Get a clear picture of your current position by taking these actions: review existing wellbeing initiatives audit policies and procedures for wellbeing considerations assess available resources and internal expertise map wellbeing‑related data (absence, turnover, engagement surveys).

What you need to do next

Use that picture to work out what's still missing: identify gaps and priority risks understand specific wellbeing needs in your workplace determine resource requirements set realistic timelines. The priority wellbeing gaps are mental health support, stress management, return-to-work processes and manager capability and confidence.

Lay the foundations before rolling anything out: develop a wellbeing commitment statement create a wellbeing policy aligned with the occupational safety and health policy set objectives and targets assign roles and responsibilities.

Put the policy into practice across the organisation: roll out wellbeing assessment tools train managers and supervisors introduce support services communicate clearly and consistently.

Monitoring and measurement

Check the strategy is actually working: track wellbeing indicators measure programme effectiveness gather worker feedback monitor return on investment.

Review and improvement

Use those findings to keep the strategy current: analyse results and trends update the strategy share successes and lessons plan next phases.

Build the business case around: reduced absence and turnover improved productivity better reputation and recruitment legal compliance and risk reduction.

You’ll need: a dedicated wellbeing budget allocated staff time for coordination training and development. You may also need external expertise.

Embed wellbeing into: health and safety policy HR policies risk assessment procedures incident reporting and investigation.

Immediate actions (0-3 months)

In the first three months, aim to: deliver manager awareness training implement stress risk assessments introduce employee assistance programmes launch wellbeing communication campaigns.

Medium-term actions (3-12 months)

Within a year, aim to: roll out wellbeing assessments establish peer support networks improve return‑to‑work processes strengthen reasonable adjustments procedures.

Long-term actions (12+ months)

In the long-term, aim to: evaluate culture change provide advanced manager development integrate wellbeing metrics work towards external recognition or reporting.

Hierarchy of control for wellbeing

Use this hierarchy of control: eliminate – remove wellbeing hazards where possible reduce – minimise exposure to risks control – implement systems to manage ongoing issues support – provide individual adjustments and assistance.

Useful assessment tools include: Health and Safety Executive (HSE) management standards worker wellbeing surveys focus groups professional wellbeing assessments manager observations.

Performance indicators

These may include: mental health‑related absence turnover rates engagement scores wellbeing assessment results use of support service.

This is done through: monthly dashboards quarterly trend analysis annual wellbeing review continuous feedback.

These include: leadership briefings board‑level updates inclusion in sustainability reporting documentation for compliance.

What is a workplace wellbeing strategy and why should health and safety professionals lead it?

A workplace wellbeing strategy is a structured approach to improving workers’ mental, physical and organisational wellbeing. Occupational safety and health professionals are well placed to lead this because they already assess risk, manage systems and understand workforce needs.

How can organisations assess their current wellbeing performance?

An effective assessment involves auditing existing wellbeing initiatives, reviewing policies, analysing data, such as absence and turnover, and identifying gaps around mental health support, stress and manager capability.

What steps are involved in creating a successful wellbeing strategy?

Successful strategies follow an occupational safety and health‑style management system: setting policy and objectives, training managers, launching support services, monitoring wellbeing indicators and continuously reviewing and improving progress.

How can leaders build a business case for workplace wellbeing?

Leaders can strengthen their business case by quantifying the cost of poor wellbeing, demonstrating how improved wellbeing boosts productivity and reputation, and outlining phased, achievable actions that show early impact.

What tools and metrics help measure wellbeing outcomes effectively?

Organisations can track metrics such as mental‑health‑related absence, engagement scores, turnover and use of support services. Tools like wellbeing surveys, stress risk assessments, focus groups and validated assessment methods help create meaningful insight.

How to build a workplace wellbeing strategy

A clear, practical guide to help occupational safety and health (OSH) professionals put workplace wellbeing at the heart of their strategy. Learn how to create meaningful, lasting improvements.

Why workplace wellbeing matters

Workplace wellbeing is no longer a “nice to have” – it is a strategic necessity. Organisations that fail to protect their workers’ wellbeing face significant costs through lost productivity, increased absence and reputational harm.

