Health and Wellbeing


A finger print on the left with Your Job Can Be Good For You in black text with a read more button.

This recently published report builds on the Business in the Community (BITC) report What If Your Job Was Good For You? The report identifies actions employers can take to transform wellbeing at work. It sets out how business leaders can create an environment in which employees feel supported to do their best work and how good jobs can be achieved for all that drive sustainable positive mental health outcomes.


The pandemic has changed the nature of where, when and how many of us work. We now have a once-in-a-lifetime opportunity to reimagine ways of working that transform mental health and wellbeing at work. Business in the Community (BITC) is calling on responsible business to seize this opportunity to commit to transforming mental health and wellbeing at work.

Revolutionise your organisation today


Business in the Community defines “wellbeing” as the mutually supportive relationship between an individual’s mental, physical, social and financial health and their personal wellbeing.

Taking a whole organisation approach to embedding wellbeing into an organisational culture is key to achieving maximum impact. Wellbeing should be positioned as a strategic boardroom issue supporting thriving people, thriving business and thriving communities.

  • One-quarter of employees has considered resigning due to stress and a further one in ten has done so.1
  • More than a third (34 per cent) of line managers still feel un-empowered in their roles and would welcome any move to increase their independent authority.2
  • Four in five employees have reported that an inclusive leader had improved their performance and productivity.3
  • According to CIPD’s Employee Outlook survey, being under too much pressure at least once a month makes individuals feel depressed or anxious, and most say it reduces performance.
  • Presenteeism from mental ill-health alone costs the UK economy £15.1bn a year, almost twice the business cost as actual absence from work.4

With a new international psychological health and safety standard in development for launch next Spring, employers need to foster an inclusive culture by adopting a tailored employee-led approach that considers mental health and wellbeing through intersectional lenses, enabling people to bring their whole self to work. Psychologically safe workplaces provide a culture where teams are safe for interpersonal risk-taking and team members feel accepted and respected. It is also the most studied enabling condition in group dynamics and team learning research.

Cultivating inclusive cultures and working environments is crucial to supporting the mental health of employees. COVID-19 has acted as a powerful catalyst to elevate mental health on a par with physical health.

However, Business in the Community’s Mental Health at Work 2020 research produced in partnership with Bupa has highlighted that 41% of employees have experienced poor mental health related to work in the past year. Physical health and safety compliance at work is well recognised in a way that psychological safety is not. Employees don’t expect to be physically injured at work and it is unacceptable that they are being psychologically harmed. Psychological health and safety risks in the workplace need to be considered equally in conjunction with physical health and safety as a basis for inclusion and to enable employees to thrive.
Find our how BITC can support you to take action.



Promoting essential digital skills to help vulnerable people connect with family and friends.

  • Support vulnerable people to develop digital skills
  • Help vulnerable people become more connected.
  • Help to reduce their loneliness.
  • Help to increase their independence.

Is your organisation able to provide an internal business lead to recruit and manage 25 or more volunteers?
Interested in finding out more? Contact your relationship manager for further details


1 Mind, 2015
2 Engage for Success, Bringing the line to life, 2013
3 Business in the Community, Inclusive Leadership,2011
Available upon request
4 Business in the Community, Inclusive Leadership, 2011
Available on request