Wellbeing has shot to the top of the workplace agenda in recent years, with businesses increasingly recognising that looking after employees’ mental and physical health isn’t just the right thing to do, it’s also good for business.
As expectations around work-life balance, mental health support and flexibility continue to evolve (and we mark the World Health Organization’s World Health Day on 7 April), wellbeing committees have emerged as a key tool for organisations looking to create healthier, happier and more productive workplaces. Far from being a token initiative, these committees are reshaping how businesses approach everything – from stress management to team cohesion – making them an important part of modern company culture.
‘Employees now expect support for their mental and physical health’
More than a perk
Billie Dhadda, a managing consultant and diversity and inclusion specialist at The Change Partners, has observed a noticeable rise in businesses forming wellbeing committees or introducing similar initiatives.
‘There has definitely been an increase in companies putting wellbeing at the heart of their people strategy,’ says Dhadda, whose clients include Samsung and Pernod Ricard. ‘Employees now expect support for their mental and physical health, and businesses are responding with more structured initiatives.’
She notes that the pandemic was a turning point in this shift. ‘The pandemic forced companies to confront the reality of workplace stress, isolation and burnout,’ she explains. ‘Since then, we’ve seen a much bigger emphasis on mental health resources and workplace support systems.’
‘People are actively looking for companies that prioritise mental health’
According to Dhadda, wellbeing committees go beyond traditional perks like gym membership. ‘It’s no longer just about offering benefits; it’s about creating a workplace culture where people feel genuinely supported,’ she says. ‘Some companies are introducing mental health workshops, while others are focusing on flexible working arrangements and social initiatives to build stronger teams.’
She also highlights that employee expectations around wellbeing have changed. ‘People are actively looking for companies that prioritise mental health,’ she says. ‘They want reassurance that their employer values work-life balance and will provide the necessary support to prevent burnout.’
This growing focus on wellbeing has changed how businesses attract and retain talent. ‘Companies that get this right will have an advantage in the hiring market,’ Dhadda says. ‘Employees want to feel valued, and wellbeing initiatives play a huge part in that.’
Best practice
A wellbeing committee serves as a dedicated group that identifies workplace challenges, implements initiatives and ensures that employees have access to the support they need. According to employee benefits platform Heka, a committee’s focus areas could include mental health awareness, stress management, work-life balance, physical health initiatives and fostering an inclusive, supportive culture.
The committee should not just react but proactively seek ways to enhance wellbeing
Big Four step up
Deloitte has established an external committee to review its internal culture and is introducing initiatives aimed at fostering a healthier work environment. It has appointed a chief happiness officer to champion employee wellbeing and create a culture where concerns can be raised ‘without fear’. It has also introduced open forums with the CEO, allowing employees to voice issues directly.
EY offers a Wellbeing Fund, whereby employees can use the allowance for a range of wellbeing-related expenses, from gym memberships and fitness equipment to mattresses and gaming consoles. Through its Employee Assistance Program, employees and their household members have access to up to 25 free counselling sessions per year. The firm also introduced the Vitality Index, a data-driven tool that tracks employee wellbeing trends.
PwC’s ‘Be Well, Work Well’ initiative offers resources to support employee wellbeing, including resilience training, mental health support and a ‘Habit Bank’ with simple wellbeing actions. Online modules aim to help employees recognise when colleagues are struggling and provide guidance on offering support. The firm has also set up a network of volunteers to promote wellbeing, while career coaches and healthcare providers offer professional advice and day-to-day support.
KPMG has partnered with the University of Cambridge to improve its approach to mental health support. Other initiatives include Viva Insights, a tool to help manage productivity and wellbeing, an early finish on Fridays during the summer and six annual volunteering days to support community engagement. There are also opportunities for employees to attend wellbeing masterclasses, participate in firm-wide challenges and join networks aimed at fostering a supportive work environment.
To be truly effective, the committee should not just react to issues but proactively seek ways to enhance employee wellbeing through policies, initiatives and open dialogue.
A well-structured wellbeing committee should be diverse, drawing members from different departments and levels of seniority to ensure broad representation. This helps capture a variety of perspectives and ensures that initiatives are relevant to the entire workforce. Senior leadership buy-in is crucial, as it provides the committee with the authority and resources to drive meaningful change.
Practical considerations for setting up a committee include defining clear objectives, assigning roles (such as a chairperson and communications lead), setting a meeting schedule and establishing measurable success metrics. Regular feedback from employees should guide the committee’s actions, ensuring it remains aligned with the needs of the workforce.
It can also be useful to find appropriate points at which to engage staff on these sensitive issues. Law firm-led consultancy Mourant marks Mental Health Awareness Week and World Mental Health Day each year by inviting specialists to share insights on topics such as cognitive behavioural therapy techniques, managing stress and optimising sustainable performance. Its annual inclusion survey allows employees to provide feedback on various topics including workplace wellbeing, helping the firm refine and improve its approach.
A well-functioning wellbeing committee can drive positive change within a business by addressing employees’ needs holistically and fostering a supportive workplace culture. As businesses continue to adapt to evolving employee expectations and workplace dynamics, the role of wellbeing committees will likely become even more significant in ensuring a healthy, engaged and productive workforce.