As a health and safety professional, you are well placed to lead this work. Your experience in risk assessment, systems and workforce protection gives you the foundation to shape an effective wellbeing strategy.

The business case is clear

Poor mental health costs the UK economy £117.9 billion each year
Organisations with engaged employees achieve 23% higher profitability
86% of employees say workplace wellbeing directly affects performance

What is workplace wellbeing?

“An individual’s holistic state that encompasses both current mental and physical health circumstances based on influential factors.”

IOSH’s definition of wellbeing

Wellbeing is shaped by a combination of:

psychological factors – stress, job satisfaction, work–life balance
physiological factors – physical health, energy levels, sleep quality
work‑related factors – workload, culture, management support
personal factors – family responsibilities, finances, health conditions.

Key insight

Wellbeing is personal. What impacts one worker may not affect another. A good strategy must be flexible enough to support diverse needs while structured enough to deliver meaningful change

The wellbeing influence model

Workplace wellbeing operates across interconnected levels.

Organisational

Reputation is shaped by how well you support workers.

Supplier, partner and recruitment relationships are influenced by your wellbeing culture.
Team

Culture is influenced by individual and team experiences.

Policies, procedures and leadership behaviours shape wellbeing outcomes.
Individual

Collective wellbeing is shaped by the wellbeing of individual team members.

Team behaviours, communication and workload can amplify or reduce stress.
External

Personal and work-related factors directly influence a worker’s wellbeing.

The layered wellbeing influence model highlights why wellbeing must be approached strategically – reactive responses achieve limited impact.

How to build your wellbeing strategy

Follow these six steps to build a wellbeing strategy that fits your organisation, from initial analysis through to ongoing reporting.

Step 1: analyse your starting point

Before you plan anything, you need to understand where your organisation stands today.

Get a clear picture of your current position by taking these actions:
- review existing wellbeing initiatives
- audit policies and procedures for wellbeing considerations
- assess available resources and internal expertise
- map wellbeing‑related data (absence, turnover, engagement surveys).
Use that picture to work out what's still missing:
- identify gaps and priority risks
- understand specific wellbeing needs in your workplace
- determine resource requirements
- set realistic timelines.
The priority wellbeing gaps are mental health support, stress management, return-to-work processes and manager capability and confidence.

Step 2: choose your management approach

The most effective wellbeing strategies follow the structure of an occupational safety and health management system.

Lay the foundations before rolling anything out:
- develop a wellbeing commitment statement
- create a wellbeing policy aligned with the occupational safety and health policy
- set objectives and targets
- assign roles and responsibilities.
Put the policy into practice across the organisation:
- roll out wellbeing assessment tools
- train managers and supervisors
- introduce support services
- communicate clearly and consistently.
Check the strategy is actually working:
- track wellbeing indicators
- measure programme effectiveness
- gather worker feedback
- monitor return on investment.
Use those findings to keep the strategy current:
- analyse results and trends
- update the strategy
- share successes and lessons
- plan next phases.

Step 3: secure organisational commitment

Visible, vocal senior support is essential.

Build the business case around:
- reduced absence and turnover
- improved productivity
- better reputation and recruitment
- legal compliance and risk reduction.
You’ll need:
- a dedicated wellbeing budget
- allocated staff time for coordination
- training and development.
You may also need external expertise.
Embed wellbeing into:
- health and safety policy
- HR policies
- risk assessment procedures
- incident reporting and investigation.

Step 4: develop comprehensive action plans

Break these down into immediate, medium-term and long-term plans.

In the first three months, aim to:
- deliver manager awareness training
- implement stress risk assessments
- introduce employee assistance programmes
- launch wellbeing communication campaigns.
Within a year, aim to:
- roll out wellbeing assessments
- establish peer support networks
- improve return‑to‑work processes
- strengthen reasonable adjustments procedures.
In the long-term, aim to:
- evaluate culture change
- provide advanced manager development
- integrate wellbeing metrics
- work towards external recognition or reporting.

Step 5: implement risk management and control

Conduct a wellbeing risk assessment to identify factors that may negatively impact wellbeing:

workload and time pressure
role clarity
job security concerns
relationships and support
organisational change
physical environment.

