be personalised (rather than a blanket policy) because treatments and responses to treatment vary so wildly.

For inspiration, Macmillan has videos on its website of HR professionals giving their advice on how to talk to people with cancer, how people talked about their diagnosis and case studies of how employers have dealt with individual cases.

7. Better signposting

Line managers and employees with cancer often aren’t aware of the support available from charities and the government. 

For instance, only around half (54%) of HR managers knew about the government scheme Access to Work, which provides financial assistance for workplace adjustments [ref. Bevan report]. Given the economic pressure which is a major barrier to employers providing better cancer support, these alternative sources of support are crucial for individuals to know about.

Charities like Macmillan, Maggie’s and Cancer Research UK offer free resources, workshops and guides.

8. Prioritise Communication

Clearly assign responsibility for communicating employee benefits. 

The Best Practice for Colleagues suggests a range of ways to start a conversation, from reacting to a diagnosis to when colleagues are unwell and undergoing treatment to when they are returning to work. It also offers advice for when the colleague is a line manager, as well as someone in your team.

9. Line manager training

Line managers need training in:

• The side effects of cancer including the psychological impact

• The challenge of cancer being a long-term and fluctuating condition

• Relevant company benefits and policies

• The Equality Act and reasonable adjustments

• When and how to have conversations about cancer

• Creating a return-to-work plan for and with an employee

[Ref Bevan report]

Cancer charities like Macmillan also offer free resources, such as Macmillan at Work free e-learning for line managers, masterclass webinars and information booklets.

10. Reasonable adjustments

As the ‘Best Practice Guide for Colleagues’ says, “sometimes just a few small relatively inexpensive changes might be necessary to help an employee remain in or return to work”. 

For instance, removing onerous aspects of a job, such as foreign or frequent travel and allowing extra breaks to cope with fatigue or providing a quiet room where they can have a short rest.

While carers are not entitled to reasonable adjustments by law, they are entitled to ask for flexible working and time off for emergencies.

11. Supporting the line managers

Given supporting an employee with cancer can be emotional exhausting, it’s important that line managers are also supported and encouraged to also access support, like the EAP.

In best practice, HR managers will be keeping informed of a case and aware of any issues that arise, as well as ensuring that discrimination doesn’t occur. They will also make clear to managers of any actions or behaviour expected of them.

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Only a third of employers offer support for serious illness, such as cancer, to help people stay in or return to work

Snow White and the Seven Dwarfs might have been onto something. The idea of ‘singing at work’ is now making serious noise in the corporate world, not just for fun, but as a smart business move.

Increasingly, companies are discovering that singing at work offers far more benefits than merely a ‘feel-good’ wellbeing activity; from breaking down silos and enhancing communication, to supporting talent retention and boosting internal and external brand engagement.

The rise in workplace choirs has been influenced by many factors, including a growing interest in building inclusive, creative cultures and the popularity of Gareth Malone’s ‘The Choir’ series, particularly ‘Sing While You Work’. 

Far from being a distraction, singing together can enhance focus, foster cross-functional collaboration and help people bring their whole selves to work – something today’s best employers are actively encouraging.

Harmonising the workplace

Leading the way in workplace harmony is Channel 4, whose choir, 4Tunes (pictured), has become a valued part of organisational life since 2009. They join the ranks of companies like Aviva, Macquarie and law firm Baker McKenzie, all of whom partner with Music in Offices (MIO), which provides workplace music programmes.

Collaboration & cohesion

Office choirs like 4Tunes are inclusive spaces, everyone from the post room to the boardroom is equal. Job titles are left at the door.

“In every choir rehearsal, new relationships are made,” says MIO founder Tessa Marchington. “The hierarchy of the office is broken down and you are standing shoulder to shoulder as human beings instead of as computers.”

“4Tunes brings together a diverse group of individuals – different ages, different backgrounds, different cultures – that would never otherwise cross paths,” says a choir member.

As trust builds, so does cohesion, something every team and company strives for.

Singing for something bigger

With growing expectations around ESG (Environmental, Social, and Governance), workplace choirs offer a powerful tool to contribute to the ‘Social’ component through community engagement and brand reputation.

