Case Study: Building a Global Employee Wellbeing Community Introduction

Background and Initial Discussions

In 2020, Ayrtam Ryall (COO of Salusphere Global) as MD at a previous business was approached by this leading drinks manufacture, a major Global Consumer Goods Company holding a privileged position in making, moving, and selling some of the world’s most popular brands. The organisation employs a vast workforce of 33,00 employees spread across 29 countries. Recognising its responsibility, the company identified a critical need for a standardised mental health and wellbeing programme accessible to all employees worldwide.  The project was handed to the Head of Wellbeing and Inclusion at that time, Ross Abbott. 

Challenges

Implementing a standard wellbeing initiative across such a geographically and culturally diverse entity involved several key obstacles:

Cultural Sensitivity:

Significant variations existed in culture and societal attitudes toward mental health throughout the organisation.

Accreditation Hurdles:

External training providers were frequently unable to offer accredited training due to the individual licensing requirements of each country.

Logistical Barriers:

A centralised programme delivery method presented inherent language and culture barriers that complicated effective communication and implementation.

Objectives:

The company launched the initiative with the aim of creating a comprehensive wellbeing community. The programme was guided by three clear goals:

Cultural Transformation:

To cultivate a culture that promotes open communication, supports employees, and works to destigmatise mental health issues.

Standardisation:

To successfully implement standardised Wellbeing training across all the company’s operational countries.

Sustainability:

To provide the necessary resources and training programmes to internal company trainers, enabling them to teach the material internally to localised staff.

Strategies Implemented:

The company executed a collaborative strategy focused on developing internal capability.

Pilot and Train the Trainer (TTT) Implementation:

Stakeholder meetings were held, and internal resources and policies were reviewed to produce a pilot course. This foundation was used to create and internally roll out the Train the Trainer programme and supporting resources.

Continuous Internal Support:

Robust internal support was provided for the trainers, including communications and quarterly peer meetings, to sustain the delivery and enhance the trainer experience.

Effectiveness Measurement:

An anonymous survey was conducted to assess the training and support provided to the delegates. This helped in understanding the effectiveness of the programme and mental health in the workplace.

Programme Expansion:

Further programmes were developed to ensure a continuous learning journey in wellbeing for all staff members.

Results:

The prioritisation of employee mental health and wellbeing led to tangible and measurable successes:

Trainer Reach:

27 trainers were successfully trained over 12 countries through multiple programmes.

Peer Support Network:

A network of 1,000 Wellbeing First Aiders was established to actively support employees.

Health Improvement:

Employees experienced improved overall mental health and wellbeing.

Programme Validation:

Employee surveys provided positive feedback regarding the effectiveness of the support systems and wellness programmes.