The 8th Annual MAD World Summit

The changing face of the workforce is impossible to ignore. With more employees entering work with formal neurodivergent diagnoses such as autism, ADHD, dyslexia, and other cognitive differences, expectations around support are shifting. Today’s employers face an opportunity and a responsibility to ensure wellbeing solutions genuinely work for every mind.​

Why neuroinclusion matters

Workplaces have long celebrated diversity, yet neurodiversity remains under-recognised within many wellbeing strategies. Neurodivergent individuals bring unique perspectives, innovative problem-solving, and creative potential to teams, but frequently encounter environments and processes that compound stress and make daily tasks unnecessarily taxing. Poorly designed wellbeing programmes can widen these gaps, excluding the very people who may benefit the most.​

It is estimated that 15-20% of the UK population may be neurodivergent, 85% of whom are employed. Diagnoses are rising globally, driven by increased awareness and improved pathways for recognition. For HR leaders, this means accessibility in wellbeing design is no longer a “nice to have”. It is an imperative tied to talent attraction, retention and, for larger employers, legal compliance.​

Principles of inclusive wellbeing

What does inclusive wellbeing truly look like? Neuroinclusive practices go well beyond tick box adjustments. The approach must be​

• Flexible and modular, allowing employees to select supports that fit their needs, whether that is digital cognitive-behavioural therapy (CBT), peer support, coaching, or mindfulness.
• Discreet and universal, so support is available without requiring an employee to “prove” their neurodivergence, in case they prefer to keep this information private.
• Accessible by design, with features like visual scheduling, clear communication, adaptive interfaces, and content breakdown into manageable steps.

Once inclusive principles are in place, the next step is to explore how technology can bring them to life.

Unlocking strengths through assistive technology

Modern assistive technology offers practical solutions for neurodivergent employees, particularly for those grappling with executive functioning. Digital tools such as task management apps, mind mapping software, and inclusive wellbeing platforms like Wysa help users plan, organise, and manage workload in a way that suits neurodiverse thinking styles.​

These technologies do not just support task completion, they can build autonomy, confidence and emotional resilience. For example, breaking goals into smaller, achievable steps, providing reminders and allowing customisation of notification frequency can reduce overwhelm and foster a sense of control.

Technology can also support neurodivergence across other areas of HR. For example, Tribepad’s AI-enabled applicant tracking software provides neurodivergent candidates with an accessibility-first, mobile-friendly interface and a self-service portal where users can manage applications, set alerts and control communications at their own pace. Its anonymised application process helps reduce unconscious bias, while configurable, skills-based assessments ensure fairer evaluation focused on ability. Improved contrast and adaptive inputs further remove barriers, making it easier for neurodiverse applicants to participate equitably.

Digital mental health platforms, including Wysa, offer neurodiverse-friendly interventions by providing evidence-based self help resources such as CBT exercises, mood tracking, and mindfulness activities tailored to individual needs. Wysa’s approach to wellbeing (modular, anonymous, and adaptive) enables neurodivergent users to engage with relevant self-help tools and conversational AI-guided support at their own pace, without judgement and with full privacy.

Any digital platform provided to employees should allow users to break instructions down into steps, provide immediate feedback and allow users control over their own journey. This is especially valued by neurodiverse populations.​

Building neuroinclusive culture: HR’s role

True neuroinclusion requires strategic commitment at every stage of the employee journey. For HR leaders, actionable steps include:​

• Look for recruitment tools and onboarding practices that remove cognitive barriers and provide multiple ways to access information and apply for roles. 
• Training managers to understand neurodiversity and confidently deliver reasonable adjustments.
• Creating policies that openly support neurodiversity and wellbeing for all staff, not just those who declare a diagnosis.
• Ensuring communication channels are accessible, using written summaries, video and audio options, and clear signposting.

Employers can further support neurodivergent staff by sponsoring diagnostic assessments and providing access to specialists and occupational health professionals. This will help employees better understand their needs and seek appropriate adjustments, while demonstrating a genuine commitment to support.

Fostering open conversation and psychological safety

Psychological safety is foundational to inclusion. Employees must feel comfortable discussing neurodivergent experiences and wellbeing needs, knowing this will be met with support, not stigma. Open conversations, awareness training and visible senior leadership advocacy are essential for building trust.

Importantly, neuroinclusive wellbeing programmes should offer support universally, so that individuals who prefer not to disclose their neurodivergence can still access resources discreetly.