4Tunes perform regularly at company events, including a recent ‘All Staff’ session, with meaningful repertoire, like True Colours. For International Women’s Day, they joined forces with 4Womxn to sing a set of powerful female anthems. 

They’ve also collaborated with school choirs, recorded a Christmas single in aid of Crisis and annually brave the winter cold to sing carols for local charities, showing how singing provides a channel for outreach and impact.

These moments are more than just performances – they’re brand expressions; uplifting, authentic, human.

Calm & creativity

Participation in workplace choirs has been linked to tangible mental health benefits. A 2019 University of Leicester study found that 96% of employees felt less stressed, and 86% experienced reduced loneliness after joining a choir. In an era where mental wellbeing and connection matter more than ever, singing is an easily accessible tool.

Particularly in high pressure, high performance environments, choir rehearsals and performances provide a welcome pause and creativity break.

“Whenever you sing within a group, you feel something incredibly powerful,” says one Channel 4 team member. “It helps reset me. I often get very stressed at work and with life, and that hour just singing – being creative with other people—is a great way to vent. I go back to my desk and think – Yeah cool, I’ve got a new vision for the afternoon and more energy as well.”

Another adds: “It’s a great way to break up the day and have an hour of ‘you’ time.”

In a world where the lines between work and home have blurred, this kind of structured, restorative activity helps people reconnect – not just with others, but with themselves.

Company connection

The pandemic may have changed the workplace forever, but a workplace choir offers a reason to come in – a reason that’s emotional, not transactional.

“I love working for a company that isn’t just about being a Business Analyst,” says Naomi Davies, Lead Business Analyst and 4Tunes Chair.

Another member shares “The rise and rise of social media means we’re all connected but disconnected at the same time as our interactions are through screens – but literally standing side by side with someone else, you’re in it together.”

Singing is not background noise

In the current challenge for talent, musical opportunities can help companies stand out.

Offering a workplace choir could be smart business: singing boosts individual wellbeing, sparks creativity, builds loyalty and supports culture in a way that feels natural and joyful. Initiatives like 4Tunes show that music has a rightful place in modern work life – not just as background noise, but as a powerful driver of connection, wellbeing, and culture.

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About the author

Tessa Marchington founded ‘Music in Offices’ (MIO) to bring the joy of music making into every day life of the City. She’s a pianist & entrepreneur, graduating from the Royal Academy of Music, combining teaching and performing the piano with her business.

Music in Offices (MIO) has been at the forefront of bringing music into the workplace for almost twenty years. Through tailored choir programmes, instrumental tuition, creative development workshops and event production, MIO helps companies unlock the business benefits of music.

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Yesterday (1 June) was National Cancer Survivors Day which serves to improve the lives of cancer survivors. To mark it, we spoke to Rachel Westwood, Associate Chief Pharmacist, Northampton General Hospital NHS Trust, to raise awareness of the less talked about ongoing issues that people working with cancer face.

Rachel feels strongly about talking openly about her experiences of breast cancer in order that others, and the workplace, can learn from them. She’s presented several times to colleagues about going from ‘pharmacist to patient’ and at conferences such as the UK Clinical Pharmacy Congress (which she did in her first week back to work after treatment!).

We spoke to her to find out more about how the experience of colleagues working with cancer, and general understanding of the journey, could be improved…

You’ve talked very openly about your experiences of having breast cancer, while being treated at your place of work. How do you feel about that decision now, to be so open?

Oh, completely the right one. I’ve always been that person who wears my heart on my sleeve.

But it’s also about being honest – if people don’t know, then they make assumptions. 

Did you feel that extra pressure as a line manager not to fall apart?

A bit. That’s why after our usual Monday morning catch up I decided to address the elephant in the room head on. I said: 

“I know you all know my news. Thank you for sending messages. I just want you to know about this because it’s going to be rubbish for me and I know you will support me and step up when needed . Some of you are going to have to really step up and we will make arrangements for this, but it will all work out.”

