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Third Party Harassment Training: What Employers Need to Do before October 2026

Fri, 12 Jun 2026 14:03:04 GMT

Third Party Harassment Training: What Employers Need to Do Before October 2026

From October 2026, the Employment Rights Act 2025 introduces a new duty on all employers, regardless of size, to take ALL reasonable steps to prevent third party harassment. A failure to demonstrate that ALL reasonable steps have been taken, rather than just some steps, will leave employers exposed to legal liability.

What counts as third party harassment

Third party harassment occurs when an employee is subjected to unwanted conduct, related to a protected characteristic, that creates a hostile, degrading, humiliating, or offensive environment. The behaviour comes from someone who is not an employee, such as a customer, client, patient, contractor, service user, or member of the public, and the employer fails to take ALL reasonable steps to prevent it.

The duty applies across all nine protected characteristics of the Equality Act 2010, with no exclusions:

Age
Disability
Gender reassignment
Marriage and civil partnership
Pregnancy and maternity
Race
Religion or belief
Sex
Sexual orientation

Some sectors face particularly high exposure, including hospitality, retail, healthcare, transport, housing, and further and higher education. Any organisation where staff come into contact with third parties needs to act.

What this means for employers

You must take ALL reasonable steps to prevent and address third party harassment relating to any protected characteristic, including inappropriate comments, exclusion, hostility, or stereotyping from customers, clients, patients, service users, contractors, or members of the public.
Assess the risk of third party harassment across different work environments.
Communicate clear expectations to third parties about acceptable conduct.
Put in place reporting routes so employees can raise concerns about third party behaviour.
Respond promptly to complaints, investigate incidents, and take corrective action.
Adjust working arrangements where necessary to protect employees from repeated incidents.
Train your staff, and train regularly.
Document what you have done.

Manager training

Managers need to understand not only what constitutes harassment, but that the duty is proactive and preventative. What is the culture in which staff operate, and what has been done to address risks?

If a situation does arise, managers must be trained to respond appropriately, understanding what has occurred and what action is needed, both for the employee affected and in relation to the third party concerned. The immediate priority is to protect the employee while their complaint is investigated, and to take steps to remove future risk so far as is reasonably practicable. Managers must not look the other way or downplay the seriousness of an incident. They need to deal with it effectively.

Team member training

Staff need clarity about professional and respectful behaviour, and about how to act as an active bystander to support a colleague. This includes how to de-escalate a situation to increase immediate safety, and the confidence to remove themselves from an environment that has become hostile, degrading, humiliating, or offensive. Staff should also be clear on the reporting routes available and the support on offer if an incident occurs.

Workplace champions

Some organisations have workplace champions who provide additional support. This is not a replacement for formal reporting routes, nor does it replace management action. A champion's role is to listen to what has happened and provide objective information about reporting options, offering a safe, non-judgemental space for anyone who has experienced harassment.

What this looks like across the nine protected characteristics

Age

A client repeatedly calls a younger staff member "the child" and refuses to take them seriously.
A service user tells an older receptionist they are "too old to understand technology."
A contractor mocks a researcher's age, asking if they are close to retirement.

Disability

A patient mimics a staff member's stammer or neurodivergent traits.
A client makes jokes about mental health, asking if a colleague is "having one of their episodes."

Gender reassignment

A customer repeatedly misgenders a trans employee after being corrected.
A conference attendee asks intrusive questions about an employee's body or medical history.
A contractor refuses to work with a non-binary staff member because of their gender identity.

Marriage and civil partnership

A client tells a married employee they only deal with people who "aren't tied down."
A supplier makes derogatory comments about a colleague's civil partner.
A customer repeatedly asks a married employee out and becomes hostile when they decline.

Pregnancy and maternity

A client pressures a pregnant employee to lift heavy items despite clear restrictions.
A visitor complains about a breastfeeding employee taking breaks, calling it special treatment.

Race

A member of the public uses racial slurs towards a staff member.
A client insists on being served by someone of a particular nationality.
A research participant mocks an employee's accent or name.

Religion or belief

A visitor makes derogatory comments about an employee's hijab, turban, or kippah.
A client pressures a staff member to drink alcohol despite their religious beliefs.
A contractor mocks an employee's vegan beliefs.

