Workplace wellbeing as a reputational risk. Opportunities for OH as a key stakeholder

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Summary: 

6 in 10 leaders want more attention paid to employee wellbeing as the foundation of their S in ESG strategy.

It’s an opportunity to genuinely get wellbeing on the board agenda. And it simply makes sense for people and for business.

Both ESG (Environmental, Social and Governance) and wellbeing drive reputation. People want to work for organisations that genuinely have the best interests of their people and communities at heart, and they listen to recommendations.

So, an ESG strategy that doesn’t consider people is arguably sitting on very shaky ground. As Occupational Health know, wellbeing, in terms of being an evidenced outcome of employee engagement, necessitates cultural and behavioural change. Not the addition of ever more (non-evidence-based) ‘solutions’.

Wellbeing as part of ESG is an all-of-company collaborative effort, not just an HR effort, and OH is perfectly placed to be a key stakeholder.

With government eyes on the OH sector, the time is ripe to communicate to both government and employers the value of OH as a key stakeholder within an ESG/wellbeing strategy. Not just a function that struggling employees are ‘sent to’ for assessment….

Speaker

Suzanne Clarkson is Founder and Managing Director of Coach House Communications. She started out as a journalist and editor and subsequently gained over 20 years’ experience in the field of Corporate Communications. She’s worked in-house, heading up Corporate Communications teams for large UK and international organisations. And, for the last 14 years, Suzanne has run her own communication consultancy, working with SMEs through to FTSE 100s - public as well as private sector.

Throughout all that time, she’s gained experience in workplace wellbeing, from editing a magazine related to that field, to working for and consulting to businesses in various areas of employee wellbeing.

Recognising that when it comes to organisational reputation, the health and happiness of employees represents one of the biggest risks – and opportunities – Suzanne recently completed a Masters in Internal Communication Management; the emphasis of which was on striking a balance between all the traditional top-down (command and control) thinking and tell-sell communication, with a bottom-up, employee-led, contribution and challenge approach.

Chair: Janet O'Neill

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