An exciting line‑up of thought leaders is set to take the stage at The Office Event (7–8 May, ExCeL London), exploring how data, design and culture are reshaping the future of work. Below you’ll find concise snapshots of four featured speakers and the panels they’ll be appearing on.

“Data is a pathway to insights, not the answer itself” — Chris Moriarty, Co‑founder & Director, Audiem

Chris will be speaking at the panel Designing sustainable workplaces – the link to ESG, which will explore why sustainable design is now strategic, how to measure workplace practices against ESG targets, and innovations driving net‑zero offices in 2025. He will be speaking alongside Mike Povey, Vice President – Corporate Services, VISA, and Esme Banks Marr, Strategy Director, BVN Architecture.

“Design for women, and you’ll improve wellbeing for everyone” — Lucy Golding, EMEA Colleague Experience Lead, JLL

Lucy will be speaking at the fireside chat Women in The Office – design and inclusivity working together, which will debate barriers women face—from outdated 9‑to‑5 norms to leadership pipelines—and chart practical steps to elevate women in workplace design. She will be speaking alongside Kristen Lloyd, Senior Workplace, Data & Systems Manager, Volvo Cars, and Bertie van Wyk, Senior Insight Strategist, MillerKnoll.

“Listen more, talk less” — Matt Wood, CEO, Millwood Servicing

Matt will be speaking at the panel Mind the workplace gap – from boomers to zoomers, which will unpack what different age groups seek from workspaces, strategies for intergenerational engagement, and design features that bolster resilience and productivity across generations. He will be speaking alongside Claire Odgers, EMEA Head of Corporate Services & Real Estate, Millennium Capital Partners; Emily Warren, Director – Inclusion, Diversity & Wellbeing, Avanade; and Ronen Journo, Head of European Management Services, Hines.

“Dialogue and empathy build bridges across generations” — Emily Warren, Director – Inclusion, Diversity & Wellbeing, Avanade

Emily will be speaking at the panel Mind the workplace gap – from boomers to zoomers, which will unpack what different age groups seek from workspaces, strategies for intergenerational engagement, and design features that bolster resilience and productivity across generations. She will be speaking alongside Claire Odgers, EMEA Head of Corporate Services & Real Estate, Millennium Capital Partners; Matt Wood, CEO, Millwood Servicing; and Ronen Journo, Head of European Management Services, Hines.

Hearing harm is the world’s hidden health crisis. It’s not just older people or construction workers who are affected – we’re all at risk. Increasingly, employers will need to address the impact of hearing challenges on both their staff and their profits. 

Taking a holistic approach to auditory wellbeing in the workplace improves health, productivity and morale

By 2050, nearly 2.5 billion people are forecast to have at least mild hearing loss. Alongside  an ageing population, the noisy assault of modern life is a key driver. Our ears haven’t  changed – but the world around us has. 

So why should employers care? And what can they do? 

The real cost of hearing loss 

If you can’t hear properly, you can’t communicate properly – but the effects run deeper.  Unaddressed hearing loss causes isolation, stress, cognitive decline and a higher risk of  dementia. 

For employers, this means reduced productivity, more absenteeism and rising healthcare  costs. Yet many employees won’t raise the issue, due to stigma or because hearing loss  often develops too gradually to notice. 

Not just an issue for older workers 

While half of over-50s experience hearing loss, 15% of any workforce – regardless of age – struggles with tinnitus and 20% need regular ear cleaning. Many younger employees have  never had a proper hearing test – only a brief GP check, rather than a full assessment by a  specialist. 

A professional test can uncover issues a GP may miss. Microsuction ear wax removal and  tinnitus support can resolve many problems – and early intervention helps prevent long-term  hearing loss. 

Why hearing care is overlooked 

We prioritise eyesight and dental care – but not hearing. 

Laurence Coen, co-founder of Hearology®, a CQC-registered hearing and ear care  specialist with clinics in the City of London, says: “There’s still an unjustified stigma around  hearing issues, which is why only 10% of people with hearing loss do anything about it. Yet  you wouldn’t dream of ignoring failing eyesight.” 

Changing this culture starts with recognising hearing health as essential to staff wellbeing. The impact of poor workplace acoustics 

Individual hearing care is only half the story. A holistic approach is essential.

Studies show the impact of poor acoustics on productivity. The World Green Building  Council reports background noise can reduce output by up to 66%. A UK study found three  in ten employees regularly lose focus due to workplace noise. 

Practical steps employers can take 

Coen recommends a two-pronged approach: hearing health checks and acoustic  improvements. 

“From a hearing health perspective, there’s a lot you can do on site,” he says. “More  complex cases may need follow up in a specialist clinic, but what matters is that on-site  screenings are carried out by clinicians who know what to look for.” 

Workplace acoustics are important, too. “Improving them is a meaningful step,” says Coen,  “especially in workspaces where poor noise management affects concentration or  confidentiality.” 

Prioritising hearing health not only has many practical benefits for an employer, but it also  shows employees they are valued and helps to future-proof their wellbeing beyond the  workplace.

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You can meet Laurence Coen, co-founder of Hearology® in person as he’ll be exhibiting at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCel in London. It’s Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. 

You can find out more and register to attend here.

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First Bus has taken a progressive, proactive approach to Financial Wellbeing, which goes far beyond the typical offering of giving employees access to financial advisors, or pension consultants, or running a few webinars. 

This is driven, in no small part, by the passion of ED&I director, Gareth Hind. While he absolutely understands the imperative of a business case and ROI, he is just as committed to the “human impact” of supporting colleagues, which sometimes cannot be definitely measured.

“The ‘human’ return is that we can have a real impact on real people,” he says. “Of course, we have to make sure there’s a financial return. But we need to be playing the long game, not just the short game. Not just grabbing headlines or a PR opportunity. In fact, if I feel it is about a headline, I will stop; I will not do things to grab a headline. We want to make a difference and ensure this difference is real and sustainable.”

