The 7th annual MAD World Summit

Discussions about menstruation, pregnancy, and menopause often carry societal stigma despite affecting a significant portion of the workforce. These natural processes influence physical, emotional, and mental well-being, creating challenges that can impact work performance and career progression. While some organisations offer basic statutory support like medical and parental leave, addressing these issues effectively requires going beyond the basics.

Why workplace design matters for women’s health

Supporting menstruation, pregnancy, and menopause in the workplace isn’t just about meeting legal obligations; it’s about valuing your workforce and reducing attrition. According to healthcare provider Simplyhealth, nearly a quarter of working women have considered leaving their jobs due to the impact of menstrual or menopausal symptoms, while 87% of women wish their employers were more supportive. These statistics highlight the need for more inclusive, thoughtful workplaces.

Designing workplaces with women’s health in mind benefits everyone. Comfort, accessibility, and flexibility improve productivity and morale across the board.

Practical office design solutions for supporting menstruation, pregnancy, and menopause

Menopause-friendly design features

1. Temperature control: Hot flushes are a common menopausal symptom, making temperature regulation crucial. Offer individual desk fans or temperature-adjustable workstations.
2. Private pods: Create quiet, private spaces where employees can adjust lighting, control the environment, and take breaks as needed.
3. Flexible workspaces: Provide seating and lighting options tailored to individual preferences, accommodating fluctuating comfort needs.

Pregnancy-supportive design

1. Ergonomic furniture: Adjustable-height desks and supportive chairs ensure comfort and reduce back pain.
2. Rest and recovery areas: Private rooms where pregnant employees can rest or stretch help alleviate discomfort and promote wellbeing.
3. Accessible layouts: Wide corridors and step-free access are vital for those navigating mobility challenges during pregnancy.

Menstruation-inclusive design

1. Enhanced sanitary facilities: Ensure restrooms are private, clean, and include space for discreet disposal and changing. Offering wipe-clean seating options in work areas can also ease anxieties about hygiene.
2. Break areas: Comfortable rest spaces with heating pads and adjustable lighting can support employees experiencing cramps or fatigue.
3. Gender-neutral restrooms: Providing gender-neutral facilities fosters inclusivity, supporting not only menstruating employees but also others with diverse needs.

Additional features to combat stress and fatigue

Creating a workplace that mitigates stress and fatigue not only supports employees experiencing menstruation, pregnancy, or menopause but benefits everyone. Thoughtful office design can significantly improve wellbeing, boost morale, and enhance productivity.

Colour schemes

The colours used in a workplace can profoundly affect mood and stress levels. Opt for calming, neutral tones in main areas to create a tranquil environment, while using vibrant colours as accents to energise spaces like collaborative zones. For example, blues and greens evoke relaxation, while touches of yellow can inspire creativity and positivity. Thoughtfully applied colour schemes ensure a balance between energy and calm, catering to the needs of all employees.

Lighting

Lighting is often overlooked but is critical to workplace comfort. Poor lighting can exacerbate stress, fatigue, and discomfort, particularly for employees already dealing with hormonal changes or physical discomfort. Ideally, workplaces should maximise natural light, which has been shown to improve mood and reduce fatigue. However, where natural light is limited, technologies that mimic daylight can provide a similar benefit.

Individual lighting controls, such as dimmable desk lamps or adjustable overhead lights, empower employees to tailor their environment to their needs. Additionally, avoiding flickering or overly harsh lighting reduces strain on the eyes and creates a more welcoming atmosphere.

Biophilic design

Incorporating natural elements into the workplace has proven benefits for reducing stress and promoting wellbeing. Biophilic design features such as indoor plants, natural materials like wood or stone, and water features can create a sense of tranquillity and connection to nature. Research suggests that proximity to greenery enhances concentration and reduces anxiety, making it a powerful tool for supporting employees experiencing discomfort or hormonal fluctuations.

Even small touches, such as potted plants on desks or natural textures in furnishings, can have a significant impact. Larger interventions, like green walls or skylights, can transform the workplace into a space that actively contributes to employee wellbeing.

Private spaces for recharging

Adding to the above, private recharge rooms equipped with biophilic elements, soft lighting, and comfortable seating provide employees with a sanctuary to decompress. These spaces are invaluable for those experiencing symptoms of stress or fatigue, whether related to health conditions or general workplace pressures.

By integrating these design elements, organisations can create environments that actively support their employees’ mental and physical wellbeing, ensuring a happier, healthier, and more inclusive workplace.

Beyond design: fostering a supportive workplace culture

While design adjustments play a crucial role, they must be paired with cultural change. Encourage open conversations about women’s health and provide managers with training to address these topics sensitively. Flexibility, understanding, and clear policies will help normalise discussions and foster a more inclusive workplace.

By creating work environments that account for the realities of menstruation, pregnancy, and menopause, organisations can support employees’ physical and emotional wellbeing while promoting gender equity. Thoughtful office design, paired with a progressive workplace culture, ensures everyone can thrive.

For more insights on supporting women’s health at work, read the original article by Interaction here.

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The construction industry is one of the largest contributors to global environmental degradation, accounting for around 45% of the UK’s total carbon emissions. Of this, 27% comes from domestic buildings, while non-domestic buildings contribute 18%. The scale of the sector’s environmental footprint is undeniable, particularly when one considers the energy-intensive processes of construction, the emissions generated during the lifecycle of buildings, and the immense volumes of waste produced. As the world grapples with the urgent need to tackle climate change, the construction sector is under increasing pressure to align with global sustainability goals.

The UK government’s commitment at COP26 to cut emissions by at least 68% by 2030 has only intensified the demand for change across all industries, particularly within the built environment. Achieving these ambitious targets requires a fundamental shift in how we design, build, and maintain our buildings and infrastructure. This is where biophilic design—a concept that integrates nature into the built environment—has emerged as a key solution. Increasingly, biophilic design is being recognised not just as an aesthetic trend, but as a critical strategy to reduce the environmental impact of buildings while also delivering a range of benefits for people’s health and wellbeing.