I wanted to get plans in place, so I knew that they would be supported and things would carry on. And I wanted to make clear that I wasn’t disappearing off the face of the planet. They would still be able to talk to me at various times. 

What was the most challenging part of being a line manager and having cancer treatment?

The fact that sometimes I really did want to get back involved with work but, because of my senior position, it was really difficult to just dip in and out. If I did, then people would think ‘oh, you’re back’ and then work would rollercoaster upward and I’d have to pull back and say things like ‘oh, actually this week I’ve got chemo, so I can’t do that’.

What could workplaces improve about how they handle employees experiencing cancer?

I think there could be more recognition that a person dealing with cancer might still really want to be involved in their work during treatment.

In the end, the way we made it work was that if there was something strategic that my colleagues were working on, that they knew I’d be keen to be a part of, they would drop me a message. They’d say something manageable like: “we are doing this, on this day, would you like to dial in?”

What were the biggest challenges in doing a phased return to work after your operations, particularly considering your conscientiousness and seniority?

It was very difficult to only work three hours today, then walk away. I probably overworked and felt wrecked at several points.

I did have Occupational Health appointments, but their advice was suitably vague.

What would have been more helpful from OH?

I guess making clearer suggestions about the phased return and perhaps being more prescriptive so I felt I could say ‘right, I’m going home now and I’m not coming in tomorrow because I worked yesterday’, for example. So, giving me limits on my work.

What would you like others to understand better about going through cancer while also working?

Cancer treatment is like a full time job itself! There’s so many appointments, scans, operations, etc! Then after the operations you’re in pain so you don’t tend to sleep well, and you’re worrying, which affects how you function during the day.

The media often focuses now on the ‘ringing of the bell’ when people finish treatment. But sometimes there isn’t a great understanding of the ongoing challenge people face living with cancer on an ongoing basis. Do you find that?

Absolutely. It’s a very weird concept. I rang the bell after four weeks of radiotherapy. But I hadn’t started having the full side effects, like the sores or extreme exhaustion. I also knew I was going to have to have oral chemotherapy for two years, as well as hormone blockers and infusions to stop the cancer going into my bones. So it wasn’t the end at all.

And the hormonal treatment also interfered with your menopause treatment, too?

Yes. The hormone blockers were the worst. I had gone through the menopause already and was on HRT. But, because my cancer was an estrogen receptor positive for estrogen and progesterone, any hormones I was taking were helping it grow. 

That doesn’t mean that the HRT caused the cancer, but it did mean it wasn’t helping me. That was a double whammy because I had to stop the HRT, which had been making me feel amazing, and had to go back to having menopausal symptoms, like hot sweats and joint pain, as well as cancer. That was really hard. Thankfully, that’s calmed down a lot now.

Given cancer patients still have to endure many side effects after ringing the bell, do you think we need to talk about these more?

Yes, definitely. I’m in a workplace that really understands the cancer journey, but a lot of workplaces don’t have that knowledge. 

What about the worry of recurrence – what would you like others to understand better about that?

At first my worry was ridiculous. Whenever I had a symptom, like a cough, I’d think: “Oh my god, is it in my lungs?” I felt sick all the time. My mind ran riot. It doesn’t happen so much now.

But the worry is always there. So it wasn’t helpful when a colleague said: “Oh, but you don’t worry about that, do you?” This again, comes back to making assumptions, which I don’t think you should ever do.

What’s your biggest piece of advice for people talking to a colleague working with cancer?

I’m going to say it again! The biggest one for me is: don’t make assumptions. 

Everyone is in an individual situation so you need to have that conversation about what each person wants. And you also have to be prepared for that to change during the different phases of their treatment, too.

Being clear and structured in the way you speak is also really important. Not just when speaking about cancer, but in general. 

The whole experience of being on the other side of communication was really interesting to me. It made me realise that sometimes when I talk to my team, especially my juniors, I can get a bit excited and want to go off on tangents. But now I really try to keep that flow and structure and plan conversations more.

