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EXCEL LONDON

29 – 30 APRIL 2025

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 * Home
   * Visit The Watercooler
   * Visit The Office
 * News from The Watercooler
 * Agenda
   * Conference Programme
   * Workshops
   * Speakers
 * Exhibition
   * Why Exhibit
   * 121 Meetings
   * Sponsors
   * Exhibitors
   * Partners
 * Visiting & Ticket Info
   * FAQs
 * Leaders Club
 * Contact us
   * About Us
   * The Office Expo
   * Mad World Summit
   * Make a Difference Media

29 – 30 APRIL 2025 | EXCEL LONDON

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GET YOUR TICKET FOR THE LEADING EMPLOYEE HEALTH, WELLBEING, BENEFITS & WORKPLACE
CULTURE EVENT

Explore The Watercooler and unite with over 6000+ workplace experts spanning
Wellbeing, HR, Culture, Employee Benefits, Learning & Development, DE&I, Mental
Health, Occupational Health, Facilities Management, Health & Safety, Training,
and Workspace Design.

2 DAYS of cutting-edge employee health, wellbeing, workplace culture, networking
and product discovery. Co-located with The Office for the full 360 workplace
experience.

REGISTER INTEREST FOR 2025



WORKPLACE WELLBEING & EMPLOYEE CULTURE LEADERS

As a critical issue on board agendas, The Watercooler is the hub for wellbeing
and mental health leaders to gain immersive content and learn about new tools
and solutions you won’t find anywhere else to shape your strategy and deliver
results.


HR, DE&I, LEADERSHIP, ENGAGEMENT, DIVERSITY SPECIALISTS

Step into The Watercooler to join your peers to for 2-days of intensive
knowledge learning and fast-track review of the latest tech to elevate your own
workplace programmes. Take a seat at one of our main stages or check-in to our
workshops around the show.


C-LEVEL, FINANCE, OPERATIONS AND BUSINESS FOUNDERS

Get your own insight on what is new in the workplace culture and employee
wellbeing arena. Hear what other companies are doing at the conference and get a
first-hand look at the newest and most popular tech that is driving successful
wellbeing strategy in other organisations.


SOLUTION AND TECHNOLOGY PROVIDERS

If you have an innovative solution that’s helping businesses perform and execute
better wellbeing strategy and workplace culture, it’s time to showcase them to
your audience. The Watercooler provides the platform to build your brand and
gain traction with the right decision makers.


CONTENT PARTNERS




WORKSHOP & INSIGHT PARTNERS




OFFICAL WELLBEING DESIGN PARTNER




OFFICAL WELLBEING MEETING PARTNER




WHAT’S ON

The Watercooler Conference and exhibition content focuses on the key pillars of
wellbeing to enable you to build a comprehensive, holistic approach. As well as
a series of focused workshops, the 2024 event will feature three parallel tracks
running across both days of the event: Engage, Embed, Evolve. Now in its third
year, the conference will run across both days of the event.

CONFERENCE

Three track conferences running side-by-side featuring thought-leading speakers
and influencers, it’s held as a ‘silent disco’ format for focused and
uninterrupted discussion.

WORKSHOPS

Interactive workshop sessions held within the main exhibition hall, featuring
deep-dive insight and solution partner case-studies and showcases.

KEYNOTE SESSIONS

Tune into our keynote presentations and fireside chats with Clarke & Carrie
Carlisle, Dr. Nicola Millard @ BT Business, Chas Howes, former CFO Superdry and
Isaac Harvey.

EXHIBITION

The Watercooler exhibition is filled with leading solution partners who are at
the forefront of helping businesses deliver workplace culture and wellbeing
programmes.

1-2-1 MEETINGS

Fast-track your supplier and technology partner search via our 1-2-1 meetings
programme. Just indicate your interest on the registration form and we’ll do the
rest!

THE OFFICE

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workplace experts; Workspace Design, FM, Corporate Real Estate, Workplace
Strategy and Property.

REGISTER INTEREST FOR 2025



SPEAKERS

Previous


DR OLIVIA HUM

Founder



Myla Health





DR RODRIGO RODRIGUEZ-FERNANDEZ

Global Health Advisor



International SOS





RYAN HOPKINS

Author



52 Weeks of Wellbeing - a no nonsense guide





SARAH GASHIER

Workplace Wellbeing Consultant



SG Wellbeing





JESSICA HOBBIS

Strategy & Partnerships Manager



ScreenMe





MARK MALCOMSON CBE

CEO



City Lit





CÉLINE CRAWFORD

Head of Operations & People



Fertifa





DEIRDRE O’NEILL

Co-Founder and CCO



Hertility





KATHARINE YOUNG

Communications & Engagement Manager



Benenden Health





AMY WHITE

Head of Training & Wellbeing



Loch Associates Group





DR OLIVIA HUM

Founder



Myla Health





DR RODRIGO RODRIGUEZ-FERNANDEZ

Global Health Advisor



International SOS





RYAN HOPKINS

Author



52 Weeks of Wellbeing - a no nonsense guide





SARAH GASHIER

Workplace Wellbeing Consultant



SG Wellbeing





JESSICA HOBBIS

Strategy & Partnerships Manager



ScreenMe





MARK MALCOMSON CBE

CEO



City Lit





CÉLINE CRAWFORD

Head of Operations & People



Fertifa





DEIRDRE O’NEILL

Co-Founder and CCO



Hertility





KATHARINE YOUNG

Communications & Engagement Manager



Benenden Health





AMY WHITE

Head of Training & Wellbeing



Loch Associates Group





DR OLIVIA HUM

Founder



Myla Health





DR RODRIGO RODRIGUEZ-FERNANDEZ

Global Health Advisor



International SOS





RYAN HOPKINS

Author



52 Weeks of Wellbeing - a no nonsense guide





SARAH GASHIER

Workplace Wellbeing Consultant



SG Wellbeing



Next



EXHIBITORS





LATEST MAKE A DIFFERENCE NEWS

According the the Office for National Statistics’ most recent “UK Measures of
National Wellbeing Dashboard” 1 in 5 adults in Great Britain found it fairly or
very difficult to manage financially in the past month.

