Wellbeing and Belonging: How You Can Thrive

Shaun Smith
Feb 15
10 min read

Introduction

Work-related ill health remains a significant challenge for the United Kingdom.

In 2024/25:

· 1.9 million workers reported work‑related ill health.

· 964,000 people suffered from work‑related stress, depression or anxiety.

These conditions accounted for 52 % of all work‑related ill health and 62 % of working days lost. The scale of sickness absence has huge economic consequences: the UK lost 40.1 million working days due to ill health in 2024/25 (HSE Annual Stats), and economic inactivity due to ill health costs over £200 billion.

These statistics show why businesses must prioritise workplace wellbeing. Beyond legal obligations, investing in employees’ physical and mental health brings tangible benefits. Evidence shows that organisations with embedded wellbeing strategies experience improved employee engagement (39 %), reduced sickness absence (39 %) and enhanced performance (38 %). In a time when one in five working‑age adults are out of the labour force for health reasons, a proactive approach to wellbeing is business survival not just the right thing to do.

This post links directly to my blog which explores why workplace wellbeing matters, the business case for investment, common barriers, practical strategies, and real‑world examples. As a chartered health and safety consultant, I’ve seen how companies in very different sectors – from Robinson Contract Services’ biosolids haulage and treatment operation to Cooper Parry’s award‑winning accountancy firm embed wellbeing and belonging into their culture.

Why Wellbeing and Belonging Matter

The Health Case

Health professionals and regulators warn that work‑related stress and mental ill health are at epidemic levels. The Health and Safety Executive (HSE) reported that 964,000 workers suffered from work‑related stress, depression or anxiety in 2024/25, and each case led to an average of 22.9 days off work.

Stress, depression and anxiety are now the single biggest cause of work‑related ill health. Common triggers include excessive workloads, tight deadlines, lack of control and poor manager support. Without intervention, stress can lead to burnout, musculoskeletal problems and chronic conditions.

Physical health issues remain significant too. Research by the Royal Society for Public Health (RSPH) notes that 10 million people do not receive any health support at work, and the UK loses around 185 million working days to ill health each year. Musculoskeletal disorders and minor illnesses continue to rank alongside mental health problems as leading causes of absence. With an ageing workforce and rising chronic disease, these challenges will only intensify unless employers act.

The Economic and Business Case

Employee wellbeing isn’t just a moral imperative, it’s a strategic investment. According to the government’s Keep Britain Working final report, ill health prevents over one in five working‑age adults from working, costing the UK economy £212 billion every year. Employers pay a high price when staff are absent or disengaged, losing about £120 in profit for each day of sickness and facing recruitment and training costs when employees leave. The same report notes that employee assistance programmes (EAPs) and mental health initiatives offer a strong return on investment, generating £8 and £4.70 respectively for every £1 spent.

The Chartered Institute of Personnel and Development (CIPD) has found that 74 % of organisations believe senior leaders prioritise wellbeing, and 57 % have stand‑alone wellbeing strategies. Organisations that invest in wellbeing report not just improved health outcomes but also higher employee engagement, reduced turnover, and better productivity. In other words, wellbeing isn’t an optional extra; it’s central to retaining talent in a competitive labour market.

The Legal Context

Under the Health and Safety at Work etc. Act 1974, employers have a duty to protect employees from harm, including preventing or controlling work‑related stress. The HSE’s Working Minds campaign emphasises that preventing work‑related stress is not only morally right but the law. The campaign encourages employers to follow a five‑step approach:

1. Reach out (talk and listen),

2. Recognise the signs,

3. Respond to risks,

4. Reflect on actions taken,

5. Make it routine.

By embedding these steps into everyday management, organisations can identify stressors early, provide appropriate support and fulfil their legal obligations.

Business Benefits of Wellbeing Programmes

Organisations that invest in workplace wellbeing see clear advantages. Here are some of the most widely documented benefits:

Improved Retention and Recruitment

High staff turnover is costly. The British Safety Council’s Keep Thriving report found that while 60 % of employers say wellbeing is important or very important, only 27 % have an embedded strategy, and employees often perceive a gap between what organisations claim and what they experience. When wellbeing is embedded, employees report much higher levels of satisfaction and commitment. Conversely, poorly managed stress leads to staff leaving, taking valuable experience and institutional knowledge with them.

Evidence suggests that wellbeing initiatives can significantly improve retention. For example, one in five workers were absent due to pressure or stress in 2023. Companies that proactively manage workloads and provide mental health support see fewer stress‑related absences and higher loyalty. Employers like Cooper Parry, which offers open holiday and remote working (discussed later), consistently rank as top places to work and have strong retention rates.

Enhanced Productivity and Engagement

Healthy, happy employees perform better. Data from the CIPD shows that organisations with wellbeing programmes report higher productivity and improved employee performance. The British Safety Council emphasises that a data‑driven approach to wellbeing can boost productivity, profitability and public perception. With mental health responsible for 22.1 million days lost, reducing stress has a direct impact on output.