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Our Movers and Shakers articles highlight who’s moving up, out or across in the rapidly evolving world of workplace culture, employee health and wellbeing. Here’s a selection of just a few of the many “movers and shakers” that have grabbed my attention in March, April and May 2025.

Their job titles are varied, reflecting the diversity of our network, which aims to bring together all stakeholders responsible for workplace culture, employee health, and wellbeing — breaking down silos to REALLY make a difference.

Robina McCann, Vice President Health, Anglo American

First up is Robina McCann who has been with British multinational mining company Anglo American since 2023, rising from Global Occupational Health Lead through to her new role as Vice President Health.

In this role she is responsible for responsible for the global Health Strategy development and implementation, Emergency Management oversight inclusive of preparedness for future Pandemics and Climate Change extreme weather events and capacity and capability building of Safety Health & Environment professionals in health relevant knowledge and skills.

What really sets Robina apart, as she explains on her LinkedIn profile, is her proven track record of creating business value through innovative employee health and wellbeing programmes. Crucially, she is passionate about driving sustainable business models that enhance worker productivity and community health. As a mental health and wellbeing advocate, she also ensures she’s staying ahead of the curve by leveraging cross-industry innovations and technological advancements to foster healthier workers and operating communities.

Jonny Jacobs, Vice President, ICAS

Next, is another passionate advocate for employee health and wellbeing. As well as being a long-term supporter of our work at Make A Difference, and former winner of the Make A Difference True Leader award, Jonny Jacobs is Group Finance Director for British-based health food chain Holland & Barrett (who recently launched & Me which offers a new approach to workplace health and wellbeing). 

In addition to this role, Jonny has been appointed as Vice President of ICAS – The Professional Body of CAs – which at 171 years old is the world’s first professional body of accounting & finance professionals. On LinkedIn Jonny explains that: “Coming from a working-class background and being the first in my family to attend university, it’s a privilege to give back to a membership which has supported me so well throughout my career”.

Jonny is looking forward to helping to shape the future of the profession, by collaborating with fellow finance leaders to drive meaningful change within the industry and across the broader accounting and finance landscape.

You can read more about Jonny in this profile interview which we conducted back in 2020 here. Could be time for a fresh profile interview Jonny!

Allison Flemming, Global Total Rewards Benefits Director, Baker Hughes

Meanwhile, it’s great to see that Allison Flemming has been promoted to the role of Global Total Rewards Benefits Director with American global energy technology company Baker Hughes.

In this role she will be responsible for the strategic design, development, and management of the company’s global benefits programmes. Knowing the proactive approach that Baker Hughes takes both to supporting employee health and wellbeing and to stakeholder collaboration, we look forward to seeing what’s next.

Hayley Farrell, Global Health Safety & Wellbeing Director, Arcadis

It’s also great to see that another long-term supporter of Make A Difference, Hayley Farrell, has been promoted to the role of Global Health Safety & Wellbeing Director, with global design, engineering and management consulting company Arcadis.

Writing about the promotion on LinkedIn Hayley said: “What a privilege to serve through our important mission of Protecting Our People by empowering every Arcadian to take a proactive approach to health, safety and wellbeing”.

It’s encouraging to see Hayley’s trailblazing and methodical approach paying dividends. You can read more about this in Hayley’s practical guide to psychological risk assessment here.

Adam Turner, Head of Health, Wellbeing and Flexible Working, NHS England

Next up is Dr Adam Turner, who has been promoted to the intriguing role of Head of Health, Wellbeing and Flexible Working with NHS England – the public body that oversees the budget, planning, delivery and day-to-day operation of the commissioning side of the National Health Service.

In this role Adam will be nationally leading long-term transformational strategy to improve the health, wellbeing and experience of the NHS’s 1.5million workforce, increasing capacity and productivity to empower them to deliver quality care to the NHS’s 57million service users across England.

He plans to achieve this through strategically transforming services, growing the workforce, culture change, complex portfolio management, enabling partnerships with a multiplicity of stakeholders, demonstrating return on investment and economic impact, and managing a multi-million-pound national budget.

We wish you well and look forward to hearing more about it Adam.