Insights from Nuffield Health’s annual Healthier Nation Index study backs this
up, revealing that 38.24 percent of full-time workers and 42.69 percent
of part-time workers feel their financial health is worse compared to previous
years.

62.56 percent of full-time and 60.81 percent of part-time employees also
confessed that the cost of living or a change in personal finances has
negatively impacted their mental and physical health in the past 12 months. 


INDUSTRIES WITH MOST EMPLOYEES MOST AFFECTED BY COST OF LIVING

The industries with the most employees most affected by the cost of living
include Sales, Media and Marketing, with 75.76 percent of surveyed employees
agreeing that the cost of living has negatively impacted mental health. 

The Healthcare sector was the second most affected industry, with 65.46 percent
of employees reporting their mental health had been impacted by financial
strain, and the Architecture, Engineering, and Building industries, with 63.88
percent of workers affected. 


WHAT EMPLOYERS CAN DO TO HELP

Nuffield Health’s study highlights the need for managers to rethink how
companies are structured and the benefits they offer their employees. Gosia
Bowling, National Lead for Emotional Wellbeing at Nuffield Health, shares what
managers can promote in the workplace to support financial health and,
inevitably, improve mental health… 

1. Pay equality  

Ensuring that all employees are fairly compensated for their work can help
reduce financial stress and support them in being able to afford necessities. 

Fair pay can also foster a sense of value and recognition to boost morale and
job satisfaction while ensuring salary equality can minimise resentment to
create a more harmonious environment.  

Collectively, this can make work much more enjoyable and ease financial
concerns, reducing mental and physical stress.  

2. Equal opportunities for promotion  

Managers should establish clear and fair paths for career advancement, as this
can motivate employees and increase engagement with work.  

Equal promotion opportunities will also increase staff retention and broaden the
range of employees in leadership positions for more balanced and effective
decision-making.  

If workers are aware of opportunities to progress in their careers, they’re more
likely to feel secure in their jobs and incomes to lower financial stresses.  

3. A transparent workplace culture  

Clear communication and transparency in the workplace can build trust between
workers and employers and reduce anxiety about responsibilities and job
security.  

To establish a more open and honest workplace culture, employers should conduct
regular 1-1s with their workforce, where employees can discuss financial burdens
and their impact on their mental health. 

Employers can also set up support groups within their teams, where workers can
lean on others who are going through, or have gone through, similar struggles. 

However, it’s important to remember that while in-house support is well-received
by many, others may require more confidentiality for something as private as
their financial situation, or not wish to discuss it with anyone they work
with.  

That’s why employers should provide signposts to external support available i.e.
online advice hubs like Mental Health and Money Advice or online and phone
helplines by mental health charities like Mind or Samaritans. 

4. Access to support   

In addition to talking to employees directly, offering personalised wellbeing
services to meet individual needs can ensure they receive the most relevant
support. 

Businesses can provide support for stress and personal problems through services
like Employee Assistance Programs (EAPs) and Cognitive Behavioural Therapy
(CBT). EAPS offer direct, confidential contact with experts who can support
individuals with emotional distress. CBT can teach techniques such as focusing
on what you can control and developing a better relationship with finances. 

Plus, inviting an external financial expert to run a training session or
live webinar can equip employees with the tools they need to manage their money
better and alleviate money-related stress. 

Having 24/7, no-strings-attached access to resources can minimise mental health
challenges and help employees avoid burnout caused by life stressors like
finances.  

You can see more findings from Nuffield Health’s latest Healthier Nation
Index here. 

You might also like:

> DEFRA: How benefits can be a wellbeing tool in the cost of living crisis

> BACP Cost of living report: Understanding the impact


makeadifference.media news

4 WAYS TO SUPPORT EMPLOYEES IMPACTED BY THE COST-OF-LIVING CRISIS

Our Movers and Shakers articles highlight who’s moving up, out or across in the
rapidly evolving world of workplace culture, employee health and wellbeing. Here
is a selection of “movers and shakers” that have grabbed my attention over the
last few weeks.


TURNING TALK INTO ACTION

Top of the list is the inimitable Simon Blake OBE, who, on 23rd September 2024,
will be starting his new role as Chief Executive of Stonewall – the largest LGBT
rights organisation in Europe. Simon brings to Stonewall a wealth of leadership
experience in the charity and social justice space.

Many in our Make A Difference network will have encountered Simon in his current
role as Chief Executive at Mental Health First Aid England, a post he has held
since October 2018. I for one am eternally grateful to Simon for his support
over the years; his clarity of thinking, his fairness and for never being afraid
to embrace challenging conversations that help to turn talk into action. Simon,
we wish you well.

You can get a sense of Simon’s thought-provoking perspective in this “Workforce
State of Mind 2024” webinar which Make A Difference ran together with Headspace.


FLYING HIGH

Next is Dr Richard Caddis. Richard has moved from his role as Director of
Health, Safety and Wellbeing & Chief Medical Officer with BT, to Chief Medical
Officer at British multinational aerospace company Rolls Royce.

Commenting on his move on LinkedIn Richard wrote: “Absolutely thrilled to be
joining Rolls-Royce as Global Chief Medical Officer. The work across Civil,
Defence and Power Systems is so inspiring and the dedication, expertise and
innovation across the divisions in the air, sea and land has been so
energising”.

“Keep an eye out for the new roles on the flight plan to join my team and in the
wellbeing team – working on the journey to embed health as safety across our
global operations”.

Since he started with Rolls Royce in July 2024, Richard has already announced
several job openings in the Rolls Royce wellbeing team. If you’re in the market
for a new role, you might want to follow him on LinkedIn.

It’s great to see that forward-thinking organisations such as Rolls Royce appear
to be powering up their commitment to employee health and wellbeing.


BUILDING A CULTURE OF WELLBEING

Another stalwart of employee health and wellbeing who has changed role is Paul
Hendry. Paul has moved from American engineering company Jacobs to Danish
architecture, engineering and consulting group Ramboll, where he is now Group
HSEQ Director. Whilst he was at Jacobs, Paul spearheaded the One Million Lives
initiative.

