The 8th Annual MAD World Summit

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

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

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

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

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

Why generational understanding matters now

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

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

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

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

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

The demographic shift is real:

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

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

Insights from global case studies

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

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

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

From labels to lenses

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

Different generations. Different experiences. Different motivators.

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

Leading through listening

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

Leadership takeaways: Practical actions

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

The L-Model: Leading across generations

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

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

Looking ahead

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

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

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

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

About the author

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

Reference Links

Five Generations at Work – Amazon book link 

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

EY Foundation 2023/2024 Impact Report 

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

From policy to practice

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

Key Insights include:

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

Human-centred conversations

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

A truly international movement

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

Teamwork at its best

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

Looking ahead to 2026

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

About the author

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

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

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

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

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

Has the end result lived up to my expectations?

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

In a nutshell: Four key takeaways

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

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

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

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

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

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

Will it have the impact we’re hoping for?

Time will tell – but I’m optimistic.

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

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

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

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

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

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

I second that emotion.

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Keep Britain Working Review: Final Report

Leaders’ Lunch report: Leadership, Health and the New Work Imperative

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

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

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

Make health engaging, not heavy

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

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

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

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

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

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

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

Case study

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

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

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

Measure what matters

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

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

Ask the right questions:

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

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

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

Managers shape the culture

Culture change happens through leadership.

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

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

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

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

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

Practice what you preach

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

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

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

Redefining men’s health at work

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

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

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

About the author:

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The ROI of Wellbeing: A practical guide to strategies that drive results

Poor psychological health costs the global economy an estimated US$1 trillion each year in lost productivity¹. A major driver of this loss lies in unmanaged psychosocial risks, which are now among the biggest challenges to employee wellbeing².

As these risks move into the global spotlight, governments are introducing new psychosocial risk management laws, signalling that this is a core part of workplace safety. Despite this, how countries define, regulate, and enforce psychosocial risk management varies widely, and these differences shape how employers act³. 

Based on a global mapping exercise by Affinity Health at Work, this article explores how psychosocial risk legislation compares across regions, and how wellbeing leads can translate global lessons into practical action.

What are psychosocial risks, and why do they matter?

Most of us have felt the strain of an unmanageable workload, unclear role expectations, or a tense team dynamic. These are examples of psychosocial risks: factors around how work is designed, organised, and managed, which can either support or undermine people’s physical and psychological health⁴. 

Psychosocial risks are now among the leading causes of work-related ill health and absenteeism². Yet, EU-OSHA’s survey⁵ shows little improvement in how workplaces manage psychosocial risks since 2019. National legislation can play a major role, as organisations in countries with explicit psychosocial risk laws are more likely to assess and manage these risks⁶. Often, even where regulation exists, implementation and enforcement often fall short, leaving a gap between policy and practice. 

An overview of the global psychosocial risk landscape based on Affinity’s framework

Affinity’s global mapping exercise sought to understand psychosocial risk management regulations across 36 countries including the Americas, Europe, Asia, UAE, Africa, and Australia. From this, we developed a four-tier framework to categorise countries by the maturity and comprehensiveness of their psychosocial risk legislation:

Tier 1 – The most mature systems

Very few countries, notably Japan and the Netherlands, have comprehensive laws that require both assessment and periodic reporting of psychosocial risks to regulators. For instance, Japan’s Stress Check Programme mandates annual evaluation of job stress, work demands, and workplace support, while Dutch employers must conduct a risk inventory and evaluation covering work demands, job control, equity and justice, and support provision. These systems represent the highest level of psychosocial risk governance, ensuring accountability, transparency, and structured preventive action.

Tier 2 – Mandatory assessment but limited reporting

This tier includes most developed countries such as the UK, Australia, France, Germany, New Zealand, Canada, and other EU nations, alongside some emerging economies like Chile, Brazil, Mexico, Taiwan, and the Republic of Korea. Here, employers are legally required to assess and manage psychosocial risks, but reporting to regulators is not mandatory. Enforcement of these laws is often reactive, triggered by incidents rather than proactive oversight. Australia is a special case: while it lacks mandatory national reporting, it does have strong risk-management obligations and guidance under its framework, and clear evidence of enforcement, positioning it ahead of many peers despite the reporting gap. Guidance frameworks (such as the UK’s HSE Stress Management Standards) also support organisations, though implementation varies by organisational culture and maturity.