Thriving through diversity

Supporting neurodiverse employees is not simply an HR compliance issue. It is a chance to unlock distinctive talents and drive innovation. Organisations that design for difference, embedding assistive technology, and digital wellbeing tools signal that every mind counts. Inclusive wellbeing solutions build workplaces where neurodiverse individuals are not just accommodated, but empowered.​

As expectations of support evolve, the mandate is clear: flexible, accessible, and adaptive wellbeing design is now a strategic advantage. By evolving policies, investing in technology, and nurturing a culture of openness, HR can lead the way in making work work for everyone.

About the author:

Sarah Baldry is chief marketing officer at Wysa, the global leader in AI-driven mental health support, offering services through employers, insurers, and healthcare providers. Its emotionally intelligent conversational agent uses evidence-based cognitive-behavioral techniques (CBT) and soft skills training to enhance mental resilience. With over 6 million users across 95 countries, Wysa works with corporate clients including Vitality Insurance, NHS, L’Oreal, Bosch,  and Colgate-Palmolive. For more details, visit www.wysa.com.

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Each November, World Diabetes Day shines a spotlight on one of the world’s most widespread and misunderstood health conditions. This year’s theme, “Diabetes and the Workplace,” highlights a growing reality: millions of people living with diabetes spend a significant portion of their lives at work. As such, the workplace isn’t just a setting for professional performance; it’s a central part of health management and wellbeing.

For 2025, the International Diabetes Federation calls on organisations to “Know more and do more for diabetes at work.” It’s an invitation for employers to recognise how deeply diabetes and wellbeing are linked, and to take action in creating inclusive environments that support employees living with the condition. By making small, thoughtful changes, workplaces can make a big difference in helping their people live well, work productively, and feel genuinely supported.

The reality of diabetes at work

For many, managing diabetes requires careful planning, regular glucose monitoring, scheduled meals, and, at times, adjustments to work routines. Yet, in most workplaces, diabetes remains a silent challenge. Employees often face stigma, misunderstanding, or simply a lack of awareness about what living with diabetes entails. According to a Diabetes UK survey, the vast majority of people with diabetes face judgement for their condition in settings like the workplace, affecting 86% of those with type 1 and 75% of those with type 2.

Something as simple as needing an extra break to test blood sugar or have a snack can be misinterpreted as disengagement. Shift work, long meetings, or high-pressure deadlines can make it harder to maintain consistent routines. For some, fear of judgement or discrimination discourages disclosure, leading to stress and reduced performance.

But when organisations take steps to understand and accommodate these needs, the results are tangible: higher morale, improved productivity, and stronger employee loyalty. Supportive environments empower people to manage their health confidently, which benefits both the individual and the business.

Why employers should act

Creating a workplace that supports diabetes management isn’t just the right thing to do, it’s also a smart business decision. Healthy, supported employees are more engaged, take fewer sick days, and are better equipped to perform at their best.

Beyond the moral imperative, employers have a strategic reason to act. Chronic conditions like diabetes are among the leading causes of absenteeism and presenteeism. Even small improvements in employee wellbeing can lead to measurable returns in productivity and retention.

Supporting employees with diabetes also aligns with broader corporate goals around Environmental, Social, and Governance (ESG) standards and workplace inclusion. 

As the global campaign from the International Diabetes Foundation reminds us, it’s time for workplaces to “Know more and do more for diabetes at work.”

Practical steps for employers

Creating a diabetes-friendly workplace doesn’t always require sweeping reforms. A lot can be done with empathy, education, and small, consistent actions.

1. Create awareness and education

Awareness is the first step toward change. Many employees and managers still lack a clear understanding of diabetes and how it affects daily life. Employers can close this gap by hosting awareness events, wellness webinars, or short learning sessions around World Diabetes Day.

Providing resources from credible organisations such as the International Diabetes Federation or the NHS helps normalise conversations about health in the workplace. These sessions can also address myths and misconceptions, empowering teams to offer informed support to colleagues living with diabetes.

2. Promote Flexibility and Inclusion

A culture of flexibility can transform the experience of employees managing chronic conditions. Simple adjustments such as flexible working hours and allowance for regular meal breaks can make daily management far easier.

HR teams can ensure policies explicitly include chronic health conditions, reinforcing that disclosure won’t lead to stigma or penalty. Training managers to handle these conversations with empathy and discretion can go a long way in building trust and psychological safety.