Ramboll recently secured a The Times and Sunday Times Best Places to Work 2024
award. Posting about the award on LinkedIn Ramboll wrote: “We’re incredibly
proud that our foundation-ownership, supportive culture and commitment to
delivering sustainable change, are helping us create a workplace where our
people feel happy, inspired and cared for”.

Sounds like a great company to work for Paul.


POWERING UP

Illustrating the breadth of job titles that our Make A Difference network covers
– and that to be truly embedded in organisations, employee health and wellbeing
need a multi-stakeholder approach – next in my list is Amanda Moore.

In August 2024, Amanda left her old role as Head of Reward with energy supply
company OVO Energy to take up her new position as Global Head of Reward,
Performance & Analytics, with digital service provider Beyond ONE.

At OVO, Amanda was leading a progressive reward and wellbeing offering balancing
value to people and the company. We look forward to seeing what you are planning
for Beyond ONE Amanda.


SHIFTING SCENES

Last but certainly not least is Katherine Beard, whose route into employee
health and wellbeing demonstrates the many different ways that people access
careers in this space. Over the twelve years that Katherine was with ITV, she
developed her skills from being an Executive Assistant to HR project management
and then on to Wellbeing Manager with TV network ITV.

Katherine, we hope that as organisations such as the the Society of Occupational
Medicine (SOM) seek to evolve career paths into employee health and wellbeing,
you and others in a similar position, will find the tips helpful that Suzy
Bashford has put together in this article on navigating the quickly evolving
landscape of employee health and wellbeing, and this article on
professionalising the wellbeing role through qualifications.

You might also like:

> Watercooler Day 2: Key takeaways (powered by AI)

> The evolution of Occupational Health




makeadifference.media news

MOVERS AND SHAKERS IN WORKPLACE CULTURE, EMPLOYEE HEALTH AND WELLBEING

Wellbeing company Raiys has expanded its set of wellbeing solutions with the
acquisition of content streaming service Ashia.

The deal enables Raiys, which currently provides online and in-person support to
over 750,000 employees in companies and organisations across the UK, to further
enhance its wellbeing content, technology platform and management intelligence
capabilities.

The acquisition is symptomatic both of the cautious investment environment that
startups and scaleups are navigating, and the increasing maturity of the sector.
This is seeing employers move beyond tick-box interventions to embed a proactive
and preventative approach to supporting employee health and wellbeing.


ONE-STOP SHOP

Raiys supports clients with health and wellbeing services such as a dedicated
app, wellbeing audits, behavioural change programmes, health screening,
neurodiversity assessments, mental health training, one-to-one coaching and 24/7
access to specialist counselling.

Onsite support is provided by specialist clinicians including doctors, nurses,
health and fitness experts, counsellors and nutritionists.

The company’s digital and face-to-face services are designed to deliver improved
health and performance and increase employee engagement, and to build resilience
and emotional strength to help people face stress and life challenges.

The Ashia service is Raiys’ second acquisition following its swoop in early 2023
for The Healthy Employee, which works with employers to improve the physical and
mental health and wellbeing of their people through targeted programmes,
including workshops, webinars and roadshows.

Clients using Ashia – the name means life and hope in Arabic – include Sussex
Cricket, The Lowry theatre and arts venue in Salford Quays, Greater Manchester,
Scotland-based hire firm GAP Group and construction and development company
GRAHAM.


COMPLEMENTARY CAPABILITIES

Pictured in the image above (along with Phil Worms, former chief executive, Frog
Systems), James Murphy, founder and chief executive of Raiys, said: “Our mission
is to help employers and businesses of any size to create healthy, purposeful
workplace cultures across all sectors and job roles.

“The addition of Ashia gives us an even more powerful offering and enables us to
grow the digital side of our proactive wellbeing services as we focus on our
goal to provide employers and organisations with all the tools they need to
improve the health and wellbeing of their people.

“The combined data capabilities of the Ashia and Raiys services will also give
existing and new clients access to formidable real-time management data to
assist their managers and HR teams with informed wellbeing decision-making.”

Ashia was developed by Glasgow-based Frog Systems and provides individuals and
businesses with user-friendly, on-demand access to 16 channels of expert and
lived experience content comprising 8,000 videos and podcasts, alongside a
UK-wide support directory and thousands of curated digital resources.

You might also like:

> Hussle’s acquisition by EGYM focusses attention on prevention, accessibility
> and affordability



> Zello Group announces purchase of Business Health Limited – its first UK
> acquisition

> GRAHAM introduces Frog’s bespoke wellbeing streaming service for employees and
> suppliers


makeadifference.media news

RAIYS EXPANDS WELLBEING SERVICES

Whilst some are enjoying the last days of summer before the pace of work picks
up again in September, others have been struggling to meet the costs of care
over the holiday period.

New data from eldercare employee benefits solution, Seniorcare By Lottie, has
revealed employees juggling childcare and elderly care are out of pocket by an
average of £1,546, due to the rising costs of caring.

Seniorcare By Lottie’s research into the cost of care in 2024, coupled with a
caregiving crisis and ageing population, has revealed businesses offering
eldercare benefits can save UK businesses an average of £42,400 annually by
reducing lost productivity, absenteeism, and employee turnover.

Cost of care was also given as a key factor impacting productivity at our recent
Make A Difference Leaders’ Lunch.

Out-of-pocket costs include expenses like household bills, childcare or summer
camp costs (which can total £1,257 per child), and any equipment or external
support when caring for a loved one.


DEMAND FOR SHORT-TERM CARE FROM EMPLOYEES JUGGLING WORK AND CAREGIVING PEAKS
DURING THE SUMMER MONTH

Many informal carers struggle more than ever to balance caring for two
generations while juggling other commitments, such as work during the summer
months. In the last three months, there has been a surge in carers turning
online for support**: 

 * 200% increase in online searches for ‘respite care for family caregivers’
 * 100% increase in online searches for ‘taking care of elderly parents’
 * 100% increase in online searches for ‘respite care near me’

As a result, the demand for respite care (care homes and home care) through
Elderly Care Marketplace Lottie surged by 180% in the run-up to the summer
holidays*** as sandwich carers looked for short-term support.

