Are you thinking of changing role? Or maybe you just want to keep an eye on emerging job opportunities in the fast-evolving world of workplace culture, employee health and wellbeing? Whatever your intent, I’ve curated here a list of the vacancies that caught my eye in March.

They include roles ranging from Director to Adviser level at International SOS, Roche, Bank of England, Latham & Watkins LLP, Leicestershire County Council and wagamama.

Wellness & Mental Health Director, International SOS

International SOS says that it is the world’s leading medical and security services company, with over 12,000 employees working in 1,000 locations in 90 countries. Established 35 years ago, they are positioned as the market leader in global telehealth services and digital health solutions for an extensive client base of Fortune 500 companies, NGO’s and governments around the world.

The role that they are recruiting for is a Strategic Health Advisor in the Wellness & Mental Health (W&MH) team. The successful candidate will collaborate business development activities and provide expert advice on health consultancy, focusing on mental health and wellness. They will drive the creation of evidence-based strategies and ensure the delivery of high-quality consulting solutions across Europe and Africa.

The role is hybrid (3 days in the office) and full time. Salary isn’t mentioned. Full details can be found here.

Global Workplace Strategist, Roche

Multinational healthcare company Roche is seeking a talented and experienced Global Workplace Strategist to join their dynamic team. In this role, you will support the Global Lead for Workplace Experience and be responsible for developing and implementing innovative workplace strategies that align with Roche’s organisational goals and enhance the employee experience across their global portfolio. You will collaborate with cross-functional teams to ensure that their workplaces are designed to foster collaboration, promote wellbeing and enable operational efficiency and growth.

Besides extensive development and training opportunities, Roche offers flexible working options, 18 weeks of maternity leave and 10 weeks of gender independent partnership leave. Roche’s employees also benefit from multiple services on site such as child-care facilities, medical services, restaurants and cafeterias, as well as various employee events.

Full time. You can find full details and apply here.

Health & Wellbeing Adviser, Bank of England

The Bank of England (“the Bank”) is the UK’s central bank. Their mission is to deliver monetary and financial stability for the British people. The Bank of England is a diverse organisation. Each of its 5800 people are committed to public service and dedicated to promoting the good of the people of the United Kingdom by maintaining monetary and financial stability.

Reporting to the Lead of Health and Wellbeing, this new role is centred around the Bank’s commitment to health and wellbeing, focusing on the critical areas of workplace adjustments, repeat sickness absence, long-term absence management, and employee reintegration. The Health and Wellbeing Adviser will play a pivotal role in ensuring that employees, whether working in the office or remotely, receive the necessary support to thrive in their roles. This includes managing the logistics of workplace adjustments, overseeing the processes related to long-term sickness, and ensuring a smooth transition for employees returning to work. The role will also involve coordinating pay arrangements for those on extended sick leave and implementing strategies to maintain the wellbeing of the workforce across the Bank.

Salary £33.7K – £42.1K, hybrid, full time. You can find full details and apply here.

Mental Health Training & Development Senior Manager, Latham & Watkins

Latham & Watkins is a global law firm consistently ranked among the top firms in the world. They believe that the success of the firm is largely determined by their commitment to hire and develop the very best and brightest, creating a team that provides their clients with the highest quality of work and service. They are driven by their core values: respect, innovation, and collaboration.

The Mental Health Training & Development Senior Manager is an integral part of Latham’s Wellbeing & Benefits team. This role will be responsible for helping to build and present mental health training programmes and expand the firm’s wellbeing support across Europe, the Middle East, and Asia in collaboration with various firm verticals, affinity groups, committees, and practice groups. This role will be located in the firm’s London office and may be eligible for a flexible working schedule that allows for a hybrid and in-office presence.

Hybrid, full time. You can find full details and apply here.

Health, Safety & Wellbeing Advisor, Leicestershire County Council

Are you a Health, Safety and Wellbeing professional looking for a varied role where you can really make a difference? If you are, Leicestershire County Council is looking for a Health and Safety Advisor to join their Corporate Team. They said that this is a fantastic opportunity to join a friendly and dedicated Health, Safety and Wellbeing Team, part of a wider People Services Team awarded PPMA Public Sector Team of the Year in 2021.

The Corporate HS&W Advisor role involves working directly with a range of services within the County Council. These services vary from social care, schools, libraries, offices, and to parks, highways, and recycling centres, the broad range of services creates an exciting opportunity for someone looking to expand their H&S experience.

£38.7K – £41.4K, hybrid, full time. You can find full details and apply here.

Engagement and Wellbeing Manager, wagamama

With over 160 UK restaurants and growing, wagamama’s purpose is to nourish the world from bowl to soul. They are looking for an Engagement and Wellbeing Manager to join them on their continuous journey of true nourishment.

The successful applicant will be responsible for co-creating and driving their team engagement, wellbeing and recognition strategy across all of their sites, taking into consideration the different needs from their back of house, front of house, management, noodle hq and cpu teams. These programmes should not only drive engagement in their teams but also help wagamama stand out in hospitality for doing things differently. The role is for someone who will appreciate and understand the needs of a multi-generational and diverse workforce, creating a wellbeing approach that supports their people not just in work but in life.