Tier 3 – Policy intention stage

Countries including South Africa, the USA, Singapore, and the Czech Republic reference psychosocial or mental health factors in their Occupational health and safety legislation, but formal assessment is not mandated. Employers are encouraged, rather than required, to take preventative action. Research² describes this as the policy intention stage, signalling awareness and recognition of psychosocial wellbeing without operational teeth to ensure compliance or consistent application.

Tier 4 – Focus on physical risks

Many developing countries such as India, China, and Indonesia, alongside some developed ones like the UAE, Poland, and Romania are at the lowest level of maturity. These countries primarily legislate for physical risks, with only generic references to mental health or wellbeing. The term ‘psychosocial hazards’ is rarely used. 

What this means for employers and wellbeing leads

Our global mapping reveals that while awareness of psychosocial risk is growing worldwide, maturity and enforcement vary considerably. Legislation is most advanced in developed economies which generally integrate psychosocial hazards into occupational safety frameworks, while many developing countries rely on fragmented labour laws. 

Evidence shows that embedding psychosocial risks in law makes organisations far more likely to assess and prevent them⁶. However, enforcement and reporting requirements remain inconsistent across most jurisdictions^{7, 8}, limiting the translation of legal recognition into sustained organisational practice. Moreover, existing legislation tends to prioritise visible risks like bullying, harassment, discrimination, and workload, leaving less tangible but equally important factors such as organisational justice, leadership climate, and culture under-addressed.

For employers and wellbeing leads, key priorities include:

• Know your local obligations: Map regulatory requirements across regions where you operate. Even within the EU or Australia, obligations differ.
• Train and empower managers: Equip managers to identify risks early, promote open dialogue on workload, fairness, and support, and integrate these discussions into daily work design.
• Use international standards as a baseline: Frameworks such as ISO 45003 and WHO/ILO guidance offer a consistent approach that can be adapted to local contexts, particularly useful for multinational organisations.
• Adopt a proactive prevention-first approach: Don’t wait for regulation to drive change. Even in less regulated environments, proactive management of psychosocial risks can enhance retention, productivity, and organisational reputation.
• Build a standard global approach: Developing a unified yet adaptable psychosocial risk management strategy is achievable. At Affinity, we’ve helped global organisations establish consistent frameworks that respect local requirements while driving meaningful improvements in wellbeing and performance.

Conclusion

Psychosocial risk management is not just about identifying risk, it’s about using that information to control and eliminate risks, improving the working lives of all; something we strive to do at Affinity. As awareness grows globally, the opportunity is clear: Moving beyond compliance to a prevention-first risk management approach helps reduce stress and burnout, boost engagement, and strengthen overall wellbeing, making employee wellbeing both a strategic priority and a marker of sustainable success.

References:

1. World Health Organisation. WHO guidelines on mental health at work. https://iris.who.int/server/api/core/bitstreams/6152a556-6893-4c4e-9ed8-094478bb25eb/content. World Health Organisation; 2022.
2. Schulte PA, Sauter SL, Pandalai SP, Tiesman HM, Chosewood LC, Cunningham TR, et al. An urgent call to address work‐related psychosocial hazards and improve worker well‐being. American journal of industrial medicine. 2024 Apr 10;67(6).
3. Dollard MF, Potter R. Managing Psychosocial Risks at Work Through National Policy and Regulation. Occupational Health Science. 2025 Aug 26.
4. Di Tecco C, Persechino B, Iavicoli S. Psychosocial Risks in the Changing World of Work: Moving from the Risk Assessment Culture to the Management of Opportunities. La Medicina del Lavoro [Internet]. 2023;114(2):e2023013. Available from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10133769/

