The 7th annual MAD World Summit

Communications giant Havas has responded to concerns about themes highlighted in Netflix’s Adolescence by running a 90 minute lunch and learn session to educate and empower its affected employees.

The four part Netflix drama has sparked much debate, not only in workplaces across the country, but also in political circles, about the potentially toxic effect of social media on teenagers, and the so-called ‘manosphere’.

The idea came from the Havas People Team, having seen the series themselves and recognising the amount of conversation it had generated in the workplace.

Series is a wake-up call

“It was a wake up call for a lot of us,” said Rosy Hutchins, Senior People Partner at Havas. 

“We have a parents network but I think sometimes the teen years can get a bit forgotten, with the focus tending to be on the early years. Adolescence showed us that we should be talking about these issues and there was a lot of interest when we said we were going to do the session.”

Employers like Havas are increasingly recognising the need to support parent-employees throughout the ages, including grandparenthood. 

Demands of parenthood

The demands and pressures of parenting can have a huge impact on employee wellbeing and productivity, and also on attraction and retention of talent; 93% of working parents say that having employers who are supportive to parents is ‘important’ or ‘very important’ when considering a new role. 

A further 66% say that an issue with their children would impact their performance at work, according to research from REC Parenting.

Hutchins said:

“It’s a tough economic climate currently. Employers need to look at what we can be doing, beyond simply salaries, to really enhance working environments and make employees feel that they are valued as a whole person, not just a number, so they will want to come and work for us, and stay.”

Empowering employees

The lunch and learn workshop, delivered by content company Happy Marlo Studios, covered:

• Understanding the Digital Landscape

• Recognising Red Flags

• Emotional and Mental Health Impact

• Legal and Social Consequences

• Building Digital Resilience

• Supporting Healthy Conflict Resolution

It also highlighted the gaps in the educational system and its lack of resources, and the opportunity for employers to step in to help plug these gaps with valued support. But only 14% of parents currently say they feel supported by their employee benefits package, according to the same research from REC. 

Happy Marlo Studio’s origins are in creating ‘conscious’ content for children but it is increasingly moving into the corporate sector targeting parents. 

Parenting worries affect productivity

Founder of Happy Marlo Rebekah Clark said:

“If an employee is concerned about their child, they aren’t able to really switch off and focus on work. They’re going to bring that to work to some extent, especially when you consider that 20% of kids today have a diagnosed mental health problem and many others are affected by day to day worries and anxieties. We know from the work that we do that parents are struggling and looking for support, but they don’t necessarily know where to go.”

As well as benefiting the individual’s wellbeing and the company’s bottomline, there is also the commercial argument in creative sectors like advertising that understanding the next generation better is beneficial. 

Need to understand next gen better

“We need to understand children and younger generations better,” said Hutchins. “Some of our products, after all, are aimed at them, so they are our customers as well as our future workforce.”

Another of Happy Marlo Studio’s workshops covers ‘Raising Generation Alpha’ and Founder Clark added:

“There are so many different factors coming together in a perfect storm now that we can’t – as employers and as a society that want to pay attention and take the longer term view – say that this isn’t our problem.”

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Worsening health risks, including cancer, musculoskeletal and mental health conditions have highlighted the need for more effective preventative healthcare measures. Among these issues, we’ve seen mental health incidence rates increase by 21%, with severity rising by 13.2%.

An increasingly burdened NHS has caused many employees to turn to private medical insurance (PMI). This comes as the UK’s gross medical inflation hit 15% in 2024. This low number of claimants has created volatility in pricing among insurers, with PMI costs rising 32% on average last year. Traditionally, employers have attempted to use reinsurance to limit this volatility, but with premiums rising rapidly, organisations are looking for more certainty through proactive risk management strategies.

A better view of workforce health

Against the backdrop of rising private medical costs, Aon’s Health Risk Analyser empowers organisations to identify high-risk cohorts within their employee population, enabling data-driven and real-time strategies to maximise value from their healthcare spend. Taking carrier claims data across demographics, claims types, frequency and cost, these high-risk cohorts can be targeted with more accurate interventions to reduce cost volatility and bring about better health outcomes. Key benefits include:

• Predictive modelling – Historical claims data is used by our data scientists to predict high-cost claim risk by stratifying members into risk segments based on their claims history and demographics using machine learning.

• Risk optimisation – Understanding future risk enables smart budgeting, allowing employers to better prepare for predicted claim volatility as well as make the best decisions on how to manage and budget for the at-risk population.

• Ongoing monitoring – When integrated with a direct data feed, Health Risk Analyser can provide ongoing monitoring and predictive modelling updates to continually identify at-risk members and provide updated cost impacts.