George Howard, Senior Manager at Seniorcare by Lottie explains:

“It’s estimated that 1.3 million people in the UK are sandwich carers,
equivalent to 4% of the workforce. As a result, there has been a surge in demand
for respite care, particularly during the school holidays.

The Carers Leave Act, which came into effect in April, provides a week of unpaid
leave for caregiving. While this is a positive step, business leaders need to
take further action to support carers in the workplace. Enhanced support through
clear carer policies and encouraging a supportive network can significantly
reduce the strain on these employees.

Eldercare solutions, such as concierge services that match employees’ loved ones
with appropriate care options, whether at home or in care facilities, not only
support employee wellbeing but also enhance overall productivity and employee
retention.” 

You might also like:

> Employers urged to introduce support for carers ahead of new law



> 7 Ways to powerfully support the wellbeing of your carer-employees

> Caregiver Burnout: how can employers best support carer wellbeing and
> productivity?


makeadifference.media news

SUMMER HOLIDAY STRETCH FOR THE SANDWICH GENERATION JUGGLING CHILDCARE AND
ELDERLY CARE

Benefits can sometimes be seen as tactical, but they have the potential to be
highly strategic and particularly powerful at this time, as employers navigate
the ongoing cost of living crisis.

You’d be hard pushed to find someone more enthusiastic about benefits, and their
inextricable link to wellbeing, than Natalie Jutla, Employee Benefits and
Employee Financial Wellbeing Lead at DEFRA.

This award winning benefits expert is also searingly honest about how her own
difficult personal circumstances led to the deterioration of her own financial
and mental wellbeing – given the stigma still surrounding talking about
financial struggles, she’s passionate about the power of storytelling and
normalising the conversation.

We caught up with her to find out more…


WHAT WERE YOUR BIG LEARNINGS IN CREATING A FLEXIBLE, PERSONALISED BENEFITS
PACKAGE?

The biggest learning we’ve discovered, since day one, is the importance of
asking employees what is important to them.  

This is crucial because you can build the best benefits platform in the world,
but if it isn’t what your people want, they won’t use it.

What’s also crucial is acting on the back of what employees tell you. Our people
are now very good at telling us what they want because they see that we act on
their feedback. And that’s paid off – we have a 95% active user rate on our
Employee Benefits platform.

Once you get your strategy in place, and you know what people want, you need to
build and regularly review your benefits strategy in line with what’s on the
market, and what’s happening in the world too. 


CAN YOU GIVE ME AN EXAMPLE OF RECENT FEEDBACK YOU’VE REACTED TO IN TERMS OF YOUR
BENEFITS STRATEGY?

In the last couple of years, the cost of living has been a focus for everyone.
For our employees, offering them retail discounts has become really important
and the uptake on these has increased from £45,000 every month from April 2022
to £1.1 million every month since November 2023, Saving them £58,000 per month.


WHAT KIND OF BENEFITS ARE PROVING POPULAR IN THE COST OF LIVING CRISIS?

Things like 4% off your shop in Tesco. 

The key thing here is that it’s all about the “so what?” i.e. the narrative.

4% might not sound like a lot and people might initially think it’s not worth
the hassle of getting a discount card and putting it on their phone. However, if
you explain that it’s the equivalent to up to three weeks of free food shopping
a year, that puts it in perspective and adds a whole new spin.


ANY OTHER TIPS ON CREATING A COMPELLING NARRATIVE AROUND BENEFITS FOR EMPLOYEES?

We try to give campaigns titles that will catch attention – like our current
campaign  ‘Cutting Costs – Making your money go further’.

We also often use employees and their experiences in case studies, Viva Engage
posts and blogs, giving a snapshot into their lives. For instance, this could be
an employee who was able to take their family to Legoland for a day out because
of discounts offered through our employee benefits portal.


YOU’RE PASSIONATE ABOUT THE ROLE OF BENEFITS IN FINANCIAL WELLBEING, CAN YOU
TELL ME MORE ABOUT THAT PLEASE?

Yes. The reason I’m such a champion of financial wellbeing and fitness is
because ten years ago, I left an abusive relationship with my 13-year-old son
and £6.50. I had just started working in benefits at the time, and when I saw
the financial wellbeing benefits that were new at the time, I thought how useful
that would have been on my journey and wanted to share that with our employees.
That’s why our employee benefits platform is built on the foundations of
financial wellbeing and financial fitness, and why I’m so passionate and open
about my own personal experiences.


DO YOU KNOW IF THAT FINANCIAL EDUCATION IS PAYING OFF, OR THAT EMPLOYEES ARE
TAKING THE LEARNINGS ON BOARD?

Well, our 36,000 employees are spending £1 million a month through discounts on
things like supermarket bills and household expenses – they are spending very
little on luxury goods. Employees tell us they are grateful for any savings
they’re able to make.

The next step for us in terms of education is to help them look at their savings
and affordable borrowing; helping them borrow at a more affordable rate would
make a big difference. We’re hoping to offer that at some point in the future.

We’re obviously not encouraging people to borrow but many people borrow at some
point in their lives, whether that’s a credit card or a loan, for example. What
we want to do is break the taboo about problems around borrowing, which are
common, and encourage people to think about these things, and ask them how they
would like us to help them.


TO WHAT EXTENT DO YOU THINK THERE’S A STIGMA AROUND FINANCIAL WELLBEING?

It’s massive. That’s why I talk about mine all the time. Just as I’m open about
the fact that I had a breakdown in 2019 and was off work for a year. And why I’m
open about the fact that I’ve experienced domestic violence, which left me with
just £6.50 in my pocket – we need to talk about these things to normalise them.
That’s why I have no problem telling people that my credit score is now only
just starting to rebuild after ten years, and I’m proud and excited about that.


WHAT ADVICE DO YOU HAVE ON CHOOSING A BENEFITS PROVIDER?

You need to find an adaptable provider. As a government department, it’s
essential we have a flexible provider because there are certain benefits that we
are not able to have. Also, due to the high level of scrutiny for all contracts,
we need to ensure that we get the best value for money as we follow the managing
public money guidance.

