Leaders’ Summit Roundtables

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The ever-popular roundtable discussions will be an opportunity for attendees to share ideas and experiences in a closed-door setting around five key topics.

1. Balancing psychosocial risks v personal resilience

Employees are at the heart of business performance. They are critical in achieving and growing a sustainable business. Yet human sustainability is being challenged like never before, with employees facing levels of stress and burnout which negatively impact business performance and human health. All too often, solutions focus purely on changing the individual and fail to address the environment and how this contributes to stress and burnout. With 49% of all work-related ill health absences due to stress, depression and anxiety, a key strategic focus of the Health & Safety Executive in their 10 year plan is to reduce work-related stress and improve mental health. Join us for this roundtable to discuss:

  • Have we got the balance right?
  • Successes and challenges in assessing psychosocial risks and improving resilience
  • What a sustainable stress management strategy looks like
  • How we can create good work

Muriel Marseille, Partner, Ashurst

Letitia Rowlin, Principal Wellbeing Consultant, Aon

Maktuno Suit, Global People Director – Enterprise Technology, WPP

Victoria Sloan, Wellbeing Expert

 

2. Tech and AI in wellbeing – help or hindrance?

This roundtable explores the dual impact of technology and artificial intelligence on wellbeing strategies. It examines how AI-driven tools offer unprecedented support in personal wellbeing. We will also cover areas such as how to maximise value for your business, data privacy concerns, over-reliance on digital solutions, and the impact of screen time on mental health. The discussion aims to provide a balanced view, helping you navigate the complexities of integrating AI into your wellbeing strategy.

David Kirk, Growth Leader – Technology, Aon

Reeva Misra, Founder & CEO, Walking in Earth

Kris Ambler, Workforce Lead, British Association for Counselling and Psychotherapy (BACP)

 

3. Measuring the effectiveness of a wellbeing strategy – the power of using aggregated data

Current trends suggest that while many organisations now have a wellbeing strategy in place, often the broader wellbeing programme isn’t guided by organisational health data. Many organisations cite data as a key consideration when looking at their wellbeing maturity, but from our own research we know that integrating data, and using data to measure effectiveness remains a challenge. Join this exciting conversation to discuss:

  • What organisational data is currently used to inform the existing wellbeing programme and are there examples of additional datasets which would help inform direction?
  • As an organisation is utilising data a challenge, either obtaining sufficiently robust data sets or aggregating the existing data?  
  • What metrics are you using to show effectiveness of health and wellbeing programmes and how we think about ROI? What are your challenges around this?
  • How are you approaching/ overcoming these challenges?
  • Are there any further barriers to measuring the effectiveness of a wellbeing strategy that you’d like to discuss?
  • Do senior leaders/stakeholders understand the value of doing more with data/measuring effectiveness

Simon Cresswell, Principal Strategic Consultant, Aon

Jaimy Fairclough, Wellbeing Specialist – People Division, Sainsbury’s

Kirsty McLean, Head of Wellbeing, Nomura

Dr Femi Oduneye, VP Health, Shell International B.V.

 

4. How does leadership and culture facilitate wellbeing in a multi-generational workforce?

We know that every organisation wants to achieve strong performance and results, but tension can emerge when employee attitudes to work-life balance vary.  Join this roundtable to share ideas around how to build sustainable-high performance in a modern, multigenerational workplace. The questions below will start a lively debate and reveal some common challenges:

  • Do the leaders in your organisation role model behaviours which prioritise performance at the expense of employee wellbeing?
  • When it comes to supporting wellbeing, does your company focus on:
  • Individuals- offering employees wellbeing products and services
  • Teams – educating managers to create sustainable working practises
  • Organisation – senior leaders creating a culture/ environment where all employees can thrive
  • Which of these has the biggest impact on employee performance,  and does this vary during a career?
  • How does your company fairly support different generational needs and drive sustainable high-performance?

Gareth Hind, Director of Colleague Experience & Relations, First Bus

Fiona McAslan, Head of Wellbeing, Royal Mail

Helen Payne, UK Director Human Sustainability, Aon

Georgina Reeves-Saad, Employee Engagement & Experience Specialist, British Council

Lucy Sentance, Senior People Partner, Spendesk

 

5. How do you develop a wellbeing strategy and know if it is making a difference?

In this roundtable we will be looking at the growing value of wellbeing at the organisational level and the resultant drive for data-led evidence for developing bespoke wellbeing strategies. In the last few years we have seen a shift from companies purchasing ad hoc wellbeing products/services to building purpose-driven wellbeing programs. Join this discussion to share experiences around tackling workplace wellbeing, using data to inform decision making and ways of integrating wellbeing into the business strategy and DNA of a company. The questions below give a flavour of some topics that we will touch upon, but the true value will come from our shared experiences:

  • When it comes to developing a wellbeing strategy, what are the main drivers in your company:
    • Recruitment and retention
    • Employee engagement
    • Absenteeism
    • Escalating health claim costs
    • Brand reputation
  • What is currently being used to understand the ‘baseline wellbeing’ of employees? Is this providing an accurate picture?
  • Once wellbeing goals are defined, how is progress being tracked? And by whom?
  • How does your company incentivise good wellbeing?

Jeanette Cook, Principal Wellbeing Consultant, Aon

Aggy Dhillon, Head of International Reward, Twinings

Clare Gowar, Former Global Lead, Health & Wellbeing, Philips 

Nasrin Oskui, Global Head of Wellbeing, Deutsche Bank