• Personalised Interventions – leveraging the data from HRA personalised interventions can be communicated to at risk cohorts to reduce future risk.  

Understand the priorities of your workforce

In August 2024, we surveyed 9,202 people in employment at organisations with more than 500 employees to share their thoughts on what workplace initiatives are valuable to them. From these responses we developed our 2025 Employee Sentiment Study, equipping senior business, human resources, and people leaders with the strategies required to deliver impactful total rewards, culture and leadership that will help realise the potential of their people.

The study has helped inform our advice to clients, noting trends and interventions that can be applied across the workforce. We found a clear correlation between flexible working patterns and employee wellbeing, with hybrid workers more likely to describe their wellbeing as thriving or good. The importance of adaptable benefits was also emphasised, while sixty percent of employees surveyed are either in the process of moving employers or will seek new employment in the next 12 months.

How Aon can help

At Aon, we’re committed to making sure our clients are better informed, better advised and make better decisions through our delivery of actionable analytic insight from solutions like Health Risk Analyser, globally integrated expertise and locally relevant solutions.

In a competitive talent landscape, this means helping organisations develop a greater understanding of how employees view their benefits. The Benefits Solution (TBS), our specialised, award-winning platform, ensures a personalised user experience to connect people with EVPs, benefits, wellbeing and total rewards. This enables employers a valuable insight into their workforce and helps predict and manage future costs whilst achieving business impact.

TBS enables our employee benefits benchmarking capabilities, providing leaders with the data and analytics needed to view the competitiveness of their health and benefits offering across multiple fronts. This includes plan design, plan costs and even how employee health outcomes compare to peers in their industry, region or market segment.

About the author

David Kirk leads Aon’s UK health strategic sales function and is the global growth, marketing and communications functional leader for Aon’s total reward business.

With 13 years’ experience across EMEA and North America scaling go-to-market Saas businesses, David’s in-depth knowledge and technology expertise helps advise businesses and founders on where to focus for maximum impact.

At Aon, David helps organisations enhance growth and efficiency through their evolving workforce landscape through the health of their people leveraging data and technology.

As a result of David’s passion for improving employee health to enable better business outcomes he has also invested in several early-stage technology businesses.

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We’re in the midst of a quiet transformation. Wellbeing – once a fuzzy, feel-good HR talking point – is now a boardroom priority, a strategic KPI, and a bellwether of an organisation’s resilience. But as we evolve from reactive to preventative approaches, a core question remains: how do we see wellbeing clearly enough to act on it meaningfully?

Wellbeing is more than a mood

In recent years, workplace wellbeing has matured beyond pulse surveys and mindfulness apps. A growing body of evidence, from the OECD to the World Happiness Report, argues that wellbeing is multifaceted: spanning the physical, emotional, financial, relational, and even philosophical domains of human life​​.

The most progressive organisations now understand that wellbeing includes:

• Subjective factors (life satisfaction, sense of purpose)
• Objective metrics (sick leave, turnover, productivity)
• Relational and social dynamics (inclusion, trust, belonging)

And yet, despite this progress, many wellbeing strategies still struggle with the same challenge: visibility. As Deloitte’s 2024 report puts it, “Reporting on workplace wellbeing has been challenging due to its broad definition”​.

The data dilemma: what gets measured gets managed

This is where measurement matters. But not just any data—integrated, real-time, inclusive data. Leaders need a holistic understanding that accounts for the diversity of their workforce, shifts in sentiment over time, and hidden stressors across different groups.

The Work Wellbeing Playbook calls for triangulated approaches—blending quantitative scores with qualitative listening to understand not just how people feel, but why​. At Ripple&Co, we’ve found success using tools that capture both immediate pulse-checks and longer-range patterns. One such tool, plato, allows organisations to go beyond surface-level scores and start identifying leading indicators – data that signals future risks, not just past events.

With the right systems in place, organisations can begin to:

• Detect stressors before they lead to burnout
• Tailor interventions for different cohorts (e.g. women, carers, neurodiverse staff)
• Shift from “one-size-fits-all” programmes to nuanced, evidence-based support

From data to dialogue: the power of human insight

But data isn’t the destination. It’s the starting point for dialogue. A spreadsheet can’t fix low morale – but it can open the door to meaningful, co-designed change.

Increasingly, organisations are turning to networks of trained mental first health aiders as a powerful layer of insight. These individuals, embedded across functions, teams and geographies, act as the eyes and ears of an organisation’s emotional pulse. Unlike anonymous surveys, which can feel remote or clinical, mental health first aiders gather real-time, anonymised insights through trusted, peer-to-peer interactions.

They are the boots on the ground. The safe havens where people speak freely. And because their insights are drawn from genuine conversations, not just checkbox exercises, the data they provide is often more authentic and emotionally nuanced.