You need to be clear with your provider about what you want and what you don’t
want, because they can then tailor their offering to you. Don’t worry about
challenging them sometimes because you are  paying them for a service .  You’re
the customer!

If they don’t give you what you want, go out in the market and find a supplier
that can. We did this, whilst ensuring that we adhered to the strict government
procurement processes.

I treat my benefits providers the same way that I treat my personal providers
like utilities etc that deliver me a service at home.


YOU WON AN AWARD FOR EXCELLENCE IN THE BENEFITS INDUSTRY – WHAT ADVICE DO YOU
HAVE ON DOING THE JOB WELL?

You have got to be enthusiastic about benefits yourself. That means you must use
them and live the benefits too. Employees can ask me anything about our package
and I will be able to answer them. I’ll usually pull up my own benefits homepage
to show them my savings, so it’s very clear to them I use it myself. You must
believe in the benefits you’re offering to ensure the confidence of your
employees.

You might also like:

> Profile: Experienced Benefits and Reward Leader shares her advice for linking
> with Health & Wellbeing

> Making personalised and flexible benefits work for wellbeing: 9 top tips

> Employer view: the challenge of delivering personalised, flexible wellbeing
> benefits…


makeadifference.media news

DEFRA: HOW BENEFITS CAN BE A WELLBEING TOOL IN THE COST OF LIVING CRISIS

The UK Government’s backing of flexible-working arrangements, has highlighted
polarised views on the topic.

Speaking to reporters, Prime Minister Sir Kier Starmer’s spokesperson said:
“Good employers understand that for workers to stay motivated and productive
they do need to be able to switch off and a culture of presenteeism can be
damaging to productivity”. He explained that the Labour government’s plan for
workers’ rights – which is due within the party’s first 100 days in power – will
recognise the importance of home working.

However, it will be up to individual employers to determine whether staff must
work from the office, the spokesperson said, as “people’s roles will vary”,
concluding: “So it’s about making sure we have the right balance between making
the most of the flexible working practices that we saw following the pandemic,
with also having appropriate arrangements in place to ensure that people can
stay productive.”


DIFFERING OPINIONS

Following the announcement, The Daily Mail reported that some fear the
Government’s backing of more flexible working will lead to a “work from home”
resurgence. The same source quotes former Conservative Secretary of State for
Work and Pensions, Sir Iain Duncan Smith, as suggesting that this shows “how out
of touch” Labour is with “the rest of Britain”.

Insights from our own “In search of productivity?” Make A Difference Leaders’
Lunch suggest that question marks persist for employers around how to overcome
the unintended consequences of flexible working – in order to ensure work-life
balance, wellbeing and productivity are improved for all employees.

Meanwhile, a report from hybrid working solutions supplier International
Workplace Group indicates that two fifths (40%) of office workers are less
likely to ‘quiet quit’ or become demotivated at work if their employers offer a
hybrid model. “Quiet quitting” is the term used to describe employees doing only
the bare minimum required by their job description.

More than half (57%) of respondents to International Workplace Group’s survey*
said that they were more likely to “quiet quit” if they had a manager who made
them feel undervalued, micromanaged, or did not provide the flexibility to work
from a location which best suits their needs. 

Furthermore, 71% would decline a new job or position that involved a long
commute, while 72% would only consider new roles offering the flexibility to
work from any location.


HOW MANAGERS CAN PREVENT QUIET QUITTING

For workers that currently lack the flexibility to work where they want, 55% of
respondents to International Workplace Group’s survey believe they would
experience greater job satisfaction and productivity if allowed to work in a
hybrid manner by their manager or boss.

The research also identified the top three markers of good management as:
promoting work-life balance, trusting workers to complete work from any
location, and being approachable and open to conversations about new ways of
working.

This is supported by academic research from Professor Bloom, a Stanford
economics professor and world-renowned expert on hybrid working, who says that
companies that offer this kind of flexibility can expect to see quit rates
decline by as much as 35%.**

*Research undertaken by Censuswide, polling 1,005 UK Office full time / hybrid
workers between 20/06/24 and 25/06/24

**https://www.independent.co.uk/news/business/iwg-women-senior-leadership-positions-b2300777.html

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makeadifference.media news

FEEDBACK TO PRIME MINSTER’S ANNOUNCEMENT THAT A “CULTURE OF PRESENTEEISM CAN BE
DAMAGING TO PRODUCTIVITY”

Elizabeth Rimmer is Chief Executive of LawCare, the mental health charity for
the legal sector, which we are partnering with to launch our inaugral Legal
Industry Summit at MAD World on 17th October in London (if you haven’t bought
your ticket you can register and check out the full agenda here).

In this interview she tells us why the timing of the Summit is so important and
what specific challenges face the legal industry which need to be addressed. She
also shares which sessions in particular at this summit she is looking forward
to.


LAWCARE IS OUR CHARITY PARTNER FOR THE LEGAL SUMMIT STREAM AT MAD WORLD. CAN YOU
TELL ME ABOUT THE CHARITY’S PURPOSE?

Yes. LawCare has been going since 1997 and we are here to support and promote
mental health and healthier working practices in the UK’s legal sector in all
three jurisdictions. 

We support all branches of law including solicitors, barristers, trademark and
patent attorneys, CILEx lawyers, paralegals, those training in law,  as well as
people working in non-legal roles within the sector.


WHY IS THE TIMING OF THE MAD WORLD LEGAL INDUSTRY SUMMIT SO APT?

It has come at a significant time for the legal profession.  With the increased
focus on workplace mental health across all sectors,  we are at that crucial
point where we need to turn the discussion about the well-known mental health
challenges in law, into tangible action to address them. 


WHAT DO YOU HOPE THE LEGAL SUMMIT COVERS AT MAD WORLD?

I hope it deepens the understanding of why legal professionals are at particular
risk, explores what we can learn from other sectors and offers practical
strategies to mitigate the risks in legal workplaces to mental health. 

We want to widen the discussion from workplaces responding to mental health
issues once they have arisen, to the responsibility workplaces have to prevent
them developing in the first place.  


WHAT DO YOU THINK ARE THE BIGGEST CHALLENGES TO OVERCOME? 

