Employee Wellbeing
Guidelines for enhancing inclusion and talent support in the workplace
Discover a framework that enhances workplace wellbeing with pillars on inclusion and belonging, as well as talent support to help companies thrive through diversity and development.
In September 2024, Ibec launched the updated KeepWell Mark™ framework, modernising all pillars to reflect current best practices in workplace wellbeing. Two new pillars — ‘Inclusion and Belonging’ and ‘Talent, Support and Development’ — will help companies elevate their workplace wellbeing culture.
Inclusion and belonging is good for business
An inclusive culture can help shift the dial so that more people have the chance to thrive at work. Employers must also comply with legal obligations supporting workplace inclusion. The new Inclusion and Belonging pillar aims to provide a structured approach to driving an inclusive culture in support of wellbeing, where individuals feel valued and supported to excel, regardless of background. It provides standards for employers, which will guide them in how to approach core aspects such as policies, training, branding and strategy.
Global research on the benefits of EDI Research has shown that gender, ethnic and cultural diversity, particularly within executive teams, are strongly linked to financial performance. Gender diverse organisations outperform their peers by 15% on all of the key financial indicators while ethnically diverse organisations are more likely to outperform peers by a staggering 35%. Recent research has also revealed that diverse thinkers help us solve complex problems as we are less likely to suffer from groupthink.
Key areas of evidence that companies need to showcase to demonstrate their commitment to the Inclusion and Belonging pillar include:
• Evidence that the company is committed to promoting an inclusive culture (eg. Employee Resource Groups, diverse hiring practices)
• Evidence that policies have been reviewed to determine their impact on inclusion
• Inclusive policies
• Dignity At Work policy and/or procedure
• Engagement in some campaigns/initiatives that underpin the business’s commitment to supporting individuals and groups from various communities and backgrounds (eg. Pride Month, International Day of Persons with Disabilities, etc.)
• Evidence of employee training in areas that support inclusion
Supporting talent and growth
The Talent, Support and Development pillar helps to build a resilient workforce, enabling organisations to adapt to market changes, retain top talent and foster a culture of continuous improvement and innovation.
A Talent, Support and Development strategy focuses on identifying high-potential employees; providing training and career growth opportunities; managing performance with regular feedback; and fostering employee engagement through recognition and flexibility. It also promotes diversity and inclusion through supportive policies and culture.
Why organisations
should commit to a ‘holistic’ employee wellbeing strategy
Companies that are committed to fostering a culture of inclusivity, integrity and accountability can do so by putting employee wellbeing at the forefront of their endeavours.
When a company takes a holistic approach to employee wellbeing, the results are both empowering and powerful. This commitment has earned biopharma company Bristol Myers Squibb (BMS) the prestigious Ibec KeepWell Mark accreditation, a recognition of its robust mental, physical and social health resources and initiatives.
Wellbeing boosts productivity and workplace culture Health and wellbeing policies are not just beneficial for employees; they also drive business and wider team success. “A healthy and engaged workforce is more productive,” explains Grainne Donegan, Health and Wellbeing Engagement Group Lead and Manager, QA Laboratory Operations. “Employee wellbeing directly contributes to our overall performance. It will improve our workplace culture, drive innovation and growth and increase employee satisfaction.”
Comprehensive employee health support
To support employees’ physical health, BMS’s facility at Cruiserath includes an onsite gym with personal trainer-led fitness classes, yoga sessions and many sport clubs. “We also have an Occupational Health Team, which offers preventative services such as health screenings, sleep awareness, skin and bowel cancer screening and health stations, giving employees an easily accessible support to address unhealthy behaviours,” adds Rebreanu.
Managers lead by example through modelling healthy behaviours and promoting a ‘speak up’
culture.