Biophilic design: A proven solution for sustainable building

Biophilic design involves the deliberate incorporation of natural elements such as light, air, plants, and natural materials into architectural spaces. Research consistently demonstrates that biophilic design not only improves occupant health, productivity, and mental wellbeing, but also leads to significant environmental benefits. By reducing energy consumption, improving air quality, and fostering biodiversity, biophilic design offers a sustainable alternative to traditional construction practices.

Biophilia, a term coined by sociobiologist E.O. Wilson, refers to the innate human affinity for life and natural systems. The Biophilia Hypothesis, which Wilson first proposed, suggests that humans have an inherent tendency to connect with nature and other forms of life. When we sever these connections, as is often the case in modern workplaces, hospitals, and urban environments, both our health and the health of the planet suffer. This disconnection is linked to increased stress, poor mental health, and environmental degradation.

The Biophilic Framework seeks to reverse this trend by reintroducing natural elements into the built environment. Its aim is to reconnect people with nature through design choices that promote well-being, enhance productivity, and support sustainability. For instance, the presence of plants, trees, and green spaces in urban environments and workplaces has been shown to reduce stress, improve cognitive function, and lower healthcare costs. In workplaces, biophilic design increases employee satisfaction, making offices more attractive to both current staff and prospective hires. In healthcare settings, patients recover faster, and in prisons, biophilic designs can even reduce reoffending rates. The framework isn’t just about aesthetics; it’s about creating environments that nurture both people and the planet.

Biophilic framework in action: Exterior solutions

Biophilic design can be applied to both interior and exterior spaces, offering immediate benefits to businesses and communities. Exterior biophilic solutions are particularly effective in improving environmental conditions. One of the primary advantages is reducing pollution—whether through improved air quality, water management, or noise reduction. For example, rewilding estates maximizes the natural potential of land by incorporating greenery and biodiversity, which not only boosts biodiversity net gain (BNG) but also reduces energy use and creates spaces that improve mental and physical health.

Green walls are another powerful exterior design feature. By installing living walls of plants, buildings can combat the heat island effect, reduce indoor temperatures, and lessen the need for air conditioning. This helps mitigate the impact of heatwaves and contributes to energy savings. Additionally, green walls purify the air by absorbing toxins and filtering out pollutants, including noise, which has been linked to a range of health problems such as heart disease and diabetes. According to Manchester City Council, living walls can reduce noise pollution by up to 50%. Tree planting further reduces urban heat, aids in flood prevention, and enhances BNG. Trees also play a crucial role in managing water resources by reducing water consumption and managing stormwater runoff.

Waterscapes, such as ponds, streams, and fountains, are another vital element of biophilic design. These not only contribute to cooling and increasing BNG but also tap into what’s known as the “blue mind effect.” This psychological phenomenon occurs when people are near water, triggering positive emotions and reducing stress levels by stimulating neurotransmitters like dopamine and serotonin.

Interior biophilic design: Enhancing human connection to nature

Inside buildings, biophilic design focuses on improving the sensory experience for occupants. Simple changes such as introducing natural light into workplaces or healthcare settings can have profound effects. Natural light helps regulate circadian rhythms, the body’s internal clock, which governs sleep and alertness cycles. Proper light exposure can improve sleep quality and boost energy levels, fostering higher productivity and creativity.

The inclusion of natural materials like wood, stone, and bamboo in interiors can also lower stress levels and improve occupant well-being. Studies show that using these materials—over synthetic alternatives—can reduce blood pressure and create a calming atmosphere. Mass timber buildings, such as the Black and White Building in London, demonstrate the growing trend of using timber as a sustainable and healthy building material. These buildings improve air quality, enhance acoustics, and reduce the energy required for heating and cooling, making them both environmentally friendly and cost-effective.

This article only scratches the surface of biophilic design’s potential. By integrating natural elements into every stage of the built environment—from construction to operation—biophilic design can transform our cities, workplaces, hospitals, and homes. It offers a blueprint for creating spaces that benefit human health, foster environmental sustainability, and enhance quality of life. To learn more, join the growing community of biophilic design professionals working to reshape the built environment.

The Journal of Biophilic Design, founded by Dr. Vanessa Champion, is a pioneering platform exploring how nature influences human health, productivity, and well-being through design. With a PhD from UCL and a background in media, Champion’s career includes editing a London newspaper and founding a consultancy with high-profile clients, from the BBC to the NHS. But it was witnessing firsthand the healing power of nature in hospital settings that inspired her to create the Journal. By bridging research and practice, the publication showcases how biophilic design—bringing nature into built environments—supports people, planet, and place. Champion, a passionate nature lover and photographer, also creates “Virtual Nature Walls” for healthcare and workspaces, while leading the philanthropic PhotoAid Global Foundation to promote social impact through media and design.

www.journalofbiophilicdesign.com

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Dame Carol Black recently told Make A Difference Media that one of the “most worrying” areas of Health & Wellbeing is the number of young people who are not working. Talking about the key challenges she’d like to see the industry address in 2025, she cited understanding the younger generations’ needs better.

“I hope employers concentrate on the young in 2025. CEOs and Heads of HR have got to get their heads around the fact that different generations of workers are not the same. They must listen to young people’s concerns and try very hard to put the right support in the workplace,” she says.

While the statistics around youth worklessness are undeniably depressing, there is much to be learned from them, if employers are brave enough to dig deep beneath kneejerk assumptions.

First, what are these stats on youth unemployment?

A record high number of people aged 16-24 (789,000) are not working, looking for a job or studying, according to the ONS. Record numbers are also reporting mental health disorders, rising from 10.1% of 17-19 year olds in 2017 to 25.7% in 2022, according to NHS Digital.

What’s more, the numbers of the younger generation who are not working due to ill health have soared, nearly doubling in the last decade, with one in four not working because of it in 2022, compared to one in ten in 2012. This is according to the Health Foundation’s ‘Left behind; exploring the prevalence of youth worklessness due to ill health in different parts of the UK’.

Cynics might argue that the sharp increase is because stricter rules on benefits eligibility mean that more young people are claiming they can’t work on health grounds. Some of these cynics would likely describe younger generations as lazy, working the system or, even, so-called “snowflakes”. 