A big challenge we face in law is a lack of robust evidence of what actually
works to support mental health at work. 

For this reason, I am really looking forward to the session from Dr Kevin Teoh
and Peter Kelly about what we can learn from approaches taken in the NHS and
developing our understanding about  the wider context of psychosocial risks at
work and how these can be mitigated. 


WHAT OTHER SESSIONS ARE YOU PARTICULARLY LOOKING FORWARD TO?

Complementing this session is a panel discussion, with insights from private
practice and in house,  about creating psychologically safe workplaces across
the legal sector,  which has to be the bedrock of any healthy workplace. I am
looking forward to learning and sharing experiences with others at MAD World.


HOW DOES LAWCARE SUPPORT LAWYERS AND THOSE WORKING IN THE LEGAL PROFESSION?

We provide a helpline, webchat and confidential email service  for emotional
support. People can speak to our team of volunteers who have worked in law, and
have been trained to deliver emotional support. This support can relate to their
professional but also personal life. 


WHAT ARE THE MOST COMMON REASONS PEOPLE CONTACT YOU?

Typically we get people contacting us saying things like ‘I’m worried I’m not
cut out for law’. Or you might get someone at Partner level finding it difficult
to manage a colleague and getting into conflict. Or it may be to discuss the day
to day pressures of the job and they contact us to help them work out what they
ought to do.

The most common reasons people reach out to us for support are stress, anxiety
and career concerns.

Since Covid there’s been a surge in the number of people contacting us
questioning if they still want to be a lawyer. I think the pandemic made a lot
of people reflect on what matters most to them and wanting to have a sense of
purpose and be in an environment which aligns with who they are and what they
want from life.


DO YOU THINK THERE IS MORE PRESSURE ON LAWYERS THAN IN THE PAST?

I think the pressure on senior lawyers is an interesting one. I think there is
more pressure on their shoulders. From managing the expectations of younger
generations to greater scrutiny from regulators, with new conduct rules around
treating people fairly and the growing interest in people risk from insurers.

Then there’s the public interest and the reputation of law being called into
question as in the case of the Post Office. 


IS THERE ANYTHING THAT LAWCARE SPECIFICALLY CAMPAIGNS ON HEALTH AND WELLBEING
WISE?

We do a lot of advocacy around improving working practices and preventing people
from developing stress, anxiety and burnout. 


WHAT WOULD YOU LIKE TO SEE HAPPEN IN THE LEGAL INDUSTRY WHEN IT COMES TO HEALTH
AND WELLBEING?

I’d like to see organisations take a more preventative approach to mental health
and to identify and mitigate risks in advance. 

There’s a tendency to offer access to counselling, education and EAP programmes,
but a lot of that is reactive, once a mental health issue has already happened.

We need to be going much further upstream and thinking ‘what can we do to
prevent people becoming stressed in the first place?’

We ran the ‘Life in Law’ study in 2021, which is the largest study into the
culture and practice of law and how it impacts mental health in the UK. We’re
doing it again next year. What came out of the 2021 study was that what  people
value most, in terms of mental health, is the opportunity for a regular catch up
with their line manager, as it is this time that develops trust and
understanding between colleagues.  But when we asked people how many have this,
less than half said they did. 

We are advocating that we need to be doing a better job of how we manage people
in law. It’s a cliche, but it’s true, people don’t leave a job, they leave
people.


WHAT ARE YOUR VIEWS ON THE BILLINGS CULTURE AND HEALTH AND WELLBEING?

It’s a challenge as billable hours are just a measure of the time spent on a 
matter, rather than the quality of the work or that individual’s wider skills
and abilities, but they are often the benchmark for determining what a
successful lawyer looks like or career progression.  

But the problem is that long hours are rewarded, we reward those that exceed
their targets, which in turn encourages unhealthy overwork. But not everyone can
work these long hours  – carers, for example. But when it comes to promotion,
what tends to happen is that people who bring the most money in, who are working
the longest hours, get promoted. 


IS THE CULTURE OF LAW CHANGING?

I think there is a growing recognition that culture is crucial and that we need
healthier working environments in law,  but how much of this is translating into
actual change is hard to say, as there isn’t currently a robust way to measure
this. 

We are seeing new approaches to billing, such as value based pricing, more
flexible and hybrid working and the increase use of technology which could be a
useful tool to help legal professionals work smarter and be more productive
rather than just work  harder. Senior leaders are increasingly publicly engaging
in the discussions around culture and mental health which I think has the
potential to be a game changer.


OBVIOUSLY THE DEATH OF PINSENT MASONS PARTNER VANESSA FORD WAS TRAGIC AND GOT
MUCH MEDIA ATTENTION. WHAT POSITIVE OUTCOMES DO YOU HOPE THIS ATTENTION LEADS
TO? 

There was an outpouring on LinkedIn about Vanessa, and I really hope we can
harness that outpouring, and what people said, into action and not allow the
words to become hollow. It’s very easy to write some words on social media to
express concern, it’s much harder to actually make change happen. I would like
to see this attention lead to a tangible commitment across the sector to put the
mental health of people in law first and use that as the basis for reimagining
how we work and deliver legal services.

--------------------------------------------------------------------------------

The Legal Industry Summit at MAD World is committed to sharing strategies to
improve mental health and wellbeing across the legal sector. Speakers include
the CEO of The Mindfulness Business Charter Richard Martin, Senior Partner at
Pinsent Masons Andrew Masraf and Dr Emma Jones, Senior Lecturer in Law at the
University of Sheffield.

MAD World is on 17th October 2024, and will bring together speakers and
attendees from across sectors and with a range of job titles for five tracks of
leading-edge content that showcase best practice and provide insights and
inspiration for all those looking to achieve maximum engagement with
initiatives, optimise investment, stay one step ahead and really make a
difference.