3. Encourage healthy living through workplace initiatives

Physical activity plays a major role in both preventing and managing diabetes. Encouraging regular movement can help employees stabilise blood sugar, improve cardiovascular health, and boost mental wellbeing.

Workplaces can promote this by introducing wellbeing initiatives that make fitness more accessible. This could include walking meetings, on-site wellness sessions, or, for greater flexibility, partnerships with platforms like Hussle, which provides employees with access to thousands of gyms, pools, and fitness facilities nationwide. With a benefit like Hussle, employees can stay active in a way that suits their lifestyle, location, and schedule, thereby making it easier to prioritise movement as part of daily life rather than an afterthought.

Alongside fitness, small nutritional shifts matter too. Offering healthy food options at meetings or in canteens, and promoting balanced snacks over sugary alternatives, helps reinforce the message that the workplace cares about long-term wellbeing.

4. Integrate diabetes awareness into broader wellbeing policies

Diabetes should not be treated in isolation. The most effective workplace wellbeing programmes are holistic. They integrate physical health, nutrition, and mental wellbeing. Employers can include diabetes education within broader health strategies, offering screenings, wellness checks, and workshops that empower early detection and prevention.

Regular communication about health benefits and wellbeing resources ensures employees know what’s available to them. When wellbeing initiatives are embedded into company culture, participation becomes the norm rather than the exception.

Building a culture of understanding and Empowerment

The most impactful support happens when awareness evolves into culture. This means creating an environment where employees feel comfortable discussing health challenges without fear of judgement. Peer support networks, employee resource groups, or wellbeing champions can provide safe spaces for conversation and encouragement.

Encouraging open dialogue also helps normalise the idea that managing health is part of everyday life, not a limitation. When employees feel supported, they’re more engaged, creative, and collaborative. A culture that empowers people to thrive physically and mentally benefits everyone.

Turning awareness into action

World Diabetes Day 2025 is a timely reminder that health and productivity go hand in hand. For employers, it’s an opportunity to move beyond awareness and take meaningful action, to create workplaces where people living with diabetes feel seen, supported, and included.

At Hussle, we believe in the power of movement and flexibility as key tools for better health outcomes. Just as companies provide health insurance as a safety net, offering flexible fitness benefits is a proactive way to prevent health issues, including those linked to diabetes, before they arise.

By helping employees stay active anywhere and anytime, fitness benefits become an investment in long-term health and organisational resilience.

This World Diabetes Day, let’s honour the theme, “Diabetes and the Workplace”  by building environments that make wellbeing part of everyday work life. Because when employers know more and do more for diabetes, everyone wins.

About the author

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As 2025 winds down, it’s the perfect moment to take stock of what’s been achieved and look ahead to priorities for 2026.

This spirit of reflection and forward planning will be at the heart of our final Make A Difference Leaders’ Lunch of the year, taking place from 12.00pm to 3.00pm on 27th November in Central London, kindly hosted by Ipsos and sponsored by Personify Health.

Real-time knowledge-sharing with like-minded senior peers

The free-to-attend lunch is open to a maximum of 50 Leaders’ Club members. These members represent a diverse range of sectors, organisation sizes and roles — but all share a commitment to advancing workplace culture, employee health and wellbeing. Attendees are all employer representatives with decision-making capacity, not suppliers.

Already confirmed guests include senior representatives from ASICS, Clifford Chance, Haleon, Heathrow, GSK, John Lewis Partnership, Microsoft, NHS, Oracle, Tottenham Hotspur, Transport for London, United Airlines, WPP and many more.

An expert panel will set the scene before opening the discussion for shared insights and action planning.
The panel will be chaired by Dame Carol Black GBE and includes:

• Dr Clare Fernandes, Medical Director EMEA, Haleon
• Jill King, SVP International, Personify Health
• Katherine Billingham-Mohamed, Leadership and Engagement Director, Ipsos

Attendees will then have the opportunity to brainstorm challenges and agree priorities in a closed-door, sales-free environment.

Keep Britain Working

With the recent launch of Sir Charlie Mayfield’s final Keep Britain Working report, the timing of this Leaders’ Lunch couldn’t be better. We’ll use the opportunity to explore the report’s implications and how its recommendations for the next three years can be woven into employers’ strategies for 2026 and beyond.

At Make A Difference we’ll be ensuring that, moving forwards, all of our content and initiatives link directly to the report’s key recommendations.