~Gabriela Rebreanu Associate Director, Occupational Health, Europe, Bristol
For example, the company runs mental health educational programmes to help managers recognise when an employee may need support and care. Its Employee Assistance Programme offers support for stress management and confidential counselling services for employees and families; its Mental Health Allies programme is run by volunteer employees who are certified in Mental Health First Aid to support and direct colleagues as needed. “We want to champion a cultural shift around mental health,” says Gabriela Rebreanu, Associate Director, Occupational Health, Europe. “That means de-stigmatising and normalising the conversation around it.”
Donegan Health and Wellbeing Engagement Group Lead and Manager, QA Laboratory
Operations,
“Plus, our Health and Wellbeing Team runs self-care programmes and invites guest speakers to address employees on various wellbeing topics.” This involves collaborating with food vendors to create healthy menu options that meet the needs of both shift and day workers. Finally, for social health, several of BMS’s People and Business Resource Groups in Ireland offer everything from team-building exercises to volunteering and community engagement.
Managers should lead by example Naturally, any successful employee health and wellbeing strategy has to start from the top. “Managers lead by example through modelling healthy behaviours and promoting a ‘speak up’ culture,” says Rebreanu. “They also support wellbeing initiatives through awareness, advocacy and integration into work practices, such as our popular flexible working policy. We’re fully committed to fostering a culture of inclusivity, integrity and accountability — employee wellbeing is at the forefront of that.”
Find out more at careers.bms.com/ie
Grainne
Bristol Myers Squibb
Gabriela Rebreanu Associate Director, Occupational Health, Europe, Bristol Myers Squibb
Sponsored by Bristol Myers Squibb
WRITTEN BY Tony Greenway
Myers Squibb
Sarah McSharry KeepWell Mark Account Manager, Ibec
Accessible and diverse wellbeing resources are needed to build team resilience
Irish telecoms company Three Ireland prioritises employee wellbeing, working to embed mental health into the organisation’s culture by promoting diverse and accessible resources as well as partnership with Irish mental health charity, Aware.
Priyanka Jaiswal, Director of People Proposition at Three Ireland, discusses the importance of making employee wellbeing a priority. “Mental health is a cornerstone of our wellbeing strategy, alongside physical, social and financial wellness,” she says.
“In an industry that’s ever evolving, it’s important for us to equip our employees with the skills and knowledge they need to embrace change confidently. When wellbeing is embedded in the culture of a company, research shows that organisations report improved performance, higher engagement and better retention.”
Diverse and accessible resources
With a workforce that spans office-based roles, retail teams and customer service centres — each with unique needs and challenges — adopting a ‘one size fits all’ approach is not an option. Three Ireland regularly listens to employee feedback to ensure their initiatives keep up with their needs, circling back to their wider commitment to foster inclusion and belonging.
and complete wellbeing surveys to foster a supportive environment for all of our employees.
“We hold regular check-ins and our diversity, inclusion and belonging committee is instrumental in ensuring we are evolving with the needs of our people,” she adds. “Everything we do is intentional and based on the feedback we receive, and we embrace the diversity of our workforce by offering our people choices, tools and opportunities that support them as individuals.”
Award-winning collaborative approach
By embedding mental health into our culture, we ensure our employees feel valued and empowered every day.
“In 2024, we launched a series of in-person mental health training sessions for all managers across our office and retail locations, giving them the tools they need to pick up initial signs of poor mental health and provide support,” Jaiswal explains. “We also have mental health first aiders and regularly run stress workshops, motivational talks
Paternity leave sends a powerful message of inclusivity and allyship
Stephen McCarthy, CFO, Aviva Insurance Ireland, has personal experience with paternity leave. He believes it strengthens the family bond while advancing gender equity at work.
WRITTEN BY
When did you take paternity leave?
I took a few months off over the summer to spend time with the new arrival in our family, our daughter Caragh. It was easy to arrange and everyone in Aviva was supportive. I was always fearful that my career aspirations and desire to be a good dad would one day clash, and it is great to work for an organisation where you can have both.
What did it mean for you and your family?