5. Howard A, Antczak R, Albertsen K. Third European Survey of Enterprises on New and Emerging Risks (ESENER 2019) [Internet]. European Agency for Safety and Health at Work; 2019. Available from: https://osha.europa.eu/sites/default/files/esener-2019-overview-report.pdf
6. Jain A, Torres LD, Teoh K, Leka S. The impact of national legislation on psychosocial risks on organisational action plans, psychosocial working conditions, and employee work-related stress in Europe. Social Science & Medicine. 2022 Jun;302:114987.
7. Potter RE. Australian Work Health and Safety Policy for Psychosocial Hazards and Risks: Evaluation of the Context, Content, and Implementation [Internet]. [University of South Australia]; 2019. Available from: https://www.researchgate.net/profile/Rachael-Potter/publication/332669251_Australian_Work_Health_and_Safety_Policy_for_Psychosocial_Hazards_and_Risks_Evaluation_of_the_Context_Content_and_Implementation/links/5cc26cff299bf120977f8bc9/Australian-Work-Health-and-Safety-Policy-for-Psychosocial-Hazards-and-Risks-Evaluation-of-the-Context-Content-and-Implementation.pdf
8. Steel E, Malinen SK, Näswall K. Improving work-related psychosocial risk management: A mixed methods evaluation of the factors influencing inspectors’ practice. Safety Science. 2025 Jan;181:106659.

About the authors

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What do you have to think about when rolling out a wellbeing programme globally?

In a world where burnout and chronic stress are driving record levels of long-term sickness absence, most workplace wellbeing strategies still focus on treatment rather than prevention. But what if the true antidote lies not in another mental health point solution, but in engagement itself?

That was the provocative question that sparked lively discussion at the start of our recent Make A Difference webinar in partnership with YuLife.

Recognising that “engagement” means different things to different people – and that employers are at very different stages of their wellbeing journeys – we began by gauging attendees’ starting points. The results were revealing:

Key webinar takeaways

The ensuing discussion was far-ranging. Writing on LinkedIn, one attendee, Angela Cobble summed up:

“I recently attended a fantastic session hosted by Make A Difference Media exploring the connection between lifestyle behaviours, health, and wellbeing, and how true engagement goes far beyond simple incentivisation”.

Some of Angela’s key takeaways:

• YuLife’s gamification and thoughtful design can help drive daily engagement, but rewards alone aren’t enough.
• Social cohesion matters. Wellbeing thrives when people feel connected and supported.
• Recognition should include those who consistently practice wellbeing, not just those achieving visible milestones.
• Entain and how they are using data to drive wellbeing strategies, shaped by forums, surveys, and real feedback, help ensure relevance and inclusivity.
• Brain training for inclusivity and mental wellbeing, especially for those with disabilities or limited access, is a powerful way to reduce inequality.
• Baringa shared how wellbeing is built into how they work, with tools and resources tailored to life milestones like maternity leave, sustainability, and long-term balance.

The discussion around using new technologies to focus on prevention, rather than waiting to respond to crises, was particularly insightful. It highlights just how much mental health and wellbeing strategies have evolved, and the direction they’re heading in. Wellbeing shouldn’t be a “nice to have”, it should be embedded into everyday culture.

Your burning questions answered

Questions from the audience came in thick and fast. Here the panel members have added responses to those we weren’t able to fully explore during the webinar.

Q1: Senior leadership and management role modelling and advocating for these preventative approaches are key to embedding health behaviours. Any tips or thoughts on how to achieve this?

Panel member Jessica Fitz-John, Group Senior Wellbeing Manager with Entain suggests: “It’s always going to be a journey, start small. Even one leader on board is a great start. Focus on doing wellbeing work that’s relevant to your organisation, demonstrate its impact, and use that success to bring more leaders along. Keep building from there.

There are plenty of reports that evidence the value of wellbeing (for example, the well-known Deloitte one), but what makes it truly powerful is when you can link it to your own internal data and outcomes.

One practical initiative could be securing leadership buy-in to roll out wellbeing training for managers, helping them to role model the behaviours and culture you want to embed. This has worked really well at Entain!