Hybrid, full time. You can find full details and apply here.

You might also like:

Leading global professional services firm Aon plc, has found that employers in the UK energy sector are increasing environmental benefits and virtual wellbeing support. This includes benefits such as virtual general practitioner (GP) services and wellbeing apps. This is an interesting development given the sense of nervousness around digital tools created last year by William Fleming’s research, which questioned the impact of employee wellbeing outcomes from individual-level mental health interventions.

The Energy Sector Employee Benefits Study, which surveyed 38 UK energy sector firms, looked at benefit design across the energy sector and how businesses aim to attract and retain talent in a competitive market.

The survey findings highlight a shift in priorities towards sustainable and digital benefits, as well as considerable variation in benefit design and value within the sector. This is particularly so in relation to pension contributions and preventative healthcare offerings, underscoring differing employer strategies in total rewards.

Key survey findings

Growing prevalence of virtual GP and online wellbeing apps:

• Employers in the energy sector saw a growing demand for both preventative and treatment-based paid healthcare benefits.
• Straightforward access to virtual GP services and wellbeing apps is a particular priority in this sector, with 73 percent of businesses reporting having them in place.

Increase in environmentally focused benefits:

• Employers report strong uptake of environmentally friendly benefits, particularly for motor vehicles via salary sacrifice schemes.
• 63 percent of employers in the sector offer ultra-low emission or electric cars via these schemes.

Increased family and caregiver benefits:

• Although the sector has been innovative in other areas of benefit design, on family leave, entitlements continue to increase but at a slower rate than in other sectors.
• Maternity leave policies across the sector are gradually moving towards 26 weeks of full pay, though at a slower pace than in some other sectors.
• Although higher entitlements are seen in other sectors, paternity pay has largely stabilised at two weeks of full pay.
• Female health benefits remain limited compared to other sectors, with only 3 percent of surveyed companies offering fertility benefits and 27 percent providing menopause support.

Benefit design and value diverge:

• Within the sector the survey found some of the widest breadth in benefit entitlements. For example, within pension plan design there was a 16 percent range between the lowest and highest levels of employer contributions.
• This was also observed in other areas such as preventative healthcare, with 66 percent of firms offering health screens, typically employer-paid annually, while the remainderdo not provide this.
• As employers are increasingly taking a total reward approach, it is possible to see in the sector that there were variations of 20 percent or more in the value of benefits as a percentage of pay.

Terry Gostelow, principal strategy consultant in UK Health and Benefits at Aon, said:

“This survey highlights a clear shift in market expectations within the UK energy sector. Employers are recognising the need to offer greater flexibility and accessibility in benefits, particularly as demand for preventative healthcare continues to grow. At the same time, rising insurance costs remain a challenge, making it crucial for organisations to strike a balance between cost management and meeting employee needs.

“Sustainability is also becoming a key factor in the energy sector’s benefits decisions, with strong uptake of initiatives such as salary sacrifice schemes for low-emission vehicles. As the workforce places greater emphasis on environmental responsibility, we expect businesses to adapt their benefits strategies to match their employees’ expectations, in order that they can remain competitive in attracting and retaining top talent. It now appears that the energy sector is in the vanguard of that movement.

“It was also interesting to see – and particularly so in this sector – variation in levels of investment in employee benefits. That could have a real impact on recruitment and retention for individual firms, especially for those employers at the lower end of the range.”

You might also like:

Open-plan offices have long been celebrated for their ability to foster collaboration and efficiency, but have they truly supported employee wellbeing? Originally introduced in 1906 by architect Frank Lloyd Wright, this design concept became widely adopted in the 1970s, prioritising cost savings and teamwork. However, as workplace expectations evolve, organisations must rethink open-plan layouts to create environments that are both productive and inclusive, ensuring that all employees can thrive.

Today, open-plan offices remain a prevalent choice across industries, but they come with challenges—particularly around noise, privacy, and employee wellbeing. The key to making an open-plan office work is to strike a balance between connectivity and individual focus. In this article, we explore how businesses can design open-plan offices that enhance productivity, improve collaboration, and support employee wellbeing.

What defines an open-plan office?

An open-plan office is a workspace with minimal barriers, designed to encourage interaction and flexibility. Rather than private offices or cubicles, these layouts typically feature shared desks, breakout areas, and adaptable workspaces that support different working styles. While this approach prioritises openness, it’s crucial to integrate elements that support focus and privacy.

Open vs. closed office layouts

The primary distinction between open and closed office layouts lies in their approach to space division. Closed offices provide more separation, prioritising privacy and concentration. Modern work environments often blend both concepts, incorporating quiet zones and semi-private spaces within an open-plan design to cater to different working preferences.