Want to join us?

If you’re a Leaders’ Club member and would like to attend, a handful of spaces are still available — please contact info@makeadifference.media to check availability.

If you are interested in joining our Leaders’ Club, you can find out more and submit your application here.

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With a growing number of skilled workers aged over 50 remaining under-utilised or becoming economically inactive, now is the time to rethink how organisations engage, retain and re-energise this cohort.

That was the central theme of the recent Make A Difference Leaders’ Roundtable, “Jaded and Underserved? Rethinking Retention for Over-50 Employees.” The session took place at the Leaders’ Summit at MAD World and was chaired by Nimisha Overton, EMEA Diversity, Equity and Inclusion Lead at Canon.

To put the discussion in context:

• Around 10.9 million people aged 50+ are currently employed – about one-third of the UK workforce.*
• 43% of the overall rise in economic inactivity among working-age adults between 2019 and 2022 was driven by people aged 50–69.**
• Among adults aged 50–54, 19% left work due to stress and 17% because they “did not feel supported in their job.”**

Participants discussed the limitations of traditional retirement models, generational perceptions of work, the lack of confidence or opportunity among older workers, and the need for multi-generational collaboration. There was a shared consensus that organisational strategies, leadership attitudes, and data usage must evolve to be inclusive of aging workers – not just to retain them, but to leverage their unique value and experience.

Longevity, learning and rethinking retirement

The group discussed how retirement is increasingly being reframed as a “second wind” rather than a fixed endpoint. With longer, non-linear careers becoming the norm, continuous learning and flexibility are vital. “Every day should be a school day” voiced one participant. Denmark was cited as a positive model, with flexible working and reskilling policies for older workers.

Tackling age bias and cultural norms

Age stereotypes – often unconscious – continue to influence decisions about hiring, promotion, and development. Yet attitudes to age and work differ globally, with examples from countries like Japan and Denmark showing that more inclusive approaches are possible. A lack of demographic data in some organisations also hinders informed decision-making and makes it hard to design targeted, evidence-based strategies.

Collaboration across generations

The conversation highlighted the power of multi-generational collaboration – including the concept of multi-generational boards. Gen Z’s fresh expectations about work, purpose and portfolio careers, can combine with the experience of older colleagues to create stronger, more innovative and inclusive teams. “Great things happen when you put different generations together,” one participant noted.

Leadership and organisational strategy

Retention of older workers shouldn’t be seen as a niche HR issue – it’s a leadership and business imperative. Participants emphasised the need to include age inclusivity in succession planning and leadership agendas. While senior leaders often receive most of the training, others are left to self-learn; this imbalance can undermine efforts to build a more inclusive culture.

Data, mindset and action

To make meaningful progress, organisations need better data on demographics, engagement, and performance. This enables them to understand the workforce’s needs and align retention strategies with business objectives – using data to track impact.

But equally important is a mindset shift: moving from “solving a problem” to “maximising potential.” That means fostering curiosity, trust, and purpose – and dismantling the labels or self-limiting beliefs that prevent older employees from contributing fully.

Suggested solutions

• Ask employees directly what they need and want.
• Break down labels, stereotypes and limiting beliefs that prevent older workers from contributing fully
• Create multi-generational initiatives such as boards or focus groups.
• Capture and use data to inform strategy.
• Invest in flexible work and learning options, particularly for the over-50 workforce.
• Look to the examples led by other countries such as Denmark and Japan
• Embed retention of older workers into leadership agendas and business strategies.
• Encourage dialogue between generations to build empathy and innovation.

Ultimately, retaining over-50 employees isn’t just about keeping people longer – it’s about creating workplaces where all generations can learn from each other and thrive.

References:

*https://restless.co.uk/press/uk-employment-levels-amongst-the-over-50s-at-an-all-time-highand-growing-faster-than-all-other-age-groups/?utm_source=chatgpt.com

**https://ifs.org.uk/publications/rise-economic-inactivity-among-people-their-50s-and-60s?utm_source=chatgpt.com

***https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/reasonsforworkersagedover50yearsleavingemploymentsincethestartofthecoronaviruspandemic/wave2?utm_source=chatgpt.com

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“Reverse mentoring is the only leadership intervention that leaders can’t delegate”

The legal industry is well known for its well-paid but high-pressure work environments – where many thrive, but the risk of burnout is also high.