In a world of PR sound bites and endless press releases, this attitude is refreshing.

So what has First Bus invested in?

One of the investments Hind describes as “most important” has been in training employees to be Money First Aiders. The concept of this is the same as Mental Health First Aiders but in relation to destigmatising the taboo of talking about money, rather than mental health. 

The company started rolling out this training to 300 key members of staff in January, including all Mental Health First Aiders, Wellbeing Champions and Line Managers, following a pilot. The training is online and takes three hours.

“This is all part of our preventative wellbeing plan,” he says.

Money First Aiders

Money First Aiders signpost colleagues to resources available at the company. “They’re there to support, but they are not counsellors, just like Mental Health First Aiders aren’t,” says Hind. “We find the peer to peer approach is really powerful because colleagues are unlikely to open up to Leadership or HR.”

Another initiative Hind has spearheaded is a period positive perspective. First Bus is the first national bus operator to take this perspective and provide menstruation products in all its toilets, for colleagues and customers alike. The bus company has partnered with social enterprise Hey Girls to do this, a social enterprise that donates 100% of its profits to funding the fight to eradicate period poverty. For every product they sell, they’ll donate a product to people who need them. 

Real Living Wage

A third initiative First Bus has introduced is its commitment to being a Real Living Wage employer; again this makes it the first national operator to take this step. The company signed up as a Real Living Wage employer on April 1^st 2024, which meant that as a result, 1,300 members of staff received a pay increase to take them to the RLW. First Bus is committed to the scheme, and will continue to renew its accreditation this year, meaning all employees will continue to be paid the RLW.

Apprentice pay

Additionally, First Bus is also looking at the pay of apprentices, who aren’t technically covered by the Real Living Wage initiative. 

“But we’ve said we’re not going to leave anyone behind and from April 1st all apprentices will be paid the RLW too. The fact that they’ll receive a decent salary from day 1 is going to have an incredible impact. They’ve told me it’ll mean real improvements to their lives like buying their first car or can move out of their parents’ home,” he says.

First Bus is not the only employer to recognise the importance of looking after the financial wellbeing of its employees, especially its lower paid workers on the coal face delivering the service. John Lewis also announced earlier this month that it would be investing £114 million in pay rises. 

Employees need good (financial) wellbeing to perform

Its interim Chief Executive Jo Rackham outlined the clear business case, explaining that customer service is a differentiating factor for the retail brand, inferring that employees must be happy and healthy in order to perform best; something they can’t do if crippled by money worries.

The fact that several retailers – like Curry’s, Marks & Spencer, B&Q, Sainsbury’s and Costa Coffee – have also recently introduced inflation-busting payrises suggests they also recognise the important correlation.

Overall, employee reaction to First Bus’s Financial Wellbeing initiatives, which make a tangible difference to their finances, has been “really positive”, says Hind, adding “they make employees more loyal and have a more positive sentiment towards our business which is really important and measured in our survey.”

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Artificial intelligence (AI) is transforming the workplace in ways that go beyond efficiency and automation – it is also shaping how we design spaces to support employee wellbeing. As organisations place greater emphasis on health, comfort, and productivity, AI is proving to be a valuable tool in creating environments that prioritise people.

From optimising office layouts to improving indoor air quality, AI is enabling workplaces to be more responsive to employee needs. By analysing data on movement, space utilisation, and environmental conditions, AI can help create offices that are not just functional but also conducive to mental and physical wellbeing.

AI-powered office design for wellbeing

Enhancing environmental comfort

AI-powered sensors can regulate lighting, temperature, and air quality in real time. Smart climate control systems adjust office conditions based on occupancy levels and personal preferences, ensuring a comfortable environment that reduces stress and fatigue. By maintaining optimal air circulation and reducing pollutants, AI-driven ventilation systems contribute to better respiratory health.

Smart space utilisation for better work-life balance

AI can track office usage patterns to determine the best workspace configurations. For example, if data shows that employees prefer quiet zones in the morning and collaborative spaces in the afternoon, AI data can help businesses reconfigure office layouts accordingly. This level of adaptability promotes a better balance between focused work and social interaction, reducing burnout and enhancing productivity.

AI-driven ergonomics and personalised workstations

Posture-correcting office chairs and height-adjustable desks powered by AI are becoming increasingly common. These systems analyse employee behaviour and suggest ergonomic adjustments to improve comfort and reduce strain. AI-driven wearables can also track movement and suggest breaks or stretches to prevent musculoskeletal issues.

AI in workplace wellbeing programs

Mental health and stress management

AI-powered wellbeing platforms provide real-time insights into employee stress levels. Chatbots and digital wellbeing assistants can offer mindfulness exercises, personalised stress-relief techniques, or recommend breaks based on detected patterns of stress and fatigue.

Data-driven decision-making for wellbeing initiatives

HR teams can use AI analytics to assess the impact of workplace wellbeing initiatives. By analysing employee feedback, absence rates, and performance data, AI can highlight areas for improvement and suggest interventions tailored to workforce needs.

AI-powered wellness apps

From virtual fitness coaching to guided meditation, AI-driven wellness apps offer personalised support for employees. These tools help integrate wellbeing practices into the workday, promoting healthier habits and enhancing overall job satisfaction.

The future of AI in workplace wellbeing

As AI continues to evolve, its role in workplace wellbeing will only expand. The integration of predictive analytics, real-time adjustments, and personalised wellbeing solutions will create offices that are not just smart but also deeply attuned to the needs of their people.

By leveraging AI, organisations can create work environments that foster wellbeing, productivity, and engagement – ultimately leading to healthier, happier, and more motivated employees.