The advantages of open-plan offices

Despite their challenges, open-plan offices offer several advantages that make them a preferred choice for many organisations:

1. Encouraging collaboration and communication

One of the most significant benefits of an open-plan office is the ease of communication. With fewer physical barriers, employees can engage more freely, facilitating teamwork and a stronger sense of community. This can lead to increased engagement and improved productivity. According to research by Gallup, greater workplace engagement can result in lower absenteeism, enhanced performance, and increased profitability.

2. Maximising space efficiency

Removing walls and partitions allows businesses to make better use of available space. By incorporating shared workstations and multi-functional areas, companies can accommodate more employees without expanding their footprint. Flexible layouts also make it easier to adapt to changing needs, such as team-based projects or individual-focused work.

3. Cost-effective design and maintenance

From a financial perspective, open-plan offices can be more cost-effective than traditional setups. Without the need for extensive partitioning or enclosed offices, companies can save on initial design and fit-out costs. Additionally, open spaces require less structural maintenance over time, reducing ongoing expenses.

Challenges of open-plan offices and how to address them

While open-plan offices offer many benefits, they also present certain challenges that need to be managed effectively:

1. Managing noise and distractions

Increased noise levels are a common concern in open-plan environments. Conversations, phone calls, and office equipment can create distractions that affect concentration. To counteract this, businesses can implement zoning strategies, incorporating designated quiet areas separate from collaborative spaces. Acoustic solutions such as sound-absorbing panels, carpeting, and noise-reducing furniture can also help minimise disruptions.

2. Addressing privacy concerns

Without enclosed spaces, employees may feel a lack of privacy, particularly when dealing with sensitive information or conducting confidential conversations. Integrating private booths, meeting rooms, and acoustic pods into the design can provide spaces for focused work and discretion when needed.

3. Supporting employee wellbeing

A well-designed office should enhance, not hinder, employee wellbeing. Studies show that excessive noise and lack of personal space can contribute to stress and reduced job satisfaction. Incorporating biophilic design elements—such as natural light, plants, and living walls—can create a more pleasant and calming work environment. Additionally, ergonomic furniture ensures employees remain comfortable throughout the day.

Best practices for open-plan office design

To create an effective open-plan office, businesses should consider the following design strategies:

1. Thoughtful zoning

Strategically dividing an open-plan office into different zones can help accommodate various work styles. Some key zoning ideas include:

• Quiet zones: Areas designated for focused work, separated by partitions or furniture.
• Collaboration spaces: Open areas designed for teamwork and brainstorming sessions.
• Breakout zones: Informal spaces for relaxation and social interaction.

2. Acoustic and privacy enhancements

Reducing noise is critical to making an open-plan office functional. Some effective solutions include:

• Acoustic panels and partitions to absorb sound and reduce distractions.
• Soft furnishings and carpets to minimise noise travel.
• Private pods or booths for confidential conversations and focused work.

3. Incorporating biophilic and ergonomic Design

Creating a workspace that feels natural and comfortable can have a significant impact on productivity and wellbeing. Best practices include:

• Maximising natural light to improve mood and reduce stress.
• Adding plants and greenery to enhance air quality and reduce noise.
• Providing ergonomic seating to support posture and comfort.

Real-world open-plan office design examples

Several companies have successfully implemented open-plan office solutions that balance collaboration and privacy:

Zoning at crown agents

Crown Agents’ London office demonstrates how furniture can be used to define different areas within an open-plan layout. From shared workstations to relaxed breakout zones, the space is designed to accommodate a range of working styles without physical barriers.

Quiet spaces at SIX Group

SIX Group has integrated dedicated quiet zones within its open-plan office by using colour-coded sections and soft seating. These areas provide employees with a retreat from the main workspace while still fostering collaboration when needed.

Acoustic design at Simmons Gainsford

Simmons Gainsford has successfully incorporated acoustic solutions, including noise-absorbing panels and private pods, to reduce distractions while maintaining the benefits of an open workspace.

Conclusion

Open-plan offices can enhance collaboration, improve space efficiency, and reduce costs. However, without the right design elements, they may also lead to noise disruptions, privacy concerns, and employee dissatisfaction. By implementing zoning strategies, acoustic solutions, and biophilic design principles, businesses can create open-plan offices that support both productivity and wellbeing.

With a carefully thought-out approach, companies can enjoy the advantages of an open-plan workspace while minimising its challenges—creating a balanced, effective, and engaging environment for all employees.

Please find original article from Oktra here.

While Oktra won’t have a stand at The Office Event, they are excited to meet with buyers and discuss how they can support their workplace transformation goals. Don’t miss the opportunity to connect with Oktra and explore how they’re shaping the future of work.

You might also like:

Knowing what behaviours are most appreciated in your company and knowing who most regularly displays these (and doesn’t) can lead to powerful insights about where you can best focus your efforts to improve your company culture. 

While recognition software may have started out as a fairly straightforward way for colleagues to appreciate helpful work behaviour, it has evolved into a highly sophisticated way to mine data and track culture. The more data generated through awards between employees, the richer the insights.

