We’re in the midst of a quiet transformation. Wellbeing – once a fuzzy, feel-good HR talking point – is now a boardroom priority, a strategic KPI, and a bellwether of an organisation’s resilience. But as we evolve from reactive to preventative approaches, a core question remains: how do we see wellbeing clearly enough to act on it meaningfully?
Wellbeing is more than a mood
In recent years, workplace wellbeing has matured beyond pulse surveys and mindfulness apps. A growing body of evidence, from the OECD to the World Happiness Report, argues that wellbeing is multifaceted: spanning the physical, emotional, financial, relational, and even philosophical domains of human life.
The most progressive organisations now understand that wellbeing includes:
- Subjective factors (life satisfaction, sense of purpose)
- Objective metrics (sick leave, turnover, productivity)
- Relational and social dynamics (inclusion, trust, belonging)
And yet, despite this progress, many wellbeing strategies still struggle with the same challenge: visibility. As Deloitte’s 2024 report puts it, “Reporting on workplace wellbeing has been challenging due to its broad definition”.
The data dilemma: what gets measured gets managed
This is where measurement matters. But not just any data—integrated, real-time, inclusive data. Leaders need a holistic understanding that accounts for the diversity of their workforce, shifts in sentiment over time, and hidden stressors across different groups.
The Work Wellbeing Playbook calls for triangulated approaches—blending quantitative scores with qualitative listening to understand not just how people feel, but why. At Ripple&Co, we’ve found success using tools that capture both immediate pulse-checks and longer-range patterns. One such tool, plato, allows organisations to go beyond surface-level scores and start identifying leading indicators – data that signals future risks, not just past events.
With the right systems in place, organisations can begin to:
- Detect stressors before they lead to burnout
- Tailor interventions for different cohorts (e.g. women, carers, neurodiverse staff)
- Shift from “one-size-fits-all” programmes to nuanced, evidence-based support
From data to dialogue: the power of human insight
But data isn’t the destination. It’s the starting point for dialogue. A spreadsheet can’t fix low morale – but it can open the door to meaningful, co-designed change.
Increasingly, organisations are turning to networks of trained mental first health aiders as a powerful layer of insight. These individuals, embedded across functions, teams and geographies, act as the eyes and ears of an organisation’s emotional pulse. Unlike anonymous surveys, which can feel remote or clinical, mental health first aiders gather real-time, anonymised insights through trusted, peer-to-peer interactions.
They are the boots on the ground. The safe havens where people speak freely. And because their insights are drawn from genuine conversations, not just checkbox exercises, the data they provide is often more authentic and emotionally nuanced.
When used ethically and responsibly, these networks become a dynamic form of grassroots intelligence – providing early warnings, surfacing themes, and helping leadership understand what’s really going on behind the numbers.
Combined with tools like plato, this hybrid approach balances data with humanity, allowing wellbeing to be both measurable and meaningful.
This video is short introduction on why PLATO was developed and the impact it’s designed to make.
A culture of prevention is a culture of care
There’s a cost to inaction. The Deloitte mental health report pegs the annual cost of poor mental health to UK employers at £56 billion, with presenteeism making up the lion’s share. And Gallup research shows that 69% of people say their manager has more impact on their mental health than their therapist or GP.
Yet, when wellbeing is embedded in ESG strategies, leadership practices, and digital tools, the ROI is compelling. One study found that employers see a return of £5.30 for every £1 spent on mental health initiatives.
Ultimately, prevention is not just more ethical, it’s more effective. The organisations thriving in 2025 are those who see wellbeing as a system, not a silo.
The future of wellbeing reporting: from box-ticking to boardroom strategy
If the case for investing in wellbeing is now clear, the next evolution lies in how we report it. Until recently, workplace wellbeing has struggled to earn its place within mainstream ESG reporting – often relegated to a paragraph about “employee engagement” or a few disconnected data points. But that’s changing. The conversation is moving beyond anecdote and intent, towards structured, strategic measurement.
As Deloitte’s 2024 report points out, investors and stakeholders are no longer satisfied with surface-level declarations. They want to know what’s working, where, and for whom. This means capturing not just outcomes, but leading indicators: early signals of risk, shifts in psychological safety, patterns in workload or belonging. Some organisations are beginning to integrate tools like plato, alongside anonymised insight from mental health first aiders, to build a more responsive, real-time picture of organisational health.
The shift reflects a deeper truth: wellbeing is no longer a “nice to have” – it’s a material driver of performance, trust and resilience. And, in the near future, I believe wellbeing reporting will likely sit alongside climate data and governance metrics, forming a core pillar of how organisations prove their social value.
The future of wellbeing reporting won’t be a sidecar to ESG – it will be its social cornerstone. Standardisation is coming, frameworks will mature and organisations that get ahead now, with meaningful metrics and inclusive listening channels, won’t just meet compliance – they’ll build cultures where people, and performance, can truly flourish. What began as a duty of care is fast becoming a marker of strategic credibility – and a window into the health of the business itself.
Final thoughts: towards a flourishing future
We’re moving into a new era where work isn’t just a source of income, it’s a space for meaning, connection, and growth. But this future depends on our ability to see what’s really going on with our people and to act early, with clarity and compassion.
In this context, tools like plato and the insights from grassroots wellbeing champions like mental health first aiders can be quietly powerful. They give organisations the visibility they need, not just to measure wellbeing, but to design it.
Because when you can see the whole picture, you can change the story.
About the author:
Eileen Donnelly is CEO of Ripple&Co. Over her 20-year career, she has been instrumental in guiding companies towards purpose-driven strategies and cultures, tackling issues from climate change to mental health, culminating in a directorial role at a global FTSE 250 firm. Founding Ripple&Co in 2019, she now partners with giants like Mott MacDonald, NatWest, Cadent Gas and Virgin, championing workforce wellbeing through holistic mental health and wellbeing programmes, to enhance productivity, talent attraction, and retention.
You can hear Eileen speak and visit her on her stand 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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