When used ethically and responsibly, these networks become a dynamic form of grassroots intelligence – providing early warnings, surfacing themes, and helping leadership understand what’s really going on behind the numbers.

Combined with tools like plato, this hybrid approach balances data with humanity, allowing wellbeing to be both measurable and meaningful.

A culture of prevention is a culture of care

There’s a cost to inaction. The Deloitte mental health report pegs the annual cost of poor mental health to UK employers at £56 billion, with presenteeism making up the lion’s share​. And Gallup research shows that 69% of people say their manager has more impact on their mental health than their therapist or GP​.

Yet, when wellbeing is embedded in ESG strategies, leadership practices, and digital tools, the ROI is compelling. One study found that employers see a return of £5.30 for every £1 spent on mental health initiatives​.

Ultimately, prevention is not just more ethical, it’s more effective. The organisations thriving in 2025 are those who see wellbeing as a system, not a silo.

The future of wellbeing reporting: from box-ticking to boardroom strategy

If the case for investing in wellbeing is now clear, the next evolution lies in how we report it. Until recently, workplace wellbeing has struggled to earn its place within mainstream ESG reporting – often relegated to a paragraph about “employee engagement” or a few disconnected data points. But that’s changing. The conversation is moving beyond anecdote and intent, towards structured, strategic measurement.

As Deloitte’s 2024 report points out, investors and stakeholders are no longer satisfied with surface-level declarations. They want to know what’s working, where, and for whom​. This means capturing not just outcomes, but leading indicators: early signals of risk, shifts in psychological safety, patterns in workload or belonging. Some organisations are beginning to integrate tools like plato, alongside anonymised insight from mental health first aiders, to build a more responsive, real-time picture of organisational health.

The shift reflects a deeper truth: wellbeing is no longer a “nice to have” – it’s a material driver of performance, trust and resilience. And, in the near future, I believe wellbeing reporting will likely sit alongside climate data and governance metrics, forming a core pillar of how organisations prove their social value.

The future of wellbeing reporting won’t be a sidecar to ESG – it will be its social cornerstone. Standardisation is coming, frameworks will mature and organisations that get ahead now, with meaningful metrics and inclusive listening channels, won’t just meet compliance – they’ll build cultures where people, and performance, can truly flourish. What began as a duty of care is fast becoming a marker of strategic credibility – and a window into the health of the business itself.

Final thoughts: towards a flourishing future

We’re moving into a new era where work isn’t just a source of income, it’s a space for meaning, connection, and growth. But this future depends on our ability to see what’s really going on with our people and to act early, with clarity and compassion.

In this context, tools like plato and the insights from grassroots wellbeing champions like mental health first aiders can be quietly powerful. They give organisations the visibility they need, not just to measure wellbeing, but to design it.

Because when you can see the whole picture, you can change the story.

About the author:

Eileen Donnelly is CEO of Ripple&Co. Over her 20-year career, she has been instrumental in guiding companies towards purpose-driven strategies and cultures, tackling issues from climate change to mental health, culminating in a directorial role at a global FTSE 250 firm. Founding Ripple&Co in 2019, she now partners with giants like Mott MacDonald, NatWest, Cadent Gas and Virgin, championing workforce wellbeing through holistic mental health and wellbeing programmes, to enhance productivity, talent attraction, and retention.

www.rippleandco.com

You can hear Eileen speak and visit her on her stand at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCeL in London, which is Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. She’s speaking on Day 1, as part of the Prevention, Intervention, Holistic & Inclusive Wellbeing stream.

You can find out more and register to attend here.

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An exciting line‑up of thought leaders is set to take the stage at The Office Event (7–8 May, ExCeL London), exploring how data, design and culture are reshaping the future of work. Below you’ll find concise snapshots of four featured speakers and the panels they’ll be appearing on.

“Data is a pathway to insights, not the answer itself” — Chris Moriarty, Co‑founder & Director, Audiem

Chris Moriarty co‑founded Audiem to marry storytelling with data, turning employee feedback into clear, actionable insights. With a background in corporate communications and an MBA, Chris developed the Workplace Geeks Podcast and has guided clients like NatWest to unify and navigate complex data ecosystems. He emphasises that data alone isn’t enough—it must be distilled into narrative insights that inform decisions. Looking ahead, he’s most excited by AI’s potential to summarise and query datasets instantly, moving towards “agentic” systems that could one day self‑manage building performance. His key advice: collect data with purpose, evolve your metrics continuously, and adopt a test‑and‑learn approach.