Natalie Jutla, Head of Financial Wellbeing & Workplace Strategy, Perkbox Vivup

Last but not least is Natalie Jutla, who, after eight years as EVP and Benefits Lead with the ministerial department Defra — and six years before that as a Reward Specialist with the Environment Agency — has now moved to the supplier side…

In her new role as Head of Financial Wellbeing and Workplace Strategy with employee benefit provider Perkbox Vivup, Natalie will continue to strive to make employee financial wellbeing a priority for both employers and employees by helping to remove the taboo around finances.

Writing on LinkedIn Natalie explained: “Everyone who knows me knows that for the past 10 years, my vision has been to encourage open and honest conversations about money that focus on wellbeing. Employee benefits need to become truly meaningful and not just a tick box exercise, because every employee deserves to—and should—feel valued and supported by their employer”.

You can get a real sense of Natalie’s dynamism and dedication in this interview which she provided for us here.

Companies that topped this year’s prestigious ‘Best Places to Work 2025’ list garnered employee feedback that showed they are “more content than other workers at home and abroad – and more motivated too”, said the newspaper.

Business Editor Jon Yeomans said: “a healthy corporate culture does not have to cost the earth, either.”

Analysis of the results led the Sunday Times to confirm the correlation between engaged employees and productivity, with higher survey scores equating to harder working, more loyal employees and lower staff turnover and absenteeism. 

The aim of the initiative is to find out how employees really feel about their jobs and actually comprises four main lists this year: 26 Best Very Big Places to Work, 115 Best Big Places to Work, 187 Best Medium Places to Work, and 202 Best Small Places to Work.

Watercooler supporters recognised

Several employers involved with the recent Watercooler Event, either speaking or supporting, won a listing, underlining their commitment to employee wellbeing. For example, E.on was listed in the ‘Very Big’ category, as well as being named best place to work for young people in the UK due to its forward-thinking, purpose driven approach. 

Hollywood Bowl Group, another Watercooler supporter, was also listed in this category, applauded for its regular staff feedback and varied training programme. It also won a ‘Highly Commended’ accolade in the Best Places to Work for Disabled Employees 2025 Spotlight Award.

Other Watercooler employers Brewers Decorators, Nedbank Private Wealth and Fertifa were named in the ‘Big’ and ‘Small’ categories.

Culture isn’t an add-on

Rachel Quirk, Executive Head of HR, Nedbank Private Wealth said:

“Culture isn’t an add-on here, it drives performance and we actively shape our environment to trust, empower and grow our people. We purposefully invest in our people and support them to do their very best in both their work and personal lives.”

The list is compiled on the back of research by employee experience specialist WorkL, which conducts a 26 question survey. Employers are assessed on specific categories: reward and recognition; instilling pride; information sharing; empowerment; wellbeing; and job satisfaction.

Given there is an entry fee required to participate in the awards, the list is not comprehensive. The cost to enter varies on the size of employers. For instance, in the UK its costs £4,500 + VAT for an organisation with over 2000 employees, and £750 + VAT for one with 10-49 employees.

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When Language Gets Tricky, Connection Becomes Key

The Watercooler: employers need to address lack of connection & humanness in new world of work

Some employers still question whether the cracks in societal systems—like the NHS and welfare—are really their responsibility.

But at The Watercooler Event, progressive employers made it clear: social impact is their business, especially as these systems edge closer to collapse. It’s not just a moral imperative—it makes commercial sense. Healthier people stay in work longer and perform better.

As one member said in a Leader’s Club session:

“Humans are not designed to live at this pace of life. They are breaking. That is what we are seeing. We need to deal with the root causes. There needs to be a radical overhaul of systems. Can employers do more? Yes, I think they can.”

JLR addresses the food system

One employer which has definitely stepped up to the plate (excuse the pun) is Jaguar Land Rover (JLR). It’s addressing one of the biggest, yet most overlooked, systems affecting health: food.

Faraz Shoghi, Head of Health Operations and Service Delivery, at JLR took to the stage at The Watercooler to explain this pioneering move.

