Firstly, a huge thanks goes out to everyone who attended. We were overwhelmed with applications for tickets and for those who missed out, we hope this will share some of the key findings attendees discovered.

A special mention goes to our incredible speakers and panel guests:

1. 40% of companies have had or have put in place a health and wellbeing strategy over the past five years

Professor Sir Cary Cooper kicked off our event by providing some context.

  • H&WB spend is rising – 4 in 10 companies increased their spend last year, and almost half expect to increase spend again this year
  • £51 – £75 is the average spend per employee on wellbeing for companies with a wellbeing strategy, 3x that of those without
  • 40% of companies have had or have put in place a health and wellbeing strategy over the past five years
  • 35% of companies plan to implement a wellbeing strategy in the next few years
  • Stress still accounts for 45% of working days lost – or 11.7m days in total – and it’s broadly stayed the same for 10 years

However, it’s rare that one issue affects an entire organisation, meaning before you can implement a health and wellbeing programme, research needs to be undertaken that gives managers the tools to address different factors throughout the business.

The cause of these issues needs to be determined and could come from a range of factors – such as location, type of work being carried out and the effectiveness of line management.

What’s clear is that more employers are looking to improve the health and wellbeing of their staff, which is a necessity to attract and retain millennials (and younger generations).

2. You need a framework to help you tie wellbeing strategy to overarching business strategy

Jack Evans, (Business Psychologist here at Robertson Cooper) introduced our next session, where we discussed the need for tying commercial and wellbeing goals together.

He shared 5 key considerations needed to ensure results are achieved :

  1. Clearly define “results”
  2. Develop a strategy that’s built on data
  3. Take a personalised wellbeing approach
  4. Move at your own pace
  5. Don’t rush to go “all in”

Business objectives surround the entire strategy, as this is what defines the results your board want to see and how investment into health & wellbeing can impact that.

After which, the focus turns to measurement. How can you prove that your wellbeing strategy is getting results? Jack outlined the following (which is by no means exhaustive, but a great start):

  • Absence reporting
  • EAP usage
  • Wellbeing surveys
  • Engagement surveys
  • OH referrals
  • Usage & take up on activities
  • Health checks
  • Turnover

Professor Sir Cary Cooper also provided a nugget of information when it comes to relaying this information:

In short, a framework helps provide some purpose to your wellbeing strategy and ensures every aspect of the business is involved.

3. We are able to demonstrate a clear link between wellbeing and reducing intention to leave

Stepping in at short notice for Dr Judith Grant, Kerrie Smith, Wellbeing Manager at Mace, discussed how her team ensures wellbeing strategy delivers results.

Mace partner with Robertson Cooper on the delivery of their wellbeing strategy, therefore tying in organisational goals is now second nature to the Mace team.

For context, health in the construction industry is, of course, an incredibly important area of focus. To provide some statistics around this:

  • 25.7 million working days lost due to work-related ill-health in 2016/17
  • Work-related stress, depression or anxiety in 2016-17, was up 4.3% up on the 2015-16 figures.The condition has overtaken musculoskeletal disorders (MSDs) as the most commonly reported work-related illness
  • In 2015: 43 deaths from workplace accidents & 454 construction suicides. Construction workers are 10 times more likely to commit suicide at a rate of 2 per working day

To combat this, Mace adopted a strategic approach to wellbeing, incorporating different stages.

  1. Engagement with the Mace Group Board
  2. Awareness & Communications. An example was Mace Wellbeing Week in 2017, and their 2018 campaign ‘Five Ways to Wellbeing’
  3. Measurement. Consistently measuring to establish a baseline through wellbeing surveys
  4. Training. Full roll out of mental health awareness in 2018, aligned with wellbeing survey findings
  5. Interventions. Work closely with HR & employee benefits team to promote and align with proactive interventions
  6. Process. Considering psychosocial risk as part of safety concurrence, work with the supply chain to raise awareness. Wellbeing integral to Mace Responsible Business Strategy 2022

With measurement at the heart of everything Mace do, they are able to demonstrate the impact their strategy is having on the bottom line.

Before we bring our roundup to a close, we wanted to share some of the information we picked up during the panel session, chaired by Professor Ivan Robertson.

Jack also discussed how employee engagement is absolutely vital.

This particularly resonated with Prof. Robertson he referred back to  Robertson Cooper’s “Team Dialogue”,  which opens up wellbeing communication between line managers and their direct staff – who are often at the forefront and more visible areas of a business.



Again, a huge thanks goes out to everyone who attended and our wonderful guest speakers.

For more information on Robertson Cooper’s Wellbeing strategy tools, click here or contact our team on 0161 232 4910