For businesses looking to enhance workplace wellbeing, embracing AI-driven design is no longer a luxury but a necessity. The future of work is human-centred, and AI is playing a crucial role in shaping that future.

Read Interaction’s original article here.

You can meet Interaction in person at The Office Event where they’ll be exhibiting. The Office Event is a unique and timely trade show with free-to-attend content that offers a one-stop-shop for organisations who are rethinking their approach to workplace design, workplace experience and facilities management. Now in its second year, The Office will take place on 7th and 8th  May 2025, at ExCel in London. Co-located with The Watercooler Event for the full 360-degree workplace culture and employee wellbeing experience. You can find out more here.

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After we published a recent article on the backlash facing DEI in the corporate world, we received a message from Sofi Musleh, International DEI Business Partner, Docusign, a long-established DEI strategist and senior leader. Sofi challenged us to consider how our framing might unintentionally suggest that DEI professionals were in some way at fault for the backlash we were reporting on.

Curious and open to feedback, we spoke to her to hear more. (Sofi is also speaking at The Watercooler Event on 7th and 8th May 2025 at ExCeL in London).

In Sofi’s words:

“I tried to read your coverage with the lens of someone outside the DEI world. What came across was a subtle suggestion that DEI has failed and now organisations are stepping in to do it ‘better.’ As someone who’s worked in this space for nearly two decades, I felt a familiar sting.

That sting comes from working in a field that has always required navigating tensions: pushing uphill, as I often put it, while trying not to isolate anyone and meeting the expectations of everyone around inclusivity and the right to be heard. 

The DEI profession has always required a careful balancing act: remaining inclusive while also standing firm on issues of justice and dignity. And yet, there are moments where that commitment to including every perspective may have gone too far.

No free speech without consequences

Take the example of trans rights. By entertaining the idea that someone’s right to exist can be up for debate, we unintentionally legitimised transphobia. We would never tolerate overt racism or sexism being defended as ‘opinion’ in the workplace; so why do we apply a different standard when it comes to gender identity? 

I found that many practitioners in the field were reluctant to walk that tight line. ‘You’re entitled to your beliefs,’ I have often told others.

‘But in a professional environment, you are not entitled to act on those beliefs in ways that disrespect others.’

There’s no free speech without consequences; especially not in the workplace. That said, another approach of mine is to welcome those very difficult conversations that many people are afraid to have with others. I’ve coached leaders, for example, who have told me they don’t believe in women’s rights at work and displayed misogynistic thinking. 

The DEI pendulum will swing back

I try to explain to them why I believe they are wrong. But, at the end of the day, it comes down to saying to them that if that’s what they believe – fine – but what they can’t, then do is, for example, refuse to have gender representation metrics.

I believe that with this DEI backlash the pendulum will swing back and balance out. Perhaps it’s true that we may have tried to embrace our ‘whole selves’ a little too much at work, and that will play a part in the rebalancing. Going forward we must keep talking, like this, and we must allow ourselves, and each other, grace.

DEI work demands immense emotional intelligence and resilience, especially when those leading it come from historically marginalised backgrounds themselves. 

Many DEI professionals have personal stakes

Many of us in this space have deep, personal stakes in the work. That can be both our power and our challenge. We must learn how to tell the story of our scars, not our open wounds.

That distinction is critical. If you’re so triggered by someone’s ignorance or rejection that you lash out, it may be a sign you need healing. DEI professionals are often called to be the bridge, to work with those who don’t yet believe in the value of what we do. If you’re burning with unprocessed pain, this role can burn you out.

I’m not suggesting people leave the profession, but rather, that they find appropriate outlets for their activism. If you’re passionate to the point of deep emotional distress, consider an NGO or activist group where that fire is fuel. 

Be aware of the DEI purpose

But within corporate spaces, you need to be strategic, measured, and deeply aware of your purpose: to make the workplace better for everyone in that workplace, and ideally for those who are connected to it externally . 

I still wouldn’t say that I know everything there is to know about DEI because the field is constantly evolving. It’s constantly growing and…unless you’re constantly updating your knowledge about it, about the geopolitical currents that ebb and flow daily, the lay of the land when it comes to employment law and regulations, you will never be as experienced and as knowledgeable about it as you would like to be.

DEI is evolving, imperfect and hard; not reasons to walk away

So, having the humility in accepting that you don’t know everything there is to know about the subject is the first step. It’s about allowing the vulnerability of not being the subject matter expert at times, even though you are the “subject matter expert”, and allowing that to come through without shame.

Sometimes, just existing – being visible as a queer woman, as a Palestinian, as someone disabled – is resistance. I don’t have to be on the front line of every protest. My existence, my voice, my persistence—these are all acts of resistance.

DEI is not static. It’s evolving, imperfect and hard. But that’s not a reason to walk away. It’s a reason to keep talking, to give each other grace, and to remember that growth often comes from discomfort.”

About the author:

Sofi Musleh is a seasoned Diversity, Equity, and Inclusion (DEI) global strategist with over 18 years of experience spanning corporate, public, and non-profit sectors. She has worked extensively in developing and executing L&D, HR, Employee Relations and Engagement and DEI strategies for multinational organizations such as Novartis, Sodexo, and DocuSign, ensuring alignment between diversity objectives and broader political and organizational goals.

A recognised public speaker and thought leader, Sofi has delivered TEDx talks and contributed to high-profile policy discussions on DEI, intersectionality, and inclusive leadership. She serves on the Board of Directors for The Complex Art Centre as well as European Movement Ireland, and previously was a board member for the Irish charity, First Light.

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You can hear her speak at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCeL in London, which is Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. 

You can find out more and register to attend here.

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Navigating DE&I pushback in the new world order

Ruth Jackson, Chief People Officer at The Gym Group, is keen to widen the conversation about Women’s Health among employers at The Watercooler Event this year, in a panel on ‘Empowering inclusive Women’s Health’.