Meanwhile Sam Hunkin from Baringa explains: “We recently got the Managing Partner and COO to do shout outs in our company meeting encouraging people to take part in a specific company challenge, and give an example of how they build healthy habits into their work. Our Managing Partner is training for a marathon (I appreciate this won’t always be the case) and he gave examples of how he carves out time in his schedule to ensure he gets his runs in”.

Q2: How do you engage your wellbeing champions / network across the business – especially as they are mainly volunteers?

In response to this question, Jessica outlines that having leadership support for the wellbeing network helps volunteers feel empowered to use part of their role time on wellbeing, making top-down backing really important.

Recruiting the right people into the network is also key. A lesson she’s learned is that numbers are not always enough, you need individuals with the right mix of passion, influence, and practical skills to make a real impact. Once you have the right people, keeping them engaged means connecting their work to local needs and data.

At Entain, for example, they have global wellbeing initiatives, but the wellbeing leads and champions are encouraged to take ownership locally, creating activities that reflect their specific locations and personal passions alongside global initiatives.

She believes that recognition is another important factor, it’s vital to shine a light on the amazing work they do, especially as many are balancing this role alongside their day jobs.

Finally, offering training and development opportunities helps build their confidence and ensures they feel equipped.

Sam adds that at Baringa they have made monthly meetings virtual so that they are more easily accessible, and a teams channel that is kept updated with any significant updates. She also admits that some Champions are a lot more proactive than others, and this is a challenge that they are still reviewing.

For more on this topic, you might also be interested in this article which summarises responses to the same question that we posted on LinkedIn.

Q3: I wonder about the focus being further on the individual approach and use of IT. I worry about the downside of this and the further impact on personal relationships and team working. What are your thoughts on how this can be addressed?

In response to this question, Jessica explains that: “at Entain, we use a wellbeing platform to give people personalised insights and support, but it doesn’t replace the human side of things. The technology is there to complement that connection. For example, managers are trained to provide wellbeing check-ins, HR and ER support colleagues, and from a wellbeing initiative or campaign perspective, we use the technology to bring teams together through team training and fun competitions.

Meanwhile Sam speaking from her experience as a YuLife client, Sam suggests that: “Depending on the size of the organisation, you could run company events [via the YuLife tool]. Or if large split this into smaller team or unit challenges – with the unit leaders encouraging it”.

She adds that at Baringa they have found that using business unit town halls to promote activities and calling out the leaders of the leaderboard, is an effective way to drive both social competition and belonging.

You can find out more, view the recording of the webinar and download the PDF of slides shared here.

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One in five men in the UK dies before the age of 65, most often from preventable causes such as heart disease, prostate cancer, lung cancer, bowel cancer and suicide. Yet men’s health continues to receive less attention, research and funding than many other public-health priorities.

This is what the Men’s Health Network calls the Empathy Gap – the lack of care, investment and support for men’s issues across health, education and emotional wellbeing.

Closing that gap matters for everyone. When men are healthier, families, workplaces and communities thrive. Empathy isn’t a zero-sum game; it’s about fairness, visibility and prevention.

Why men keep falling through the cracks

We often blame “stigma” or “masculinity” for men’s silence around health and mental wellbeing. But the roots run deeper. Many services and workplace programmes were never designed with men in mind.

Our Manbassador Programme study found that:

• Fear of judgement stops men from disclosing stress or mental-health concerns.
• In male-dominated sectors, vulnerability is still seen as a risk to credibility or safety.
• Generic wellbeing offers – from EAPs to lunchtime workshops – often feel irrelevant.
• Above all, men value practical, action-based support and peer connection over formal counselling.

Workplaces can be part of the solution by offering male-friendly approaches that build trust, camaraderie and conversation before crisis hits.

Understanding gamma bias

Psychologists Dr Martin Seager and Dr John Barry describe Gamma Bias as a subtle but powerful distortion: society tends to amplify female suffering and minimise male suffering.

When men struggle, their pain is often reframed as weakness rather than as a social or health issue deserving empathy and intervention. This bias shapes everything from research funding to how wellbeing policies are designed, influencing whose health receives attention – and whose doesn’t.

Recognising this bias is the first step to designing equitable wellbeing systems.