The stellar lineup of speakers includes: Professor Dame Carol Black GBE FRCP
FMed Sci; Peter Cheese, CEO, CIPD, Vanessa Harwood-Whitcher, Chief
Executive, The Institute of Occupational Safety & Health (IOSH), Dhavani Bishop,
Head of Group Colleague Health & Wellbeing, Tesco, Kirstin Furber, People
Director, Channel 4, Dr Clare Fernandes, Chief Medical Officer, BBC, Christian
van Stolk, Executive Vice President, RAND Europe, Andrew Gibbons, Group Head of
Wellbeing, Recognition and Hybrid Working, HSBC, Karen Brookes, Chief People
Officer, Sir Robert McAlpine, Jaimy Fairclough, Wellbeing Specialist – People
Division, Sainsbury’s, Dr Femi Oduneye, Vice President Health, Shell
International B.V. and many more. You can find out more and register to attend
here.

You may also like:

> MAD World Exclusive: why it’s so important to bring the legal profession
> together to decide the best way forwards

> First 50 Speakers announced for the MAD World Festival of Workplace Culture,
> Employee Health and Wellbeing


makeadifference.media news

THE NEW MAD WORLD LEGAL SUMMIT: ‘WE ARE AT A CRUCIAL POINT WHERE WE NEED TO TURN
THE DISCUSSION ABOUT MENTAL HEALTH INTO TANGIBLE ACTION’

These are the words of Samantha Downie, Managing Director of construction
charity Mates in Mind. This charity was founded in 2017 by the Construction
Leadership Council and the British Safety Council to help address the concerns
around mental health in the sector.

Mates in Mind works with organisations of all sizes from an individual sole
trader to large construction organisations to support workers to identify risks
to their mental health in themselves and their colleagues, and to identify the
best action to take going forward.

As such, Mates in Mind is a perfect fit to partner with MAD World’s first ever
Construction Summit taking place alongside our other festivals (the Leaders’
Summit, the Legal Industry Summit and the DE&I Summit) on 17th October in London
(if you haven’t yet reserved your ticket, you can see the full agenda and
register here).

We spoke to Downie to find out more…


WHY DID MATES IN MIND DECIDE TO PARTNER WITH THIS INAUGURAL MAD WORLD
CONSTRUCTION SUMMIT?

Construction is a major employer in the UK and globally. We know that, in
general, work is beneficial to us, and that a good job can have a positive
impact on our lives. However, the converse can also be true.

In the construction sector there are some challenges, for example, long and
stressful hours, working away from home, physicality of the work, financial/work
instability, and so on. As a result, there’s a high level of suicide risk within
the sector, 3.7 times higher than the national average, and any life lost is
completely unacceptable.

We knew that by joining up with MAD World, we could reach more organisations,
and individuals. Working together we can build positive mental health in and
through work, therefore creating a more mentally resilient sector with the aim
of preventing anyone else from reaching the point of crisis.


YOU STARTED THE JOB 7 MONTHS AGO AND YOUR BACKGROUND IS NOT CONSTRUCTION, BUT
MORE ON THE THERAPEUTIC SIDE HAVING WORKED IN, FOR EXAMPLE, CHARITIES HELPING
PEOPLE STRUGGLING WITH ADDICTIONS. WHAT ATTRACTED YOU TO THIS JOB?

Yes, my background is running mental health services on a local, regional and
national level. I’ve run services for troubled families, for
people experiencing addictions and homelessness, for veterans, and for
prisoners.

I’ve worked at every level of intervention to help people that are often in
situations that they find really hard to change, and which has involved
supporting them to find ways to make different decisions.

The difference in this role is that we have the opportunity to work with
about 10% of the UK workforce, so we are talking about making a difference that
can benefit the whole country. We can do this by not only helping those who
are experiencing mental ill-health, but we can also try to prevent people
becoming ill through stress, depression or anxiety and support them before they
reach the point of crisis.

That’s a huge opportunity which excites me and that’s what attracted me to this
job.


IS ADDICTION A PARTICULAR CHALLENGE IN THE CONSTRUCTION SECTOR?

We know that people sometimes turn to using substances. It could be caffeine or
energy drinks to keep them awake in the morning, or on the drive home. It could
be over the counter medication to manage pain because they have an injury or a
chronic health problem. It could be people using illicit substances to
decompress after a long week. It could be using porn, or gambling. 

We all struggle with life sometimes as human beings and we understand there are
a range of ways people seek to feel better. At Mates in Mind, we aim to support
people by helping them understand how to take care of
themselves and recognise that, sometimes, making healthy choices is difficult. 

For example, if you’re travelling a lot, it’s difficult to choose to exercise,
or to eat healthily. If you’re away from home and there is not a lot else to do,
you may choose to use your phone late into the night, which will impact on your
sleep despite the fact you are exhausted from working long hours.

It’s about understanding the situation a person might find themselves in and
offering practical support that they can actually use.


SOME PEOPLE IN CONSTRUCTION BELIEVE THAT IT WOULD BE EASIER TO HAVE
CONVERSATIONS ABOUT MENTAL HEALTH IF THERE WERE MORE WOMEN WORKING IN THE
INDUSTRY. TO WHAT EXTENT DO YOU AGREE WITH THAT?

That’s a really tough one. On one level, I want to say yes but it’s not just
about women, it’s about greater diversity in general. I believe more diversity
brings positive change, whether that’s diversity of age, gender or ethnicity. 

But that only works if the diversity is valued. If it isn’t, then the research
shows that it can actually have a negative effect overall. There’s some research
on this, for example, in relation to farming, which is also a male dominated
industry. 

One study shows that women in farming find it even harder than men to discuss
mental illness because they feel the double burden of being in a sector that
doesn’t talk about vulnerability, and being a minority as a woman. They worry
they’re going to be perceived as being more emotionally volatile and vulnerable,
so they are actually more at risk regarding their mental health. So, what you
tend to see is almost a ‘hypermasculinity’ presented by women working in
farming.

It’s a complex issue and not simply about putting particular people in an
environment, which can actually sometimes be unhelpful and counterproductive.

The issue here is not about the gender makeup of the industry, but about
removing the stigma that surrounds mental health, by encouraging everyone to
start the conversation if they are experiencing mental ill-health, or they think
a colleague may be. And by everyone, I mean senior management leading by
example, down through every workplace be that on site, in an office or on the
road.