She’s also keen to keep spearheading reverse mentoring and DEI programmes because she believes that a sense of belonging is so fundamental to employees thriving and, therefore, company success.

This panel, in which she is appearing alongside Henpicked CEO Deborah Garlick and Senior People Champion at E.On Matt Grisedale, kicks off Day 1 of the ‘Prevention, Intervention, Holistic & Inclusive Wellbeing’ stream.

We caught up with her ahead of her appearance at The Watercooler…

How much progress do you think has been made when it comes to talking about Women’s Health in the workplace?

Significant progress, but it’s important for us as employers to keep the momentum up and continue to talk about it. Opening up discussions around later life, perimenopause and menopause help to promote inclusive spaces for those women who might not be as open to talking about their health, especially at work.

How do you feel about how menopause is now talked about in work in particular?

We’ve come a long way since the old jokes about ‘give the menopausal woman a fan’ thankfully and people do understand that there’s more to menopause than a hot flush. But there are still lots of other symptoms that are less likely to be talked about or understood.

Like what?

People are reluctant to talk about the more cognitive symptoms like struggling to think straight or experiencing brain fog at work because they fear it might make them look like they’re not coping or are perhaps not capable. It’s important we encourage these harder conversations as the symptoms are real and valid so it’s essential to keep them top of mind to properly understand what is going on and how we can support women in the workplace.

Is there anything that frustrates you about how menopause is talked about nowadays?

For me, it’s not just about having a policy or shouting about a policy, it’s how you put them into practice.

Tell me how you’ve gone beyond just having a policy…

In 2023, we introduced ‘Female Health First’, a programme aimed at women’s health and fitness. Through the programme, we’ve given cohorts of our PTs and gym managers – both male and female – in-depth training about the female body and what that means for exercise and fitness.

What are you finding is the best way to support women going through perimenopause or menopause?

Although there’s a lot more discourse now around perimenopausal women and needing to approach fitness training differently, many women still don’t know what that means or looks like in practice.

Every woman should know about how her body works, which is why we partnered with The Well HQ to support our teams with the right education and, in turn, women in our gyms.

What areas of women’s health are you focused on in addition to menopause?

We’re extending our programme to look at menstruation, pregnancy and fertility, and postnatal health which are other important phases of a women’s life. We are also encouraging our PTs to create networks and communities in our gyms to help create inclusive spaces for women.

What kind of feedback did you get from your PTs about the programme aimed at women?

Around 60% of our PTs are male, making up the large majority, so we knew it was important to equip with them the information they need to be able to better support their female clients. The response we have received has been brilliant, with many feeding back that the programme has given them the confidence to be able to talk to midlife women effectively and better support their members about topics that they might have previously struggled to navigate.

Your company has also embraced reverse mentoring, through working with Patrice Gordon, who we’ve written about before. Tell us more about that…

We wanted to ensure that our diversity policies were put into action and not just spoken about. We brought in Patrice – who is a bundle of energy! – to help us support diversity in our workplace authentically and genuinely. Our first cohort have just completed the reverse mentoring programme, and another is about to begin.

How did the reverse mentoring actually work?

For our initial pilot, we paired senior members of the executive committee and leadership team with more junior staff from different ethnic backgrounds.

When taking part myself, I was mentored by someone from our gym support team who comes from a Caribbean background. We talked about the differences in our experiences growing up, and how that’s impacted us in terms of our confidence at work or our approach to the workplace.

I was interested to hear about how that shows up for her at work and what the workplace could do differently to make sure she feels a sense of involvement and inclusion. This experience reinforced how important it is that employees feel they have a voice and a voice that’s listened to. She told me about her past working experiences where she felt completely overlooked and dismissed. At The Gym Group, she says she has a real sense of belonging which is exactly what we want to hear.

Has reverse mentoring changed the way you approach your job?

The biggest learning for me in my role is the importance of the ‘sense’ of belonging. And that’s a question that is constantly on my mind: how do we make sure that everyone feels that they belong The Gym Group so that they can be at their best?

Reverse mentoring really makes you consider how people might be impacted differently and what belonging means to each individual. The conversations I’ve had as a result of the reverse mentoring has helped me to automatically consider this as part of my processing.

Are you standing as firm on DEI despite the current backlash, emanating from the US and affecting some employers here in the UK?

I’ve talked about this at length with my CEO, my colleagues on the senior leadership team, and our EDI manager. We have a leadership team that is very supportive of the diversity agenda and it remains incredibly important to us as a business.

What are you most looking forward to about the Watercooler?

I’m most looking forward to the opportunity to talk to likeminded people about topics I feel passionate about. As well as being on a panel with Deborah Garlick, CEO of Henpicked, because I really respect what she’s done in the menopause space and I’m proud of the progress we’re making in this space at The Gym Group.

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You can hear Ruth speak at The Watercooler Event, which takes place on 7th and 8th May 2025 at ExCeL in London, which is Europe’s leading trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. She’s speaking on Day 1, as part of the Prevention, Intervention, Holistic & Inclusive Wellbeing stream.

You can find out more and register to attend here.

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Women’s Health: ‘the fact that careers are still being so held back simply because you’re a woman is shocking to me’

Significant barriers are faced by LGBTQ+ professionals at every stage of their careers, according to a new report from Pride in Leadership which exposes widespread homophobia in UK workplaces.

The report, called Barriers to LGBTQ+ Career Progression in the UK, is the first of its kind which combines qualitative and quantitative data from over 1,000 LGBTQ+ professionals. 

85% of respondents said they have encountered career obstacles due to their identity, ranging from discrimination in promotions and a lack of LGBTQ+ representation in leadership, to verbal and physical attacks at work.

