We develop smarter integrative cost-effective simpler ways to improve employee wellbeing.

Our Team

We're proof of how a small team can make a big difference.

Why Choose us?

Our Principles

The key principles we founded our business on are:

Be pragmatic & innovative

For example, we don't focus on replacing existing policies but instead build on existing health and wellbeing approaches adopted within your organisation. We use existing networks to help create wellbeing champions, develop support networks and a wellbeing community that will benefit your organisation and the quality of life for your workforce and their families.

Keep it simple

We believe that if it’s overly complicated, or involves a lot of on-going effort and commitment from staff, it's unlikely to work in the long term.

Focus on consolidation before expansion

We focus on ways of making your current resources work better before considering additional interventions. For example, uniting and integrating your current ‘wellbeing-related’ resources will make them easier to find.

Consider untapped resources

Many organisations ignore a wealth of potential wellbeing resources available to them. We look for natural ‘free’ resources within each organisation as well as untapped external resources.

Engage and empower ‘wellbeing champions’

Wellbeing champions can help you create a wellbeing community within your organisation, capture all the great stuff that’s already happening and better target local needs and opportunities.

Make it last

We focus on creating wellbeing strategies and solutions that maintain momentum in the long term.

Our Research

Our research on employee wellbeing informs our product and service development. We pride ourselves on driving forward current thinking in employee wellbeing. A recent sample includes:

  • Clemes, S, Houdmont, J, Wilson, K, Munir, F, Kerr, R, Addley, K. (2016) ‘Descriptive epidemiology of domain-specific sitting in working adults: The Stormont Study’. Journal of Public Health, 38 (1). pp. 53-60. DOI: 10.1093/pubmed/fdu114.
  • Munir, F. Houdmont, J. Clemes, S. Wilson, K. Kerr, R. Addley, K (2015) ‘Work engagement and its association with occupational sitting time: results from the Stormont study’. BMC Public Health, Vol 15, No 30.
  • Clemes, S. Houdmont, J. Munir, F. Wilson, K. Kerr, R. Addley, K (2015) ‘Descriptive epidemiology of domain-specific sitting in working adults: the Stormont Study’ Journal of Public Health. DOI:10.1093/pubmed/fdu114.
  • Addley, K. Boyd, S. Kerr, R. Houdmont, J. McQuillan, P. McCrory, M. (2014) ‘The impact of two workplace-based health risk appraisal intervention on healthy lifestyle parameters, mental health and workability’. Health Education Research, DOI:10.1093/her/cyt.
  • Houdmont, J. Randall, R. Kerr, R. & Addley, K. (2013) 'Psychosocial risk assessment in organisations: Concurrent validity of the brief version of the Management Standards Indicator Tool’, Work & Stress, Vol. 4, No. 27, pp. 403-412. DOI:10.1080/02678373.2013.843607.

Further Support

We put some of what we have learned over the years into our free guides. We also provide a range of services to help you really take employee wellbeing to the next level:

  • Wellbeing strategy development & review
  • Wellbeing champion training
  • Developing your wellbeing brand
  • Establishing your communication strategy
  • Securing key stakeholder engagement
  • Creating a wellbeing timeline and calendar
  • Evaluating wellbeing activities & interventions
  • Maintaining on-going momentum
  • Establishing the business case for action
  • Securing key stakeholder commitment
  • Creating a wellbeing brand
  • Increasing survey response rates
  • Communicating survey results
  • Facilitating focus groups
  • Analyzing and communicating focus group results
  • Establishing action plans