Workhuman, for example, is an employee recognition platform but also has an inhouse research function called Workhuman IQ that studies the data and analytics generated by recognition.

AI enabling deep insights

“AI can access data about employees in ways that haven’t been done before,” says Workhuman’s Senior Principal, Consulting, Clare Moncrieff. 

“We can see business critical insights like what individual employee values drive business outcomes. We can see where companies actually excel culturally. We can also help drive healthier workforces by helping employers understand where there might be pockets of behaviour that aren’t the culture they want too, like showing where employees are at risk of burnout.”

One way that it can do this is by recognising certain language that comes up in recognition awards. For instance, it picks up when employees are recognising each other for “pulling all nighters” or regularly working weekends to hit deadlines. 

If this behaviour is consistently happening, Workhuman can flag it to the employer.

Flagging certain behaviours

“We can flag it to our customers to say ‘we’re seeing this type of language show up in the recognition messages, which is concerning, because this is not the kind of culture you’ve stated you want’. We can then also offer up some interventions to consider to prioritise wellbeing,” she says.

Similarly, AI-driven recognition can help guide line managers towards creating positive, healthy teams and cultures. For example, if a line manager wants to say ‘welldone, you never disappoint’ the AI function can “nudge” them in the following way, as Moncrieff says:

“AI can say something like ‘maybe you don’t want to use language like ‘you never disappoint’ because that puts undue pressure on employees and, we know from the data, that when there’s undue pressure, the risk of burnout is higher’.”

Behavioural change

As discussed in this article, recognition software can be used to link employee desired behaviour to corporate values. But not only this, it can be used to target other behavioural change too.

“We’ve worked with companies that want to focus on safety behaviours,” says Moncrieff. “We then study where there’s more recognition happening around safer practices and there’s a lower rate of incidences. The statistics generated are so insightful but I think most HR professionals don’t think of recognition as a data source for these kind of challenges.”

She cites Workhuman’s work with energy company bp. It hired the company because it realised its recognition strategy was not consistent enough, with different companies often “doing their own thing”, says Susan Snelling, Head of Global Reward Operations at bp.

What bp did

It wasn’t able to harness data insights effectively, either, because there was no central management: “we estimated that only around 30% of our population received any formal recognition and typically the budget was not fully utilised either.”

Adding consistency and regularity to the programme has meant that bp can see clearly how its core values around safety, in particular, are being lived. 

“With safety as one of our core values, it allows our employees to recognise each other for their contribution to safe operations,” says Snelling. “We can use this to reinforce these great behaviours.”

Recognition linked to lower attrition

Two months after launching its new recognition programme Energize!, there were 12,000 “recognition moments”. It’s also been possible to link more frequent recognition with lower employee turnover. For example, in Hungary, employees who received just three awards per year saw turnover cut by 66%.

Data has also been able to show that recognition has been particularly powerful and engaging for bp’s non office-based employees, typically harder to reach, who are heavy users of the programme.

Of course, this level of sophistication requires investment. As with so much in wellbeing, you get what you pay for and, probably due to pressured budgets, many employers are not prepared to pay appropriately (this is an issue currently happening with lack of appropriate investment in EAPs, too, see here for a discussion on this topic).

Funding should be 1% of payroll

According to Workhuman’s data modelling, recognition funding should be about 1% of payroll for employers to see the biggest impact. However, generally organisations start out at a lower rate and increase as they reap results. 

As ever, proving ROI is key, particularly in selling in recognition to senior management. But Edel Brittle, Head of Marketing Communications at employee benefits platform The Perkbox Vivup Group, is optimistic:

“Any leader has to justify their spend and seeing an ROI. That’s obviously really important. But, as AI is embedded in recognition more and more, reporting is only going to get better and better. The future is bright.”

You might also like:

Xpress Relocation

Xpress Relocation specialises in supporting businesses through office, warehouse, and industrial moves, ensuring a smooth transition for staff, equipment, and physical assets. Their team of fully trained professionals handles everything from furniture installation and IT decommissioning to major relocation projects and in-house porterage.

With a 20,000 sq. ft. secure warehouse and a fleet of specialist commercial vehicles, Xpress Relocation has the resources to manage moves of all sizes. As members of the British Association of Removers and the Commercial Moving Group, they adhere to strict industry standards and hold both UK and International Operator Licenses. Their services also include detailed health and safety risk assessments, environmental policies, and waste management solutions with full documentation.

Xpress Relocation will be at The Office Event, on the 7th and 8th May 2025 offering insights into their approach to workplace moves and logistics.

London Aerons

London Aerons specialises in the sale, refurbishment, repair, and maintenance of genuine second-hand Herman Miller Aeron chairs, providing businesses and individuals with a sustainable, high-quality alternative to new office seating. With a focus on ergonomics, durability, and sustainability, each chair is meticulously restored to its original performance and comes with a one-year guarantee for peace of mind.