Reduced Sickness Absence

Early intervention and supportive policies can significantly reduce sickness absence. The CIPD notes that average sickness absence has risen to 9.4 days per employee and mental ill health remains the top cause of long‑term absence. Employers who provide counselling services, phased return‑to‑work programmes and adjustments report fewer and shorter absences. HSE’s stress prevention guidance emphasises that addressing stress at its source prevents prolonged absences and helps retain skilled workers.

Stronger Employer Brand

Wellbeing initiatives also enhance company reputation. People increasingly choose employers that align with their values and provide a supportive culture. Brands like Cooper Parry have won multiple awards for their people‑first culture and are consistently recognised as one of the UK’s best accountancy firms to work for. Their open holiday policy, flexible working and commitment to diversity and inclusion set them apart. An authentic culture of wellbeing becomes a magnet for top talent, clients and investors.

Barriers to Successful Wellbeing Programmes

Despite the clear business case, many organisations struggle to implement effective wellbeing strategies. Research highlights several common barriers:

Lack of Management Commitment

Employee wellbeing often competes with short‑term financial pressures. Only 27 % of employers and 20 % of employees say their organisation has a truly embedded wellbeing strategy. Without visible commitment from leaders, initiatives feel tokenistic and fail to gain traction.

Limited Resources and Expertise

Small and medium‑sized enterprises (SMEs) may lack the budget and specialist knowledge to develop comprehensive programmes. A scoping review of UK local government workplace health programmes found that only 21 % of local authorities offered free wellbeing initiatives. Barriers identified include insufficient management support, limited resources and poor integration into organisational culture.

Scepticism and Stigma

Some employees view wellbeing initiatives with scepticism, fearing they are mere public relations exercises or that admitting stress will harm their career. The British Safety Council reports that one in three workers feels uncomfortable discussing stress with their manager. Creating an open, non‑judgmental environment is crucial for these programmes to succeed.

Fragmented Approach

Many organisations offer a patchwork of wellbeing interventions without a clear strategy. The Keep Thriving survey found that employees often report lower access to wellbeing initiatives than employers claim. Without coordination, initiatives may duplicate efforts, fail to meet staff needs or go unused.

Key Components of Effective Wellbeing Programmes

Successful wellbeing programmes share common features grounded in evidence and best practice. These elements go beyond perks and address systemic factors that influence health, happiness and belonging:

Leadership and Culture

Leadership sets the tone. Senior managers must champion wellbeing, model healthy behaviours and communicate openly. The CIPD’s survey shows that organisations where senior leaders prioritise wellbeing see better outcomes. Creating a culture of trust where employees can raise concerns without fear is essential. Leaders should view wellbeing as integral to business strategy rather than an add‑on.

Participation and Co‑Design

Consulting employees when designing wellbeing initiatives ensures that programmes meet real needs. The HSE recommends reaching out and listening to staff as the first step in managing stress[14]. Surveys, focus groups and informal chats help identify stressors and inform solutions. Involving staff in decision‑making also boosts buy‑in and ownership.

Training and Support

Managers and staff need training to recognise and respond to health issues. Stress risk assessments, mental health first‑aid training and leadership development equip managers to support their teams. Organisations should provide clear pathways for accessing occupational health, counselling services and EAPs. Training also covers inclusive behaviours, helping to build belonging across different demographics.

Flexible Working and Work‑Life Balance

Flexibility is a cornerstone of wellbeing. Research shows that heavy workloads and rigid schedules contribute to stress. Flexible working hours, remote work options and realistic workloads empower employees to balance their professional and personal lives. During the pandemic, many organisations proved they could operate effectively with flexible arrangements. Companies like Cooper Parry have embraced a “Work from Anywhere. Anytime. Forever” policy, giving staff autonomy over where and when they work, which has bolstered engagement and attracted talent.

Recognition and Growth

Positive feedback and career development enhance wellbeing. Recognising achievements, offering mentoring and providing opportunities for learning help employees feel valued and motivated. The British Safety Council emphasises that prevention requires not just policies but manager mentoring and personal development. Embedding growth opportunities signals that the organisation invests in its people.

Inclusive Benefits and Social Connection

Benefits should support mental, physical and financial wellbeing. These may include health insurance, gym subsidies, financial education, enhanced sick pay and shared parental leave. Social activities, from team lunches and volunteering to hobby clubs, foster belonging and break down silos.

For example, at Robinson Contract Services, the team recently organised a painting‑by‑numbers project that encouraged colleagues to relax together and create a communal artwork. Even simple activities like this build camaraderie and a sense of community.

Simple Suggestions for Promoting Wellbeing and Belonging

Not every organisation can offer unlimited holidays or a four‑day week, but many small changes can create a healthier, happier workplace. Here are practical ideas drawn from UK guidance and best‑practice examples:

1. Start Conversations About Stress. Apply the 5 Rs from HSE’s Working Minds: Reach out, Recognise, Respond, Reflect, Make it routine. Hold regular check‑ins where managers ask open questions (“How are things?” “What’s challenging?”) and listen without judgement.