Line managers perceive Gen Z as ‘difficult’

Indeed, there is much evidence that there are many business leaders and line managers who perceive younger workers as “difficult”. Nearly three quarters of them surveyed by ResumeBuilder.com said they believe Gen Z is more difficult to work with than other generations, for example. 

But hasn’t that always been the way? For the older generation to tut and complain how things were different, better, “in my day”? 

You can imagine when the likes of super successful entrepreneurs Steve Jobs, Mark Zuckerberg, Bill Gates and Oprah Winfrey dropped out of further education there would have been (older) people around them writing them off, saying they were wasting their potential and would amount to nothing.

What if we questioned our systems instead?

Isn’t it time for a new trope? Instead of writing our young people off because they don’t feel they fit into our existing systems, what about if we questioned how our systems could adapt to better engage them so they can flourish? 

But if the many videos on TikTok are anything to go by (example here, read the comment section too for more insight), it’s clear many young people feel the workplace is failing them. Common gripes are things having to pretend you’re busy instead of being able to go home, employers saying they care but then guilt-tripping when time is taken off for personal reasons and managers taking it personally when Gen Z stand up for themselves.

Of course we are not saying that none of the concerns about Gen Z, and other younger generations, are valid. As Francesca Morichini, Chief HR Officer at hearing services company Amplifon, says in the Left Behind report: “It’s important to balance needs and wants with an understanding of the requirements of the business. There are some actions, contents, or ways of working that are required to make the business work and perform.”

This is the brutal truth…

However, the brutal truth is that employers need the next generation of workers or they will not have a sustainable workforce to survive the many challenges ahead. The UK, which is severely lagging in the productivity rankings, needs them for us to thrive as a nation. 

We spoke to a director of a small business who is grappling with this exact situation currently. His company relies on younger workers, as they have the skills required. For a small business like his, with 40 members of staff, the rising rates of youth ill health are “a real problem”:

“It’s not ideal if we have five members of staff off for things like maternity and paternity leave or longterm illness, and then added to that you have these rising mental health rates… suddenly we could be without ten members of staff and we’ve got clients to service, and bills to pay. It is a big worry.”

Gen Z’s resistance to return to the office

One of the biggest challenges he’s faced is when the senior management and the younger generation disagree about what is in their best interests regarding their mental health and career fulfillment.

This came to light around the return to the office post pandemic. 

“We made a concerted effort to get people back into the office to the degree that we now have ‘core days’ when people have to be in. Gen Z was the generation that most didn’t want to come back in,” he says. 

“But we feel it’s better for them. It’s been a big challenge to get them to understand why it’s better for them to be in the office. A lot of Gen Z, for example, were coming to interviews and asking us what our office policy was before they’d even done the interview.”

Incentivising Gen Z to return to the office

The way his company has tackled this is by explaining the huge value of being around people, not only for social connection but for learning through natural interactions, like observing others and hearing colleagues on client calls, etc. Then the employer has incentivised younger generations to come into the office because, if they do, they will get perks like personal development plans, mentoring schemes and training around skills like presenting. 

“We offer this to all staff, but only in person,” he says. “The issue here is that I think many Gen Z have got used to home comforts after Covid, and they’ve got used to socialising online. So it’s about showing them that they won’t get penalised for working from home, but their career can progress a lot quicker in the office.”

Gen Z demands health support

Another increasing challenge, particularly for smaller businesses, has been the growing demand from younger employers for support with all aspects of their health, including physical, mental and financial. 

“It does feel overwhelming and like the benefits required are endless and, obviously, financially we can’t afford that,” he says. “We can’t offer everything. You have to draw the line and accept that you might lose some people, but equally you’ll gain others with what you offer. I think you do have to go back to your business roots and be a bit brutal and say: what can we impact? What culturally aligns with us?”

The route this employer has taken is to make use of more affordable online resources like Spill (mental health) and Bippit (financial wellbeing), which take a pay-as-you-go approach, which suits younger workers who tend to want immediate on-demand solutions. 

Young workers care about environmental and social commitments

One thing that has gone down particularly well with younger workers in terms of benefits is the company’s commitment to social and environmental efforts, which younger candidates typically ask a lot about in interviews. The company has recently secured B-Corp certification and commits to giving 1% of its time to charitable giving, with employees allowed a day every quarter to volunteer. 

“These kinds of benefits are really key to these staff members,” he says. “Whereas my generation (I’m in my 30s) are more typically interested in bonuses, career progression, leadership roles and their pension. Younger employees aren’t asking for that; they care more about the next month or quarter than ten years down the line.”

Understanding these different generational mindsets can be challenging for leaders, and change can feel slow, painful and frustrating. Yes, it’s more comfortable to keep doing things the way you’ve always done them. That’s why the phrase “in my day” has become synonymous with sanctimonious contempt for the younger generations; it’s human nature. Even as far back as the philosopher Socrates in ancient Greece, leaders were complaining about the “bad manners” and lack of respect of the youth! 

Change leads to progress

But as the Left Behind report concludes in “embracing changes lies the promise of progress”.

Besides, what is the alternative, really?

As Stuart Mace, MSc Workplace Health and Wellbeing Graduate currently contracting as the Occupational Health and Wellbeing Lead at construction company Skanska UK, says:

“We have more people ill and therefore not working as a result more than ever in the UK. At some point we are not going to have a workforce turning up for work. That’s worrying. Employers are going to have to start taking more responsibility for employees being fit for work and being able to do their jobs physically or psychologically.”

Taking more responsibility for employee wellbeing

He argues that this may mean that employers need to start taking responsibility for wellbeing outside work, so they have a present workforce, adding:

“But would that be such a bad thing? Organisations can have a huge impact on creating a healthier society – we can start by understanding work is a determinant of our wellbeing and how best to make that positive for all of us, not just our younger generations.”

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The office is in crisis. It can no longer survive as a relic of outdated practices—a place where rigid schedules, lifeless rows of desks, and cookie-cutter designs sap creativity and alienate talent. Yet shockingly, some organisations are still building offices against yesterday’s blueprint, asking questions like, “How many desks and meeting rooms do we need?” If that’s the starting point, you already have the wrong person leading the conversation.

