Workplace Wellbeing Award case studies - Print version

Think active

We signed up to the Workplace Wellbeing Award because we wanted a structured way to review and strengthen our approach to employee health and wellbeing. Supporting the wellbeing of our team is a key priority and the Award provides a recognised framework to help us identify what we are doing well, highlight areas for improvement and ensure we continue to align with best practice standards.

We first became aware of the Workplace Wellbeing Award through professional networks and information shared by the programme. After learning more about the benefits, we recognised that it would help us build on our existing wellbeing initiatives while demonstrating our commitment to creating a healthy, supportive, and inclusive workplace.

Taking part in the Award has also given us the opportunity to engage our team in shaping our wellbeing programme, measure our progress developing a clear action plan for continuous improvement. We see the Award as more than an accreditation; it is a valuable tool for embedding a positive wellbeing culture that benefits both our team and the organisation as a whole.

Rather than taking a generic approach, the Award has enabled us to focus on the specific areas that our wider team has identified as priorities. This ensures our wellbeing programme reflects the needs and experiences of our Team.

The process has strengthened team engagement by encouraging open conversations about wellbeing and giving employees the opportunity to contribute their ideas and feedback. This collaborative approach has helped us better understand where improvements can be made and has increased team involvement in shaping our wellbeing initiatives.

As a result, we have been able to review and strengthen existing policies, improve communication around wellbeing, and introduce targeted initiatives that address the priorities identified by our team. The Award has also helped us embed wellbeing more firmly into our organisational culture by creating a structured action plan, setting clear objectives and regularly monitoring our progress.

Overall, the award has become an important tool for continuous improvement. It enables us to focus our efforts on the areas where we can have the greatest impact, while ensuring our wellbeing strategy remains relevant, responsive and driven by the needs of our workforce.
The Workplace Wellbeing Award has helped us take a more focused approach to supporting overall wellbeing across our organisation. The tools and guidance have enabled us to embed wellbeing into our everyday practices, ensuring it remains part of our culture and the way we support our team.

Kerry Luckett, Think Active CSW

One of the most valuable aspects of the Workplace Wellbeing Award has been its targeted approach. Rather than trying to address every aspect of wellbeing at once, the framework has helped us prioritise key areas for development and create meaningful, achievable action plans.

We have also found the wellbeing toolkit to be an extremely useful resource. It has provided practical guidance, templates, and examples that have helped shape our internal processes, policies, and training. The resources have supported us in embedding wellbeing into everyday practice and have given us the confidence to introduce improvements based on recognised best practice. Overall, the combination of a structured framework and practical resources has made it easier to implement positive changes and continue developing a workplace culture that supports the health and wellbeing of our team.

Caremark

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