Use this hierarchy of control:
- eliminate – remove wellbeing hazards where possible
- reduce – minimise exposure to risks
- control – implement systems to manage ongoing issues
- support – provide individual adjustments and assistance.
Useful assessment tools include:
- Health and Safety Executive (HSE) management standards
- worker wellbeing surveys
- focus groups
- professional wellbeing assessments
- manager observations.

Step 6: monitor, measure and report

Ongoing monitoring keeps your strategy accountable and shows where it needs to adapt.

These may include:
- mental health‑related absence
- turnover rates
- engagement scores
- wellbeing assessment results
- use of support service.
This is done through:
- monthly dashboards
- quarterly trend analysis
- annual wellbeing review
- continuous feedback.
These include:
- leadership briefings
- board‑level updates
- inclusion in sustainability reporting
- documentation for compliance.

Making it work in practice

Strong leadership commitment
Leaders set the tone for how seriously wellbeing is taken across the organisation.
- Visible support
- Clear accountability
- Regular updates
- Protection of wellbeing resources
Collaborative approach
No single team can make this work alone.
- Cross‑functional steering group
- Worker involvement
- Union engagement where applicable
- External expertise
Systematic implementation
A structured rollout reduces the risk of the strategy losing momentum.
- Phased rollouts
- Clear timelines
- Regular progress checks
- Flexibility to adapt
Continuous improvement
A wellbeing strategy should evolve as your organisation does.
- Frequent strategy reviews
- Learn from experience
- Keep up with best practice
- Encourage innovation

Common challenges and solutions

Challenge	Solution
“We don’t have the expertise.”	Build capability gradually: use free HSE tools partner with occupational health access IOSH resources work together with HR.
“Workers won’t engage”	Prioritise consultation: co-design your strategy ensure confidentiality demonstrate leadership commitment celebrate progress.
“Management won’t invest”	Strengthen your business case: quantify current wellbeing costs benchmark performance offer phased implementation options demonstrate early wins.
“We can’t measure wellbeing effectively”	Use mixed methods: combine qualitative and quantitative track leading and lagging indicators use validated tools focus on trends, not exact numbers.

Your next steps

Get started with these immediate actions:

complete a wellbeing audit
present the business case
start your wellbeing strategy framework
access training and development.

Remember

Implementing a wellbeing strategy is a marathon, not a sprint. Build foundations, progress step by step and celebrate success along the way.

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Frequently asked questions

A workplace wellbeing strategy is a structured approach to improving workers’ mental, physical and organisational wellbeing.

Occupational safety and health professionals are well placed to lead this because they already assess risk, manage systems and understand workforce needs.
An effective assessment involves auditing existing wellbeing initiatives, reviewing policies, analysing data, such as absence and turnover, and identifying gaps around mental health support, stress and manager capability.
Successful strategies follow an occupational safety and health‑style management system: setting policy and objectives, training managers, launching support services, monitoring wellbeing indicators and continuously reviewing and improving progress.
Leaders can strengthen their business case by quantifying the cost of poor wellbeing, demonstrating how improved wellbeing boosts productivity and reputation, and outlining phased, achievable actions that show early impact.
Organisations can track metrics such as mental‑health‑related absence, engagement scores, turnover and use of support services.

Tools like wellbeing surveys, stress risk assessments, focus groups and validated assessment methods help create meaningful insight.

My account

How to build a workplace wellbeing strategy

Why workplace wellbeing matters

The business case is clear

What is workplace wellbeing?

Key insight

The wellbeing influence model

Organisational

Team

Individual

External

How to build your wellbeing strategy

Step 1: analyse your starting point

Step 2: choose your management approach

Step 3: secure organisational commitment

Step 4: develop comprehensive action plans

Step 5: implement risk management and control

Step 6: monitor, measure and report

Making it work in practice

Strong leadership commitment

Collaborative approach

Systematic implementation

Continuous improvement

Common challenges and solutions

Your next steps

Remember

Do you find this page useful?

What was wrong with this page?

Thank you for your feedback

Frequently asked questions

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