Workplace Wellbeing Award case studies

When we first heard about the Workplace Wellbeing Award, it immediately resonated with us because we recognised that supporting our employees' wellbeing needed to be more than simply responding when issues arose. We wanted to create a workplace where physical and mental wellbeing were genuinely valued and where our managers had the confidence, knowledge, and skills to support staff effectively.

We joined the programme because we wanted to better understand what good workplace wellbeing looks like in practice. We were keen to learn about the tools and approaches available to help us introduce meaningful wellbeing initiatives, rather than relying on assumptions about what our employees might need.

A key motivation for taking part was our desire to measure staff wellbeing more effectively. We wanted to understand how our employees were really feeling, use that information to identify areas for improvement, and ensure that any changes we introduced were based on evidence and feedback. By taking this approach, we hope to build a culture of continuous improvement where wellbeing is embedded in the way we lead, support, and engage with our teams.

For us, the Workplace Wellbeing Award has been an opportunity not only to improve our policies and practices, but also to reflect on how we can become a more supportive, inclusive, and responsive employer for everyone who works with us.

Participating in the Workplace Wellbeing Award has encouraged us to look more closely at how we support our employees and has led to meaningful changes across the organisation. Rather than viewing wellbeing as a standalone initiative, it has become a more integrated part of our culture and the way we engage with our staff.

One of the most significant changes has been the introduction of dedicated wellbeing hubs, providing employees with accessible information, resources, and support. We have also established a Sunday Walking Club, creating an informal opportunity for staff to connect, improve their physical wellbeing, and support one another outside of the workplace.

Recognising the importance of mental wellbeing, we have introduced regular one-to-one wellbeing conversations, giving employees dedicated time to discuss how they are feeling and any support they may need. Alongside this, we have placed a much greater emphasis on the quality and purpose of supervision. Supervision is now viewed as more than an operational requirement; it is an opportunity to check in with staff, identify emerging concerns, celebrate achievements, and understand trends through regular analysis.

These changes have contributed to a positive shift in our organisational culture. Managers are having more open and meaningful conversations with their teams, staff feel more supported, and wellbeing is increasingly seen as a shared responsibility across the organisation. The Award has given us the confidence and framework to introduce initiatives that are both practical and sustainable, while continuing to use staff feedback and wellbeing data to shape future improvements.

The Workplace Wellbeing Award has equipped our management team with the tools, knowledge, and confidence to be more proactive in supporting our staff's physical and mental wellbeing. It has been an important step in creating a workplace culture built on understanding, open communication, and genuine support for our employees." – Sonia Edkins, Registered Care Manager