A turning point for men’s health

After years of advocacy, the UK Government is preparing to launch its first-ever Men’s Health Strategy – a long-overdue parallel to the Women’s Health Strategy.

It signals long-awaited recognition that men’s health matters. We hope it delivers:

• Greater investment in prevention and early intervention.
• Integration of mental and physical health services.
• Gender-responsive approaches that meet men where they are – including in workplaces.

Given that most men spend half their waking life at work, employers have a crucial role to play.

From awareness to action at work

Across UK organisations, awareness weeks are rising – yet in many male-heavy workforces there are still more events about menopause than men’s health. This isn’t due to lack of care but lack of confidence and know-how.

That’s why I developed the Manbassador Programme, the UK’s first structured workplace men’s health initiative. It trains everyday male employees to become trusted peers and connectors who can spot early signs of distress, encourage open conversations and signpost support.

Our Manbassadors use relatable language and real-world activities – from “Where’s Your Head At, Mate?” check-ins to group movement challenges – to make wellbeing visible and practical. The result? Earlier help-seeking, stronger peer networks and healthier workplace cultures.

Bringing empathy back

Men’s Health Month 2025 calls us to Bring Empathy Back – to recognise that men are often fighting battles we don’t see.

Empathy doesn’t mean pity. It means fairness, belonging and care in how we design our systems – ensuring every man, from the factory floor to the boardroom, has access to health education, early intervention and someone he trusts to talk to.

Take the first step

If you lead on wellbeing, HR or health strategy, this Movember is your opportunity to turn awareness into action.

Download: 5 Ways to Engage Men in Wellbeing at Work
Discover practical, evidence-based steps to help your organisation close the empathy gap and build a culture where men’s health thrives.

About the author:

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The government’s flagship Employment Rights Bill is designed to introduce sweeping changes to UK employment law – including a proposed right for employees to claim unfair dismissal from day one of employment.

However, the House of Lords has repeatedly rejected the government’s approach, insisting instead on a six-month qualifying period before an employee can claim unfair dismissal. This back-and-forth between the Lords and the House of Commons means continued uncertainty remains for employers preparing for upcoming changes.

Why the Lords’ position matters

The Lords’ insistence on a six-month qualifying period instead of the Government’s proposed day-one right is significant:

• It may give employers some breathing space, if the Commons eventually concedes, as it means new hires won’t be able to claim unfair dismissal from day one.
• However, if the Commons pushes back and day-one rights are reinstated, HR teams will need to charge ahead with their review of probation processes, onboarding practices, and dismissal procedures immediately to ensure compliance. 

What it means for HR teams now

Sarah Kerr HR Technical Consultant with employee relations experts AdviserPlus summarises:

1. Policy readiness: HR teams must be ready for either outcome. If day-one rights go ahead, probationary and dismissal processes will need immediate review. If the six-month period stands, timings and communications still need clear planning.

2. Increased risk of employee-relations cases: The uncertainty itself may trigger more disputes, particularly around probationary dismissals or claims of procedural unfairness.

3. Tribunal system pressure: Even if new rights are introduced, the tribunal system is already heavily back-logged. So any surge in claims may overwhelm the system and undermine the protections the reforms seek to strengthen.

Broader labour-market implications

From the employers’ perspective:

• A day-one right to unfair dismissal may lead to heightened risk aversion, further slowing recruitment at a time when unemployment is high and making it even harder for young people and first-time jobseekers to access opportunities.
• By potentially damaging business confidence, in spite of being a manifest pledge, the Commons need to carefully consider whether the Employment Rights Bill is a risk to the UK’s economic future
• On the flip side, from a worker rights perspective: an estimated 1.2 million UK workers would have gained protection under day-one dismissal rights, according to analysis by The Guardian.

Other key reform areas to watch

• Guaranteed hours for zero- and low-hours workers: The Lords backed amendments requiring employers to offer guaranteed hours after an initial reference period, but allow opt-out. This means that contract templates and scheduling systems may need updating.
• Right to be accompanied at hearings: The Bill is also looking at widening the right to be accompanied in disciplinary or grievance hearings – this may raise more procedural challenges and employee relations cases.