Before JLR shared its story, Dr Dolly van Tulleken, Scientist, MRC Epidemiology Unit and Centre for Diet and Activity Research, set the scene with a sobering stat:

60% of the UK’s average diet is made up of ultra-processed foods (UPFs).

“This is driving ill health at a catastrophic level, nationally and globally,” she said. 

“In the UK, we’re seeing health consequences which are impacting all of us. They’re becoming huge issues for employers and for the government regarding economic productivity because of issues related to Type 2 Diabetes.”

Government’s failed attempts

Van Tulleken argued that the government’s many attempts to tackle the so-called obesity crisis have failed largely because “these policies emphasise that individuals should change their own behaviour rather than recognising that we live in this [unhealthy] context.”

She urged audience members to ask themselves: 

What food is available in the places that you work? 

What could you serve? 

Healthy food is more expensive than UPF, so are you paying enough [for employees] to afford a healthy life?

JLR’s Response: A Radical Overhaul

These are questions JLR asked of the food it serves to its 35,000 employees in the UK and concluded, as Faraz Shoghi, Head of Health Operations and Service Delivery, Occupational Health, said:

“We couldn’t wait for institutions to change their priorities and voluntarily shift focus towards promoting healthier foods. We have the freedom to start something meaningful now, knowing that future generations can carry it forward. It’s intergenerational change that’s needed – and as enterprises, we have the opportunity to lead that transformation.”

So, JLR set out to create its own ecosystem, driven by Occupational Health, recognising that this has been “about a four to five year journey so far”. 

How JLR addressed the food system

1.Put a framework in place

It chose its “north star” as the EAT-Lancet Commission’s Planetary Health Diet, which is a global, scientifically evidenced diet that is healthy for both people and planet. It’s predominantly whole foods and plant based.

2. Raised nutritional literacy

Then it focused on raising awareness and nutritional literacy among employees, which it knew was “quite low” but with a high desire to learn.

“Unfortunately, there’s a lot of misinformation and, as soon as our employees step out of our premises, they’re bombarded with all sorts of content. So, we created a hub of evidence-based practices,” said Faraz.

3. Used everyday interactions

As well as sharing this information online, the employer also made a concerted effort to use everyday interactions, whether with Occupational Health or Centre for Wellbeing, or just a colleague conversation about food generally, to raise nutritional literacy.

4. Addressed the menu 

It then addressed the food it served, mindful it needed to create multiple food options which were healthier, but also desirable, working with a “progressive” catering company which shared its mission:

“We found that there was a strong appetite among our suppliers to explore new ideas, and by empowering our catering partner to do the same, we created a space for mutual innovation and growth.”

5. Partnership with people with purpose

Much of the success of this project was about unlocking the creativity in other people, and their desire to change too, said Faraz:

“Many of us are eager to see positive change in the world, and while we often find ourselves navigating complex systems, there’s a growing sense of momentum and shared desire to move forward together.”

6. Made it easy (and sexy)

JLR’s catering supplier partnered with BOSH!, which specialises in making plant-based meals “easy, exciting and delicious” to appeal, especially, to meat-loving males.

“We’re experimenting to see if we can resonate with people and nudge them in the right direction. A lot of it is around reducing barriers,” said Faraz. “People want to have a healthier life and live longer, obviously, but they don’t want it to be an effort or a compromise to their experience. So, our job is to reduce the effort for them and make it more appealing.”

7. Made the price right

Another “massive lever” when it comes to food is pricing. 

“We’ve reduced the cost of the food we deem the ‘good stuff’ by 50% and seen a significant increase in uptake as a result,” he said. “You want the easy choice to be the better choice and that’s what we’ve been trying to do through nudging and monitoring.”

8. Smart nudges

To help this “nudging” process of behaviour change, JLR enlisted the help of ProVeg to advise on the psychology of choice. Other “nudges” included putting the healthy option in prime position (rather than the “vegetarian” choice hidden in the corner) and make them feel inclusive.

One key lesson? Avoid the perception of removing choice. Experiment and adapt to find what works best for any given situation:

“We keep innovating, so we’ve tried many different things. Not all of them have been successful but we know that we’re going to have some misses.”

