The 7th annual MAD World Summit

Taking place on 30th April and 1st May 2025 at ExCeL in London, The Watercooler Event is Europe’s biggest trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive.

Now in its fourth year, it’s two days of cutting-edge employee health, wellbeing, workplace culture, networking and product discovery – co-located with The Office Event for the full 360 degree workplace experience.

Better connections, collaboration & impact

Named in recognition of those crucial “watercooler moments” of connection with colleagues, what really sets the event apart is its goal to unite the full range of stakeholders from different types and sizes of organisations. Including Health and Wellbeing, HR, Culture & Transformation, Employee Benefits, Learning & Development, DE&I, Health & Safety, Occupational Health, Facilities Management and Workspace Design professionals.

Mark Pigou, Co-founder of The Watercooler and The Office Events explains:

“ALL stakeholders need to come together in order to implement a successful workplace culture, health and wellbeing strategy that delivers real impact. Our mission is to break down silos and drive excellence with this crucial agenda. Because happy, healthy, engaged employees ultimately mean sustainable, better business”.

First speakers confirmed

Reflecting this goal, The Watercooler speakers represent a wide range of organisations and job titles. From established corporations through to bold disruptors setting a new benchmark for best practice.

Already confirmed speakers include:

• Dr Rosena Allin-Khan MP, Labour MP for Tooting (and former Shadow Minister for Mental Health)
• Ellie Orton, CEO, NHS Charities Together
• Mohammed Koheeallee, QESH Coordinator & Lead Accessibility Ambassador, Coca Cola Europacific Partners
• Will Hutton, Author, This Time No Mistakes
• David Roomes, Global Head of Occupational Health, Bristol Meyers Squibb
• Dr Michelle Penelope King, Author, How Work Works
• Jason Bloomfield, Global Head of People Change & Experience Design, Ericsson
• Phil Askham, Head of Organisational Change & Employee Experience, Montfort Communications
• Miriam Warren, Chief Diversity Officer, Yelp
• Nimisha Overton, EMEA DE&I Lead, Canon EMEA
• Matt Grisedale, Senior People Champion, E.ON
• Nina Goswami, Head of Inclusion UK, Clifford Chance

With many more in the pipeline.

You can find more details about the event and register to attend here.

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Back in October, our sister event, the MAD World Festival of Workplace Culture, Employee Health and Wellbeing, hosted The Working Well Beings podcast. The recordings – made in a podcast booth provided by Obo Life are now live.

These include insights from some of the most inspirational names in workplace wellbeing. From practitioners across a variety of organisations to subject matter experts, this series is packed with practical tips, techniques, and advice to help you be the best wellbeing leader you can be including:

Clare Gowar – Global lead, Health and Wellbeing

Clare Gowar shares her journey from being the global lead for health and wellbeing at Philips to starting her own consultancy. She discusses her career path, the importance of stakeholder management in health initiatives, and the impact of grassroots champion networks in promoting mental health. Clare also reflects on generational differences in the workplace and the role of mental health champions, especially in the context of the COVID-19 pandemic.

Geoff McDonald – Mental Health Campaigner

Geoff McDonald discusses the evolution of the Working Well community, his journey from Unilever to mental health advocacy, and the role of storytelling in normalising workplace wellbeing. He highlights the need to shift focus to organisational culture, measure wellbeing effectively, and shares his personal CANDO approach to wellbeing.

Dr Clare Fernandes – Chief Medical Officer (Global) at BBC

Clare Fernandez, Chief Medical Officer at the BBC, shares her journey from medicine to workplace wellbeing, emphasising the link between health and work, scaling wellbeing initiatives in large organisations, and adopting a biopsychosocial approach. She also explores AI’s role in wellbeing and shares her personal wellbeing practices.

Cate Kalson – Chief People Officer, Opencast

Cate Kalson highlights the strategic importance of embedding wellbeing into organisational culture. She discusses the value of community for wellbeing leaders, the evolving language of wellbeing, and its integration with skills development. Cate also addresses career paths beyond people management and the key skills needed for effective leadership.

Dr Laura David – Award winning doctor-entrepreneur

Dr. Laura David, founder of Smart About Health, shares her journey from GP to workplace wellbeing advocate. She highlights preventative health strategies, the role of qualified professionals, and the importance of manager support. Laura also discusses the Wellbeing Champion Program and personal practices for a healthier work environment.

Kris Ambler – Workforce Lead, BACP

Kris Ambler highlights the importance of workplace counselling and mental health support, especially post-COVID-19. He discusses AI’s role in mental health, reducing stigma around therapy, and the need for holistic wellbeing strategies. Ambler also advocates for early intervention and school-based counselling to support young people.

Thomas Duncan Bell – The Bipolar Businessman

Thomas Duncan Bell, the Bipolar Businessman, shares his journey as a mental health advocate, highlighting the importance of human connection, vulnerability in leadership, and investing in employee wellbeing. He emphasises storytelling, neurodiversity, and a shift towards more humanistic business practices to foster inclusivity and productivity.

Katie Neeves – Trans Ambassador

Katie Neeves shares her journey of coming out as a transgender woman and her passion for diversity and inclusion. She highlights the challenges she faced, the power of positivity and storytelling in trans awareness, and the importance of authentic voices in D&I. Katie also addresses global perspectives and ongoing challenges in the industry.

Petra Velzeboer – Global Keynote and TEDx Speaker

Petra Velzeboer explores the importance of building mentally healthy workplace cultures through courageous leadership and community. She addresses challenges like remote work and technology’s impact on connection, while advocating for open mental health conversations, accountability, and self-care to create more supportive and inclusive environments.