Chris will be speaking at the panel Designing sustainable workplaces – the link to ESG, which will explore why sustainable design is now strategic, how to measure workplace practices against ESG targets, and innovations driving net‑zero offices in 2025. He will be speaking alongside Mike Povey, Vice President – Corporate Services, VISA, and Esme Banks Marr, Strategy Director, BVN Architecture.

“Design for women, and you’ll improve wellbeing for everyone” — Lucy Golding, EMEA Colleague Experience Lead, JLL

Lucy Golding leads inclusion and experience across JLL’s EMEA offices. Her people‑first philosophy—shaped by cross‑sector experience in tech, finance and real estate—champions incremental DEI initiatives underpinned by clear success measures. She stresses designing spaces for neurodiversity, gender equity and social mobility, highlighting that features aiding specific groups often benefit everyone. Lucy also underscores the need for safe after‑hours routes and supportive policies for life stages like menopause.

Lucy will be speaking at the fireside chat Women in The Office – design and inclusivity working together, which will debate barriers women face—from outdated 9‑to‑5 norms to leadership pipelines—and chart practical steps to elevate women in workplace design. She will be speaking alongside Kristen Lloyd, Senior Workplace, Data & Systems Manager, Volvo Cars, and Bertie van Wyk, Senior Insight Strategist, MillerKnoll.

“Listen more, talk less” — Matt Wood, CEO, Millwood Servicing

Former Royal Navy officer Matt Wood has grown Millwood Servicing from a family start‑up to the first B Corp–certified fire‑safety firm. He views generational diversity as a strength, likening teams to orchestras that require careful blending of skills and perspectives. Matt champions hybrid‑work flexibility—introducing a nine‑day fortnight—while cautioning that one‑size‑fits‑all won’t work. His top wellbeing tips? Skip token gestures like fresh‑fruit Fridays; instead, listen more, talk less, and tailor support to life stages.

Matt will be speaking at the panel Mind the workplace gap – from boomers to zoomers, which will unpack what different age groups seek from workspaces, strategies for intergenerational engagement, and design features that bolster resilience and productivity across generations. He will be speaking alongside Claire Odgers, EMEA Head of Corporate Services & Real Estate, Millennium Capital Partners; Emily Warren, Director – Inclusion, Diversity & Wellbeing, Avanade; and Ronen Journo, Head of European Management Services, Hines.

“Dialogue and empathy build bridges across generations” — Emily Warren, Director – Inclusion, Diversity & Wellbeing, Avanade

Emily Warren’s journey—from personal burnout to leading a global wellbeing strategy—drives her mission to integrate wellbeing with inclusion. At Avanade, she’s embedded wellbeing metrics into executive scorecards and trained over 1,500 leaders to prioritise mental health and equity. Emily calls for empathetic dialogue across generations, advocating quieter workspaces and peer‑to‑peer etiquette training so remote‑first and office‑based employees can collaborate effectively. She warns that backlash against DEI may threaten wellbeing, urging organisations to address financial and social inequalities if they want truly inclusive cultures.

Emily will be speaking at the panel Mind the workplace gap – from boomers to zoomers, which will unpack what different age groups seek from workspaces, strategies for intergenerational engagement, and design features that bolster resilience and productivity across generations. She will be speaking alongside Claire Odgers, EMEA Head of Corporate Services & Real Estate, Millennium Capital Partners; Matt Wood, CEO, Millwood Servicing; and Ronen Journo, Head of European Management Services, Hines.

Hearing harm is the world’s hidden health crisis. It’s not just older people or construction workers who are affected – we’re all at risk. Increasingly, employers will need to address the impact of hearing challenges on both their staff and their profits. 

Taking a holistic approach to auditory wellbeing in the workplace improves health, productivity and morale

By 2050, nearly 2.5 billion people are forecast to have at least mild hearing loss. Alongside  an ageing population, the noisy assault of modern life is a key driver. Our ears haven’t  changed – but the world around us has. 

So why should employers care? And what can they do? 

The real cost of hearing loss 

If you can’t hear properly, you can’t communicate properly – but the effects run deeper.  Unaddressed hearing loss causes isolation, stress, cognitive decline and a higher risk of  dementia. 

For employers, this means reduced productivity, more absenteeism and rising healthcare  costs. Yet many employees won’t raise the issue, due to stigma or because hearing loss  often develops too gradually to notice. 

Not just an issue for older workers 

While half of over-50s experience hearing loss, 15% of any workforce – regardless of age – struggles with tinnitus and 20% need regular ear cleaning. Many younger employees have  never had a proper hearing test – only a brief GP check, rather than a full assessment by a  specialist. 

A professional test can uncover issues a GP may miss. Microsuction ear wax removal and  tinnitus support can resolve many problems – and early intervention helps prevent long-term  hearing loss. 

