The Clarity Story: Best Employee Wellbeing Strategy

Clarity earned the Engage Award for Best Employee Wellbeing Strategy with the commitment to making coaching opportunities available to the entire workforce. With a wide range of supportive, emotional, practical, and social initiatives—including volunteering days—the strategy demonstrates real care and measurable impact. A clear business case and strong ROI make this a standout example of people-focused success.

For those unfamiliar with your entry, can you summarise your wellbeing strategy what inspired it?

A unique differentiator within our wellbeing strategy, is to make one to one personal development coaching available to 100% of the team. 

In my experience, many companies invest in more advanced personal growth tools and mindset management for leadership teams, very few make this level of development accessible to everyone, as the cost implication can be high. 

It is important for us to see we are improving quality of life for our team, and commercially, it is evidenced through our business model that looking after people is looking after profit, they are one and the same when implemented correctly. 

The one-to-one nature of our time investment for our people, helped us to understand factors impacting confidence,  self-esteem, communication challenges, and personal experiences impacting feelings in the workplace, this enabled us to share a collection of self-leadership tools to empower every individual to feel able to influence their life experience from the inside out. 

Our employee assistance programme provides team members with access to more therapeutic solutions, our coaching was designed to provide confidential safe space away from the desk, to be present with dreams, fears, feelings and receive support and practical tools to help manage mindsets through neuroscience principles. 

It is not mandatory, but accessible to everyone and it is one of our most popular engagement initiatives. We have received great feedback on how people feel more able to navigate life outside of work from the tools they learn through this experience. 

The inspiration to offer this came from our strategic mission: To improve lives, protect nature and make the world around us a better place. 

As a leadership team, we hold ourselves to account to improve quality of life for our team and it is the pulse of the business, if our employees are well and happy, our business also exudes vitality and positivity for those we work with, achieving greater impact throughout our sector. 

When did you know your strategy was resonating with colleagues?

When we received great feedback during sessions with comments such as “I have never experienced anything like this anywhere I have worked before” and “thank you so much for the session, I have been able to apply it to my family life, and it has made a huge difference.”

As with any initiative, people receive from it what they are open to receiving, it is a collaborative process, and it is always a pleasure reading report comments and feedback describing the impact the sessions have provided. It is a credit to the quality of talent we recruit into the business, as coaching is only as effective as the desire to benefit from it, however we recruit with our values at the core of the process and have a high success rate with many staff reporting positive feedback on our recruitment and the culture we have created. There is a shared intention for wellbeing, personal empowerment, and continuous growth. 

What hallmark of your approach defines wellbeing excellence?

“Feelings are not only welcome, they are vital.”

We lead with this ethos, as we appreciate the full humanity of every individual. As a talent management strategy, we have evidenced how suppression of feelings stifles talent, whereas acknowledgement of feelings unlocks creativity and helps people access greater potential. 

Psychological safety is vital when embracing feelings in the workplace, so our culture of belonging sessions and providing guidance on how to communicate, how to express feelings in a safe way for colleagues helps to create the togetherness and safety which can transform feelings in superpowers for evolution. 

What impact has this strategy had on your people or culture?

Throughout our appraisals at the end of the year, we had many heartwarming conversations hearing the impact of our initiatives including increase in confidence, greater self-expression, more self-belief in what can be achieved and so much more. Our culture is a transformative culture, where people feel safe to be bold and dare to dream, and this enables access to greater desire, the core foundation for change management. Where there is desire to grow, there can be growth, and our strategy has enabled a growth mindset throughout the business. This has directly impacted the rapid growth of our financial performance.

Why did you enter, and what does winning mean for your organisation?

We entered this category because employee wellbeing is an ongoing measurement of our success. Our people and culture team evaluate our employee wellbeing success and utilise our findings to inform how we evolve our employer initiatives. One of our values is to be “caring” and our dedication to understanding and improving employee wellbeing is integral for upholding our company values. 

Winning this felt like a great acknowledgement of the work we do behind the scenes to bring our culture to life. It requires a huge amount of planning, effort, drive, and commitment to bring a vision for workplace culture into being, so this award recognises more than just our results, it recognises the ethos driving our results. 

What message would you share with others striving to improve wellbeing?

There is a huge difference between wellbeing as something we try to ‘do’ vs something we aim to ‘be.’

Wellbeing starts from the inside out and can’t be an act or a tick box exercise. Care must be real for it to feel psychologically safe for the nervous system to handle wellbeing challenges. Therefore, my message would be to encourage continual evolution of all people managers, to help them manage their own wellbeing,  and equip them to make wellbeing a way of life rather than something they apply through a process.

When everyone embodies wellness principles, the wellness ripples through the role modelling and the power of the group impact.

To summarise, I would say – get ahead of it and have a proactive approach to wellbeing rather than a reactive approach when challenges occur. Every financial investment in wellbeing has returned increased results.

REGISTER TO ATTEND THE 2026 ENGAGE EMPLOYEE SUMMIT