Sex

A customer repeatedly calls a female employee "love" or "sweetheart" after being asked to stop.
A male employee is mocked by a client for working in what they consider a woman's job.
A service user refuses be given information by a woman.

Sexual orientation

A visitor makes homophobic comments about a gay employee's partner.
A client asks intrusive questions about a bisexual employee's personal life.
A contractor refuses to work with a colleague because of their sexual orientation.

Sexual harassment

Sexual harassment remains covered by this duty alongside the other protected characteristics. Examples include a conference attendee touching an employee without consent, a customer making sexual comments about a staff member's appearance, or a client sending inappropriate messages to an employee after a meeting.

When to act immediately

Managers must intervene whenever third party behaviour is unwanted, related to a protected characteristic, and creating a hostile, degrading, humiliating, or offensive environment. Failure to act can create legal liability, both for the immediate situation and for the organisation's wider compliance position.

How we can help

We provide training for managers, staff, and workplace champions on preventing and responding to third party harassment, tailored to your sector and the risks your teams are most likely to face. We also support organisations with policy review, risk assessments, and putting reporting routes in place.

Find out more about our Equality, Diversity, and Inclusion training .

Get in touch to discuss your training needs or to talk through what ALL reasonable steps looks like for your organisation ahead of October 2026.

Disability and Neuroinclusion at Work: Reasonable Adjustments and Employer Duties

Mon, 25 May 2026 12:05:37 GMT

Disability and Neuroinclusion at Work: What Employers Need to Know

Around one in four people in the UK has a disability, and between 15 and 20% of the working population is neurodivergent. Most employers are working with disabled and neurodivergent colleagues every day, often without knowing it. Creating a workplace where everyone can perform to their best is not just a legal requirement, it is a significant business advantage.

Your legal duty under the Equality Act 2010

The Equality Act 2010 places a duty on employers to make reasonable adjustments for disabled employees and job applicants. This applies where a provision, criterion, or practice, or a physical feature of the workplace, puts a person with a disability at a substantial disadvantage compared with someone who is not disabled. Employers should not wait for a disclosure before thinking about how adjustments might work.

Disability is not always visible. It includes long-term physical conditions, mental health conditions, and neurodivergent conditions such as autism, ADHD, dyslexia, and dyspraxia. The symptoms of the menopause can also meet the definition of disability, so the scope is wider than might at first appear to be the case. Many employees manage significant conditions without ever formally disclosing them, often because they do not feel safe doing so or because they do not believe the conversation will be handled well.

The business case for neuroinclusion

In common with other forms of disability, the evidence for actively supporting neurodivergent employees is strong. Data from the Neurodiversity Directory suggests that 15 to 20% of UK adults are neurodivergent. Neurodivergent individuals often bring distinct strengths including hyperfocus, pattern recognition, creative problem solving, and exceptional attention to detail. Diverse teams consistently outperform more homogenous ones in measures of innovation and complex problem solving.

Programmes designed specifically to recruit and retain neurodivergent employees have reported significantly higher retention rates than standard hiring processes. Microsoft and JP Morgan Chase both run well-documented initiatives in this space with strong retention outcomes. For employers facing recruitment pressures, the case for proactive disability and neuroinclusion is clear.

Making reasonable adjustments in practice

Adjustments across all forms of disability are often low cost, but high impact. Starting from recruitment, employers should ensure their processes do not place unnecessary barriers in the way of disabled candidates. Once in post, the right adjustments, made early, can be the difference between an employee thriving and an employee leaving.

Review your policies and procedures to ensure disability and neurodivergent conditions are addressed explicitly from recruitment through to exit.
Train your managers to have confident, sensitive conversations about reasonable adjustments so that every employee has access to the support they need.
Make sure your people know about Access to Work, the government scheme that can fund specialist support, equipment, and coaching for disabled employees.
Review your services and customer-facing processes as well as your internal practices. Disabled and neurodivergent customers and service users deserve the same consideration as your staff.

How we can help

We work with organisations to review the end-to-end employee journey through a disability and neuroinclusion lens, from recruitment practices and policy frameworks to manager training and internal communications. We develop toolkits for managers, run awareness and training sessions for teams, and support organisations in building a culture where disclosure feels safe and adjustments are seen as normal practice rather than an exception.