In a child’s early months, there are a lot of ‘firsts’ and it was brilliant to have the time off to be there for those important moments. I really enjoyed becoming part of the ‘daytime squad’
With such efforts recognised at Chambers Ireland’s Sustainable Business Impact Awards, Three Ireland was awarded the ‘Excellence in Health and Wellbeing’ award, affirming their holistic strategy and commitment to inclusion and belonging.
Jaiswal continues: “Recognising the impact of early mental health intervention, we work with our charity partner, Aware, to provide resources and education for employees affected by mental health conditions such as anxiety and depression.
“By embedding mental health into our culture, we ensure our employees feel valued and empowered every day. We are working to normalise conversations about mental health throughout our organisation so that everyone feels that they are being listened to and supported.”
with our baby Caragh, my partner Emma and our dog Nala.
Is taking paternity leave an act of male allyship?
I believe it is, and as a senior member of the management team, I wanted to set the tone from the top and lead by example. Paternity leave supports the advancement of gender equity in the workplace and encourages broader societal changes regarding caregiving and family dynamics. It recognises that taking time off for family is important and acceptable.
Can it reduce the stigma women face for taking family leave?
Absolutely; creating an
expectation that both parents will take time off to care for their newborn helps to distribute the responsibility of childcare more evenly. As a result, women are less likely to be penalised or overlooked for promotions and opportunities, fostering a more inclusive and supportive work environment for all employees.
How can returning employees have a smooth transition back into work?
I stayed connected with colleagues throughout my paternity leave, which I found quite helpful. Of course, there’s no pressure to do this, but I felt it helped me stay connected which made it easier to come back.
How would you sum up the benefits of paternity leave?
It fosters a more inclusive work culture, helps companies attract and retain talent and breaks down social and gender norms. It also improves employee engagement. If you give parents the chance to fully focus on family life during this special time, they return to work with greater clarity and increased productivity. Where feasible, companies should consider the long-term benefits to both employees and the business of having equal paternity and maternity leave policies.
Priyanka Jaiswal Director of People Proposition, Three Ireland and Three UK
Stephen McCarthy Chief Financial Officer, Aviva Insurance Ireland
Sponsored by Three Ireland
Sponsored by Aviva
WRITTEN BY
Bethany Cooper
Tony Greenway
What
the best workplaces for health and wellbeing have in common
Organisations with a strong commitment to employee wellbeing are the ones that can consistently succeed and build trust-driven cultures that empower their people to thrive.
At Great Place to Work, we are committed to helping organisations build high-trust cultures that drive success. One constant that stands out time and time again for us: no workplace can thrive without a strong, authentic commitment to employee wellbeing.
Employers of all sizes can help employees succeed
Earlier this year, we announced the Best Workplaces for Health and Wellbeing, recognising organisations from a wide variety of sizes and industries, from small engineering firms to large retailers. Despite their differences, these workplaces share key qualities that consistently contribute to employee success.
Key patterns across sectors
Organisations are often tempted to address wellbeing solely at a tactical level, such as offering healthy eating options or gym memberships. However, employers who focus only on surface-level incentives can fall short of creating meaningful impact long-term.
The Best Workplaces for Health and Wellbeing have cultivated high-trust work environments by establishing a foundation which prioritises people at its core, allowing employees to feel secure in their roles and able to express themselves freely. These organisations recognise the strong link between employee wellbeing and performance, understanding that when people are supported, they can thrive both professionally and personally.
This balance takes a commitment to ongoing communication and understanding from both employees and employers. Those who have gotten it right are the ones consistently leading the way in their industry.
Shifting from standard solutions
We are past the point of one-size-fits-all approaches; there is now an increasing need for organisations to truly understand the unique needs of their workforce. This requires a datadriven, empathetic approach where leaders listen to employee feedback and take action. Organisations might experiment with new work methods to find the best fit for their teams or offer opportunities for employees to pursue their passions.