The expert team at London Aerons ensures that every chair meets the highest standards of comfort and functionality, helping to extend the life of one of the most iconic office chairs while reducing waste and environmental impact. Whether supplying a single chair or outfitting an entire office, they offer cost-effective, eco-conscious solutions without compromising on quality.

London Aerons will be at The Office Event, on the 7th and 8th May 2025 where they will be showcasing their range of refurbished chairs and discussing the benefits of sustainable office seating.

You might also like:

Lucy Golding, EMEA Colleague Experience Lead at JLL, is dedicated to enhancing workplace experience across global locations. With a background spanning tech, financial services, and real estate, she brings a people-first approach to workplace design and culture, ensuring that spaces provide a supportive experience for all employees. Lucy has led award-winning DEI initiatives, advocating for incremental but impactful change, and highlighting the often-overlooked role of social mobility in workplace equity. At The Office Event, she will share her insights on the challenges women face in workplace design and culture, the importance of leadership in fostering inclusivity, and practical strategies for creating environments that truly support diverse needs.

Can you tell us about your role as EMEA Colleague Experience Lead at JLL and what excites you most about your work?

My role involves upskilling teams on how they can deliver the best and most inclusive experience across the offices we run, anywhere from Budapest to Dubai and London to Cape Town.

I find it so gratifying to see the impact we make to these spaces; we have the pleasure of making a difference to thousands of people’s days whether they know it or not! That impact takes energy, creativity and a new approach for every city, culture and space.

You have experience across multiple sectors, including tech, financial services, and real estate—how has this influenced your approach to workplace design and inclusivity?

Inclusion is key to every business in some way or another. Yes, some industries are ahead of others, but your approach is the same: getting people on side for deliberate and gradual change.

At JLL, we’ve found that companies are redefining the office to reflect the mission and vision of the company as a business, and how the firm is honouring wider commitments on sustainability, social impact, and inclusion.

You’ve led award-winning DEI initiatives, including the ‘Real Estate Diversity & Inclusion’ project. What are some key lessons you’ve learned from this work?

The biggest lesson I’ve learnt on DEI initiatives is start small and focused – don’t try to go from no activity to a global plan of events and programs; all the best intentions in the world won’t be enough. Start small and kick that snowball off with some pre-agreed success measures. Trying to agree these after the work’s finished is always tricky.

Also, look to social mobility in your DEI planning – unlike race, gender and others, the 2010 Equality Act in the UK doesn’t provide protections related to social mobility, therefore it has been commonly overlooked.

How do you approach advising organisations on building effective DEI strategies, particularly in global and multi-site environments?

One size does not fit all; your approach needs to include the business case for DEI investment alongside real-life examples to bring the impact to life. We all respond to different part of the DEI journey and we want as many people on it with us.

At a global scale, really listen to your counterparts abroad and expect that you won’t be able to apply your usual approach for a culture outside of your own. Do your research and make an extra effort to work with teams in different cultures.

How does workplace design intersect with inclusivity, and what are some practical ways companies can ensure their spaces reflect diverse needs?

You can’t have inclusive spaces without an inclusive culture and vice versa – design for all personal circumstances and characteristics, not least because you’ll benefit the majority of your employees when keeping smaller groups in mind. At JLL we’re seeing many companies are now designing office spaces with features that cater to neurodiversity and mental health, gender equity, sexual orientation and gender identity, age, body inclusion and more. Employers are paying attention to how the built environment caters to the very different needs of these groups. 

Neurodiversity is a great example of this; when you design for people with common neurodiverse conditions, considering lighting and sound for example, you’ll usually also benefit, or provide more options for, the rest of the employee population.

Your panel at The Office Event focuses on women in the workplace—what are some of the biggest barriers women still face in workplace design and culture?

Culture wise, the biggest barrier for women is still outdated work practices. We’ve seen progress in the past few years, but many organisations are still stuck in that ‘9 to 5’ mindset and resistant to reasonable flexible working options. A few years ago, talk of job shares were all the range, but how many senior people do you know who work in one? The same goes for mandating full time return to office without first establishing a workplace strategy, as well as technologies needed to support it.

When it comes to the space, we’ve seen some key design improvements in many places – lighter and transparent room dividers have become more common and sanitary products are often readily available. That said, one of the key barriers for women depends on what’s near the site. Consider anyone working late and whether there are safe routes to cars or public transport after they leave the site.

Many barriers touch on both space and culture, for example, those going through menopause. The provision of menopause kits to help people feel more comfortable should be supported by policies and trainings for line managers.

Most barriers affect everyone in the workplace, not just women. Design the spaces and culture for women and you’ll likely improve the wellbeing and productivity of everyone.

What role does leadership play in driving inclusivity, and how can leaders be more intentional about fostering equitable workplaces?

Leadership is everything in driving inclusivity – for there to be meaningful progress, they must lead by example and put time aside to really learn what equity is and be ready to invest in it, encouraging their teams to do the same.

You can meet Lucy in person at The Office Event where she’ll be speaking. 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.