We also work with public and private sector organisations on their service offer, helping teams think through who they may be inadvertently excluding and what inclusive design looks like in practice. Find out more about our Equality, Diversity, and Inclusion training or our Interim, Ongoing, and Charter Support services .

Get in touch to discuss your training needs or to talk through a review of your policies and practices.

Menopause at Work: New Employer Duties under the Employment Rights Act 2025

Thu, 21 May 2026 11:52:16 GMT

Menopause at Work: What the Employment Rights Act 2025 Requires from Employers

The Employment Rights Act 2025 introduces new duties for employers with 250 or more staff to publish menopause action plans, setting out the specific steps they are taking to support employees experiencing menopause. The duty becomes statutory in 2027, with voluntary reporting expected from April 2026. But every employer, regardless of size, already has legal obligations in this area and the cost of failing to act is significant.

Your existing legal duties

Menopause is not a standalone protected characteristic under the Equality Act 2010, but it sits across several that are. Sex, age, and in some cases disability can all apply. This means that failing to support a member of staff experiencing menopause symptoms could result in a claim for discrimination, unfair dismissal, or constructive dismissal. These are not edge cases. Employment tribunal claims related to menopause have risen sharply in recent years as awareness has grown and legal precedents have been established.

The Health and Safety at Work Act 1974 also requires employers to assess and manage workplace conditions. Where menopause symptoms are affected by factors such as temperature, ventilation, or uniform requirements, employers have a duty to address them.

What the Employment Rights Act 2025 adds

For employers with 250 or more staff, the Employment Rights Act 2025 requires a menopause action plan that goes beyond having a policy in place. Employers will need to document the specific actions they are taking and publish them. It will not be enough to simply state that support is available. The plan needs to demonstrate what that support looks like in practice, whether that is flexible working arrangements, temperature controls, uniform adjustments, or access to occupational health.

Alongside the mandatory menopause action plans, the Act introduces new provisions on gender pay gap reporting for the same threshold of employers, with menopause-related absence and turnover increasingly part of that picture.

What the evidence tells us

A report by the Fawcett Society in 2022 , "Menopause and the Workplace," highlighted the scale of the problem for employers who are not acting:

One in ten women who worked during menopause have left a job because of their symptoms.
Eight out of ten women say their employer has not shared information, trained staff, or put in place a menopause absence policy.
41% saying they have seen menopause or menopause symptoms treated as a joke by people at work

The loss of experienced staff at this career stage represents a significant cost, both in direct recruitment terms and in the loss of knowledge and leadership capacity. Many of the women affected are in senior and specialist roles built up over decades.

What you need to do

Whether you employ 25 people or 2,500, there are steps you should be taking now.

Review your existing policies to ensure menopause is addressed explicitly, not just implied through broader wellbeing or equality commitments.
Create an action plan that documents the specific support available and who is responsible for it.
Train your managers so they can have confident, sensitive conversations with staff about menopause and understand what adjustments may be needed.
Run an information campaign so that employees know what support is available and how to access it.
If you employ 250 or more staff, begin preparing your action plan now so that voluntary reporting from April 2026 is not a scramble.

How we can help

We provide menopause awareness and management training for organisations across the public and private sector. Our sessions cover the legal duties, the practical steps managers need to take, and how to create a workplace culture where staff feel confident raising health issues. We also work with HR teams and senior leaders on policy review, action plan development, and internal communications.

Find out more about our Health, Safety and Wellbeing training and consultancy and our Equality, Diversity, and Inclusion training .

Get in touch to discuss your training needs or to talk through how your organisation can meet its obligations under the Employment Rights Act 2025.

Preventing and Addressing Sexual and Third Party Harassment at Work: What the Employment Rights Act 2025 Requires

Sun, 17 May 2026 11:14:24 GMT

Preventing and Addressing Sexual and Third Party Harassment at Work: What the Employment Rights Act 2025 Requires

The Employment Rights Act 2025 significantly raises the bar for employers on sexual harassment prevention. From October 2026, organisations must be able to demonstrate they have taken ALL reasonable steps to prevent sexual harassment at work, including harassment by third parties such as customers, clients, and suppliers. This is a higher and more demanding standard than the previous duty, and the consequences of falling short are serious.

