Wellbeing is more than a Mental Health Awareness Day
As the events industry marks World Mental Health Day, the EICC's Devin Flesch argues that supporting employees means going beyond awareness campaigns to build practical, lasting support into workplace culture.
By building a wellbeing culture through consistent action, listening, visible leadership and shared accountability, we can positively influence how people feel at work, how clients experience the organisation, and ultimately the outcomes it delivers.
For the EICC, which has been shortlisted for Employee Culture Award at the Top Employer Awards, colleague wellbeing is central to its mission. Seeking to make wellbeing and inclusion part of everyday experience rather than a standalone programme, the results are clear, with 92 per cent team retention and a 1.47 per cent short-term absence rate in 2025.
Continuing to develop in response to feedback from team members across the business, in 2027, we’re introducing a new strategy that shifts the wellbeing team's focus from events and awareness to practical tools and ongoing support. Rather than running awareness campaigns alone, for example, such as Mental Health Awareness, we want to identify and deliver initiatives that drive lasting, meaningful change. For example, in the future, we’d like to introduce Menopause Champions to provide support and guidance for team members experiencing the menopause.
Devin Flesch
Devin Flesch
Fostering a new culture
Formed in July 2023, the Wellbeing Team at EICC is led by the People & Culture team and aims to make wellbeing an integral part of life within the organisation. We have a broad and growing remit. Our initiatives range from team-building events to targeted wellbeing programmes and cover everything from providing areas to decompress, a dedicated prayer space, as well as strengthening team feedback and evolving culture and leadership practices.
During the Fringe, we provide our teams with relaxation kits including colouring books, energy drinks, eye masks, hydration sachets, gift cards and small fidget gadgets as a small gesture of appreciation and a way to support their wellbeing during one of the busiest and most exciting times of the year.
The key with wellbeing activities, however, is not to make them just another expectation for our teams. All our wellbeing activities and initiatives are non-prescriptive, giving people the freedom to take from them whatever they need or find useful.
Re-thinking the role of HR
We also noticed that for too long, HR has been seen as an administrative function focused on recruitment, training and performance. Our journey has focused on moving from Human Resources to People & Culture, recognising that our people are our greatest asset and creating a values-led environment where everyone belongs.
Our people strategy is about our team: making sure people not only love their work environment, which is one of our values, but also feel like they’re part of a team. And being part of a team means recognising that life doesn’t stop at the workplace. Sometimes, caring for our people means supporting them beyond work, so they can bring their best selves when they’re here.
Open door policy
We accept people as they are and want everyone to feel able to be themselves, without worrying that they will be treated differently. Our research shows that around 20 per cent of our team are neurodiverse and 21 per cent are disabled, and our engagement survey demonstrates that being respected and treated fairly by team members and leaders is one of the areas we perform most strongly in.
We encourage open conversations and create space for people to share what they need, so we can understand how best to support them. Sometimes that means something as simple as noise-cancelling headphones or a third computer screen; other times it might mean providing specific software or creating a dedicated wellbeing space. Whatever the need, we do what we can to help people feel comfortable, supported and able to do their best work.
When people are having a hard time, we are here to support them. People and Culture has an open-door policy and we encourage team leaders to take the same approach. If they feel unable to handle something, they can connect the person with another team member who can help or even direct them to our Assistance Program.
Shaped by the team
For the Wellbeing Team to work, it’s crucial that we create real opportunities to hear from the team and then act on what we hear. Every activity has a feedback form associated with it, and we have implemented PeoplePulse, an annual engagement survey, to gather feedback on a regular basis, and are developing (y)ourvoice as a formal way for team to contribute and influence the business.
Exceptional people, exceptional service
The quality of the EICC experience and the team are closely connected. While we have an exceptional venue with first-class facilities, it is our people that take it to the next level. Our people are known for providing an outstanding service, and that is not possible if they are not feeling their best.
Our clients and their clients need the right environment for change to happen, and our people play a key role in creating it. That’s why, if we invest in them, they will invest in our business.
Start with listening
If I were to create a wellbeing programme from scratch today the first thing I’d do is to get curious: Ask questions, listen, and then be intentional. If you can’t do it perfectly from the start, don’t worry, just do something! Then, once you have done something, be open to doing it differently and improving on what you did in the past.
Ultimately, building a strong culture is about listening to people, understanding what they need, taking meaningful action and being willing to learn and adapt along the way. When people feel supported, respected and able to be themselves, they can do their best work, creating a positive impact for team members, clients, delegates and the wider organisation.