You might also like:

In an era where employee wellbeing is a top priority, architect Amanda Sturgeon is pioneering a shift towards nature-inspired work environments. As CEO of the Biomimicry Institute, she advocates for biophilic design—an approach that integrates natural elements into workplaces to enhance mental health, productivity, and overall employee satisfaction.

“Many of our buildings today are like barren tombs, where people’s souls and creativity go to die,” Amanda explains. Her personal experiences working in windowless offices, devoid of natural light, fresh air, and sensory stimulation, ignited her passion for reimagining how we design spaces.

A career dedicated to sustainability architecture

A globally recognised expert in biophilic and sustainable architecture, Amanda has dedicated her career to creating regenerative projects that harmonise with the environment. She has delivered a widely acclaimed TED Talk, Bringing Biophilic Design to Life, and authored Creating Biophilic Buildings. Her essay Buildings Designed for Life is featured in the anthology All We Can Save: Truth, Courage and Solutions to Climate Change. Among numerous accolades, she was elected as a Fellow of the American Institute of Architects in 2013, named a US Green Building Council LEED Fellow in 2014, and recognised as one of the top ten women in sustainability through the Women in Sustainability Leadership Award in 2015.

A childhood rooted in nature

Amanda’s deep appreciation for nature began in her childhood, growing up in a small English village where she spent hours exploring the outdoors. Her travels through Australia and Southeast Asia further influenced her architectural philosophy, as she witnessed buildings designed in perfect harmony with their climates. “I saw buildings that were so in tune with the environment, responding to it in a way I’d never witnessed before,” she recalls.

Beyond greenery: The true essence of biophilic design

Her work moves beyond superficial greenery—biophilic design is not just about adding plants to an office but about embedding nature into the very essence of a building. It involves understanding the unique ecology, climate, and culture of a site to create spaces that support both human and environmental health.

Learning from nature: Biomimicry in architecture

A powerful example of biomimicry—design inspired by nature—can be seen in termite mounds, which have naturally efficient ventilation systems. Amanda highlights this as a lesson for architects seeking to create climatically responsive buildings. Research confirms that exposure to natural light, views of greenery, and sensory engagement with nature can enhance productivity, wellbeing, and learning outcomes. Yet, many schools, hospitals, and workplaces remain disconnected from the natural world. “We’ve created this separation between humans and nature, which has allowed us to destroy ecosystems and indigenous cultures without remorse,” Amanda warns. “Now, we need a revolution in how we design and think about the built environment.”

A vision for a greener future

Looking ahead, Amanda envisions a future where urban landscapes are reclaimed by nature—where cities feature lush forests, green rooftops, and buildings designed to support not just humans but entire ecosystems. She believes we have the knowledge and technology to make this a reality, but what’s needed now is the collective will to implement change.

Amanda’s mission is to inspire architects, designers, and organisations to embrace biophilic and biomimetic principles. She encourages us all to rethink our built environment, fostering a future where reconnecting with nature leads to healthier, more fulfilling lives.

For more on Amanda Sturgeon’s work, visit https://amandasturgeon.com.au.

Read the original article by Journal of Biophilic Design here.

You might also like:

The Commission for Healthier Working Lives, the group administered by The Health Foundation, which represents employers, policy and economy experts and workers, has published its final report and recommendations on the action needed to address the decline in working-age health. This sets out practical steps to shift policy and action towards preventing people from having to leave the workforce.

Currently 8.2 million working-age people report having a long-term health condition that limits their ability to work. While employment rates for this group have improved in recent decades, only half are in work today. Each year, over 300,000 people leave their jobs and end up out of the workforce entirely with work-limiting health conditions – predominantly related to musculoskeletal or mental health.

This has resulted in substantial costs for individuals, employers and the wider economy, and risks deepening existing inequalities. With the cost of inaction high and only likely to grow, The Commission for Healthier Working Lives – which is Chaired by Sacha Romanovitch OBE, CEO, Fair4All Finance and whose members include Dame Carol Black DBE and Gary Dewin, People Director, The Co-operative Group – proposes reform should be guided by the following aims:

• Incentives to support preventative action
• Prevention through best practice
• Capacity for early, joined-up support

This infographic, featured in the report, clearly sets out the the new proposed approach to keeping people in work vs. the current approach:

Industry response

Commenting on The Commission’s report and recommendations, Katherine Moxham, spokesperson for GRiD, the industry body for group risk said:

“There are a lot of positives to take from the report; in particular, we see this as a welcome contribution in highlighting what it is that employers need to do to improve workplace health, recognising best practice and an endorsement of the Vocational Rehabilitation (VR) model that insurers use as standard alongside Group Income Protection (GIP). This recognition is welcome in shifting the debate towards how more of the working population could gain access to the back-to-work help that GIP provides through VR, and how best to fill gaps in employer support for people when they find themselves unable to work for an extended period for reasons of ill-health.

We’re particularly encouraged by the report’s recognition of the bigger role insurance could play, and that Government should play a convening role on identifying and promoting best practice in workplace health.