What "ALL Reasonable Steps" Means in Practice

The shift from "reasonable steps" to "ALL reasonable steps" is not just a change of wording. It signals that a single training session or a standard policy statement will no longer be sufficient. Employers are expected to take a proactive, documented approach to identifying and removing the conditions in which harassment can occur.

In practice, this means carrying out scenario-based risk assessments that map where and how harassment is most likely to happen in your specific workplace and working environment. It means reviewing policies to ensure they explicitly cover third party harassment, not just conduct between colleagues. And it means training managers and staff so that they can recognise harassment, respond appropriately, and understand their responsibilities under the law.

The Equality and Human Rights Commission has the power to increase tribunal awards by up to 25% where an employer has failed to take ALL reasonable steps. There is no cap on the compensation that can be awarded in harassment cases. The financial and reputational risks of inaction are significant.

Third Party Harassment: A Wider Duty Than Many Employers Realise

Third party harassment extends beyond the protected characteristic of sex. Where an employee is harassed by a customer, a patient, a service user, or a contractor, the employer's duty to prevent that harassment applies. Organisations with regular contact with the public, with clients, or with third party contractors need to think carefully about how their policies and risk assessments account for these situations.

What You Need to Do Before October 2026

The deadline is October 2026, but the organisations that will be best placed are those that act now, while there is time to implement changes properly.

Review your sexual harassment policy to ensure it covers third party harassment explicitly.
Carry out a scenario-based risk assessment that maps the specific situations where harassment could occur in your workplace.
Train your managers so they can recognise harassment, respond to disclosures, and understand what the law now requires of them.
Train your staff so that everyone understands what behaviour is unacceptable and how to report it.
Document every step you take. In the event of a tribunal claim, your ability to demonstrate what you did matters as much as what you did.

How We Can Help

We provide sexual and third party harassment prevention training designed to meet the requirements of the Employment Rights Act 2025. Our sessions are tailored to your organisation, your sector, and the specific risk scenarios your people are likely to encounter. We also work with organisations on policy review and risk assessment to ensure your approach meets the ALL reasonable steps standard. Find out more about our Equality, Diversity, and Inclusion training .

Get in touch to discuss your training needs. Talk to our team about how we can help you meet your compliance obligations before the October 2026 deadline.

Coaching at Work: How Coaching Transforms Individual and Organisational Performance

Sun, 10 May 2026 12:39:17 GMT

Coaching at Work: How Coaching Transforms Individual and Organisational Performance

Coaching is one of the most effective tools available for developing leadership capability, supporting performance, and enabling individuals to work through complex challenges. Used well, it produces lasting change in the way people think, lead, and make decisions. We provide executive coaching, one-to-one leadership coaching, and coaching skills training for managers who want to adopt a coaching approach with their own teams.

When coaching makes the biggest difference

Coaching works best when an individual is facing a significant challenge or transition, and benefits from dedicated time and space to think it through with a skilled, independent partner. Common applications include leadership development for managers moving into more senior roles, supporting performance improvement in a structured and constructive way, enabling executives to navigate complex organisational change, and building the confidence and decision-making capability of high-potential individuals.

For organisations, commissioning coaching for key individuals is a targeted investment in the people whose performance has the greatest leverage on outcomes. It is particularly effective when combined with leadership training and management development programmes.

Coaching skills training for managers

Many of the conversations managers need to have with their teams are coaching conversations: exploring options, supporting problem solving, building confidence, and enabling people to find their own solutions. When managers have coaching skills, they have better conversations, stronger relationships, and teams that are more capable and more self-sufficient.

We deliver coaching skills training for managers who want to develop a more coaching-based approach to leadership. These programmes can be delivered as standalone sessions or as part of a broader leadership development programme.

Our coaching specialists

Our coaching team includes practitioners with extensive public and private sector experience and formal coaching qualifications at the highest level.

Clare Dallaway holds an MBA and an ILM Level 7 coaching qualification, and brings 30 years of public sector experience to her coaching practice. She works with executives and senior leaders across a range of sectors.

Caroline Quaife is an MA qualified Chartered FCIPD practitioner and accredited in psychometrics including Saville Wave and MBTI. She specialises in transformational organisational development and leadership coaching.

How we can help

Whether you are looking for one-to-one executive coaching for a senior leader, a coaching skills programme for your management team, or coaching as part of a wider leadership development initiative, we can design an approach that fits your needs and your organisation. Find out more about our Leadership and Management Training and our Personal Development programmes .