Practical steps HR should take now

HR needs to keep a close eye on all of these reforms and be ready to update policies accordingly including:

• Audit probation and dismissal processes: Map out current procedures, identify weak spots (e.g., lack of documentation, weak performance reviews) and prepare to adapt contract templates and scheduling systems that may need updating.
• Update communication templates: Wherever the threshold lands (day one or six months), clear messaging to managers and new hires is essential.
• Monitor legislation progress closely: The Bill’s final text is still unresolved. Watching for secondary regulations, guidance and the outcome of the Commons-Lords exchanges is critical.
• Ensure flexibility in planning: Given the uncertainty, build scenarios into your HR planning — one assuming day-one rights, one assuming six months, and one for transition phase.
• Support managers: Provide training or briefings on how to handle dismissals, probation reviews, and potential claims, especially given the risk of increased employee-relations cases.
• Factor in resource/administration impact: Reforms such as guaranteed hours or expanded accompaniment rights may add administrative burden. Plan for workload and system updates now.

Final thought

The tug-of-war between the Commons and Lords over unfair dismissal rights is more than political theatre – it carries real implications for employers, HR professionals and workers alike. Whether day-one rights prevail or a six-month qualifying period is adopted, the outcome will demand prompt operational readiness.

For HR teams, Sarah Kerr’s message is clear: “Hold off on major policy overhauls until the Bill’s final form is clear but stay alert. The eventual outcome will likely bring notable shifts in dismissal rights and contract flexibility that will require swift operational updates”.

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Wellbeing champions can be one of the most powerful forces for embedding a culture of health and wellbeing – connecting strategy with employee needs. But many organisations struggle to keep their champions engaged and energised, especially when they’re volunteers juggling these roles alongside their day jobs.

During a recent Make A Difference Summits webinar, this question was raised. To explore further, I asked my LinkedIn network:

“How do you engage your wellbeing champions or network across the business — especially if they’re mainly volunteers?”

The responses from experienced wellbeing, HR and culture leaders came thick and fast. Here I’ve summarised nine of the practical ways suggested to keep your wellbeing champions motivated, connected and thriving across your organisation.

You can view the whole LinkedIn discussion here.

1. Treat the champion role as part of the day job

Matt Wilson, UK Wellbeing Lead, Computacenter, believes in accountability.

“I believe to be of paramount importance is to have the champion role reviewed and appraised in their 1:1s and performance reviews”, he suggests. “Setting SMART goals aligned with their work means it is likely to be a higher priority on their to-do lists”.

When champion activity is recognised by their managers and reflected in objectives and performance frameworks, it signals that the organisation takes health and wellbeing seriously – not as an optional extra.

You can hear more about Matt’s approach to workplace culture, employee health and wellbeing in this episode of the Leaders Podcast for Make A Difference.

2. Choose the right people – and set clear expectations

Make sure you have enough champions, with a good ratio of champions to workforce. But remember, just because someone volunteers doesn’t mean they’re the right fit, cautions Paul Caudwell, Senior Customer Success Manager with Telus Health and formerly Co-op’s Health Wellbeing Manager.

“‘Hire’ the right people” he says. “Just because someone volunteers doesn’t mean they are the right person. Clarity of role expectations and matching people based on that is foundational”.

Selecting champions for their communication skills, empathy and credibility ensures the network has genuine influence. Clear onboarding and transparent expectations prevent misunderstandings later down the line.

He adds: “Don’t be afraid to change the team. Some champions will need to step back at times; having a pipeline of champions is important to keep a solid cohort so you don’t lose momentum”.

You can read more about the forward thinking approach that Paul was already advocating back in 2020 in this article on taking a data-driven approach to employee health and wellbeing.

3. Support their wellbeing as much as they support others

Champion networks can only thrive when members feel supported themselves. Caudwell adds:

“Support them emotionally and be in tune with risks. You should know your champions, they should be managed like any team, and supported well with supervision and considered top up emotional support if they’re engaging in peer-to-peer mental health conversations”.