Why hearing care is overlooked 

We prioritise eyesight and dental care – but not hearing. 

Laurence Coen, co-founder of Hearology®, a CQC-registered hearing and ear care  specialist with clinics in the City of London, says: “There’s still an unjustified stigma around  hearing issues, which is why only 10% of people with hearing loss do anything about it. Yet  you wouldn’t dream of ignoring failing eyesight.” 

Changing this culture starts with recognising hearing health as essential to staff wellbeing. The impact of poor workplace acoustics 

Individual hearing care is only half the story. A holistic approach is essential.

Studies show the impact of poor acoustics on productivity. The World Green Building  Council reports background noise can reduce output by up to 66%. A UK study found three  in ten employees regularly lose focus due to workplace noise. 

Practical steps employers can take 

Coen recommends a two-pronged approach: hearing health checks and acoustic  improvements. 

“From a hearing health perspective, there’s a lot you can do on site,” he says. “More  complex cases may need follow up in a specialist clinic, but what matters is that on-site  screenings are carried out by clinicians who know what to look for.” 

Workplace acoustics are important, too. “Improving them is a meaningful step,” says Coen,  “especially in workspaces where poor noise management affects concentration or  confidentiality.” 

Prioritising hearing health not only has many practical benefits for an employer, but it also  shows employees they are valued and helps to future-proof their wellbeing beyond the  workplace.

You can meet Laurence Coen, co-founder of Hearology® in person as he’ll be exhibiting at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCel in London. It’s Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. 

You can find out more and register to attend here.

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First Bus has taken a progressive, proactive approach to Financial Wellbeing, which goes far beyond the typical offering of giving employees access to financial advisors, or pension consultants, or running a few webinars. 

This is driven, in no small part, by the passion of ED&I director, Gareth Hind. While he absolutely understands the imperative of a business case and ROI, he is just as committed to the “human impact” of supporting colleagues, which sometimes cannot be definitely measured.

“The ‘human’ return is that we can have a real impact on real people,” he says. “Of course, we have to make sure there’s a financial return. But we need to be playing the long game, not just the short game. Not just grabbing headlines or a PR opportunity. In fact, if I feel it is about a headline, I will stop; I will not do things to grab a headline. We want to make a difference and ensure this difference is real and sustainable.”

In a world of PR sound bites and endless press releases, this attitude is refreshing.

So what has First Bus invested in?

One of the investments Hind describes as “most important” has been in training employees to be Money First Aiders. The concept of this is the same as Mental Health First Aiders but in relation to destigmatising the taboo of talking about money, rather than mental health. 

The company started rolling out this training to 300 key members of staff in January, including all Mental Health First Aiders, Wellbeing Champions and Line Managers, following a pilot. The training is online and takes three hours.

“This is all part of our preventative wellbeing plan,” he says.

Money First Aiders

Money First Aiders signpost colleagues to resources available at the company. “They’re there to support, but they are not counsellors, just like Mental Health First Aiders aren’t,” says Hind. “We find the peer to peer approach is really powerful because colleagues are unlikely to open up to Leadership or HR.”

Another initiative Hind has spearheaded is a period positive perspective. First Bus is the first national bus operator to take this perspective and provide menstruation products in all its toilets, for colleagues and customers alike. The bus company has partnered with social enterprise Hey Girls to do this, a social enterprise that donates 100% of its profits to funding the fight to eradicate period poverty. For every product they sell, they’ll donate a product to people who need them. 

Real Living Wage

A third initiative First Bus has introduced is its commitment to being a Real Living Wage employer; again this makes it the first national operator to take this step. The company signed up as a Real Living Wage employer on April 1^st 2024, which meant that as a result, 1,300 members of staff received a pay increase to take them to the RLW. First Bus is committed to the scheme, and will continue to renew its accreditation this year, meaning all employees will continue to be paid the RLW.

Apprentice pay

Additionally, First Bus is also looking at the pay of apprentices, who aren’t technically covered by the Real Living Wage initiative. 

“But we’ve said we’re not going to leave anyone behind and from April 1st all apprentices will be paid the RLW too. The fact that they’ll receive a decent salary from day 1 is going to have an incredible impact. They’ve told me it’ll mean real improvements to their lives like buying their first car or can move out of their parents’ home,” he says.

First Bus is not the only employer to recognise the importance of looking after the financial wellbeing of its employees, especially its lower paid workers on the coal face delivering the service. John Lewis also announced earlier this month that it would be investing £114 million in pay rises. 

Employees need good (financial) wellbeing to perform

Its interim Chief Executive Jo Rackham outlined the clear business case, explaining that customer service is a differentiating factor for the retail brand, inferring that employees must be happy and healthy in order to perform best; something they can’t do if crippled by money worries.