Today’s workplaces demand more. They must be hubs of inspiration, collaboration, and connection—spaces that energise people rather than constrain them. The rules of work have changed, and with them, the very purpose of the office. It’s no longer a simple container for tasks; it’s a platform for innovation, trust, and growth.

Trying to impose today’s dynamic working methods on yesterday’s rigid designs is a recipe for disaster. These environments don’t just fail to meet the needs of modern workers; they actively repel the very talent organisations need to succeed. And as hybrid work and evolving employee expectations continue to shape the future, the stakes for getting it right couldn’t be higher.

The workplace must transform—not into a space of obligation, but into a destination of choice. A place where people feel empowered, supported, and inspired to do their best work. This transformation starts with person-centric design: a commitment to shaping environments around the people who inhabit them, rather than forcing people to conform to outdated structures.

The question isn’t whether the workplace will change—it’s whether your organisation is prepared to lead the transformation.

The human element: Why design matters

For decades, workplaces were built around control: predictable schedules, fixed desks, and rigid hierarchies. But people aren’t machines. Their needs are dynamic, their strengths are diverse, and their motivations are deeply personal.

A workplace that doesn’t acknowledge this risks more than disengagement—it risks losing its people altogether. Employees are no longer content to “make do” in uninspiring spaces. They’re seeking workplaces that empower them, respect their individuality, and provide an environment where they can do their best work.

Neurodivergent employees, for example, may struggle in open-plan offices that overwhelm their senses. Flexible seating options, quiet zones, and sensory-friendly materials make a world of difference—not just in productivity, but in how included and valued they feel.

Similarly, parents balancing work and caregiving responsibilities may need more than hybrid work policies; they need spaces that support focus during office days and flexibility when working remotely. When workplaces reflect these realities, they send a powerful message: “We care about you—not just your output.”

Connection in a disconnected world

The rise of remote and hybrid work has provided unprecedented freedom but has also left many employees feeling isolated. While technology keeps teams connected, it cannot replace the creativity and camaraderie of in-person collaboration.

Person-centric workplaces bridge this gap by offering more than just desks. They create opportunities for meaningful connection—spaces where brainstorming thrives, casual interactions spark innovation, and employees feel part of something bigger than themselves.

Breakout areas designed for informal collaboration foster deeper relationships and spontaneous problem-solving. Wellness zones, with biophilic design and calming aesthetics, give employees a chance to recharge and feel grounded. These thoughtful spaces reintroduce the sense of belonging that many have missed while working remotely.

Designing for inclusion and wellbeing

Diversity is a strength, but inclusion is what activates it. Person-centric design must go beyond accessibility checklists to create spaces that are genuinely inclusive and adaptable for everyone.

• Neurodiversity: Adjustable lighting, sensory-safe zones, and clear signage support focus, creativity, and comfort for all cognitive styles.
• Physical inclusivity: Ergonomic furniture, wide corridors, and accessible facilities ensure every employee feels valued.
• Emotional wellbeing: Incorporating natural elements like greenery and sunlight through biophilic design reduces stress and boosts happiness, making workplaces both functional and inspiring.

These features don’t just tick boxes—they build trust. They signal to employees: “You belong here.”

Flexibility: A core ingredient

Flexibility isn’t just about policies—it’s about possibilities. Imagine a workplace where spaces adapt to the task at hand. One day, an employee might need a quiet pod for deep focus; the next, a collaborative space for a creative sprint.

True flexibility demonstrates trust in employees and supports diverse ways of working. It acknowledges that people’s needs vary day to day and empowers them to perform at their best, whenever and wherever that may be.

People are the real bottom line

Engagement, retention, and innovation flow from one source: people. Person-centric design isn’t just about attracting talent; it’s about creating the conditions where talent thrives.

When employees feel supported by their environment, they don’t just stay—they excel. Research from Gallup found that companies with highly engaged employees see a 23% increase in profitability. This isn’t just about numbers—it’s about building workplaces where people are inspired to contribute their best.

The future of workplaces

The workplace is no longer just a location—it’s an ecosystem. A thoughtfully designed workplace reflects an organisation’s values and its commitment to its people.

A person-centric approach isn’t about aesthetics or gimmicks. It’s about making the office a place of choice, where employees come not because they have to, but because they want to. It’s about fostering connection, enabling flexibility, and creating spaces that empower every individual to succeed.

The question isn’t whether workplaces will change—it’s whether organisations will change quickly enough to meet the expectations of the people they rely on most.

Are you ready to lead the way? Redefine your workplace and create an environment where your people—and your business—can thrive.

About the author

Isobel is dedicated to redefining the future of work, challenging outdated norms to build workplaces that are inclusive, diverse, and deliver measurable results. She partners with organisations to replace traditional models with trust-based approaches that empower individuals to bring their full selves to work—unlocking innovation and driving tangible, impactful growth.

Seeing diversity as a strategic advantage, Isobel guides organisations in building human-focused environments that prioritise connection, creativity, and purpose. Her approach makes businesses more adaptable and resilient, proving that inclusive practices are powerful drivers of success in today’s evolving world of work.

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New research from employee benefits provider Zest indicates that 71% of employers have seen increased demand for wellbeing benefits over the past year.

The research was conducted by independent research agency Opinium which surveyed 2,000 adults weighted to be nationally representative between 28^th – 30^th August 2024 and 500 HR decision makers between 21^st – 30^th August 2024.

Three quarters (76%) of HR leaders say their organisation has increased investment in wellbeing benefits over the past 12 months and the same proportion (75%) say their business has introduced more mental or physical health benefits during the same period.

Employees believe employers could be doing more to support their physical and mental wellbeing

However, less than half (46%) of employees feel like there are more wellbeing benefits than a year ago – this figure drops to just 17% of employees aged over 55. Worryingly, only half (54%) of employees believe their employer cares about their wellbeing.