LawCare’s recently published Life in the Law study reveals concerning findings: nearly 60% (59.1%) of respondents reported poor mental wellbeing; half (50.0%) said they had experienced anxiety often, very often, or all of the time over the past 12 months; and nearly a third (32.1%) could see themselves leaving the legal sector within the next five years.

Undermining mental health and wellbeing in the legal sector are:

• Very high levels of work intensity – over three-quarters (78.7%) are working beyond their contracted hours, with nearly 10% (8.5%) estimating they work 21+ extra hours per week.
• Low levels of psychological safety – meaning people don’t feel safe to raise concerns, questions, or ideas.
• Bullying, harassment, and discrimination – nearly a fifth (19.5%) had experienced this at work in the preceding 12 months.

Conducted once every four years, the report urges the legal sector to “act now and lead the way,” highlighting the opportunity to build a profession that values its people and protects mental health and wellbeing at work.

The study sets out clear steps showing how, with strong leadership and decisive action, wellbeing can be embedded into everyday legal practice.

In this episode

Reflecting this mantra, the latest episode of the Make A Difference Leaders’ Podcast brings together Sam Jardine, Partner at Fieldfisher LLP and LawCare Champion, and Elizabeth Rimmer, CEO of LawCare, in conversation with Suzy Bashford.

Their practical tips on creating healthier work cultures that enable both organisations and employees to thrive – even when the pressure is on – are particularly relevant to those in the legal sector – but are also widely transferrable.

This episode explores:

• Prioritising people in high-pressure environments
• The legal industry’s “pressure cooker” culture
• The impact of empathy and humanity in management
• Positive management stories and their ripple effect
• Valuing people management in the legal sector
• Key findings from the recent LawCare study
• Encouraging line managers to focus on people-first leadership
• The challenges hybrid working brings
• The role of self-awareness in effective management
• The importance of human skills in the age of AI
• Measuring kindness

And, as always, don’t miss Sam and Elizabeth’s unique answers to Suzy’s signature “alien question.”

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

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Across my career, from the Army frontline to boardrooms of global brands and professional services, one question has followed me everywhere:

How do we build workplaces where people feel they belong and can do their best work?

Thriving workplaces aren’t built by chance. Shouldn’t they be shaped by how we lead, listen, and build trust across difference?

That question guided the closing fireside keynote I had the honour of chairing at the MAD World Leaders’ Summit in London with Rebecca Robins CMgr CCMI and Patrick Dunne OBE, co-authors of Five Generations at Work – trailblazers redefining leadership, belonging, and generational connection.

Their book, a finalist in this year’s Business Book Awards, captures something profound. For the first time in history, five generations are working side by side.

Why generational understanding matters now

This moment offers both opportunity and risk. Opportunity, because organisations have access to the widest range of perspectives ever seen. Risk, because assuming every generation wants the same thing leads to disconnection fast.

Rebecca and Patrick’s six-year, four-continent research shows that while differences exist, they are not fixed. They shift with context, culture, and career stage.

Their message is clear. Lead with lenses, not labels. When leaders use generational lenses, by understanding life stage, motivation, and trust, they see strengths that might otherwise stay hidden. And those strengths matter. Research highlighted in the book shows that when trust flows across generations, innovation and retention rise together, because experience and curiosity meet in the same room.

Change isn’t coming. It’s here and constant. Technology, hybrid working, and demographic shifts are reshaping how we connect. Yet what keeps people motivated remains timeless: empathy, inclusion, and integrity.

Leaders today face competing pressures, to deliver results quickly while supporting teams with very different needs and expectations. The most effective leaders aren’t managing age; they’re cultivating connection.

The demographic shift is real:

• One in three UK employees are now aged over 50 – the highest proportion on record (Source: Ageing Better)

This demands a rethink of how we design learning, leadership, and communication, so every generation can contribute fully.

Insights from global case studies

The research behind Five Generations at Work showcases how global organisations are learning to build connection across generations through shared purpose and trust.

• EY Foundation: Brings employers and young people together through real-world experience and collaboration, helping opportunity reach across both social and generational lines. The EY Foundation Impact Report 2023–24 found that 92% of participants said the programme improved their career prospects, and 85% said it helped them decide their next step. Clear proof of how focused support can build confidence, clarity, and direction early in a person’s career journey.
• LVMH: Encourages creativity and curiosity across age groups by linking emerging talent with experienced leaders through a cross-generational innovation network. This approach strengthens belonging and keeps ideas flowing across brands, markets, and generations.
• BMW Group: Hardwires age diversity into its production system by redesigning workplaces and processes to support employees at every life stage. Through ergonomic innovations and retiree re-engagement programmes, BMW enabled older and younger employees to collaborate effectively, improving productivity and transferring knowledge across generations. This model shows how inclusion can drive both trust and measurable performance.

Together, these examples illustrate the same truth. When leaders invest in understanding across generations, trust becomes the driver of adaptability, innovation, and performance.

From labels to lenses

Generational difference isn’t about capability. It’s about how people see and feel differently as well as how they prefer to receive, process, and respond to information. Inside organisations, leaders are often given playbooks full of what to say, but often it’s missed how people actually hear it.

Different generations. Different experiences. Different motivators.

When leaders listen and tailor communication to what matters most, messages land with clarity and trust. The gap isn’t effort, it’s alignment. Because trust grows when people feel you’ve spoken to them, not at them. That’s how we bridge generations and turn communication into connection.

Leading through listening

I’ve learned that leadership isn’t built in calm waters. It’s revealed in how we show up when the tide turns. That’s when empathy, integrity, and courage matter most. Communication works best when it evolves with the people we’re connecting to.

Leadership takeaways: Practical actions

1. Embed generational understanding: Make it part of leadership development, not a diversity add-on.
2. Know your data: Use workforce insights to see how life stage, not just age, influences trust and motivation.
3. Model shared leadership: Create space for collaboration and curiosity across age groups.
4. Strengthen communication: Adapt tone, timing, and channels to meet people where they are.
5. Create connection points: Build mixed-age project teams and dialogue sessions where experience meets fresh perspective.

The L-Model: Leading across generations

Developed from my work on culture and multi-generational teams, the L-Model offers four behaviours leaders can apply to strengthen connection and trust across generations:

• Listen: Seek context before assumption
• Learn: Use data and dialogue
• Link: Connect shared goals across ages
• Lead: Act with empathy and accountability

Looking ahead

As we live and work longer, careers are no longer ladders – they’re lattices. People move through roles, priorities, and life stages. The challenge for leaders isn’t to manage five generations – it’s to unite them. This is much easier to do with a maximising mindset.

Five Generations at Work confirms when leaders listen through lenses, not labels, they find hidden strength. When they communicate with understanding, they build trust. And when they invest in one generation, they lift all five.

The future of leadership isn’t defined by age. It’s defined by awareness, empathy, and adaptability.

Five Generations at Work is available from Amazon and all major booksellers

About the author

A CIPD Learning & Development accredited practitioner, she’s shaped firmwide culture plans reaching 27,000 employees and designed digital tools that made inclusion and recognition visible. She believes trust and psychological safety are inseparable foundations for belonging and high performance. 

Reference Links

Five Generations at Work – Amazon book link 

Centre for Ageing Better – One in three workers in the UK is aged 50 or over

EY Foundation 2023/2024 Impact Report 

This year’s ISMA^UK flagship event on Stress Awareness Day was a powerful reminder of how far we’ve come in raising awareness about stress and wellbeing on a global scale. Under the theme “Optimising Employee Health & Wellbeing through Strategic Stress Management,” this year’s Summit brought together an exceptional line-up of international speakers, practitioners, and thought leaders — each contributing valuable insights into how we can build healthier, more resilient workplaces.

From policy to practice

There was a real sense of momentum and unity. The discussions around the latest updates to the HSE Management Standards and ISO guidelines were both timely and thought-provoking, underscoring how wellbeing is now firmly embedded in organisational strategy rather than treated as a peripheral issue.

Key Insights include:

• Leadership accountability is vital — wellbeing must be seen as a strategic priority.
• Human connection and emotional intelligence remain central to managing stress effectively.
• Technology should support, not replace, empathy in the workplace.
• Collaboration and shared purpose continue to drive meaningful progress.

Human-centred conversations

What stood out most was the warmth and authenticity of the conversations — from leadership accountability to inclusive wellbeing, from managing stress in hybrid teams to reframing mindset and emotional resilience. It was practical, relevant, and deeply human.

A truly international movement

This event also reinforced the truly international spirit of International Stress Awareness Week [3-7 November]. Our colleagues from across the globe joined the Summit, demonstrating how ISMA^UK continues to unite professionals worldwide in the shared mission of improving mental health and wellbeing. Our international members in Italy are also hosting their own conference in Milan this week, with more than 1,000 delegates in attendance — a clear sign of the movement’s global reach and growing impact.

Teamwork at its best

It never ceases to amaze me how the entire ISMA^UK team comes together to make this one very special week possible. The collaboration, enthusiasm, and dedication behind the scenes are what make it so successful year after year.

Looking ahead to 2026

Planning is already underway for next year’s Online Global Stress & Wellbeing Summit, which will take place on International Stress Awareness Day — Wednesday 4 November 2026, during International Stress Awareness Week (2–6 November). Our theme, “Shaping the Future of Stress & Wellbeing: From Tech to Emotional Intelligence,” will explore how technology can sit alongside empathy and emotional intelligence — reminding us that while the world becomes more digital, the human connection remains at the heart of wellbeing.

About the author

Carole Spiers MBE is a leading international stress consultant who helps senior executives and organisations thrive under pressure. She is CEO of the Carole Spiers Group, Chair of ISMAUK, and the founder of both International Stress Awareness Day and Week. Carole is the author of “Show Stress Who’s Boss!” and “Managing Stress in the Workplace,” and is a regular commentator on BBC, Sky, LBC and CNN. With over 25 years’ experience, she specialises in reducing stress, building resilience and managing change across the UK, Europe and the Middle East.

In my write-up of key insights from the audience that Sir Charlie Mayfield granted to members of our Leaders’ Club back in June, I summarised:

“Just as the 2017 Stevenson/Farmer Thriving at Work review reshaped the way employers think about mental health, this [Keep Britain Working] review has the potential to be a watershed for broader workplace health.”

“Done right, it could herald a more joined-up, preventative approach, with early intervention and rapid rehabilitation when needed, that keeps people well and working – reducing pressure on the NHS and welfare system, increasing national productivity, and allowing individuals and organisations alike to thrive.”

Just looking at the review’s list of supporting organisations, it’s clear that the consultation has been thorough and engagement levels have been high throughout. That in itself reflects employers’ appetite – across sectors and organisation sizes – for clarity, direction, and change.

Has the end result lived up to my expectations?

The freshly launched report is definitely worth reading and digesting. You can download it here.

In a nutshell: Four key takeaways

1. A fundamental shift
The report proposes moving from a model where health at work is largely left to the individual and the NHS, to one where it becomes a shared responsibility between employers, employees and health services.

2. Shared roles across employers, employees and government
Employers are uniquely placed to act earlier and more effectively on prevention and rehabilitation – by encouraging safe, early conversations about emerging health issues, making reasonable adjustments, offering flexibility for treatment and phased returns, and supporting people swiftly.

Employees’ responsibilities are also recognised, while government is tasked with resetting the system by enabling and incentivising action. To do this effectively, robust, data-linked evidence is essential.

3. Vanguards will lead the way
Sixty vanguard organisations – including British Airways, Google, Sainsbury’s, Holland & Barrett, Mayoral Combined Authorities, and SMEs – will work with government over the next three years to test and refine workplace health approaches and build the evidence base for what works.

4. Three key deliverables
The Vanguard Phase has three deliverables:

• Establish a Healthy Working Lifecycle to underpin a consistent, outcome-based approach to work, health and disability across the UK.
• Develop Better Workplace Health Provision (WHP) with certified standards and an expanded multi-provider marketplace to ensure access to high-quality support for all employers.
• Create a Workplace Health Intelligence Unit (WHIU) to aggregate and analyse data, guide improvement, and provide system-wide leadership.

Will it have the impact we’re hoping for?

Time will tell – but I’m optimistic.

The concept of “vanguards” feels promising. They’ll act as a network of champions, and, as with employers’ own champion networks, the challenge will be keeping them engaged, motivated and aligned. At Make A Difference Media & Events, we’re keen to engage with as many Vanguards as possible to help amplify their successes and ensure our wider network of employers learns from their experiences.

While many employers may have hoped for immediate financial incentives, the government’s data-driven approach makes strategic sense. The three-year plan provides the time needed to gather evidence and embed sustainable change.

The joined-up approach is also encouraging – whether that’s between employers, employees and government, between businesses and Mayoral Combined Authorities, or across departments.

If implemented well, these proposals could stimulate innovation and create a more coherent ecosystem of suppliers and interventions that deliver real impact for individuals, employers and society alike.