The fact that several retailers – like Curry’s, Marks & Spencer, B&Q, Sainsbury’s and Costa Coffee – have also recently introduced inflation-busting payrises suggests they also recognise the important correlation.

Overall, employee reaction to First Bus’s Financial Wellbeing initiatives, which make a tangible difference to their finances, has been “really positive”, says Hind, adding “they make employees more loyal and have a more positive sentiment towards our business which is really important and measured in our survey.”

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Artificial intelligence (AI) is transforming the workplace in ways that go beyond efficiency and automation – it is also shaping how we design spaces to support employee wellbeing. As organisations place greater emphasis on health, comfort, and productivity, AI is proving to be a valuable tool in creating environments that prioritise people.

From optimising office layouts to improving indoor air quality, AI is enabling workplaces to be more responsive to employee needs. By analysing data on movement, space utilisation, and environmental conditions, AI can help create offices that are not just functional but also conducive to mental and physical wellbeing.

AI-powered office design for wellbeing

Enhancing environmental comfort

AI-powered sensors can regulate lighting, temperature, and air quality in real time. Smart climate control systems adjust office conditions based on occupancy levels and personal preferences, ensuring a comfortable environment that reduces stress and fatigue. By maintaining optimal air circulation and reducing pollutants, AI-driven ventilation systems contribute to better respiratory health.

Smart space utilisation for better work-life balance

AI can track office usage patterns to determine the best workspace configurations. For example, if data shows that employees prefer quiet zones in the morning and collaborative spaces in the afternoon, AI data can help businesses reconfigure office layouts accordingly. This level of adaptability promotes a better balance between focused work and social interaction, reducing burnout and enhancing productivity.

AI-driven ergonomics and personalised workstations

Posture-correcting office chairs and height-adjustable desks powered by AI are becoming increasingly common. These systems analyse employee behaviour and suggest ergonomic adjustments to improve comfort and reduce strain. AI-driven wearables can also track movement and suggest breaks or stretches to prevent musculoskeletal issues.

AI in workplace wellbeing programs

Mental health and stress management

AI-powered wellbeing platforms provide real-time insights into employee stress levels. Chatbots and digital wellbeing assistants can offer mindfulness exercises, personalised stress-relief techniques, or recommend breaks based on detected patterns of stress and fatigue.

Data-driven decision-making for wellbeing initiatives

HR teams can use AI analytics to assess the impact of workplace wellbeing initiatives. By analysing employee feedback, absence rates, and performance data, AI can highlight areas for improvement and suggest interventions tailored to workforce needs.

AI-powered wellness apps

From virtual fitness coaching to guided meditation, AI-driven wellness apps offer personalised support for employees. These tools help integrate wellbeing practices into the workday, promoting healthier habits and enhancing overall job satisfaction.

The future of AI in workplace wellbeing

As AI continues to evolve, its role in workplace wellbeing will only expand. The integration of predictive analytics, real-time adjustments, and personalised wellbeing solutions will create offices that are not just smart but also deeply attuned to the needs of their people.

By leveraging AI, organisations can create work environments that foster wellbeing, productivity, and engagement – ultimately leading to healthier, happier, and more motivated employees.

For businesses looking to enhance workplace wellbeing, embracing AI-driven design is no longer a luxury but a necessity. The future of work is human-centred, and AI is playing a crucial role in shaping that future.

Read Interaction’s original article here.

You can meet Interaction in person at The Office Event where they’ll be exhibiting. The Office Event is a unique and timely trade show with free-to-attend content that offers a one-stop-shop for organisations who are rethinking their approach to workplace design, workplace experience and facilities management. Now in its second year, The Office will take place on 7th and 8th  May 2025, at ExCel in London. Co-located with The Watercooler Event for the full 360-degree workplace culture and employee wellbeing experience. You can find out more here.

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After we published a recent article on the backlash facing DEI in the corporate world, we received a message from Sofi Musleh, International DEI Business Partner, Docusign, a long-established DEI strategist and senior leader. Sofi challenged us to consider how our framing might unintentionally suggest that DEI professionals were in some way at fault for the backlash we were reporting on.

Curious and open to feedback, we spoke to her to hear more. (Sofi is also speaking at The Watercooler Event on 7th and 8th May 2025 at ExCeL in London).

In Sofi’s words:

“I tried to read your coverage with the lens of someone outside the DEI world. What came across was a subtle suggestion that DEI has failed and now organisations are stepping in to do it ‘better.’ As someone who’s worked in this space for nearly two decades, I felt a familiar sting.

That sting comes from working in a field that has always required navigating tensions: pushing uphill, as I often put it, while trying not to isolate anyone and meeting the expectations of everyone around inclusivity and the right to be heard. 