Two in five (41%) employees think their workplace benefits package is inadequate, which rises to nearly half (47%) of 18-34 year olds. This is leading to concern that employers are not taking their wellbeing demands seriously enough with almost half (48%) of employees calling for their employer to introduce a Head of Wellbeing role in the organisation.

Benefits packages are increasingly playing a key role in employee decision-making around future roles. Around two-thirds (63%) of employees agree that company benefits have become more important to them when deciding where to work. This rises to almost three quarters (72%) of younger employees aged 18-34. And almost six in ten (56%) employees admit they would leave their current job if another company offered them a better benefits package.

Benefits on offer must match the needs of employees

Commenting on the insights from the report, Matt Russell, CEO of Zest, said: “Worryingly, despite the vast majority of organisations investing heavily in wellbeing benefits, many employees still believe that their employer could do much more to support their mental and physical wellbeing.

“Employers not investing in their benefits packages or ensuring that the benefits on offer match the needs of employees will struggle to keep pace with competitors as the wellbeing revolution accelerates. Those that fail in this area face a real struggle to attract and retain key talent if they don’t understand the wellbeing demands of their workforce.”

Andrew Berrie, Head of Corporate Partnerships and Leading Workplace Wellbeing, Mind, added: “Zest’s research further evidences the importance of employers being committed to supporting the mental health and wellbeing of their people. Employee benefits and wellbeing initiatives have a key role to play, ideally one part of a far broader systematic programme of mental health and wellbeing activity.

“The report highlights the importance of taking a person-centred approach to better understanding the aspects of work that may be negatively affecting worker’s mental wellbeing. Whether that’s work design, organisational culture, or stigma, all require attention to create mentally healthy work for all and enable people and business to thrive.”

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We know that purpose has a positive effect on productivity and wellbeing at work, but what potential benefits are there if you believe in something even bigger than just your personal actions being meaningful? But that your actions are part of a greater whole, and some kind of universal plan?

This is a topic we’ve been exploring recently, in this feature and this feature on spirituality, which is proven to correlate with better wellbeing. Building on this theme, we wanted to speak to someone working at the top-level in Wellbeing, who could talk about their views on how spirituality helps them, and could potentially help their employees.

As a practising Rabbi, alongside his co-founder role at YuLife, Sam Fromson is the perfect person to do this. Not least because – due to the recent success of the Netflix series ‘No One Wants This’ – “the cool, sexy Rabbi is Hollywood’s New Favourite Trope”, according to Vogue! (Although I should be clear that Fromson himself isn’t a fan of the TV programme, having to quickly switch it off for being too cringey).

However, Fromson’s story and reasons for feeling so purpose driven at YuLife are anything but cringey, showing that a sense of spirituality at work can sit alongside capitalism as well as compassion at work.

Here’s what he said.

You started your career in finance. Is that right?

I initially did a few internships, like trading base metals, to learn about different industries and understand more about the world of finance. 

Then, yes, my first ‘grown-up’ job was at Orbis Investment Advisory, a hedge fund asset management company.

I spent three years working full-time in finance and realised that I was missing something. I realised I couldn’t thrive in a place without purpose or connection. And I believe that experience shaped so much of what we’ve built at YuLife—a culture of shared values, real support, and a mission to make insurance a force for good.

What I’m trying to understand is how you went from finance, to being a Rabbi to launching your own health insurance company Yulife?

At 18, I spent two years studying in Jerusalem, diving deep into religious studies. I wanted Jewish knowledge to match my secular education, and this felt like the right way to explore my heritage and spirituality. After that, I headed to Cambridge to study Natural Science – thinking I would get a ‘day job’ and potentially teach as a Rabbi later in life.  

I knew that being a Rabbi was something that I was always passionate about. Somehow I have been lucky enough to pursue both career paths at the same time, in parallel. 

Running a startup is chaotic, but it also gives you freedom to shape your own schedule. So, alongside building YuLife, I’ve been able to carry on as a Rabbi too. It’s a balance I’m deeply grateful for.

And you also have four kids aged ten and under…

Yes, there’s certainly never a dull moment! But I should say – we have help. We’ve fully embraced the nanny experience, and it’s been a game-changer. 

You mentioned that a career in finance wasn’t fulfilling you completely. What do you think you get from spirituality?

Happiness, for me, comes from doing something meaningful. Chasing happiness for its own sake is a likely dead end.

Sure, hedonism can feel good in the short term, but it rarely delivers the deeper fulfillment we are all searching for.

Seeking out happiness is the path to futility. I was also lucky – my upbringing shaped my sense of what truly matters. My Mum had a high profile job in finance, but she always prioritised family. She’d be home by 4 or 5pm and take Fridays off to spend time with us all. The balance stuck with me. 

Don’t get me wrong- I’m driven to succeed. Of course, we plan to pursue our meaningful purpose while growing a huge business and delivering for everyone involved. That’s the goal!  But I see financial success as a means to an end, not the end itself. 

So where did the idea for YuLife come from?

I met my co-founder Sammy Rubin, CEO of YuLife, at a charity dinner one evening.  We started chatting about start-ups, finance, and wellbeing—and the conversation just flowed.

Sammy, who was previously the CEO of Vitality in the UK, had a vision to build the next generation of life and health insurance. That initial meeting sparked something that eventually led to the creation of YuLife.

We connected deeply, and I think part of that was down to our shared values. Sammy is a deeply spiritual person—he’s also a qualified Rabbi—and that added another layer to what we were building together. 

Has founding YuLife with a similarly spiritual person helped the journey?

Absolutely. That perspective has been a lifeline during the intense moments—when you’re in the trenches, running a business.

If the start-up journey has taught me one thing, it’s this: we’re not in control. You see brilliant entrepreneurs, pouring their hearts into something, and it doesn’t work out. Then there are others who seem to step into the perfect moment, raise hundreds of millions, and take off effortlessly. 

Can you give me an example of when this ‘surrendering to a Higher Power’ has helped you?

Some of our biggest successes have come from the most unexpected places. Like the time we pitched to quite a few venture capitalists—and got rejected by every single one. It was brutal, but I never lost belief in the mission or the idea.