Meanwhile, Ben Willmott, head of public policy at the CIPD, the professional body for HR and people development, said: 

“We welcome the final report published by the Commission for Healthier Working Lives, which the CIPD supported. It calls for a new partnership between government, businesses and individuals to deliver the long-term changes needed. These include earlier intervention via a service providing independent advice to employers, advocacy for workers and referrals to wider support.  

“The report also calls for a review of job design, accessibility and best practice in workforce health and retention. The CIPD’s research shows that line management capability is the main challenge employers experience in supporting health and wellbeing. Creating healthier work has to go hand in hand with building better-managed and more productive workplaces, with a strong focus on building people management competence.  

“If the UK is to raise productivity and boost growth, we need a long-term workforce strategy underpinned by more skilled, healthy and fair work. It is only by a stronger focus on job quality to support people’s health that we will improve labour market participation. We look forward to engaging with the Keep Britain Working review, led by Sir Charlie Mayfield, as an opportunity to develop more joined up policy reform across government departments.”

You can download The Commission for Healthier Working Lives’ final report entitled “Action for healthier working lives” here.

You might also like:

Today is Employee Appreciation Day, so a good time to ask yourself: when is the last time you thanked a colleague for a job well done? Or the last time you were thanked?

Appreciation is a seemingly small thing, but research shows that the impact on mental health, resilience and general wellbeing can be huge.

What do the stats on employee appreciation actually say?

• Burnout is 87% less likely when a culture of appreciation exists
• There’s a 29% increase in the feeling of work/life balance
• And a 33% increase in a sense of belonging
• And a 27% increase in overall self-rated health

These stats all come from employee recognition platform O.C Tanner’s recently published Global Culture Report, which is based on data and insights gathered from 38,075 workers from 27 countries including 4,896 from the U.K.

What employers say about using employee recognition

A raft of other research shows employee appreciation can reduce anxiety, depression and emotional exhaustion and can increase engagement (buffer against stress), job satisfaction, resilience and psychological safety.

But, perhaps more powerful than research, is hearing from employers for which Employee Recognition is having a tangible impact on their business. Like jewellery retailer Monica Vinader, which took on Perkbox during the Covid pandemic as a way to foster connection between employees at an isolating time.

The impact exceeded the expectations of Louise Sparkes, Head of People & Culture, Monica Vinader, who hired Perkbox.

“Employees feel like they belong, they feel like their work matters, and that they’ve made a difference,” she says. “It’s really important for all of us that we feel like when we come to work and do our job, someone took notice of that and cared that we, particularly, were there doing that.”

It was especially important to find ways to do this for those employees working at the coalface of retail where, she says, “it can be easy to feel like you are this little island that operates in a store, and nobody else sees what you do and how you interact”.

“Getting the thank you from the manager, or colleague, gives them a boost. Especially because, not only did someone say thanks, but they said in front of other people,” she says.

44% feel ‘invisible’

While employee recognition is reportedly on the rise (it happens in 54% of UK organisations now, also according to OC Tanner’s report) there are still many workers feeling regularly unappreciated.  According to research from employee recognition software firm Workhuman, for example, 44% of employees feel ‘invisible’ at work with their contributions going unnoticed, or ignored by their employer.

Sophisticated technology systems, like O.C Tanner’s, Perkbox’s and Workhuman’s, increasingly integrated with AI, are making it easier for employers to recognise their employees, and in a more strategic way, too. Recognition programmes can be aligned with wellbeing strategies and are even, done well, able to influence culture in line with a company’s desired values.

In an AI world, we need to remain human

But there is a danger in a working world, which is getting increasingly robotic, that we automate the inherently human act of seeing, acknowledging and thanking another human for their positive impact on us. 

Additionally, because the jobscape is changing so much, primarily due to AI and the creation of new jobs (while old jobs become obsolete), the human touch is becoming more important than ever.

O.C Tanner Strategist Stuart Cheesman explains:

“Our businesses are changing at a far greater rate than ever before and this means asking our employees to change at a far greater rate. That means upskilling and transitioning into different jobs. Businesses are under a lot of pressure. They’re having to restructure. Respond to increasing customer demands. Face supply chain issues to keep up with the pace. I worry that, in all this change, employers are thinking too much about ‘how do we get there?’ and not enough about ‘how do we take our employees with us?’ We seem to be forgetting a bit of the humanity.”

Recognition restores humanity at work

‘Forgetting the humanity’ is what leads to burnout, mental health issues and, ultimately staff leaving; meaning the thousands of pounds an employer has spent on recruiting and training is essentially wasted.

Recognition is a way of putting the humanity back into the pressurised work system. Of course Cheesman would say this; he works for a recognition solutions company.

However, while it’s true that he is selling an employee recognition platform, he stresses the importance of not losing sight of the human, while using this technology:

“As employers, we’ve lost empathy. We need to practice empathy more. We need to be more empathetic to our employees’ situation. We need to understand our teams more. And that comes with a simple thank you.”