2. Conduct Stress Risk Assessments. Identify hazards like high workloads, unclear roles and lack of support. Use anonymous surveys or workshops to gather data. Develop action plans and review them regularly.

3. Provide Mental Health Resources. Offer access to employee assistance programmes, counselling services or mental health first‑aiders. Train managers to signpost resources. Encourage employees to use these services and normalise help‑seeking.

4. Encourage Flexibility. Allow remote or hybrid working where possible. Provide adjustable hours to accommodate caring responsibilities, health needs or personal commitments. Trust employees to manage their time.

5. Design Work for Wellbeing. Review workloads, deadlines and job design to prevent excessive pressure. Rotate tasks, ensure adequate rest breaks and avoid long working hours. The RSPH suggests that supporting employees’ health leads to greater resilience and productivity.

6. Promote Physical Activity. Provide cycle‑to‑work schemes, standing desks, subsidised gym memberships or walking meetings. Encourage breaks away from screens and stretching exercises.

7. Create Social Opportunities. Establish interest groups (e.g., running, book clubs), organise volunteering days or encourage team‑based creative activities like the painting‑by‑numbers project at Robinson Contract Services. Social connection fosters belonging and reduces isolation.

8. Support Financial Wellbeing. Offer financial education workshops, salary advances in emergencies and signposting to independent advice. Financial worries often underpin stress.

9. Recognise and Celebrate Success. Implement peer‑to‑peer recognition schemes, celebrate birthdays and milestones, and ensure senior leaders acknowledge individual and team contributions. Recognition builds self‑esteem and motivation.

10. Lead by Example. Leaders should demonstrate healthy behaviours - taking breaks, not sending emails out of hours, discussing mental health openly and using wellbeing benefits themselves.

Real‑World Examples

Robinson Contract Services: Small Gestures, Big Impact

Robinson Contract Services (RCS) is a haulage Biosolids and recycling business based in Beverley. During a recent ISO audit, I was invited to join employees in a painting‑by‑numbers project set up in the office. This simple initiative allowed staff to take a mindful break, chat with colleagues and contribute to a shared artwork.

RCS director Emma Marsland has watched the company grow from 20 to over 110 employees in eight years while maintaining an open‑door, family feel. Her hands‑on leadership fosters belonging: managers know employees personally, celebrate successes and provide flexible support. The painting project demonstrated how even small creative activities can strengthen bonds, encourage mindfulness and signal that management values downtime.

RCS doesn’t have a big wellbeing budget; instead, they focus on listening, being present and incorporating fun into work routines. That human touch is often more powerful than formal programmes.

Cooper Parry: Building a Culture of Trust

Cooper Parry, a fast‑growing accountancy firm, illustrates how a comprehensive wellbeing strategy can drive success. Consistently ranked the #1 accountancy firm to work for in the UK, Cooper Parry has won awards for Inspiring People & Culture, Wellbeing and Inclusion. Their approach combines generous benefits with a strong culture:

· Open Holiday and Work From Anywhere. Employees can take leave when they need it and are trusted to work from any location, reinforcing autonomy.

· 30‑Hour Week Trial. Cooper Parry is experimenting with a 4.5‑day week while maintaining pay, reflecting a belief that shorter hours improve productivity and wellbeing.

· Diversity, Equity and Inclusion Networks. The firm supports networks for different communities, including neurodivergent colleagues, to ensure everyone feels valued.

· Mental Health Support and Benefit Packages. Employees have access to private medical care, a health cash plan, dental insurance and 24/7 GP services. They also offer volunteering days and a busy social calendar to build friendships and purpose.

This holistic approach pays dividends. Cooper Parry attributes its high client satisfaction scores and strong business performance to its people‑first culture. By treating wellbeing as a core part of strategy rather than a perk, the firm attracts talented individuals, reduces absenteeism and fosters innovation.

Conclusion:

Workplace wellbeing is no longer a “nice to have” – it is essential for legal compliance, economic resilience and human dignity. The data is clear: stress, depression and anxiety account for more than half of work‑related ill health, costing employers billions in lost productivity and turnover. Yet organisations that invest in wellbeing see higher engagement, lower sickness absence and better performance.

The success stories of Robinson Contract Services and Cooper Parry show that wellbeing can be fostered in different ways, through creative low‑cost activities or comprehensive, award‑winning strategies. What matters is authenticity, listening to employees, acting on their feedback and embedding wellbeing into everyday decisions. Whether you start with a painting‑by‑numbers project or a flexible working policy, the important thing is to begin.

As a chartered safety consultant, I encourage businesses to view wellbeing as part of their management system. Conduct stress risk assessments, train leaders, evaluate initiatives and set measurable goals. Use data such as absence rates, staff surveys and retention metrics to target interventions and track progress.

Remember that wellbeing isn’t just about preventing harm; it’s about helping people to thrive. When employees feel healthy, respected and connected, they bring their best selves to work, driving innovation and success for the whole organisation.