I told myself, if it’s meant to be, it will be. My job was to keep putting in the effort, holding up my side of the deal, and trusting that the right thing would happen.

And then it did. Just after all those rejections, I got a call from someone I’d met at a conference five years earlier. That conversation led to them becoming a significant investor.

I really believe success isn’t entirely in our control. You show up, do the work, and then trust the universe—or God, or whatever you want to call it—to meet you halfway.

How else does your spirituality help you at work?

It starts with seeing every person as intrinsically worthy.

That doesn’t mean avoiding tough decisions—sometimes, you have to be ruthless in what you decide. But it’s about showing compassion in how you execute those decisions. It’s also about extending that compassion to your outlook on others—giving people the benefit of the doubt and the opportunity to grow and change.

In this feature we talked about the idea of spirituality being added to the mix as a wellbeing pillar. What do you think of that?

I don’t think a value should be something you expect everyone in the company to adopt in their business dealings.

Spirituality, at its core, requires a belief system—belief in a higher power, in the intrinsic value of human life, goodness, and potential. As a business leader, I can ask employees to align with a certain set of values, but I’m not here to dictate what others believe.

What about helping employees discover their belief sets – do you think employers have a role to play in that?

No, I don’t think that’s a corporate job. That’s getting too involved.

Is it my role to help my employees discover their passions or where they feel truly alive? Would I run a workshop at YuLife to help with that? Maybe. It could be a nice, voluntary “lunch and learn,” but I wouldn’t call that spirituality.

As a founder, my responsibility is simple: treat every person with respect and dignity, run a business that aligns with my ethics, and serve our shareholders. You’ve got to balance all of that.

I’m glad people are finding spirituality in many different things, but it’s not my job to guide my employees on what’s spiritual for them. Connecting with something bigger than yourself is deeply personal—it’s not the same as activities for mental wellbeing or holistic health.

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As 2025 approaches, sustainable office design has become more than just a trend – it is a necessity for businesses looking to align with modern environmental and operational demands. Organisations are increasingly adopting eco-friendly solutions to reduce their environmental impact while fostering employee wellbeing and efficiency. From recycled materials to energy-efficient technologies, office spaces are evolving to prioritise both functionality and sustainability.

The growing importance of sustainable office design

Sustainability has become a focal point in office design, spurred by environmental concerns, regulatory changes, and a collective push towards greener practices. According to the World Green Building Council, buildings account for approximately 40% of global CO2 emissions. By adopting sustainable designs, businesses can lower their carbon footprint, enhance brand reputation, and appeal to eco-conscious clients and employees.

Green certifications, such as LEED, offer tangible benefits by increasing property value and reducing operational costs. For instance, energy-efficient lighting, water conservation systems, and furniture made from recycled materials demonstrate a commitment to corporate social responsibility (CSR) while delivering financial advantages.

Productivity and wellbeing in sustainable workspaces

Eco-friendly offices are not only good for the environment but also for employee wellbeing. Research by the Harvard T.H. Chan School of Public Health reveals that employees in green-certified buildings experience a 26% increase in cognitive function and 30% fewer sick days. Features like biophilic design, which incorporates natural light, indoor greenery, and sustainable materials, create healthier and more inviting environments, boosting productivity and morale.

Expanding on biophilic design: Bringing nature indoors

Biophilic design focuses on integrating natural elements into the workplace, creating a stronger connection between people and nature. Its benefits extend beyond aesthetics, significantly improving air quality, reducing stress, and enhancing mental well-being.

1. Natural light: Incorporating expansive windows and skylights maximises daylight exposure, which has been proven to elevate mood, regulate circadian rhythms, and increase productivity.
2. Indoor greenery: Plants like peace lilies, spider plants, and snake plants are ideal for offices, as they are low-maintenance and improve air quality by removing toxins.
3. Living walls: Vertical gardens, or living walls, are becoming a popular feature in sustainable office design. These installations not only purify the air but also serve as visually stunning focal points that promote a tranquil atmosphere.
4. Natural materials: Furniture and decor made from wood, bamboo, or cork bring warmth and an organic feel to workspaces, fostering a sense of harmony with the environment.

Technology driving sustainability

Energy-efficient HVAC systems, smart thermostats, and solar power solutions are revolutionising sustainable office design. These technologies enable businesses to optimise energy use, reduce costs, and lower emissions. Meanwhile, AI and the Internet of Things (IoT) are paving the way for smarter, more efficient workspaces by offering real-time insights and automation.

The future of sustainable office design: Trends to watch for in 2025

Sustainability is set to dominate workplace innovation as we move into 2025. Emerging trends include:

1. Zero-waste practices: Offices will prioritise comprehensive recycling and waste-reduction strategies. This includes reducing single-use plastics, encouraging the use of reusable materials, and implementing digital solutions to cut paper usage.
2. Carbon-neutral construction: Architects and developers are focusing on creating buildings with reduced emissions throughout their lifecycle. This involves sourcing low-carbon materials and utilising renewable energy systems.
3. Employee-centred sustainability: The integration of wellness-focused spaces, such as relaxation zones with natural elements, will continue to grow. Sustainable design will be paired with features like ergonomic furniture and air-purification systems to support employee health.
4. Hybrid work and agile spaces: With the rise of hybrid working, flexible office layouts that minimise real estate requirements will remain popular. Multi-purpose areas and shared workspaces reduce energy use and physical waste.
5. Integration of renewable energy: Solar-powered office buildings and renewable energy solutions will gain traction, significantly reducing operational costs and environmental impact.
6. Advanced green technologies: AI and IoT systems will further transform offices, allowing for precise monitoring of energy use, waste management, and indoor air quality, enabling companies to optimise their sustainability efforts in real time.

Sustainable office design is no longer a choice but a strategic priority for organisations aiming to stay ahead in a rapidly evolving world. By adopting renewable materials, biophilic design, and advanced green technologies, companies can create spaces that are not only environmentally responsible but also conducive to employee health and productivity.

To explore more insights on sustainable office design and innovations for 2025, read the full article on Habit Action’s website here.This article was adapted from Habit Action’s original piece on Sustainable Office Trends in 2025.