The DEI profession has always required a careful balancing act: remaining inclusive while also standing firm on issues of justice and dignity. And yet, there are moments where that commitment to including every perspective may have gone too far.

No free speech without consequences

Take the example of trans rights. By entertaining the idea that someone’s right to exist can be up for debate, we unintentionally legitimised transphobia. We would never tolerate overt racism or sexism being defended as ‘opinion’ in the workplace; so why do we apply a different standard when it comes to gender identity? 

I found that many practitioners in the field were reluctant to walk that tight line. ‘You’re entitled to your beliefs,’ I have often told others.

‘But in a professional environment, you are not entitled to act on those beliefs in ways that disrespect others.’

There’s no free speech without consequences; especially not in the workplace. That said, another approach of mine is to welcome those very difficult conversations that many people are afraid to have with others. I’ve coached leaders, for example, who have told me they don’t believe in women’s rights at work and displayed misogynistic thinking. 

The DEI pendulum will swing back

I try to explain to them why I believe they are wrong. But, at the end of the day, it comes down to saying to them that if that’s what they believe – fine – but what they can’t, then do is, for example, refuse to have gender representation metrics.

I believe that with this DEI backlash the pendulum will swing back and balance out. Perhaps it’s true that we may have tried to embrace our ‘whole selves’ a little too much at work, and that will play a part in the rebalancing. Going forward we must keep talking, like this, and we must allow ourselves, and each other, grace.

DEI work demands immense emotional intelligence and resilience, especially when those leading it come from historically marginalised backgrounds themselves. 

Many DEI professionals have personal stakes

Many of us in this space have deep, personal stakes in the work. That can be both our power and our challenge. We must learn how to tell the story of our scars, not our open wounds.

That distinction is critical. If you’re so triggered by someone’s ignorance or rejection that you lash out, it may be a sign you need healing. DEI professionals are often called to be the bridge, to work with those who don’t yet believe in the value of what we do. If you’re burning with unprocessed pain, this role can burn you out.

I’m not suggesting people leave the profession, but rather, that they find appropriate outlets for their activism. If you’re passionate to the point of deep emotional distress, consider an NGO or activist group where that fire is fuel. 

Be aware of the DEI purpose

But within corporate spaces, you need to be strategic, measured, and deeply aware of your purpose: to make the workplace better for everyone in that workplace, and ideally for those who are connected to it externally . 

I still wouldn’t say that I know everything there is to know about DEI because the field is constantly evolving. It’s constantly growing and…unless you’re constantly updating your knowledge about it, about the geopolitical currents that ebb and flow daily, the lay of the land when it comes to employment law and regulations, you will never be as experienced and as knowledgeable about it as you would like to be.

DEI is evolving, imperfect and hard; not reasons to walk away

So, having the humility in accepting that you don’t know everything there is to know about the subject is the first step. It’s about allowing the vulnerability of not being the subject matter expert at times, even though you are the “subject matter expert”, and allowing that to come through without shame.

Sometimes, just existing – being visible as a queer woman, as a Palestinian, as someone disabled – is resistance. I don’t have to be on the front line of every protest. My existence, my voice, my persistence—these are all acts of resistance.

DEI is not static. It’s evolving, imperfect and hard. But that’s not a reason to walk away. It’s a reason to keep talking, to give each other grace, and to remember that growth often comes from discomfort.”

About the author:

Sofi Musleh is a seasoned Diversity, Equity, and Inclusion (DEI) global strategist with over 18 years of experience spanning corporate, public, and non-profit sectors. She has worked extensively in developing and executing L&D, HR, Employee Relations and Engagement and DEI strategies for multinational organizations such as Novartis, Sodexo, and DocuSign, ensuring alignment between diversity objectives and broader political and organizational goals.

A recognised public speaker and thought leader, Sofi has delivered TEDx talks and contributed to high-profile policy discussions on DEI, intersectionality, and inclusive leadership. She serves on the Board of Directors for The Complex Art Centre as well as European Movement Ireland, and previously was a board member for the Irish charity, First Light.

You can hear her speak at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCeL in London, which is Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. 

You can find out more and register to attend here.

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Ruth Jackson, Chief People Officer at The Gym Group, is keen to widen the conversation about Women’s Health among employers at The Watercooler Event this year, in a panel on ‘Empowering inclusive Women’s Health’.

She’s also keen to keep spearheading reverse mentoring and DEI programmes because she believes that a sense of belonging is so fundamental to employees thriving and, therefore, company success.

This panel, in which she is appearing alongside Henpicked CEO Deborah Garlick and Senior People Champion at E.On Matt Grisedale, kicks off Day 1 of the ‘Prevention, Intervention, Holistic & Inclusive Wellbeing’ stream.