9. Brought everyone on the journey

The company’s employee-led groups have been an effective way to “bring everyone on the journey”, with the working parents network helping to take the message back to families. Faraz said:

“At JLR, we’re committed to serving great food and empowering people to make informed choices – because better food means healthier people and planet.”

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Presentations from The Watercooler and The Office 2025 events

Following these features on Psychosocial Risk Assessments (one, and two), here is a practical checklist from Hayley Farrell, Global Health, Safety, Wellbeing Director at Arcadis, for those at the beginning of their journey…

Where should you start?

Employers need to begin by understanding the psychosocial risk landscape. 

Start by identifying what the legislation requires and assessing the current status of psychosocial risk management within your organisation.

Review existing data sources—such as employee surveys, incident reports, and feedback forums—to uncover potential wellbeing hazards. This will provide a solid foundation for establishing priorities and addressing risks effectively.

Top tips here:

• Start small: Focus on manageable areas first before scaling efforts.

• Consultation is key: Actively involve employees in identifying hazards, assessing risks, and implementing appropriate control measures.

• Use clear frameworks: Adopt tools like ISO 45003 to guide your approach to psychosocial risk management.

Focus on leadership buy-in

How?

• Present psychosocial risk assessment as a business-critical issue by highlighting its impact on creating an environment where your people thrive which enhances performance, improves employee retention and also ensures legal compliance in countries where this applies. 

• Use data and compelling narratives to emphasise correlations between health and wellbeing and other engagement drivers, for example change management, workload, and line manager support. 

• Frame it within the broader context of health and safety—emphasizing the importance of taking a human-centered approach to keeping your people safe both physically and psychologically. Demonstrate how assessing and mitigating risks ensures a sustainable, productive workforce.

Focus on good, clear communication

• Use relatable and empathetic language that resonates with employee.
• Avoid technical jargon and prioritize terms that align with employees’ lived experiences and concerns

At Arcadis we highlight three key areas:

• Protection: HSW stewardship through effective wellbeing risk management

• Promotion: Cultivating a culture of care within the organisation

• Support: Providing mental health and wellbeing resources when employees face challenges or become unwell

Create an approach to elicit honest employee feedback on risks

• Establish a clear and transparent process or procedure for employees to raise concerns 

• Communicate this process effectively and work to build psychological safety—creating an environment where employees feel comfortable sharing their experiences without fear of retaliation

• Ensure that feedback is acted upon in meaningful ways, reinforcing trust and demonstrating a commitment to address risks in the workplace that have the potential to cause work-related stress

Work effectively with other functions

Collaboration across departments is essential for effective psychosocial risk management. 

Tips:

• Work closely with operational teams to identify risks and implement control measures, ensuring consultation with employees throughout the process

• Involve leaders, line managers, and cross-functional teams to co-create solutions

• Consider how internal and external changes—such as organizational restructuring or new initiatives impact wellbeing

• Leverage existing processes, like change management frameworks, to identify and address risks proactively

Support line managers in assessing risk better

• Provide line managers with targeted training and simple, practical tools to help them identify and address wellbeing risks effectively

• Focus on solutions that simplify their responsibilities—for example, removing unnecessary tasks rather than adding more

• Encourage collaboration across teams to co-create solutions that serve a greater purpose and alleviate the pressure on individual managers

• Shift the mindset from compliance-driven actions to embedding wellbeing into everyday practices—because “we do this because we care” 

• Empower managers through training to build their capability and confidence while fostering a supportive, team-oriented approach.

About the author

Hayley Farrell is the Global Health, Safety, Wellbeing Director at Arcadis, co-leading the Global Health, Safety, and Wellbeing (HSW) function to protect the physical and psychological safety of employees by fostering a culture of care. An award-winning wellbeing practitioner, Hayley develops and delivers Arcadis’ global health, safety and wellbeing strategy.

She was the first practitioner globally to achieve certification for the adoption and implementation of ISO 45003: Occupational Health and Safety Management – Psychological Health and Safety at Work.

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