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Over the past two weeks, to mark Disability History Awareness Month, we’ve been shining a spotlight on the practical actions employers can take to genuinely make those with disabilities feel welcome. So, it couldn’t be more timely that the Valuable 500 – the global business partnership of 500 companies working together to end disability exclusion – has released a whitepaper that reveals how successful disability-confident leaders are transforming their organisations. They are doing this across three pillars: Purpose and Strategy, Psychological Safety and Trust, and Storytelling and Accountability.

Catalyst for innovation

Despite significant barriers – including misconceptions about disability, lack of representation in leadership, and inadequate training – these leaders are demonstrating that disability inclusion isn’t just about compliance; it’s a catalyst for innovation and competitive advantage. Their experiences provide a practical framework for organisations ready to move from commitment to transformation.

For the whitepaper, the Valuable 500 interviewed 33 individuals from 26 companies with a global presence:

Four barriers to disability-confident leadership

Four key obstacles identified by the whitepaper, that are making it hard for those at the top to close disability inclusion gaps are:

1. Fear of Getting it Wrong (mentioned by 33%):  Concerns about using incorrect language, unintentionally offending someone, or making mistakes in disability accommodations and inclusivity efforts can prevent leaders from beginning or advancing their disability inclusion journey. 

2. Fear of Stigma and Discrimination (mentioned by 61%): The most identified barrier is fear of negative judgment, perceptions of incompetence, or exclusion from opportunities. This fear of stigma and discrimination discourages many individuals from disclosing their disabilities.

3. Limited Awareness and Understanding of Disabilities (mentioned by 54%): More than half suggest that there are significant knowledge gaps around disability, with unconscious biases and a lack of education creating persistent misconceptions. With the Valuable 500’s Generation Valuable programme, this creates powerful learning opportunities for both experienced executives and emerging disabled leaders to improve awareness and understanding.

4. Privacy and Personal Boundaries (mentioned by 36%): Around a third suggested that privacy concerns prevent individuals from disclosing their disabilities. Many people may feel that discussing personal health details could intrude on their professional identity or result in unwanted attention from colleagues.

Leaders share their learnings

Commenting on the whitepaper, Katy Talikowska, CEO of the Valuable 500 said:

“At a time of unprecedented disruption and uncertainty, the insights of these disability-confident leaders powerfully demonstrate that disability inclusive business is good business. Now more than ever, leaders must double down on their efforts if we are to put an end to disability exclusion in business. I encourage all leaders to heed the call to action within these pages and join the movement towards a more inclusive, innovative, and sustainable future.”

Kristine Remedios, Global Head of Inclusion, Diversity and Equity, KPMG International added her perspective saying:

“As a leader, it’s important that leadership set the tone for an organisation and cultivate a culture of inclusion and trust. To foster a workplace that encourages self-disclosure, embraces authentic conversations, and empowers everyone to thrive, it’s crucial that KPMG professionals feel supported by their leaders”.

“Disability-confident leaders lead by example, demonstrating empathy, creating psychological safety, and actively seeking to learn from those around them. KPMG professionals are committed to this vision and disability inclusion efforts as part of the Valuable 500 commitment. This starts with leaders that actively listen, leverage insights and data to identify areas where effective programs and policies can be implemented and scaled. As a people-driven organisation, many of these initiatives originate from the bottom-up, recognising that everyone deserves to feel seen, understood, and considered in strategic decision-making”.

Further tips have been shared by Dr Astrid Arndt, Chief People Officer, Corporate Functions, (CPO) with online retailer Zalando SE. She explains:

“Being a disability-confident leader means embracing a growth mindset—continuously listening, learning, adapting, and striving to create an inclusive environment. Lasting progress comes when our commitment to support and empower Disabled colleagues and customers is truly embedded in our culture and day-to-day practice.”

Finally Margot Slattery, Head of Group Diversity, Inclusion & Belonging, and Social Sustainability at workplace experience and facility management company ISS adds:

“A diverse workforce is a key driver of ISS’s success. With over 320,000 employees worldwide, many of whom are people from underrepresented groups such as individuals with physical and mental disabilities, inclusive leadership that embraces disability confidence is vital. Structurally, we educate our leaders in inclusive practices and establish Employee Resource Groups, such as our dedicated Abilities ERG. Practically, we implement inclusive tech tools, provide disability guides for managers, run awareness campaigns, and offer individual development programmes. Together, these initiatives empower us to unlock individual potential, transforming disabilities into abilities for the benefit of our people and our business alike.”

You can download the full whitepaper here.

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“I have never understood why, when everyone on the planet is one accident or medical condition away from disability, many people seem to lack any empathy, and do not attempt to understand how it must feel”.

These are the words from a recent top news story on the BBC news, spoken by blind man Sean Dilley after another instance when he was refused service at a restaurant because of his guide dog, although this is against the law. 

He believes that there is “increasing hostility towards disabled people”, and certainly our research for this article on disability at work concludes that we still have a long way to go in truly accepting and adjusting the workplace for colleagues with disabilities and longterm conditions. 

Having set the scene and interviewed several people who work in Health & Wellbeing and who have disabilities previously here, this feature will concentrate on the practical action employers can take to make the workplace a welcoming place for all.

Let Occupational Health play a leading role

One of the fundamental problems getting people with disabilities back into work, and retaining them, to emerge in this feature is the fact that non-clinical professionals often make assumptions about a colleague’s illness. 

This is where professionals with clinical training could help enormously.

“OH are doctors, so they are neutral and always focus on what is wrong with you, and what you need, they aren’t under pressure to side with the line manager’s view; they side with the medical view,” says Health and Wellbeing consultant Sarah Gashier, who lives and works alongside kidney failure. “As well as physical accommodations like ergonomic furniture, they can also advocate for desired behaviour, such as compassion from managers.”

In her case, OH recommended in its report that Gashier “has regular meetings with a supportive manager and is supplied with flexibility, autonomy, compassion and empathy to optimise her ability to manage her health conditions in the workplace”.