‘Stark’ lack of LGBTQ+ data

Claire Ebrey, co-founder of Pride in Leadership, and founder of On The Level Consultancy said: 

“While other areas of diversity have been studied extensively, there has been a stark lack of data on LGBTQ+ experiences in the workplace until now. We hope it will drive real change, empowering organisations and policymakers to create truly inclusive environments where LGBTQ+ professionals can achieve their potential.”

The report also shows that the challenges intensify as careers progress, with one in four LGBTQ+ business owners or entrepreneurs reporting experiences of workplace abuse.

Denied job opportunities

More than half (56%) of respondents said their LGBTQ+ identity influenced their career choices, steering them away from certain industries, roles or locations due to fears of discrimination or lack of support.

16% believed they had been denied job opportunities because of their identity and a quarter of respondents had turned down job offers, or refused to apply for roles, in geographical locations they deemed less LGBTQ+-friendly, such as the Middle East.

One respondent, for example, said an employer commented that “they didn’t want poofs working for them”, and another said a company director changed their stance upon discovering they were gay and HIV-positive.

A third don’t disclose

Due to these obstacles, 32% said they never disclose their identity to clients or customers. 

The report calls for urgent reforms, including stronger legal protections against workplace discrimination, greater transparency in hiring practices, and more inclusive leadership. 

Matt Haworth, co-founder of Pride in Leadership and Digital Entrepreneur of the Year award winner, said: 

“This research reflects what I’ve seen as a gay leader. From homophobia in meetings to being invited on trade missions to a country where I could be sentenced to death just for being me… the playing field is far from level.”

Despite DEI backlash, now not time to cut back

Haworth added that, despite the current DEI backlash emanating from America, “now is not the time for organisations to step back from EDI initiatives”.

“We need renewed commitment. Everyone deserves a fair chance to succeed – regardless of who they love or how they identify,” he said.

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Still on the fence about joining us on 7–8 May at ExCel London for The Watercooler Event and co-located The Office Event? Or perhaps you’re planning how to make the most of your time whilst you’re at the show?

In this final preview of our event series, we’ve rounded up nine powerful, interconnected themes that the free-to-attend conference and workshop sessions will explore—each designed to prepare you for a world of work where change is the only constant. From strategic insights to practical takeaways, sessions have been carefully curated to help you navigate uncertainty in an increasingly volatile world, support your people more effectively, and unlock their full potential—now and into the future.

Now in its fourth year, The Watercooler Event brings together two days of cutting-edge thinking on employee health, wellbeing, workplace culture, engagement and leadership. It’s where ideas are exchanged, connections are made, and the future of work takes shape. With The Office Event running alongside, you’ll gain the full 360° perspective on the evolving workspace and workplace experience—from people to place, and everything in between.

I’ve listed some of the sessions linked to these themes, but the list is not exhaustive. There are three main stages and three workshop theatres. To find all of the sessions relevant to your information needs, take a look at the full agendas here and use the filter tool to navigate.

1. Productivity now belongs in the wellbeing conversation

Productivity is a vital pillar of the future of work—yet for years, it was often viewed as being at odds with workplace culture, employee health, and wellbeing. That mindset is shifting. There’s now a growing recognition that supporting employees isn’t just a moral imperative—it’s a strategic one, with tangible benefits for both people and performance. This shift also reflects an increasing recognition that, to maintain investment, employers need to find ways to prove ROI. Focusing on how initiatives support productivity and performance is one way to do this. Some of the sessions that will hone in on this crucial theme include:

• The future of work 3.0 – the workforce, workspace and the tech that enables it with Phil Askham, Head of Organisational Change & Employee Experience, Montfort Communications and Geoff McDonald, Former Global VP HR Unilever & Director, Geoff McDonald Consulting
• This Time No Mistakes: How to Remake Britain – is personal autonomy the key to mental wellbeing? with Will Hutton, Author, This Time No Mistakes and Mark Malcomson, Principal and Chief Executive, City Lit
• Workplace design and productivity – the art of balancing the two together – with Ana Stanojevic, Principal & Practice Group Manager – Workplace, Arcadis, Chris Moriaty, Co-founder, Audiem and Caroline Pontifex, Director, Head of Workplace & Design, Savills

2. Inclusivity: a non-negotiable

While political and cultural pressures from the US are leading some organisations to pull back on inclusion efforts, much of the content at both The Watercooler and The Office Events emphasises that inclusivity remains a cornerstone of the future of work. For anyone experiencing push back, the strategies and practical tips shared will provide you with valuable insights to bolster your approach including:

• Prioritising inclusive mental health and wellbeing programmes as a strategic imperative to deliver real benefits with Claire Wilkinson, HR Lead – Wellbeing, ERGs and Functions – Europe & India, Aecom, Marcus Herbert, Senior Wellbeing Manager, Royal Mail, Inês Reis, Head of Diversity, Equity & Inclusion, Wellbeing & Employee, Fujitsu and Craig Redihough, Group Belonging & Wellbeing Manager, Sky
• Empowering inclusive women’s health & wellbeing – taking a wider approach – with Ruth Jackson, Chief People Officer, The Gym Group, Matt Grisedale, Senior People Champion, E.On and Deborah Garlick, Director, Henpicked
• Why accessibility and disability inclusion is everyone’s business – the CCEP journey – with Mohammed Koheeallee, QESH Coordinator & Lead Accessibility Ambassador, Coca Cola Europacific Partners
• Author Spotlight: Why gender equality is the best thing to happen to men – with Dr Michelle Penelope King, Author, The Fix & How Work Works

3. Personalisation and data: turning insight into impact

A growing gap exists between the health and wellbeing support employees need and what’s currently being provided. As the future of work moves beyond one-size-fits-all solutions, personalisation is no longer a luxury—it’s a necessity. But making that shift isn’t easy. It requires smart, data-driven strategies that translate insight into meaningful action. At the event, sessions that will explore practical ways to bring personalised, data-led strategies to life, helping organisations meet diverse needs while driving better outcomes and tracking impact include:

• Inclusive and personalised rewards and benefits – why data is the key – with Alex Shaw, Managing Director, &Me by Holland & Barrett, Lisa Aslam, Principal Benefits Manager, Total Rewards, Workday, Astha Mittal, Director- Global Benefits and Mobility, Wella Company
• Leveraging the power of data to bring the ‘people and place’ worlds together – with Jamie Davis, Director of Workplace Strategy, Fidelity International, Leah Jones, Deputy Director Workplace Experience, Government Property Agency and
• Data-driven approaches to support staff based on their intersectionality – with Nina Goswami, Head of Inclusion UK, Clifford Chance, Stephen Haynes, Director of Wellbeing Consultancy, British Safety Council, Wendy Macartney, Senior People Partner, Nedbank Private Wealth International and Arti Kashyap-Aynsley, Global Head of Wellbeing & Inclusion, Ocado Group

4. Prevention, early intervention & the power of AI

As the UK government urges employers to play a greater role in their push to “get Britain working”, workplace culture, health, and wellbeing have become national priorities. With stress, burnout, and long-term sickness on the rise, organisations must act—moving beyond reactive support to adopt proactive, preventative strategies. By investing in prevention and early intervention, employers can also build healthier, more resilient teams while reducing costs and boosting retention. And when AI enters the equation, the potential to personalise and scale these efforts grows exponentially. Explore how to harness this powerful combination in sessions focused on practical, future-ready solutions including:

• Employee assistance – what to expect from the next generation of EAPs with Dr Catherine McKinven, Clinical Lead, Lyra UK & Ireland
• AI: the key to beating burnout and boosting productivity? with Peter Cheese, CEO, CIPD, Kirstin Furber, People Director, Channel 4 and Petra Velzeboer, CEO Founder, PVL
• How businesses can reduce absence by supporting musculoskeletal health in the workplace with Lina Chauhan, Musculoskeletal & Ergonomic Specialist – BA Health Services, British Airways
• Proactively supporting global employee mental health and wellbeing with Kristina Adey-Davies, Head of Wellbeing & Inclusion – Global, Freshfields, Fergal O’Connor, Finance Director EMEAI Finance & Accounting, United Airlines and Stella Gavinho, Group Head of Wellbeing, Entain
• How employers can support the government’s shift to preventative healthcare with Gethin Nadin, Chair, Policy Liaison Group on Workplace Wellbeing and
• The link between the food we eat and our health crisis – what employers can do to help with Dr Dolly van Tulleken, Visiting Scientist, MRC Epidemiology Unit & Centre for Diet & Activity Research (CEDAR) and Faraz Shoghi, Senior Service Manager – Occupational Health, Jaguar Land Rover

5. Wellbeing 3.0: integrating health, culture and performance

In her article “The Next Evolution of Wellbeing is About Performance,” Rachel Fellowes, Chief Wellbeing Officer at Aon, charts the evolution of workplace wellbeing—from its early, well-meaning beginnings (Wellbeing 1.0), to a more structured yet siloed approach (Wellbeing 2.0), and now to Wellbeing 3.0: a fully integrated, strategic model that connects employee wellbeing directly to both people and business performance. This next evolution embraces the full spectrum—physical, mental, social, environmental wellbeing, and job design—and recognises that lasting impact comes from weaving wellbeing into the fabric of organisational strategy. At the event, sessions will bring this to life, exploring how workplace culture, health, skills, engagement and employee experience can come together to powerfully shape the future of work including:

• How to create a thriving workplace culture and survive a toxic one with Jason Bloomfield, Global Head of People Change & Experience Design, Ericsson and Barbara Jeffery, Partner, McKinsey & Company
• Building a skills-based environment to effectively train and retain talent and underpin employee health and wellbeing– with Rob Baker, Founder, Tailored Thinking
• Building a thriving workplace – psychological safety and employee wellbeing – with Carole Spiers, Chair, International Stress Management Association (ISMA) and Carole Smets, Change Management – Head of Corporate Sustainability, Pernod Ricard

6. From boomers to zoomers: thriving in a multi-generational workplace

As AI and new technologies reshape the way we work, the generational divide in the workplace is becoming more pronounced—bringing different values, expectations, and communication styles to the forefront. Employers must understand and meet the needs of the younger generations entering the workplace, whilst also navigating changing workplace dynamics and fostering collaboration. If you’re looking for practical ways to navigate this complexity and drive long-term success across all demographics, don’t miss these insightful sessions:

• Understanding and supporting the next generation and their relationship with work – with Dr Eliza Filby, Author, Inheritocracy and Dame Carol Black GBE, Independent Adviser & Chair, Centre for Ageing Better
• Mind the workplace gap – from boomers to zoomers – with Emily Warren, Director – Inclusion, Diversity & Wellbeing, Avanade, Matt Wood, CEO, Millwood Servicing and Ronen Journo, Head of European Management Services, Hines
• From Boomers to Gen Z, Integrating Fitness into Workplace Wellbeing – with Matt Hatcher, Director of Business Development, Hussle and Colin Campbell, Top 1% Podcast Host

7. The ever-more pivotal role of leadership

In today’s evolving world of work, one thing is clear: leadership makes the difference. Employers are increasingly recognising that building thriving teams requires more than policies and tick-box exercises. Investing in leadership development isn’t just about individual capability; it’s a powerful lever for breaking down silos, fostering psychological safety, and embedding a culture of engagement and trust across the organisation. Mainstage sessions and hands-on workshops will bring cutting-edge strategies to life, offering practical insights to help leaders at every level make a lasting impact including:

• Overcoming silos to embed health and wellbeing – by focusing on leadership development – with Fiona McAslan, Head of Wellbeing, Royal Mail Group, Gary Acheson, Head of L&D, Rapport and Polly Joseph, Talent and Wellbeing Partner, Hollywood Bowl Group
• Cadent case study – the Manager’s Role in Creating Psychological Safety – with Rebecca Eaton, Head of Occupational Health & Wellbeing, Safety, Health, Environment & Security, Cadent and Eileen Donnelly, Founder, Ripple&Co
• Refill the cup – a guided rest for people leaders – with Lee Godwin, Head of Sales EMEA, Modern Health and Anne-Sophie Fluri, Founder, Brainwave
• How to create Psychological Safety through compassionate leadership – with Dr Natalie Isaia, CEO & Founder, Empresa Psychology

8. Rising costs and the growing demand for financial wellbeing

With inflation still stubbornly high, energy prices climbing, and uncertainty around US trade tariffs looming, financial pressures are mounting—for both individuals and organisations. It’s no surprise that financial wellbeing is top of mind for many, with 25% of pre-registered attendees for The Watercooler Event highlighting it as a key area of interest. Alongside this, the rising cost of health insurance and the increase in NI contributions are becoming increasingly urgent concerns for leaders seeking sustainable ways to support their teams. If you’re looking for strategies to navigate these financial challenges while still investing in employee wellbeing, sessions focused on these critical issues include:

• Focus on prevention – tackling rising employee healthcare costs through a holistic approach – with Lauren Lunniss, Health & Wellbeing Lead, BNP Paribas, Luke Bullen, VP, UK & Ireland, Wellhub and Katharine Moxham, Spokesperson, Group Risk Development (GRiD)
• Building a financially fit workforce in 2025 through tailored benefits – with Jane Clifford, People Director, Brewers, Gary Kindon, HR Director, Teva and Claire Blomley, Senior Benefits Manager, Teva
• Financial wellbeing that works – practical strategies for HR and reward leaders – with Katy Henrickson, Co-Founder, WellFi

9. Connection and community: rebuilding belonging in the modern workplace

In a world that’s more digitally connected yet often more emotionally disconnected than ever, the need for genuine community has never been more urgent. The content across both The Watercooler and The Office events speaks directly to this challenge—highlighting the power of human connection in shaping healthier, more inclusive and engaging workplaces. Professionals from across Wellbeing, Benefits, Occupational Health, Health & Safety, L&D, Employee Engagement, Culture & Transformation, Workplace Experience, Design and Facilities are invited to come together at The Watercooler to break down silos, spark collaboration, and reimagine what a truly connected workplace can look like.

This is just a taste of what’s on offer. For the full experience, take a look at the full agendas on the website, plan your day and join us in person on 7th and 8th May at Excel.

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Content, networking, launches and competitions at The Watercooler Event

From strategy to solutions: what to discover at The Watercooler and The Office Events

It’s increasingly recognised as a given that investing in managers’ wellbeing is investing in the future of a business (as explored in this feature on how to support line manager better).

However, what can Health & Wellbeing do about the unavoidable reality that line managers today have so many different responsibilities that they often feel overwhelmed, and in this state it can be harder to support others effectively? (In this feature, we explore the possible reasons behind why line managers, according to research, are seemingly struggling to support employee wellbeing.)

As we discussed in this article, the first essential steps are using data to organise the right line manager training, setting up measurement frameworks and using the right language to describe your goals and solutions.

But, once training is in place, what can Health and Wellbeing professionals do to make sure the learnings actually stick?

Here are some ideas…

1. Make sure managers understand what resources are available 

In particular, ensure they know which Mental Health experts they can signpost to, so they don’t feel the pressure to be a Health and Wellbeing expert themselves (which is a common fear).

Deborah Wilson, Country Manager UK and ROI, Lyra Health, says: “an area where many employers struggle is empowering their managers through the EAP; helping line managers understand what services it can offer, how it can benefit them but, more importantly, how it benefits their employees who might be looking to them.”

This issue of ensuring line managers know what resources are available, and where to signpost people, has become even more pronounced in the age of digital media and information overload.

“15 years ago we didn’t have such a huge amount of information but now we have information coming from everywhere, all the time,” says Rachel Lewis, Managing Partner at Affinity Health at Work. 

“Often employer wellbeing portals are massive with loads of benefits but no one knows where to start, or how to find the right ones. Line managers are vital here. They are the gatekeepers and can recognise what is happening with their team members and what they need.”

2. Ensure line managers know they can use the EAP to support themselves to support their team

Wilson continues: “line managers can call in to an EAP and speak to a counsellor straight off the bat and just say ‘I’m faced with this situation and I don’t really know what questions to ask or what to say’.”

This is an effective, quick way to get personalised, expert information and ensure that anything a line manager does say is sensitive and well thought through.

“And who better to speak to than a counsellor who’s going to be empathetic and do this day in day out? It’s like having a subject matter expert on hand to coach you through it and support you, considering you as an individual and giving you that personalised care yourself.”

3. Power of role play

Even before a line manager gets in a situation where he or she may benefit from calling the EAP to get coached through a situation, encourage them to role play scenarios before the event happens.

“One of the best things managers can do is call the EAP with a scenario and go through the process, to understand it,” says Wilson. 

“We always encourage that. Employers should ask managers to do this as part of their onboarding because it brings the process to life and managers will face a lot of different scenarios during their career from loss to child related issues.”

The big advantage of doing it in a role play situation is that the manager will not be in fight or flight mode (as would often be the case in a highly charged situation with a direct report) so would be able to think, process and absorb the information better.

“It can be difficult to talk about these topics in the heat of a situation,” adds Wilson.