Jack Dyrhauge – Founder of Neuropool & Neuro VC

Jack De Haugue, founder of NeuroPool, highlights the importance of humanising workplaces and creating equitable opportunities for neurodivergent individuals, particularly those with autism and ADHD. He discusses recruitment challenges, mental health impacts of unemployment, and the need for genuine neurodiversity initiatives, offering advice for those who may be undiagnosed but suspect they are neurodivergent.

Helen Payne – UK Director Human Sustainability, AON

Helen Payne explores human sustainability and its role in organisational wellbeing, emphasising leadership’s responsibility in supporting mental health as a business issue, not just an HR concern. She addresses generational differences, the impact of work culture on health, and the need for organisational accountability. Helen shares personal insights, highlighting collaboration and dialogue as key to driving meaningful change.

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It’s Disability History Awareness Month and, this year, the theme is ‘Disability, livelihood & employment’. One of the biggest issues disabled employees have been speaking to us about is the damaging misperception that they don’t want to work, and the obstacles that are truly standing in the way of working.

These misperceptions were unhelpfully fuelled by some of the high profile comments made by officials of the previous government, like former Work and Pensions Secretary Mel Stride. He said that the UK’s attitude towards mental health is “in danger of going too far” and that people are “mistaking the normal anxieties of life” for medical conditions, which is preventing them working and increasing the financial burden of benefits.

Government ‘scapegoated’ disabled people

He also declared his intention to get people with “mild” conditions back into the workplace, specifically talking about ‘Universal Support’ for disabled workers. The new Labour government is still reviewing the current disability benefits system (which started in the last government’s term) with the intention to make it more efficient, fair and in line with the needs of disabled people.

As The Guardian newspaper wrote in the aftermath of Stride’s comments, “there’s virtually no evidence to back his sweeping claims, which scapegoat disabled people”. 

No one wants to sit on the sofa watching daytime TV

Sarah Gashier, Workplace Wellbeing Consultant who has kidney disease, speaks for many workers living with disabilities and chronic illness when she says, exasperated: 

“No one wants to just sit at home on the sofa watching daytime TV all the time! Most people want to be with their colleagues and working. When my employer prevented me from working it felt like some sort of prison. I wanted to work. They weren’t allowing me to. It was an awful, stressful time.”

Hasan Reza, Head of EDI at Kent Community Health NHS Foundation Trust, who lives and works with the ongoing, disabling effects of cancer treatment from when he was a six year old boy, agrees that the “some comments in the national discourse really didn’t help” because they created a narrative that “people that are ill don’t work, but the realities are quite different”.

“A lot of people with longterm health conditions, especially people who have cancer, do want to work,” he says. “They maybe even push themselves to do more than they should do. That’s one reason there can be an issue around presenteeism; people coming to work who have longterm health conditions despite not feeling well enough.”

Employers need to support workers with disabilities better

Reza says that the data actually suggests the opposite of what Stride was suggesting: people with longterm illnesses and with disabilities are more likely to want to remain in employment.

Talk to people with disabilities and they will often tell you that what they need from their workplace is better support. “And that means looking at your disability and carers leave, your health and wellbeing offering and your culture,” says Reza. All of which he has done at the NHS Trust where he works, to great success: when the Trust’s landmark ‘Nobody Left Behind’ EDI strategy was launched, the declaration rate was just 3%, today it stands at above 10%.

How has this huge surge in disability declarations been achieved?

“I think a large part comes down to the offer in place and the fact it does not require a disability declaration; you can access the offers without one. That’s led people to understand how disability positive we are. So then, they’ve felt comfortable making a declaration,” says Reza, adding that it shows how people feel confident to speak up when there is a culture of trust, belonging and psychological safety.

He adds the fact that he, and his Trust’s Chief People Officer, both also talk openly about their own experiences of health and wellbeing.

“We’ve been very vocal, and taken quite a vulnerable approach to bearing ourselves to the organisation, and it’s been massively positive. The thing about disability is you often can’t see it. That’s why conversations are important.”

We need more compassion at work

But what needs to happen, more than anything, when it comes to disability in the workplace is an increase in compassion, empathy and understanding. Employees living and working with disabilities will also often say that, while their physical needs are often catered for, their emotional and mental health needs are often neglected – or, even worse, invalidated and adversely affected by the way they are treated.

Gashier is an example of this. She successfully took her former employer to tribunal for discrimination and a ruling was made in her favour. She has no doubt that her bad treatment, including bullying, invalidation and alienation, was due to her disability. 

Not just technical or physical adjustments are necessary

“Workplaces are OK with making logistical adjustments but they tend to lack compassion,” she says. “They will make the practical and technical changes but there’s a huge struggle around behaviour and understanding. A huge amount of people who are out of work are definitely not out of work because they can’t work. They are out of work because of the struggle to get the adjustments and understanding that they need. When it comes to disability at work, we have a very, very long way to go.”

It’s well documented that the healthcare industry worldwide is experiencing what has been dubbed a “crisis of compassion”. This has been attributed to the fact that health professionals are so overstretched and stressed, often burning out and working with a severe lack of resources, that they have no extra bandwidth for compassion, beyond getting the job done.

Stress affects our ability to be compassionate

It’s also well documented that stress can significantly affect our capacity to show compassion towards others. This has an evolutionary function; when under stress our emotional and cognitive abilities are reduced so we can focus on our own personal survival, which makes it harder for us to empathise with our fellow humans. 