Different life cycles require different modes to underpin performance. From what we have seen, the best organisations are listening and responding. The best workplaces don’t just offer perks — they foster trust, understanding and performance. At Great Place to Work, we celebrate those who prioritise employee wellbeing, creating environments where people and organisations can truly flourish.
Building trust to enhance the vehicle financing journey
The journey to financing vehicles can be complex. Research suggests that 45% of people expect it to be difficult and that only 5% trust all car dealers.
At Close Brothers Motor Finance, we are committed to changing these stats, and it starts with trust. We build partnerships with colleagues, customers and partners to simplify vehicle financing. We collaborate with digital partners like DoneDeal and CarsIreland, encourage innovation from our team and work with over 650 accredited dealers across Ireland.
The importance of trust
We are known for building real partnerships with our colleagues, partners and customers, which is crucial. We recently won an industry accolade: the Trust Award at the FS Awards 2024. This could only happen as a result of our people, otherwise known as the Motor Finance People. It confirms our industry leader status, which reflects our successful collaborations with digital and dealer partners.
Making online vehicle purchases easier
Most buyers start their purchase journey online. The ever-evolving journey starts online and tends to end in a dealer showroom. However, before arriving at a dealer, we’ve added a new level of ease and transparency for buyers when arranging the finance.
Through our digital partners, customers can access an online application form, available on our dealer partners’ stock. The form aims to help customers gain finance approval before they walk into the dealer’s forecourt.
Positive dealer experience
Independent research conducted earlier this year to better understand our dealer partners’ expectations of a finance provider was highly positive and informative. It emphasised the value of our personalised approach, flexibility in the application process and higher approval rates compared to the broader market.
Above all was the speed at which finance applications were approved. As one dealer put it: “Close Brothers Motor Finance stands out on flexibility, unique offerings, likelihood to approve finance requests, proactive and helpful staff and strong customer service.”
When you are in the market for your next vehicle and considering a finance solution, look for Close Brothers Motor Finance.
Known as the motor finance people, we are committed to making your finance experience easy.
Why workplace connection matters for better wellbeing and team success
Building connections with others is vital for wellbeing, enhancing happiness and creating a sense of belonging in both life and work.
Connections give us a sense of community, counteracting loneliness and reminding us that we are part of something larger. Connections at work are equally important: they provide a foundation for trust, collaboration and personal growth. These relationships inspire us to grow and see things from new perspectives, which enhances our emotional and mental resilience.
Trust enhances wellbeing and teamwork
Connecting with colleagues at work can have a powerful impact on both personal wellbeing and professional success. Trusting work relationships allow us to tackle misunderstandings diplomatically, address challenges constructively and contribute to a more positive work environment. When trust exists, communication becomes more open, and team members feel safe in sharing ideas, giving feedback and supporting one another. This openness improves team performance, as people are more willing to share knowledge and experiences, ultimately driving both individual and collective growth.
Enhancing job satisfaction
A connected workplace also boosts job satisfaction. Supportive colleagues make the workday more enjoyable, reducing stress and increasing engagement. When employees feel they belong, they are more committed, motivated and invested in their team’s goals. A team that feels connected will likely achieve better results because they are working from a place of mutual respect and trust, contributing to a culture of innovation and shared success.
Three tips for building connections
To foster connection at work, try these three simple tips. First, engage in small talk in common areas or arrive at meetings a few minutes early to spark conversation. Even quick exchanges strengthen camaraderie. Second, give others the space to share insights in team meetings, which encourages trust and shows you listen. Check in with people and ask them how their day has been. Lastly, celebrate both big and small wins by organising regular coffee breaks, shared lunches or virtual gatherings. Bring your team together to have a morning coffee or organise a fundraiser for organisations like Mental Health Ireland. By building stronger connections, you can cultivate a more supportive, innovative and fulfilling workplace.
Marie Duffy PR and Communications Officer, Mental Health Ireland