Polly Joseph, former Talent and Wellbeing Partner, Hollywood Bowl, echoes this sentiment:

“Upskilling, supervision, recognition, thanking them, sharing stories, giving them respite from it when needed, sharing their impacts on the business publicly, being their biggest cheerleaders, team building with them” – all help sustain their energy.

4. Keep communication steady – but not overwhelming

Providing a steady, but not too heavy flow of information helps champions stay engaged without feeling overloaded, says Matt Wilson.

Regular updates, useful resources, and suggested content for them to share saves time and ensures consistency – while leaving space for champions to add their own creativity and human touch.

Scott Wright, Global Wellbeing Manager at BP, agrees structure helps. Tips he recommends include:

• Invite a champion to your leadership team meetings to offer visibility, influence, and insight into business priorities.
• Hold regular quarterly meetings dedicated to the champions team.
• With global health projects, involve champions early to gain buy-in, local insights, and a sense of ownership in the journey.

This rhythm helps maintain connection and purpose.

5. Build confidence and capability – with clear parameters

Whilst it’s essential to be clear on what champions are and what they are not, according to Maria James, Culture Transformation and People Experience Expert, champions thrive when they have the skills and confidence to make an impact.

“Build confidence through practical learning on topics like psychological safety, active listening, and signposting support,” she advises.

Continuous development (or CPD) keeps champions learning and growing. Caudwell also recommends ensuring they have clear escalation routes and the “tools and permissions to act”.

6. Celebrate, recognise and reward their impact

Recognition is one of the strongest motivators – and it doesn’t have to mean big budgets. Maria James highlights the power of storytelling:

“Recognise contribution and celebrate through internal stories, leader shout-outs, and wellbeing awards. Where possible, reflect their impact in performance goals.”

Kris Ambler, Workforce Lead with BACP and Chair of their Staff Wellbeing Group adds:

“Recognise and reward contribution – increase visibility, offer CPD, small perks.”

Feeling seen and valued keeps enthusiasm alive.

7. Build community and purpose

Champions who feel part of a connected, purposeful community are more likely to stay engaged.
Ambler recommends creating “a clear purpose and identity”, with shared vision, branding and regular connection points.

“Build community and connection – regular meetings, peer support groups, and open, informal communication channels,” he says.

US-based consultant Ian Shea agrees:

“In our work we call this group – Culture Champions or Culture Committee and make the group something that is sought after to be a member of”.

Creating belonging transforms volunteering into a meaningful experience.

8. Empower, listen and adapt

Champions often have the clearest insight into what’s really happening on the ground. Caudwell advises leaders to stay agile:

“Listen to them and be prepared to pivot. Champions often know what works locally.”

Ambler also emphasises empowerment over instruction, whilst reminding us not to overload:

“Keep asks realistic, provide resources, and let them shape the agenda.”

AXA Health’s Arlette Wright adds: “This role shouldn’t just signpost, they should be able to challenge decisions and behaviours at grassroots level which might have an impact on wellbeing”.

Giving champions agency shows trust – and in turn, fuels motivation.

9. Measure and evolve your approach

As with any employee health and wellbeing initiative, data and feedback are essential to ensure effort translates into impact.

Maria James recommends using feedback and engagement data to understand what’s landing and where to focus next.

“Measure what matters to them,” she says. “If they’re not engaged, it’s often down to the pressures of leadership and prioritising delivery in their day-to-day role.”

Stuart Mace, Assessor with the Wellbeing Lead Academy and former Occupational Health and Wellbeing Lead, and Mental Health and Wellbeing Network Chair with Skanska suggests drawing on behavioural science for structure, referencing Susan Michie’s COM-B model:

“Give champions the Capability (resources and skills), Opportunity (time and support), and Motivation (recognition and development) to succeed.”

This evidence-based approach helps keep networks effective and evolving.

The bottom line

Keeping wellbeing champions engaged and energised isn’t about grand gestures – it’s about balance. Clarity and accountability must sit alongside empathy and flexibility. When champions feel equipped, recognised and supported, they don’t just promote health and wellbeing – they live it.

And when that happens, the ripple effect can energise an entire organisation.

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