Basically, when times get tough, we are hardwired to be selfish. Added to this, there’s something called ‘compassion fatigue’ which happens when people are repeatedly in contact with suffering and they develop a certain numbness, or even annoyance, in reaction to it.

But could the same be applied to the workplace generally, not just the healthcare industry? We know that rates of burnout are at record highs, as are the levels of anxiety and depression, as well as chronic illnesses. 

Are we experiencing a ‘crisis of compassion’?

The bigger questions, relevant to all employers not just those in the healthcare sector, are: 

Are we, as a society, experiencing a crisis of compassion because so many of us are also stretched to breaking point? 

Is this particularly true for line managers who are increasingly tasked with looking after the wellbeing of others, as well as many other wide-ranging tasks they never used to have responsibility for?

Could it be that our compassion reserves are collectively low due to all the stress in the world – the rapid pace of modern life, the pressure, the wars, the cost of living crisis, the global economic instability and then, to top it all off, the looming apocalyptic climate crisis?

What can employers do about this crisis?

If the answers are yes, then what can employers do to combat this crisis of compassion?

Like so many things, the first step is to be aware of it, which hopefully this article is doing. And the second important step is to do something constructive with this knowledge. But this doesn’t mean writing a press release about what you, as a company, are doing about the disability agenda, without actually tackling behaviour and culture around it first. 

This, unfortunately, is also Gashier’s experience at more than one employer where PR was prioritised over practice. 

Are you prioritising PR over practice?

She says:

“The employer, during my tribunal, put some communications out, including press releases, which made me a little sick. It was about how they were doing awareness work around disabilities and invisible disabilities. They had some speakers I knew coming into the organisation. They were doing all this, while knowing the culture around disability was negative and discriminating. They did this while knowing the complaints I was bringing about the way they’d discriminated against me for my disability, for having kidney failure. They knew this at line manager level, and at leadership level.”

The most powerful behaviour change you can encourage is a culture of listening and trusting in someone’s description of their experience of their illness. Gashier’s line manager didn’t do this. They used the phrasing “she believes” and “she claims” when talking about the impact of her kidney disease on her health.

Insensitive remarks about disability

A senior leader, too, made insensitive remarks towards her in a busy open-plan office; they said “we all have illnesses”, when Gashier informed them that she would have to start dialysis soon and need an operation in the next month.

This word choice clearly reflects a lack of trust, doubting the employee’s description of her own experience, as well being patronising and uncompassionate. These were all examples used in Gashier’s case against her employer, which led to a ruling in her favour.

Yes, of course there are instances of employees trying to ‘work the system’ by exaggerating their disabilities. But this employee has a condition so severe that she needs to regularly dialyse – a life saving treatment that she chooses to do in the evening “because I don’t want it to seem like I have a disability, or that I’m slacking at work, because work gives me purpose, motivates me and provides a sense of fulfilment in my life”.

Misunderstanding and trivialisation of disability

In this article, Reza talks about the human tendency to compare their aches and pains to those suffering. He encountered people talking about their knee troubles, for example, when he was facing a major operation to replace the extensive metal in his leg following cancer.

“Of course, this might be people wanting to empathise, but it ends up being about not understanding, or about trivialising,” he says. “That’s why I try and share my story as much as possible. People need to hear the impact of their words and actions.”

One of the other human tendencies that we’ve heard repeatedly here at MAD Media, in relation to disability at work, is the way colleagues make assumptions about how “well” or “unwell” or “disabled” a person is based purely on their appearance.

Ridiculous example: weight loss

An example which clearly outlines the ridiculousness of this is weight loss. Several of our interviewees have told us in the past about how upsetting it is to be told how “great” or “amazing” they look, and how they must “be really well” on account of the fact they’ve lost weight.

This has happened to Dr Judith Grant who caught Covid in March 2020 and went on to experience Long Covid and many health complications in the years following:

“I lost a significant amount of weight at one point, as I kept having adverse reactions to things I ate. This weight loss made people comment even more about how well I looked, even though there was nothing healthy about why I lost weight. Even medical professionals would say that I looked fit and healthy when I clearly didn’t feel it. And that would be after I had just explained the horrid symptoms I was experiencing!”

How we look and how we feel are not the same

The big learning for all of us working towards more compassionate workplaces is, as Grant says, to recognise that “what we look like, and how we feel and what is going on for us, are different things”. 

It comes back to trusting and believing in others’ experiences when they have the courage and vulnerability to open up and tell you how they really feel, and what is really going on with them. It comes down to not making assumptions, to giving them the benefit of your doubt, to recognising you are not an expert on their illness and the only people that are, are they themselves, and their medical teams.

Without more compassionate cultures, we won’t get people back to work

If we don’t create more compassionate cultures, then the government will not be successful in its efforts to support more people with disabilities back to work. After all, how would you feel if you were in pain, or discomfort, or dealing with a disability and your experiences were dismissed, ignored, stigmatised or invalidated?

I, for one, wouldn’t blame you if you did stay at home on the sofa watching daytime TV if the alternative was discrimination at work.

As Gashier says: “I don’t blame people who stay at home, to be honest, because it’s so hard to get a job in the first place, and then so hard to keep it, when you have any kind of condition. And what’s the point if you go to work and suffer more? I know plenty of other people like me struggling with these same issues.”

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As businesses strive to maintain productivity and foster a positive workplace environment, they face growing challenges associated with an ageing workforce and rising mental health issues among younger employees.

These demographic shifts introduce complex dynamics that impact employee wellbeing, workplace culture, and overall organisational sustainability.