“OH is impartial to what is going on in an organisation,” says Gashier. “So they should be taking more of a lead. I felt they were very supportive, whereas the problem with HR is that they are there to protect the organisation, not the employees.”

Don’t make assumptions

This follows on from the last point. People working with disabilities have told us how upsetting and uncompassionate it is to have colleagues make assumptions that they must “be well” because they “look well”, especially if they have lost weight. Others tell stories where line managers get involved with medication, and share opinions on this.

The individual and their medical care givers are the experts on the disability or illness that they live with; unless you are a medical clinician with knowledge of the individual’s case, you are not and your assumption based on how they look, or seem, is not valid. It can also be very damaging.

Trust your employees; don’t micromanage

Mistrust ruins relationships. Spotify knows the power of trust in its employees, which is why it has recently run a campaign with the strapline: ‘Our employees are not children. Spotify will continue working remotely’.

As well as trusting employees with disabilities when it comes to their illness, and how it impacts them, employers will get the best out of them if they trust that they will manage their workload and if they treat them like adults. 

Micromanagement and distrust lead to resentment and, sometimes, tribunals, as in the case of Gashier:

“When I requested to leave the office early on our mandatory office day to attend my evening dialysis appointment—since the office was an hour away from the dialysis centre—my manager insisted that I make up the hours the next day while working from home. This kind of micromanagement undermines trust.”

Make the reasonable adjustments

Sounds simple, right? It should be but we are hearing that some employers aren’t even making the bare minimum reasonable adjustments for their employees.

It is arguably relatively easy to make technical, practical adjustments such as getting the right equipment or technology to assist someone. 

However, it’s important to remember the mental/emotional adjustments that might be helpful, too, like allowing someone to have a supportive colleague present in a meeting when discussing their disability. 

These small adjustments can often have a big impact in terms of setting meetings up for success and making the affected colleague feel truly heard and valued.

Watch your words

“Language is really important,” says Dr Judith Grant, Workplace Wellbeing Strategist and Director of The Wellbeing Exchange. She gives the example of the word “recovery”:

“For someone with a chronic, or long term health condition, the concept of recovery may not resonate. The question may not be ‘have you recovered?’ but rather ‘how are you feeling today?’ Relapsing, remitting health conditions may involve periods where the condition flares up and periods where it is more settled, but it is always there.”

As she says, for many, recovery isn’t a “linear, clear cut concept”.

A good way to avoid using jarring language is to write up a document like a Health Passport or reasonable adjustment passport, says Dr Grant, explaining that the employee can detail how they prefer to talk about their condition or disability.

“I’ve seen ‘return to work’ meetings called ‘welcome back’ meetings, too, and I think that’s a much more positive way of framing them,” says Dr Grant.

Many companies already have an ERG to represent employees with disabilities and longterm health conditions. Companies can then tap into these networks to sense check, for example, language and ideas, and elicits suggestions.

Be flexible

Many employers have rigid ‘return to work’ processes and, as Dr Grant says, “it’s important to recognise that recovery is not always linear”, so flexibility is key, as is listening to the employee and co-creating their return to work together.

Occupational Health can make this process of returning to work much smoother by ensuring meetings are set up ahead of the employee coming back to work. 

Also, employers can take a flexible attitude towards how the work is done, as long as it is done and completed to the necessary standard.

“Often there is a perception of how a job should be done based on the way it has always been done. But is this the case?” says Dr Grant, who advises asking:

Could there be a job share? 

Could hours be adjusted to make it more accessible? 

Does the location have to be fixed? 

Are all the tasks associated with the role necessary, can aspects be adjusted to enable an employee to thrive? 

“So often we focus on what people can’t do, but what can they do? We shouldn’t be constrained by traditional views of what a working week ‘should‘ look like,” she says.

Employers without an inhouse or dedicated OH department can access free resources for guidance on returning to work like those from CIPD, ACAS and Affinity Health.

Strip toxic stress from the process

Many workers with disabilities complain that the processes to get into work, return to work or apply for adjustments at work, create stress in themselves, often making their conditions worse. 

This is especially true when the employee is trying to access services when feeling mentally or physically unwell. Added to this, the link between mental health challenges as a result of having a disability in the first place is also clear, fuelled by things like social stigma, isolation, chronic pain, feelings of grief/loss at having the condition, etc. 

Further, intersectionality plays a role as negative mental health effects can be made worse by other factors such as ethnicity, gender or sexual orientation.

To strip out unnecessary stress, look at the admin time you are asking employees to spend accessing your services. Dr Grant suggests asking: are your processes easy to understand? Can you ease some of the burden?

Address the cult of overwork

With such focus in our society on productivity, there’s a perception that rest and rehabilitation is wasted time and, as Dr Grant says, that “illness equals wellness”.

“I’ve heard leaders boasting about how they had never had a day’s sickness in their lives. Or how they ‘power through’ as if rest and recuperation are giving in and there is fault or blame involved in having a health condition or illness,” she says.

The problem with these kinds of comments is that they encourage people to make assumptions, based on their own experiences or their perception of other people’s experiences, rather than listening to the individual’s account of what it’s like for them. 

Beware burnout and over-compensation

It’s a common phenomenon for those with disabilities (as well as those with neurodivergency, as covered here) to feel like they have to go above and beyond other employees.

“You do feel like you have to prove yourself, and give that little bit extra, which is really exhausting, especially as with many conditions comes fatigue,” says Gashier.

Employers need to be on the look out for signs of this happening and take early intervention.

Help colleagues with disabilities tell their stories

We often talk about the power of stories because, time and time again, interviewees tell us that storytelling is the most effective way to increase understanding and empathy, and lead to cultural and behavioural change.

Gashier wanted to tell her story of living and working with kidney failure to her colleagues on World Kidney Day but her request was declined on the grounds it made the Head of Communications feel “uncomfortable”, with her line manager agreeing. 

As we’ve also talked about before (such as here) one of the things about working in Workplace Wellbeing which is essential is becoming comfortable being uncomfortable. Starting conversations about new and taboo topics can be challenging but, ultimately, might be the most rewarding action you can take to change attitudes.

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