Get in touch to discuss your coaching requirements.

Equality Impact Assessment: What It Is, Who Needs It, and How to Do It Well

Sun, 10 May 2026 12:37:49 GMT

Equality Impact Assessment: What It Is, Who Needs It, and How to Do It Well

An Equality Impact Assessment is a structured process for identifying how a proposed policy, procedure, project, or change in practice is likely to affect people with different protected characteristics. For public sector organisations, carrying out an EIA is one of the principal ways of demonstrating due regard under the Public Sector Equality Duty, it is mandatory in Scotland and Wales. Done well, it helps organisations get things right first time, avoids costly retrofitting, and shows that equality is embedded in decision making rather than treated as an afterthought.

Who needs to carry out Equality Impact Assessments

The Public Sector Equality Duty, established under the Equality Act 2010, applies to all public sector organisations including local authorities, NHS trusts, schools, universities, central government departments, and police forces. The duty requires these organisations to have due regard to the need to eliminate discrimination, advance equality of opportunity, and foster good relations between different groups. An EIA is the evidence that due regard has been given.

Private sector organisations that deliver public services, or that are committed to embedding equality into their decision making as a matter of good practice, also benefit from the EIA process. The discipline of thinking through the impact of a decision on different groups is useful regardless of whether there is a statutory requirement.

What the process involves

A well-run Equality Impact Assessment considers the likely effect of a proposed change on each of the nine protected characteristics under the Equality Act 2010: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.

It draws on data, research, and consultation to understand the needs of different groups. It identifies where a proposed action might inadvertently disadvantage anyone, and sets out what steps will be taken to remove or mitigate that disadvantage, it also identifies where we can advance opportunities for different groups. Done well, it looks at intersectional impact, maximizing its benefit. The aim is to get to the right answer before implementation, rather than responding to problems after the fact.

Why it matters in practice

Failing to carry out an EIA, or carrying one out as a paper exercise without genuine engagement, creates real risk. Judicial review challenges against public bodies frequently cite inadequate equality impact assessment as a ground of challenge. The Equality and Human Rights Commission monitors compliance with the Public Sector Equality Duty and has powers to investigate and enforce where organisations are falling short.

Beyond compliance, organisations that embed EIA into their planning processes make better decisions. Consulting with different groups at the outset surfaces needs and perspectives that would otherwise be missed, and avoids the cost of policies that need to be redesigned after implementation.

How we can help

Were EIA processes are not in place, we create templates and provide guidance toolkits. We facilitate Equality Impact Assessment sessions for public sector organisations and for private sector clients committed to embedding equality in their decision making. We work with teams to understand the process, apply it to specific policies or projects, and build the internal confidence to carry out assessments independently going forward. We also provide EIA training for HR teams, project managers, and senior leaders.

Find out more about our Equality, Diversity, and Inclusion training and our Diversity Research and Analysis services .

Get in touch to discuss an EIA facilitation session or training programme for your organisation.

Managing Workplace Stress: What the HSE Requires from Employers

Sun, 10 May 2026 12:31:05 GMT

Managing Workplace Stress: What the HSE Requires from Employers

Workplace stress is the leading cause of sickness absence in the UK and has been a declared enforcement priority for the Health and Safety Executive. Employers have a clear legal duty to assess and manage the causes of work-related stress, not just to respond to it when it surfaces. Organisations that take a proactive approach reduce absence, protect performance, and demonstrate compliance. Those that do not face increasing risk, both in terms of staff wellbeing and legal liability.

Your legal duty

The Health and Safety at Work Act 1974 requires employers to ensure, so far as is reasonably practicable, the health, safety, and welfare of their employees. Stress is explicitly included within that duty. The Management of Health and Safety at Work Regulations 1999, require employers to assess the risks to employees, including psychosocial risks arising from the design of work, workload, relationships, and organisational change.

The HSE has published six Management Standards that define the conditions employers should aim for in managing the known causes of work-related stress. These cover demands, control, support, relationships, role clarity, and change. They provide a practical framework for risk assessment and are the basis on which the HSE assesses employer compliance.