The ageing workforce: A new reality

The UK workforce is rapidly ageing, with many employees working past traditional retirement age due to
economic pressures, longer life expectancies, and insufficient pension savings. According to recent data from Barnett Waddingham (1), nearly half (48%) of workers with a defined contribution (DC) pension lack confidence in a comfortable retirement, leading some to postpone retirement or re-enter the workforce.

This trend demands that employers offer robust benefits packages that address financial security and healthcare needs.

Challenges of an age-diverse workforce

An ageing workforce brings specific considerations that impact both individual employees and organisational performance. Older workers often possess valuable skills that are crucial to business success, yet employers report a widening skills gap as younger employees may lack comparable experience.

Government statistics indicate a steady increase in the employment rate among those aged 50-64, highlighting the need for an age-diverse workforce strategy.

With age can come health challenges, which employers are already noting. Older employees have higher rates of long-term sickness, impacting absenteeism and productivity. In fact, 78% of employers cite absenteeism due to health issues as a primary concern associated with an ageing workforce. Moreover, this demographic shift can affect workplace culture if not addressed with supportive policies and an inclusive environment.

Younger workers and mental health: A growing concern

In contrast to the challenges posed by an ageing workforce, younger employees face escalating mental health issues, which affect their engagement and productivity. Reports from the Office for National Statistics (2) show a significant rise in work-related mental health conditions among young people, with over 1.3 million economically inactive individuals citing mental health issues as the reason. This trend has led employers to implement wellness programs to support mental health, with 64% reporting an increase in mental health-related absenteeism.

For businesses, this mental health trend creates an urgent need to provide appropriate support structures. Early intervention and mental health training for managers can play a critical role, equipping workplaces to address these challenges proactively. However, recent findings suggest a gap in data collection on mental health within many organisations, hindering the ability to make data-driven decisions for effective support.

Are employers truly prepared?

Many employers believe they are equipped to manage both an ageing workforce and rising mental health
challenges among younger employees. However, evidence suggests a disconnect between perceived
preparedness and actual readiness. A survey of business leaders revealed that while 73% felt prepared to
handle an ageing workforce, far fewer actively monitor key health indicators that would enable informed,
proactive interventions.

Employers should consider expanding their data collection on workplace health and wellbeing indicators. This data can offer essential insights to tailor support initiatives, such as mental health support programs or flexible working arrangements, ensuring that these benefits align with the evolving needs of the workforce.

Steps businesses can take

To navigate the complexities posed by generational challenges, companies should focus on several strategic initiatives:

• Enhanced data collection and analysis: Gathering data on workforce health and wellbeing helps
  employers understand the specific needs of their employees. This information is foundational for developing targeted programs that resonate with both older and younger employees.
• Flexible benefits packages: Providing benefits that cater to both age groups can improve engagement and satisfaction. Flexibility in job roles, hours, and locations are among the top adjustments employers are implementing to accommodate the needs of different demographics.
• Mental health support: Mental health training for managers and access to mental health resources are critical in addressing the challenges faced by younger workers. With adequate support, businesses can help employees better manage their mental health, ultimately reducing absenteeism and enhancing productivity.
• Addressing the skills gap: Older employees often hold skills that are difficult to replace, making training and mentorship programs essential. These programs can bridge the gap between younger and older workers, facilitating knowledge transfer and creating a more cohesive, productive work environment.

Building a resilient workforce for the future

As the workforce demographic landscape shifts, businesses must adapt to the challenges presented by both an ageing population and the mental health needs of younger employees. By prioritising data-driven approaches and offering flexible, inclusive support programs, companies can cultivate a more resilient workforce. This approach benefits not only employee wellbeing but also organisational sustainability, enabling businesses to navigate future challenges with greater agility and insight.

About the author:

Julia Turney is a Partner and Head of Platform and Benefits at Barnett Waddingham (BW). With extensive
experience in the UK benefits market, she is responsible for developing BW’s workplace savings proposition, with a focus on online benefits delivery and employee engagement solutions. Julia specialises in workplace reward strategies and flexible benefits management, working closely with clients to educate and engage employees across the wealth and health benefit landscape. She supports organisations in crafting benefit strategies that align with business goals and resonate with employee values.

References:
1. https://www.barnett-waddingham.co.uk/edna-articles/
2.https://www.ons.gov.uk/employmentandlabourmarket/peoplenotinwork/economicinactivity/articles/risingillhealthandeconomicinactivitybecauseoflongtermsicknessuk/2019to2023

MAD World speaker Hasan Reza, Head of EDI at Kent Community Health NHS Foundation Trust, has a fascinating, unique insight into many aspects of wellbeing due to his personal experiences: he had childhood cancer, and so understands the challenges of living and working with cancer, and was formerly Chair of cancer charity Mission Remission. As well as this, he is dealing daily with the physical, disabling effects of his treatment, which means he walks with a stick.

But he also knows what it’s like to live with the invisible disabilities like pain; and, as a practicing Shia Muslim (this branch of Islam makes up about 20% of all Muslims in the world), who regularly goes on pilgrimages to places like Iraq and Mecca, and supports organisations that organise these visits, he lives what it’s like to be a minority at work, with beliefs and behaviours different from the ‘norm’.

This is all in addition to his wealth of professional DEI experience gained at various NHS Trusts, as well as in Kent. It’s no surprise that DEI is a topic close to his heart, as you’ll see from this wide-ranging conversation we had with him following his appearance at MAD World, where he spoke on a panel about driving meaningful DEI change.

What did you most get out of MAD World last month?

It’s always fantastic, especially in the DEI sphere, to meet and talk to other people who are living a similar world to you. 

DEI professionals offer a lot of themselves emotionally, and vulnerably, to the people that they’re supporting and we don’t do enough of that self-reflection and wellbeing piece for ourselves.

But what set the Summit apart for me was that it was a lot more solution-driven than I’m used to, which was fantastic. It’s great to hear about shared issues and common woes but what was awesome was to hear about things people had tried and, not just from the panel, but the audiences too.

There were a lot of really positive reflections throughout the day’s conversations. I ended up connecting with at least a dozen people that I’ve then followed up with, and put them in touch with people at my organisation or vice versa.

Every conference promises this, but it was genuinely extremely positive and proactive.

What about your session. What was your main takeaway?

My main take-home point for the audience was that there is a balance that needs to be struck between the focus on the data, and remembering that there are actual human beings on the other end of the data points. 

I think we need to avoid becoming so focused on that data, and getting the latest data point, that we forget that the purpose of these programmes, reports and all these metrics is to improve people’s lives.

Having experienced cancer, and currently in remission, you have a unique perspective on how the workplace needs to evolve to better support the needs of people living with cancer. What are your thoughts on this?

I had childhood cancer, in my leg, diagnosed at the age of six. So I lost a lot of mobility and I have a lot of limitations on things I can do like play sport or walking for leisure. And there’s a lot of other things that I either medically, or physically, can’t do. 

Workplaces need to understand that there are many children going through cancer treatment who are, one day, going to become employees. But I think there’s this presumption still amongst workplaces that ‘cancer equals old age’, which is not the reality.

Cancer is part of my identity. I discuss it when I go for job interviews. On boarding and legal requirements aside (I don’t legally have to discuss my health and I can’t be asked about it, I share about it because it’s innately who I am), it’s something I feel very passionate about.

But there are still colleagues who are really surprised about the fact that occasionally I need time off to go to hospital appointments, which are a two hour drive away. 

‘Why can’t you just use the local NHS Trust?’ I’ve been asked. 

My cancer check ups aren’t like popping into your local hospital, they’re specialist. I don’t think workplaces quite understand that if you have cancer in early life, it’s probably going to affect you in later life.

Can you explain how cancer now affects you?

I’ve been in remission for about 22 years now but there are a lot of things that I still deal with on a day-to-day basis. There are a plethora of systemic issues that I face with my body that my employer has been fantastic at supporting me with.

For instance, I have chronic pain because of the fact that I had over a dozen different operations on, or related to, my leg. 

It’s life after cancer, after the diagnosis, after the treatment, that employers have to think about. It’s this ‘life after’ that is often forgotten about.

Why do you think this is?

Well, what you tend to see now is this idea of ‘ringing the bell’ when your cancer treatment has finished as if to say ‘that’s it! You’re done now!’

Don’t get me wrong, it’s great to celebrate the end of treatment and I’d have loved to ring the bell when I was a little boy. But you may be done with chemotherapy or radiotherapy or active treatment, but the rest of your life is going to be spent continuing to receive some kind of treatment, even if it’s just pain management, or follow ups.

But I think the idea of ‘you’re done!’ has become more common because people see the social media element and that the bell has been rung, so that’s it. It’s not. And workplaces need to understand that.

It’s Disability History Awareness Month. What are your thoughts about the treatment of disabled people at work?

Kent Community Health NHS Foundation Trust is a very positive place to work as someone with a disability. Where I started my career pre-NHS, it wasn’t.

I think something that indicates where we are at with disability is comparisons. Because I had cancer in my leg I required ongoing treatment. There was a point I needed a year out of work to have my entire metal implant replaced and redeveloped because everything from my hip to my knee is metal. 

When I told my then-manager about needing time off, they immediately compared my experience to theirs with their knee, that only required some minor input and six weeks of leave. 

If my issue was related to gender, ethnicity or any other protected characteristics, I don’t think people would dare make that comparison. But for some reason, when it comes to disability we lose all inhibitions and think we can make comparisons or comments that are unacceptable, simply because we had a vaguely similar experience.

Of course it might be people wanting to empathise, but it ends up being about not understanding or trivialising.

How do we combat this?

Conversations. That’s why I try and share my story as much as possible. People need to hear the impact of their words and actions.

As you said at the beginning, working in DEI can take a lot out of you, especially when you are sharing your personal story a lot, as you do, to help others. How positive do you feel about DEI and where we are with it in the UK?

I do feel positive. I’ve grown up with a disability so I’ve experienced the lived side. When I was growing up, there wasn’t a space for the conversation about DEI to even take place. 

There is now, which is good. And there’s more interest at grassroots level recognising that inclusivity and belonging are fundamental to corporate strategies.

So, overall, in my 30 years of life, I think we have definitely moved forward, especially in the last five years, which is fantastic. 

We just need to keep checking ourselves and ensure we’re not celebrating our success too early, but also that we are celebrating achievements made along the way. That’s something I don’t think DEI does well and something I work hard on in our Trust.

Wherever we’ve achieved something, we try and make sure that our people know what we’ve done, however big or small, because you need to tell the good news story.

(Please note, we will be quoting Reza in a forthcoming feature on spirituality in the workplace for his thoughts on this)

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We, along with many others, have been consistently advocating for many years for employee health (including mental health) and wellbeing to be firmly established on the business agenda. So, it’s frustrating to see that according to new research by Benenden Health, a whopping 87% of British employees are now affected by stress, anxiety, burnout, and depression. Furthermore, only 45% of British workers believe their employer treats mental health as a priority.

The recent study by Benenden Health delving into workplace mental health, also found that although 79% of employers say mental wellbeing is a high priority to their company, only 38% are confident that they could identify employees who are struggling.

There is clearly a gap between how employers and employees view the prioritisation of mental health. And despite increasing efforts to destigmatise anxiety and poor mental health, there is still significant work to be done to effectively address this in the workplace.

Mind the gap

To help employers feel more equipped and confident to support their employees, the experts at Benenden Health, have shared five ways to help minimise workplace anxiety.

1.     Educate yourself and your workforce

Everyone in an organisation should know the signs of declining mental health but especially leaders and managers, who should be empowered to offer support when necessary. However, the new research found that 82% of companies are offering training to managers, but only 49% are offering it to all managers.

Some key signs to look out for include:

• Low mood or rapid changes in mood
• Being very critical about themselves or their work
• Coming into work late or not showing usual levels of commitment. Or trying to mask that by coming in early, leaving late and trying to take on too many things at once
• A loss of confidence

It can be beneficial to hold sessions to discuss what workplace anxiety is and the different scenarios that can trigger or worsen it. Additionally, providing employees with resources for both internal and external support is crucial. Knowing where to turn for help and feeling supported can significantly alleviate anxiety symptoms.

2.     Create a safe and open environment

When someone experiences work-related anxiety, it’s crucial they feel comfortable speaking up. But since many may not want to discuss it openly, ensure your employees know your door is always open for private conversations, whether they need advice, assistance, or simply a listening ear.

To facilitate this, consider scheduling regular check-ins, establishing anonymous feedback channels, and, importantly, leading by example.

Additionally, you should add mental health conversations to regular reviews, planning meetings and appraisals. Questions as simple as “does that workload feel manageable?” or “how are you feeling today?” can encourage employees to open up.

3.     Remind staff of employee benefits

The research found that many businesses do offer an Employee Assistance Programme (EAP) to help employees manage workplace anxiety, but employees don’t know it’s there.

If your business has an EAP in place, it can be helpful to remind everyone of the related benefits they have access to. Usually, employees can use these benefits to help cover the likes of private therapy or life coaching sessions, both of which are great for alleviating workplace anxiety.

If you don’t have an EAP in place, then consider taking the following steps as a company to do so:

1. Assess your workforce’s needs by asking about their challenges
2. Use this feedback to determine the most relevant EAP services
3. Review company resources to decide if an internal EAP is feasible or if a third party is needed
4. Find vendors that meet your needs and budget to provide the best support for your team

4.     Facilitate mental health training and peer support

As an employer, you can look into Mental Health First Aid (MHFA) training (or other similar training offered by a range of providers) and offer it to your wider team. This sort of training helps you and others learn how to support colleagues dealing with workplace anxiety. Since some employees may feel more comfortable speaking to a peer rather than a manager, it’s beneficial to have trained staff at all levels.

5.     Address problems at the root cause

Finding the root cause of underlying issues or struggles at work is vital. One common source of workplace anxiety is performance anxiety, which can arise from various factors such as high expectations, unachievable deadlines, or lack of feedback.

Different people perform at different levels so it’s important to assess this individually. Use monthly 1-1s to check if workloads are manageable and discuss adjustments if needed.

As an employer, it’s also important to be aware of your own availability. Make sure to take time to plan out work schedules and try to distribute tasks fairly and evenly to avoid overwhelming certain members of your team.

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According to new research by Aviva, one in five employees (20%) choose not to think about their finances.

Aviva surveyed 1,011 full or part time employees aged 16+ in the private or charity sector (excluding sole traders) and 201 private sector employers (aged 18+), as part of the next instalment of their Working Lives Report.

The research reveals that:

• Almost three-quarters of employees (73%) said the cost-of-living crisis has made them feel more anxious about their finances.
• Just over half (56%) of employers think their employees are worried about their financial wellbeing.
• Half of employees surveyed (50%) say they have not talked to their current employer or line manager about their financial wellbeing.
• The younger generation are more likely to discuss their financial wellbeing with their employer or line manager. More than three quarters (77%) of 16-24-year-olds have done so compared to just over a third (34%) of those aged 45-54.
• More than one in five employers (21%) do not actively encourage employees to talk about their financial concerns.
• Almost half of employees (49%) talk to friends or family to help cope with feelings of anxiety about their finances, while only 6% talk to colleagues or a manager and 6% talk to a financial adviser.

Head in the sand

The Aviva Working Lives Report 2024: Working for the Future⁽¹⁾ is the third consecutive annual in-depth investigation into employer and employee attitudes to the workplace, finances, wellbeing, and planning for retirement.

The research suggests that many people are suffering from some level of financial avoidance with one in five employees (20%) choosing not to think about their finances. People experiencing financial avoidance might actively shy away from managing their finances, which might mean not paying bills or checking financial statements.

Almost half of employees (49%) talk to friends or family to help cope with feelings of anxiety about their finances, only 6% talk to colleagues or a manager and 6% talk to a financial adviser. However, 14% don’t have any coping mechanisms.

Younger people are more likely to talk about their financial concerns, whereas older people are more likely to not have any coping mechanisms.

Emma Douglas, Aviva’s Director of Workplace Savings & Retirement said: “Financial wellbeing is a critical part of a person’s welfare, and it might be a surprise to some that it is more about a person’s attitude to money and how they feel, rather than a number in their bank balance or pension fund.

“These attitudes can be based on a range of factors, including a person’s experience of handling money, their background, and their level of personal finance knowledge.

“If someone is anxious or stressed about money it’s likely to have a detrimental impact on their mental and physical health too. Employers are increasingly looking to offer information and a range of support services and tools designed to help improve the financial wellbeing of their people. But individuals’ needs vary hugely, so it’s important that services can be tailored to support these diverse needs: from help with bills and budgeting to retirement planning.

“People can take small steps to manage their financial wellbeing which might include tracking down lost pensions, making a plan for retirement, or checking whether their employer provides an Employee Assistance Programme (EAP).”

Some employers will be able to offer financial education either through a specialist provider or an Employee Assistance Programme (EAP). But if not, there are a number of 24/7 helplines and online resources at hand that can offer information about financial issues.

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The government has announced it wants healthcare to move to a much more preventative model but, as this article explores, it has been scant on the practical detail of how to do this.

So, this article will cover some practical actions employers can take to drive this agenda forward, which will lead to a more sustainable, productive workforce.

As Tina Woods, Chief Executive, Business for Health, says, the “connection between business and health is starting to be recognised” but businesses, public sector and government, need to “think much more creatively”. 

Get your voice heard

As Woods says in this article, now is a good time for businesses to make their opinions on this issue clear, given the renewed investment in the NHS announced in the budget is largely being funded by an increase to employer National Insurance.

One issue that the government needs to address on behalf of businesses, for example, is changing the mindset of NHS workers to be more open to partnership with the corporate sector, and more organised about how they do this. (Jaguar Land Rover Chief Medical Officer Steve IIey talks about this in this feature).

Woods says that the best way to forward is not about private sector “taking over” the NHS, but about “everyone doing their bit to be part of the solution in driving longterm system change towards prevention”.

“Businesses want to be part of the solution to address the twin healthcare and productivity crises facing the UK,” she says. “By putting in place support to keep employees healthy and in work, we can improve outcomes, reduce waiting lists, and grow the economy. But businesses cannot do this alone – they want to do more, and need support from the government to do this.” 

Tap into the trust the people have in business over government 

Employers sometimes worry that getting involved in an employee’s health and wellbeing issues is too personal and, potentially, too paternalistic. 

However, research from the Edelman Trust Barometer actually shows that people have more trust in the their employer than the government in general, but also in particular when considering health messages; over half (55%) of people said they believed their employer for health advice ahead of the government (50%), in Edelman’s 2022 survey.

The 2024 report concludes: “As the most trusted institution, business should leverage its comparative advantage to inform debate and deliver solutions” and “business and government can build consensus and collaborate to deliver results that push us towards a more just, secure, and thriving society”.

While Health Secretary Wes Streeting acknowledged the fears of being labelled a “nanny state” he said that this had led to “nothing being done and the problem has only got worse”.

Provide personalised, human support

One way that businesses can build on this trust is by providing personalised health solutions to employees rather than off the shelf ones, which risk feeling irrelevant. With line managers getting more experienced in dealing with the wellbeing of their teams, employers have an additional advantage of being able to add the human touch when promoting health messages.

“It’s that kind of human touch element, along with the digital package, that is often missing. The tailored bespoke support is crucial,” says Woods.

Use your data nous

Businesses now have sophisticated ways to deal with huge amounts of data, and can supplement the NHS’s health data with their own.

Employers are able to dig deep into the data to understand what is driving absenteeism and presenteeism in order to deal with the root cause of illness. Similarly, on the flipside, data mining can explore what is at the root of good health and high productivity in order to create more effective solutions.

“It’s so important to address the root cause,” says Woods. “If a person has knee pain there’s no point just sending them off to the physio without looking at why they have this pain in the first place. That’s just wasted money.”

Help the government tackle obesity

Streeting has identified obesity as one of his main health priorities because of its detrimental effect on economic productivity, saying “widening waistbands” are a “burden” on the NHS.

According to the NHS’s own survey data for England in 2022, 29% of adults were obese and 64% were overweight. Obesity and type 2 diabetes are interlinked and this costs the NHS £10bn a year, 9% of its budget.

One of the government’s strategies is to make weight loss medication available on the NHS in a bid to reduce worklessness. But as obesity specialists have pointed out, the number of people eligible for the medication is likely to far outstrip the budget.

Employers, however, are starting to work with the companies who supply this drug, like eMed Healthcare UK. 

“We are gaining more and more traction from corporates who come to us and say they are interested in offering it as a new employee benefit in order to support employees to better manage their weight,” says James Entwistle, Enterprise Sales & Business Development Director.

Where an employer can really add value alongside the medication to ensure the best chance of success is in supporting the employee with the behaviour change programme which includes exercise and nutrition.

“We give employees access to unlimited consultations to our clinicians so if they want support at any moment, they can get it,” he says. This is different from receiving the medication via the NHS which would only be able to provide limited support.

Could you open up your spaces to support the NHS?

As this article mentions, employers like Jaguar Land Rover are already opening up their spaces for NHS clinicians to come into and carry out checks and screening.

High street brands like Starbucks are also supporting ‘community resilience’ and ‘neighbourhood health’ by encouraging local residents to come to its cafes to check in and have conversations with others about their health.

Others like Holland & Barrett are training their employees to be able to supply informed medical information to the general public.

Could you do more to support early mental health intervention of your employees?

Mental health is a big focus for the government, with MAD World Keynote speaker Luciana Berger, currently undertaking a review for the Prime Minister Kier Starmer. However, the pressure that the NHS is under regarding Mental Health and the huge waiting lists have been well documented.