YOU’VE HELD ROLES IN THE PAST SPECIALISING IN EQUALITY, DIVERSITY AND INCLUSION.
HOW PROGRESSIVE DO YOU THINK THE CONSTRUCTION INDUSTRY IS ON THESE FRONTS?

It varies by company. 

I’m the granddaughter of a bricklayer and I can see, even though I’m early days
in this role, that the industry is radically different to the one he worked in.
It’s much more diverse and inclusive.

However, I know that, according to the statistics, the workforce
isn’t as diverse as other sectors. 

Also, the evidence, in terms of mental ill-health indicates that people don’t
feel comfortable talking about mental health at work, and that when they do
raise their vulnerability, they’re not being responded to in a way that enables
them to find help quickly enough and recover. But there is a huge appetite for
change, both at an organisational and individual level.


WHAT ARE YOU MOST LOOKING FORWARD TO AT THE MAD WORLD CONSTRUCTION SUMMIT?

Being in an environment that celebrates the sector and is focused on what we can
do to make it better and how, together, we can address the challenges within it.

I’m really looking forward to connecting with colleagues in the sector but also
from other sectors, that have similar challenges, that we can learn from.

_______________________________________________________________________________________________

The Construction Summit at MAD World is an event committed to building better
mental health and wellbeing cultures across the construction industry’s
workforces. The summit is being run in partnership with Mates in Mind, and hosts
speakers such as Sam Downie, Managing Director, Mates in Mind, Tideway’s
Director of Business Services and HSW, Steve Hails, and innovators from other
progressive construction companies.

MAD World is on 17th October 2024, and will bring together speakers and
attendees from across sectors and with a range of job titles for five tracks of
leading-edge content that showcase best practice and provide insights and
inspiration for all those looking to achieve maximum engagement with
initiatives, optimise investment, stay one step ahead and really make a
difference.

The stellar lineup of speakers includes: Professor Dame Carol Black GBE FRCP
FMed Sci; Peter Cheese, CEO, CIPD, Vanessa Harwood-Whitcher, Chief
Executive, The Institute of Occupational Safety & Health (IOSH), Dhavani Bishop,
Head of Group Colleague Health & Wellbeing, Tesco, Kirstin Furber, People
Director, Channel 4, Dr Clare Fernandes, Chief Medical Officer, BBC, Christian
van Stolk, Executive Vice President, RAND Europe, Andrew Gibbons, Group Head of
Wellbeing, Recognition and Hybrid Working, HSBC, Karen Brookes, Chief People
Officer, Sir Robert McAlpine, Jaimy Fairclough, Wellbeing Specialist – People
Division, Sainsbury’s, Dr Femi Oduneye, Vice President Health, Shell
International B.V. and many more. You can find out more and register to attend
here.

You might also like:

> The new MAD World Construction Summit: committing to improving mental health
> in a challenging sector

> First 50 Speakers announced for the MAD World Festival of Workplace Culture,
> Employee Health and Wellbeing

> MAD World Exclusive: why it’s so important to bring the legal profession
> together to decide the best way forwards


makeadifference.media news

MENTAL HEALTH IN CONSTRUCTION: ‘THERE’S A HUGE APPETITE FOR CHANGE, BOTH AT AN
ORGANISATIONAL AND INDIVIDUAL LEVEL’

GRiD, the industry body for the group risk sector has found that only two in
five (40%) employers offer their staff support for physical health to help them
stay in or return to work, if they are injured or have a new illness or
disability. This physical support includes access to private treatment,
vocational rehab or other similar medical services.

In the event of an injury or new illness/disability, employers also offer the
following:

 * 38% provide support for mental health, such as Mental Health First Aiders, an
   EAP, and counselling
 * 38% provide support for social health, such as including employees in work
   events
 * 36% provide support for financial health, such as advice on budgeting,
   discount vouchers or pay advances



The research was undertaken by Opinium from 9-16 January 2024 among 500 HR
decision-makers at UK businesses.

Katharine Moxham, spokesperson for GRiD, said: “While it is good to see
employers thinking broadly about their staff in these situations across the four
main pillars of physical, mental, social and financial support, these figures
are low. We would like to see more employers prepared to support their workforce
through these difficult times.”


SUPPORT FOR PHYSICAL HEALTH IS MOST HELPFUL

Of those employers who provide support when staff are incapacitated, a third
(33%) said that they felt the support for physical health was the most helpful.
This was followed by support for mental health (31%) and financial health (29%).


FUNDING FOR SUPPORT

When a staff member has an injury or new illness/disability, 41% of employers
fund this support on a case-by-case basis. GRiD warns that this approach has
several drawbacks:

 * It can be expensive to provide sufficient depth and breadth of support.
 * It is difficult to budget for, as no employer will have the same number of
   cases year to year.
 * It is not egalitarian: employers need to ensure that all employees receive
   the same approach to their illness, injury or disability, otherwise, they
   could face claims of discrimination or inequality.
 * In addition, providing support on a case-by-case basis requires employers to
   fully understand a condition in order to provide the correct pathway. Without
   a level of clinical expertise, funds could be wasted, and positive outcomes
   delayed, by not providing the most appropriate help or treatment.
 * Many conditions are complex and long-term and when support is paid for on a
   case-by-case basis, it may not deliver adequate outcomes for the individual
   over the full period of time that they need it.  

As the body representing the group risk sector, GRiD advocates that employers
who offer benefits such as group income protection will find that they are
well-equipped to deal with staff in these situations. They point out that this
is the most cost-effective and comprehensive way to fund injury, new
illness/disability support.

Katharine Moxham continued: “We would encourage more employers to investigate
how group income protection has helped other companies and how it could support
theirs. It does of course give financial assurance but also a great deal of
preventative and rehabilitation support too.”

You might also like:

> How can employers use physical health as a portal to good overall wellbeing?

> What I’ve learnt about supporting employees back to work through my own lived
> experience

> Employer view: the challenge of delivering personalised, flexible wellbeing
> benefits…


makeadifference.media news

ONLY TWO IN FIVE EMPLOYERS OFFER STAFF SUPPORT FOR PHYSICAL HEALTH IN THE EVENT
OF AN INJURY, NEW ILLNESS OR DISABILITY


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