4. Don’t treat training like a ‘one and done’

We talk a lot here about how Health and Wellbeing cannot be a ‘one and done’. But many employers are struggling with how to keep the training, learnings and behaviour visible – hence the rise of the phrase ‘Visible Wellbeing Leadership’.

One way Kamwell suggests in its training that is essential to do this is to focus on supporting line managers to “lead with energy”, as energy is contagious. Put high energy out there, you’ll get high energy back. The opposite is also true.

Kamwell’s third module looks at supporting line managers by learning about sleep, rest and resilience, all of which will help sustain energy.

5. Train line managers earlier

One of the reasons that line managers often feel out of their depth (apart from the growing number of different tasks landing on their desk, not just Wellbeing) is that, often, they haven’t had training in people management before they get promoted.

Some companies are trying to address this in order to increase the quality of line managers and to help them hit the ground running in their new roles. This means identifying potential top people-managing talent early on, and nurturing them towards a management role.

6. Focus on building the team, not just the individual 

As this article on resilience concludes, the consistent message from all contributors has been that resilience can’t happen in isolation. It happens as part of a wider community. That means that whilst it’s important to have processes for supporting individuals – whether that be through line manager training or an employee with career plans and feedback – ultimately one of the most powerful things you can do is consider the team as a collective.

“This is what we’re doing at Osborne Clarke; focusing on creating strong, thriving, resilient teams,” says Jo Forbes, Health, Safety & Wellbeing Strategy Manager, Osborne Clarke.

This involves, as Forbes says, listening to what team members say about their working environment and then “taking action to maintain the things people value and change the aspects causing them unnecessary stress. In this way, we can continually improve working life for our people”.

7. Develop sustainable work allocation processes and working practices

These are also focus areas for Osborne Clarke. 

“We’re making sure our work allocation processes amongst our legal teams are fair so that people have equal opportunity to do the best work and that there is an even spread of work across the teams,” says Forbes.

The law firm is also looking at its ways of working, trying to build in best practice around common drains on people’s time like inefficient meetings and too many emails.

“It is so important that we make meetings and emails as efficient as possible so people have enough clear time in their working day to focus and progress their priority work. If they are able to do this more, it will not only lead to smarter performance but should reduce their stress levels too,” she says.

“So, for me, it’s about creating resilient and sustainable teams by first and foremost looking at the underlying causes of workplace stress and changing processes and working habits where needed. If the underlying causes are not addressed, ‘resilience training’ for individuals can only ever have limited impact.”

8. Create a peer to peer supportive network

Gary Acheson, Head of Learning & Development at Rapport Guest Services, believes that one of the “biggest benefits” from the line manager development programme he saw was “the network of peers and managers” created from the classroom learning.

Similarly, Jane Clifford, People Director, Brewers, says that creating a face to face network of line managers through training has been fundamental in supporting these managers to thrive, so they can support their teams.

As she explains in this article, following survey feedback that showed some managers were feeling lonely being in this management position, she organised for every one of the company’s 200 branch managers to meet face to face last year for training.

The way she’s done this is by arguing the case for creating some face to face training where line managers can come together and meet in person to forge supportive connections with each other. 

Although this is at a greater expense than simply online training, many employers are finding the benefits of doing this for relationship building are very valuable. 

In its work with Gatwick Airport, too, Affinity Health at Work gave managers access to a follow up programme of activities for six months after the initial two day training. This included group coaching sessions which also built on community, maintaining connections and sharing learnings.

9. Create content that supports line managers

“We’re lucky that we have a videographer in the business,” says Clifford. 

She explains that even a short video of two employees talking to each other about mental health can make the idea of having a chat at work about these topics at work less intimidating and normalise it, making it easier for line managers trying to broach these topics with team members. 

“It helps people feel like ‘oh look, there’s Michael and Gemma talking about it’ and imagining themselves talking about it,” says Clifford.

10. Don’t write any managers off

Lewis says that just because these skills don’t come naturally to all line managers, does not mean they can’t be taught. “It’s not that some managers can do them, and some can’t. Managers can be trained to show these behaviours,” she says.

In actual fact, training can have the most benefit for those managers who struggle most with people management. Lewis gives the example of working with Gatwick Airport. The programme created for their leadership was particularly effective for managers who were rated lower by their colleagues at the start.

11. Hold managers accountable

There’s much talk of wellbeing-related KPIs and managers being held accountable for their team’s wellbeing, but less employers actually doing this yet.

Professionals like Arti Kashyap-Aynsley, Global Head of Wellbeing and Inclusion at Ocado, believe this is a good idea:

“Ultimately it’s a part of their responsibilities as the manager and they are held to account on those principles at Ocado,” she says.

At Bowel Cancer UK, wellbeing questions are now formally built into a line manager’s one to one team discussions. It’s a requirement that the line manager now asks the employee ‘how is your wellbeing? How are you feeling?’.

“This opens up conversations so people feel more confident about sharing information,” says Kate Sarama, Head of HR, Bowel Cancer UK. “We find that if it’s on a form, it’s a bit easier because the line manager has almost got a script and the employee will know it’s coming.”

12. Empower your line managers to make necessary changes

If you make line managers accountable, but don’t empower them to be able to effect any change in their team’s jobs, then you will breed resentment and a sense of powerlessness amongst them.

Line managers should take responsibility for identifying any damaging pressures being put on an employee, then have some way to mitigate these pressures. For example, they should have some say in work and job design and be able to reduce the negative impact of certain environmental factors.

This can be a tricky balance to strike. As Sarama says, line managers at the charity are “empowered to a certain degree but if it concerns work that has been agreed for the year, and is in the schedule, then they would have to refer the matter up to the senior leadership team”.

So, it’s important there is a clear pathway in place for these situations. The worst thing a line manager can do is identify an issue and then do nothing, or be able to do nothing

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