This is an area that employers could really make a difference to their employees’ lives. One of the current challenges is that mental health issues are often not addressed early enough, resulting in pressure on the NHS as people are accessing services at crisis point when recovery is much longer and more difficult. 

Employers could help significantly with good early intervention services in place. While many employers have EAPs, engagement figures remain low and as this article explores there’s evidence that the services aren’t being accessed early enough. This suggests employers could focus more on increasing health literacy and signposting which services to use at what times, encouraging early access.

“Mental Health is an area where if there could be better interaction between the NHS and the private sector you might find that the pathways that people go through in terms of their mental health journey could be vastly improved and captured before it becomes a major problem,” says Woods.

Do you have employees going into people’s homes who could support the NHS?

Another innovative way an employer is working with the NHS is Cadent Gas as part of a charity project called ‘Keeping Well and Warm’. 

In recognition that fuel poverty rates are continuing to rise in the West Midlands to amongst the highest in the UK with almost 20% of the population affected, Cadent announced a partnership with Birmingham Community Healthcare NHS Foundation Trust (BCHC) Charity in September. It’s being delivered by the Direct Access to Wellbeing (DAWs) team at the trust’s charity and the safeguarding team at Cadent.

Given its employees are entering people’s homes who are struggling with their heating, they are in a unique position to identify at-risk people in the community. The support they can offer varies, including ensuring the most vulnerable in local communities get access to wider support available. Representatives have also been trained in offering advice and guidance on practical ways to support people to be ‘well and warm’ at home.

“This is about understanding that being warm and being well are related,” says Ellie Orton, Chief Executive of NHS Charities Together, who says the service is particularly helpful for those newly discharged from hospital. Health workers checking in on them are now able to alert Cadent quickly if their boiler isn’t working, or they haven’t got any hot water, or their fridge isn’t working. Engineers are then immediately sent out.

“This is also about understanding the environment in which somebody lives and their health and wellbeing,” says Orton. “So many people coming out of hospital are going back into homes that aren’t suitable – there’s damp, there’s cold – so they’re going straight back into hospital with a worsened condition. So Cadent is a brilliant example of supporting the NHS in preventative healthcare.”

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An unhappy workplace can harm productivity, morale, employee retention, and ultimately an organisation’s bottom line. This is because a happy workforce is more productive and commercially more successful. Fortunately, there are concrete steps managers and team members can take to turn things around. Addressing a negative work environment requires creating trust, open communication, recognition, and a sense of belonging. 

This article will see me examine how employers can transform an unhappy workforce into a happy team, and this is all taken from my new book, Happy Economics. I have over 40 years of experience in business and my focus is now on making employees happier at work to drive commercial success within organisations.

Toxic behaviour

One of the most harmful elements of any workplace is unchecked toxic behaviour. Whether it’s bullying, passive-aggressiveness or gossip, such behaviours create a negative atmosphere that affects everyone. A proactive approach to addressing these issues can make a significant difference. 

Managers should have clear policies against toxic behaviours and should be prepared to act on complaints promptly. Creating a safe and anonymous way for employees to report incidents is essential, as people may hesitate to speak up if they fear retaliation. Training on workplace respect and conflict resolution can also equip employees and leaders with tools to handle difficult situations constructively.

Mid-managers play a pivotal role in shaping team happiness. They are the bridge between upper management’s strategic goals and the daily operations of their team, which gives them a unique position to impact morale and create a supportive, engaging work environment.

My Six Steps to Workplace Happiness outlines the key areas that both employees and employers need to focus on to create a happier employee and workplace:

• Reward and Recognition – Every member of an organisation should benefit from its success. A fair salary is essential—no amount of praise can compensate for underpayment. Your compensation structure should meet expectations and motivate employees to go above and beyond. 

• Information Sharing – Withholding information can make employees feel undervalued and disconnected from the business. For a team to perform at its best, transparency is essential. Employees at all levels should have a clear understanding of the business, its strategy, performance, customers, and competitors. 

• Empowerment – Empowering employees means involving them in decision-making, valuing their ideas, and integrating their feedback into the company’s strategies. Everyone brings unique experiences and perspectives to the table, and only by considering all views can a team achieve the best possible outcome. While individuals may not be perfect, together, the team can be.

• Wellbeing – Employee wellbeing encompasses physical, emotional, and financial health. Addressing all three areas leads to improved engagement and productivity. A positive workplace culture can reduce absenteeism, as engaged employees tend to be healthier and more committed. 

• Instilling Pride – Employees who take pride in their work and workplace naturally become advocates, sharing their positive experiences with colleagues, potential hires, customers, and the community. Their pride will be evident when they talk about where they work. Building this sense of pride goes beyond motivational talks or performance reviews—it’s about cultivating an environment where employees truly enjoy and take pride in their roles.  

• Job Satisfaction– A range of factors influence job satisfaction, but two stand out; opportunities for personal growth and the quality of the employee-manager relationship. Employees are an organisation’s greatest asset, and high engagement is essential for success. Research shows that respectful treatment and trust between employees and leadership are key drivers of satisfaction. Poor relationships with managers are often the top reason employees leave, regardless of the company’s brand strength.  

Turning around an unhappy workplace requires a series of intentional, people-focused strategies. From creating open communication and providing recognition to addressing toxic behaviours, each action contributes to a more positive and supportive work environment. While every workplace has its unique challenges, these practices can go a long way in creating a happier, healthier atmosphere where employees feel valued, empowered, and motivated. 

About the author

Lord Mark Price is the founder of WorkL and WorkL for Business, and author of Happy Economics: Why The Happiest Workplaces are the Most Successful (published by Kogan Page, out now).

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