As Sarah McIntosh, Chief Executive of Mental Health First Aid England, said in response to the report:

“We look forward to working with government, employers, and partners to turn this Review into real-world action, creating workplaces that are confident, caring, and equipped to keep Britain working well.”

I second that emotion.

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Every November, we see organisations rally behind men’s health – and that’s brilliant. But too often, the focus is still on crisis.

Conversations about suicide prevention, poor mental health, and vulnerability are crucial – they save lives. But if that’s all we talk about, we’re only reaching the small percentage of men already/close to struggling.

The real opportunity to move the needle lies with the majority of men who aren’t in crisis – those who want to perform well, lead well, and feel good doing it, but don’t always know how to sustain that balance. That’s where workplaces can have the biggest impact.

Make health engaging, not heavy

When we deliver our Men’s Health and Performance sessions at Ridgeflow Performance, we don’t start with the negatives. We start with energy, focus, and readiness – the ingredients of high performance.

“How do you want to be feeling?”
“What does your best self look like – and what helps you get there?”

The aim isn’t to preach wellbeing. It’s to help men understand the link between how they look after themselves and how well they perform – at work, in life, and in leadership. And to check in with themselves as often as possible.

That might mean creating an action plan to manage stress more effectively, build resilience, or sharpen focus. It could be reviewing time management, learning to delegate better, saying no when needed, or re-establishing exercise, nutrition, and sleep routines.

And yes — it also means getting the basics right around prevention.

Testicular and prostate cancer checks are simple, quick, and life-saving. Encourage men to check themselves, attend screenings, and take those small, proactive steps.

When health is made engaging, competitive, and measurable, people don’t just attend – they commit.

Case study

As an example, recently, I was speaking with Fritz Geuder, Head of Health and Fitness for a global sports brand with their HQ in Germany. They’ve built a fantastic year-round wellbeing strategy with toolkits, health checks, live workshops and videos ranging from short-form content to in-depth masterclasses.

Alongside these, they run engaging monthly initiatives – and for Mental Health Month, they’re raising money for men’s health through a challenge where employees donate €10 for two footballs, and for every goal scored, they earn a raffle ticket to win VIP Champions League tickets.

It’s fun, competitive, and inclusive – but more importantly, it creates a great platform for health/readiness conversations. Fun catalysts like this are great – but the key is sustaining that year-round culture of encouragement and accountability, not just a once-a-year push.

Measure what matters

If you really want to make progress, guesswork won’t cut it.

The most effective organisations collect data – before, during, and after interventions.

Ask the right questions:

• How are men in your workplace feeling about their health, focus, and performance?
• Are they engaging with existing benefits and resources?
• What’s actually improving after initiatives or training?

Getting an initial pulse and remeasuring over time doesn’t just show impact – it builds accountability and momentum.

At Ridgeflow Performance, we help clients combine performance data with people data to track real change, because when you measure energy, focus, and engagement the same way you measure sales or output, health stops being a side topic — it becomes strategy.

Managers shape the culture

Culture change happens through leadership.

Managers who can confidently connect health to performance – rather than separating the two – make the biggest difference.

That’s why in our Managing for Success and Leading for High Performance programmes, we help managers create environments where staff have the clarity and autonomy to do what they need to stay at their best.

It’s not about telling people to slow down or take time off. It’s about encouraging discipline, structure, and ownership:

“What’s your plan to manage pressure this month?”
“How are you setting yourself up to perform at your best?”

When managers frame those conversations through readiness and performance – not wellbeing – engagement skyrockets.

Practice what you preach

I see the results of this approach every day – in my clients, and in myself. When I’m consistent with my training, sleep, planning, and nutrition, my energy, focus, and performance are completely different.

And when I let those things slide, I feel it – in my output, clarity, and motivation.

It’s the same for every team and organisation we work with. Across thousands of participants, the pattern is clear:
when individuals take responsibility for their readiness, and leaders empower them to do so, both performance and wellbeing rise together.

Redefining men’s health at work

If you’re an HR lead or manager who wants to make men’s health meaningful, stop starting with crisis.
Start with readiness.

Help people understand that looking after their health isn’t a soft skill – it’s a performance advantage.
When you create cultures where people feel energised, focused, and in control, everyone wins – the individual, the team, and the organisation.

If that’s the direction you want to take your workplace, I’d love to explore how Ridgeflow Performance can help – through practical workshops, manager training, or data-driven performance strategy.

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