We carried out research with senior leaders in rail about this topic. In those interviews, senior leaders in many different organisations show a strong moral and professional commitment to health and wellbeing. This is an important first step.

Barriers to progress

However, our findings also expose several barriers. There are systemic, cultural, and operational challenges that impede progress.

The sorts of challenges they experience include:

  • Lack of clarity about what health and wellbeing mean in practice
  • Blurred boundaries between personal and organisational responsibility
  • Lack of integration between health and wellbeing and other organisational priorities
  • Cultural barriers and mistrust
  • Absence of industry-wide standards, regulatory requirements, and contractual incentives.

 

Making health and wellbeing a strategic priority

Identifying what the barriers are also means we can start to address them.

The insights from senior leaders point to a clear opportunity to turn intent into embedded practice. This can be done by aligning strategy, culture, and capability with a shared vision of health and wellbeing as a core organisational outcome.

 

Our executive summary outlines key steps for senior leaders

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