We caught up with her ahead of her appearance at The Watercooler…

How much progress do you think has been made when it comes to talking about Women’s Health in the workplace?

Significant progress, but it’s important for us as employers to keep the momentum up and continue to talk about it. Opening up discussions around later life, perimenopause and menopause help to promote inclusive spaces for those women who might not be as open to talking about their health, especially at work.

How do you feel about how menopause is now talked about in work in particular?

We’ve come a long way since the old jokes about ‘give the menopausal woman a fan’ thankfully and people do understand that there’s more to menopause than a hot flush. But there are still lots of other symptoms that are less likely to be talked about or understood.

Like what?

People are reluctant to talk about the more cognitive symptoms like struggling to think straight or experiencing brain fog at work because they fear it might make them look like they’re not coping or are perhaps not capable. It’s important we encourage these harder conversations as the symptoms are real and valid so it’s essential to keep them top of mind to properly understand what is going on and how we can support women in the workplace.

Is there anything that frustrates you about how menopause is talked about nowadays?

For me, it’s not just about having a policy or shouting about a policy, it’s how you put them into practice.

Tell me how you’ve gone beyond just having a policy…

In 2023, we introduced ‘Female Health First’, a programme aimed at women’s health and fitness. Through the programme, we’ve given cohorts of our PTs and gym managers – both male and female – in-depth training about the female body and what that means for exercise and fitness.

What are you finding is the best way to support women going through perimenopause or menopause?

Although there’s a lot more discourse now around perimenopausal women and needing to approach fitness training differently, many women still don’t know what that means or looks like in practice.

Every woman should know about how her body works, which is why we partnered with The Well HQ to support our teams with the right education and, in turn, women in our gyms.

What areas of women’s health are you focused on in addition to menopause?

We’re extending our programme to look at menstruation, pregnancy and fertility, and postnatal health which are other important phases of a women’s life. We are also encouraging our PTs to create networks and communities in our gyms to help create inclusive spaces for women.

What kind of feedback did you get from your PTs about the programme aimed at women?

Around 60% of our PTs are male, making up the large majority, so we knew it was important to equip with them the information they need to be able to better support their female clients. The response we have received has been brilliant, with many feeding back that the programme has given them the confidence to be able to talk to midlife women effectively and better support their members about topics that they might have previously struggled to navigate.

Your company has also embraced reverse mentoring, through working with Patrice Gordon, who we’ve written about before. Tell us more about that…

We wanted to ensure that our diversity policies were put into action and not just spoken about. We brought in Patrice – who is a bundle of energy! – to help us support diversity in our workplace authentically and genuinely. Our first cohort have just completed the reverse mentoring programme, and another is about to begin.

How did the reverse mentoring actually work?

For our initial pilot, we paired senior members of the executive committee and leadership team with more junior staff from different ethnic backgrounds.

When taking part myself, I was mentored by someone from our gym support team who comes from a Caribbean background. We talked about the differences in our experiences growing up, and how that’s impacted us in terms of our confidence at work or our approach to the workplace.

I was interested to hear about how that shows up for her at work and what the workplace could do differently to make sure she feels a sense of involvement and inclusion. This experience reinforced how important it is that employees feel they have a voice and a voice that’s listened to. She told me about her past working experiences where she felt completely overlooked and dismissed. At The Gym Group, she says she has a real sense of belonging which is exactly what we want to hear.

Has reverse mentoring changed the way you approach your job?

The biggest learning for me in my role is the importance of the ‘sense’ of belonging. And that’s a question that is constantly on my mind: how do we make sure that everyone feels that they belong The Gym Group so that they can be at their best?

Reverse mentoring really makes you consider how people might be impacted differently and what belonging means to each individual. The conversations I’ve had as a result of the reverse mentoring has helped me to automatically consider this as part of my processing.

Are you standing as firm on DEI despite the current backlash, emanating from the US and affecting some employers here in the UK?

I’ve talked about this at length with my CEO, my colleagues on the senior leadership team, and our EDI manager. We have a leadership team that is very supportive of the diversity agenda and it remains incredibly important to us as a business.

What are you most looking forward to about the Watercooler?

I’m most looking forward to the opportunity to talk to likeminded people about topics I feel passionate about. As well as being on a panel with Deborah Garlick, CEO of Henpicked, because I really respect what she’s done in the menopause space and I’m proud of the progress we’re making in this space at The Gym Group.

You can hear Ruth speak at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCeL in London, which is Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. She’s speaking on Day 1, as part of the Prevention, Intervention, Holistic & Inclusive Wellbeing stream.

You can find out more and register to attend here.

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