Why this matters now

Stress, anxiety, and depression account for more working days lost than any other health condition. The HSE's work-related ill health data consistently places stress among the top causes of long-term absence, particularly in the public sector, healthcare, and education. For employers already managing high workloads and significant organisational change, the scale of the problem is growing, not diminishing.

The cost is not only in absence days. Presenteeism, where staff attend work while unwell, is estimated to cost employers significantly more than absence in terms of reduced productivity and the risk of errors. Managers who are not equipped to have effective conversations about stress often make the situation worse through inaction or through responses that are well-intentioned but poorly judged.

What you need to do

Carry out a stress risk assessment, using the HSE Management Standards as your framework. This should be a genuine assessment of working conditions, not a paper exercise.
Ensure your managers are trained to recognise the signs of stress in their teams, to have sensitive and effective conversations, and to know when to escalate.
Review your policies to ensure they address workload, flexible working, and the support available to employees experiencing difficulties.
Consider subscribing to an Employee Assistance Programme so that staff have access to confidential support.
Train key colleagues in First Aid for Mental Health so that there are designated, qualified first aiders available across your organisation.
Document your assessment and your actions. In the event of a tribunal claim or an HSE investigation, your ability to demonstrate what you did matters.

How we can help

We provide stress management and wellbeing training for managers and teams across the public and private sector. Our sessions are practical and grounded in the HSE Management Standards framework, giving managers the knowledge and confidence to assess risk, hold effective conversations, and support staff experiencing difficulties. We also work with organisations on wellbeing policy review, risk assessment facilitation, and First Aid for Mental Health training.

Find out more about our Health, Safety and Wellbeing training and consultancy and our Personal Development programmes .

Get in touch to discuss your training needs or to talk through a stress risk assessment for your organisation.

Mental Health and Wellbeing at Work: What Employers Are Required to Do

Tue, 07 Oct 2025 15:14:19 GMT

Mental Health and Wellbeing at Work: What Employers Are Required to Do

Supporting the mental health and wellbeing of employees is a legal duty, not a discretionary benefit. The Health and Safety at Work Act 1974 requires employers to protect the health, safety, and welfare of their staff, and that duty extends explicitly to mental health. Organisations that invest in wellbeing see measurable returns in reduced absence, improved retention, and stronger performance. Those that ignore it face increasing legal and reputational risk.

The legal framework

The Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 require employers to assess and manage all significant risks to their employees, including those that affect mental health. Where work design, working conditions, or relationships are creating stress or psychological harm, the employer has a duty to act.

The Equality Act 2010 is also relevant. Long-term mental health conditions that have a substantial and long-term adverse effect on day-to-day activities may meet the definition of disability, requiring reasonable adjustments. Employers who fail to make adjustments for employees with mental health conditions risk claims for disability discrimination.

What good practice looks like

A robust approach to workplace mental health combines policy, training, and practical support structures. No single intervention is sufficient on its own.

A workplace stress risk assessment using the HSE Management Standards framework should be the starting point. This gives organisations a structured way to identify where conditions are creating risk and what needs to change.
Managers need to be able to recognise the signs of mental health difficulties, have supportive and appropriate conversations, and know when to refer to specialist support. Many managers avoid these conversations not because they do not care, but because they lack confidence. Training closes that gap.
Access to an Employee Assistance Programme gives employees a confidential route to professional support outside the management relationship.
First Aid for Mental Health training, delivered by OfQual accredited trainers, equips designated individuals across the organisation to provide initial support and guide colleagues to the right help.

Why this is not a tick-box exercise

Mental health is consistently among the top causes of long-term sickness absence. The cost to UK employers in lost productivity and recruitment runs to billions of pounds annually. Beyond the numbers, organisations that take wellbeing seriously attract and retain better people. Those that treat wellbeing as a compliance exercise, with a policy on a shelf and no supporting culture, find that the policy provides no protection when things go wrong.

How we can help

We provide mental health awareness training for managers and staff, First Aid for Mental Health training at OfQual accredited Levels 1, 2, and 3, and wellbeing consultancy for organisations that want to build a coherent, evidence-based approach to employee wellbeing. Our training is practical and grounded in current legislation and best practice.

Find out more about our Health, Safety and Wellbeing training and consultancy and our Personal Development programmes .

Get in touch to discuss your mental health training needs or to talk through a wellbeing review for your organisation.