Keep the authenticity too

But the way that we say thank you can’t just be a touch of a button with an automated AI-written message from colleague to colleague. That way lacks authenticity, which is what makes recognition powerful.

“So we decided that in our solution you can’t just press a button because there needs to be that air of personalisation,” says Cheesman. 

“Recognition needs to feel personal—human to human. AI can assist, like with tools such as Recognition Coach, which helps employees develop stronger recognition habits through real-time coaching. But ultimately, it’s still the person who writes the message and makes it meaningful. That’s why I believe recognition will be even more important in the future when AI takes over so many tasks. The one thing it can’t do is be human.”

Sparkes agrees:

“There are certain things that make our lives easier if we can hand them over to the robots but there are also things that I just don’t think that automation or a robot can replace about being human [like saying thank you]. And I think we have to then lean into those human acts more.”

Recognition increases engagement

Cheesman describes the act of saying thank you as “an engagement practice”. If an employee is going through a job transition, for example, a leader can use recognition as a way to show they see them, understand them and support them because they are valued in the organisation.

“This builds trust as well as staff engagement,” he says. 

Workhuman’s Senior Principal, Consulting, Clare Moncrieff, agrees that “the human way” is crucial in recognition. Its research shows that recognition done authentically can make employees feel much more connected to their colleagues. 

Recognition makes work more manageable

“They’re also more likely to feel their workload is manageable and their work is meaningful,” she says. 

“That doesn’t necessarily mean that their workload is less work; it may mean that they feel like their colleagues are around to help them and they’ve got people they can reach out to, and they feel a sense of belonging at work.”

Stats bear this out.

• 54% of unappreciated employees felt the amount of stress they deal with at work is more than they can handle (compared to 13% of appreciated workers), according to Psych Test
• 81% of unappreciated employees felt trapped in their job (compared to 20% of appreciated workers), according to Forbes
• 58% of unappreciated employees said the thought of going to work makes them feel physically ill (compared to 18% of appreciated workers), also according to Psych Test

All humans crave recognition

Essentially, appreciation changes the way that employees feel about their workload.

As Edel Brittle, Head of Marketing Communications at employee benefits platform The Perkbox Vivup Group, says, the effect of being seen and recognised cannot be underestimated as it’s something all humans crave, no matter their age or level of responsibility:

“I’ve been in this business a long time but when I get an app notification on my phone thanking me for good work, I’m like a child. I’ve been recognised. And there’s something powerful about that. I think we all want to feel like that, don’t we?”

Giver and receiver benefit

It’s not just the receiver of the recognition that benefits wellbeing-wise, either. Workhuman’s statistics show that the person giving the feedback also “feels a significant benefit”, says Moncrieff.

While something as simple as saying thank you might not seem ‘big’ enough to take on the challenging task of ‘cultural change’, there’s much compelling evidence that it can.

“A thank you can actually go a huge way in getting into culture and embedding values, especially if you start from the leadership team,” says Brittle. 

Recognition can act as a reinforcement mechanism for desired behaviours. Consolidating certain values also helps to create a more preventative wellbeing culture, too, because you are making clear the positive behaviours you want and, by inference, reducing the toxic behaviours you don’t want.

Recognition can drive culture

“We do this with Starbucks,” says Cheesman. “Recognition is a great way of saying ‘we are recognising you for showing this corporate value’, which could be something like innovation or team work, which is a much more effective, active way than putting a poster up about company values, say.”

As Moncrieff says, culture actually boils down to a very simple concept of “the way we do things around here”. Increasingly, too, with many organisations now embracing an employee’s ‘whole self’ at work, recognition includes personal landmarks as well. This can be birthdays or a sporting achievement, for example, but recognising these helps to create more of a sense of community and, therefore, belonging.

“When a colleague understands the human challenges another employee is facing outside of work, or the human celebrations, they know each other better as people and that contributes to a sense of connection and community,” says Moncrieff.

Recognition is not a puppy

But this can’t just be done on birthdays or Christmas or on Employee Appreciation Day (which is, incidentally, today the 7th March). 

Like all wellbeing strategy, it has to be consistently embedded. It also needs to be inclusive, with everyone able to give and receive recognition, not just a select few or during an exclusive time period. All providers attest that many small moments of recognition over a consistent period are far more effective in terms of employee engagement than one big thank you, or awards ceremony, at the end of the year.

“You need to do it regularly. It’s like setting up a habit,” says Brittle. 

At her company, there are regular moments that have been created to remind people about recognition on a weekly basis. For instance, the CEO sends out a bulletin every Monday that will always mention it. Similarly, within her own team, every Wednesday they all carry out an act of recognition. She suggests, too, getting into the routine of sending recognition if you’ve got a few extra minutes, like waiting for a meeting to start, rather than doom scrolling social media.

This is a point she tries to hammer home more than any other with employers wanting to harness the many powerful benefits of recognition.

As she says:

“Recognition is like a puppy, it’s not just for Christmas, it’s for life!”

You might also like: