Plans to radically rethink workplace health and wellbeing across the UK are gathering pace, with change happening faster than previously anticipated.
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The Keep Britain Working report, chaired by Sir Charlie Mayfield, originally proposed a three-year timeframe to gather evidence on effective strategies around prevention, early intervention and return-to-work policies, with a view to reducing sickness absence in the workplace and boosting productivity.
But in a recent interview he said this project was gaining momentum, with the initial three-year stage now expected to be tackled within a year, supported by employer ‘sprints’ when it comes to generating and sharing information on best practice across these areas.
The report, published last autumn, found long-term sickness absence and workforce inactivity are costing the UK billions in lost productivity each year. The report highlighted myriad problems, including
a lack of consistent support for employees, poor communications around workplace health, and a primary healthcare system that focuses on signing people off work, rather than helping them stay in productive employment. By rethinking this approach, this review wants to reposition workplace health as a strategic, integrated responsibility for employers, rather than a peripheral benefit.
Shifting employer mindsets
Workplace health has traditionally focused on managing absence after illness occurs, but the review sets out a vision for a more proactive approach, focused on prevention, early intervention and integrated care. It wants to encourage employers to invest in prevention rather than focusing solely on staff who are already unwell.
Aviva UK Health medical director Dr Subashini M says this review is likely to result in a repositioning of key health benefits. “We expect to see a shift in workplace benefits from products to integrated, evidence-based solutions combining clinical and non-clinical support.
“This means much more emphasis on the support services available, such as vocational rehabilitation, case management and mental health support.” It is important, she says, that these meet new best practice standards from this Mayfield review.
Broadstone head of workplace wellbeing Emily Jones agrees that change is coming. “The review is likely to drive a clear move away from reactive wellbeing spend towards more integrated, preventative health support. This includes more joined-up occupational health and workplace health provision pathways, stronger musculoskeletal and mental health clinical routes, and greater consistency around adjustments and return-to-work planning.”
Employers are also expected to prioritise quicker access to care through case management, potentially extending these approaches into supply chains with shared funding models.
Many in the industry agree that the impact on individual companies will vary, depending on the level of health and wellbeing support they already provide for staff. But they say the direction of travel is clear, regardless of whether they offer a full suite of options, or no cover at all.
Dr Subashini M welcomed the fact that this was a positive report, that seeks to build on existing products and solutions when addressing the entrenched economic challenges around staff absence and ill health. Vanguard employers and insurers alike have welcomed the fact that Sir Charlie Mayfield is not attempting to reinvent the wheel when setting out this new framework, but drawing on exisitng best practice.
Recommendations and the Vanguard phase
The report sets out a proposed ‘healthy working lifecycle’ framework for employers covering prevention, staying in work, and return-to-work. This includes a workplace health provision (WHP) model, which
offers holistic, case-managed support for absent employees.
Additionally, Mayfield has laid the foundations to set up a new Workplace Health Intelligence Unit, which will collate data to guide decisions and help set national benchmarks. These are all based on a shared responsibility model, designed to clarify the roles of employers, employees, the NHS and government when it comes to tackling this problem.
Implementation begins with the Vanguard phase, involving around 120 employers, mainly large organisations with strong data capabilities. They will pilot the healthy working standard, stay-in-work and return-to-work plans, and potential incentive mechanisms. Their experience will generate evidence to guide government incentives, set benchmarks for broader adoption and inform scalable approaches that include SMEs.
Vanguard employers typically have existing workplace health activity, and include institutions with influence across sectors and supply chains, such as healthcare providers, insurers and consultants.
Jones explains that Broadstone’s role will be to help “co-design and test” these new healthy working standards to help set the benchmark for what ’good’ workplace health looks like, helping shape future expectations and regulation.
Early pilots are expected within the next 12 to 18 months, with wider adoption of the healthy working standard over the following three to five years.
Costs and government support
Responding to the recommendations in the report will involve upfront investment from employers, particularly in areas such as manager training, case management and the design or enhancement of workplace health benefits.
Dr Subashini M explains: “Employers may face upfront costs for manager training, case management services, and for the support and benefits they provide. For SMEs, affordability is a key concern, and the report acknowledges this. The Vanguard phase will explore low-cost models, making recommendations on incentives such as tax relief or National Insurance credits to encourage adoption.”
She adds that better data will help employers quantify the value of such benefits, linking interventions to reduced absence, improved productivity and lower recruitment costs.
Everywhen head of group risk David Williams highlights the tension this creates, particularly for smaller firms.
He says: “Many benefits will provide a good return on the initial spend through reduced absence or increased productivity, but most small employers can’t take that gamble with the upfront cost of benefit provision so they will need targeted incentives to encourage them to implement the most impactful benefits.”
Government support is therefore likely to play a crucial role in accelerating adoption, with Jones suggesting that incentives are possible, but unlikely to be universal.
Jones says: “Tax or National Insurance incentives from government are politically plausible, particularly during the Vanguard phase, but they are likely to be targeted and conditional, for example linked to adoption of the healthy working standard.”
Industry challenges
Several challenges could slow adoption, particularly knowledge gaps among SMEs that often lack the expertise or confidence to design effective health interventions without external support. Experts say this increases the importance of advisers and providers in guiding employers through both strategy and implementation.
There’s also a need for better integration between public and private health services, and a shift in mindset at many employers. Dr Subashini M says: “Workplace wellbeing must be underpinned by a supportive culture; it’s not a one-off initiative. Embedding wellbeing requires sustained effort.”
Additionally, pressure on clinical and occupational health capacity adds another layer of complexity. Jones notes that scaling solutions will be difficult without addressing both supply constraints and workplace attitudes.
Jones says: “Capacity constraints across clinical and occupational health services will remain a concern given rising long-term sickness. “Supporting cultural change around health disclosure and stigma in the workplace is also critical,” she says.
There are other potential behavioural barriers, which can discourage early engagement. These include a fear of disclosure from employees, and legal concerns from employers.
Opportunities
The report points to a growing demand for integrated solutions, including clinical and non-clinical support, digital tools as well as affordable cohort-specific benefits, especially within mental health and musculoskeletal care.
Dr Subashini M says: “This is about moving beyond products to principles, culture, and getting the right support, creating healthier workplaces and a more resilient workforce.”
There is also potential for consultancy and training, helping employers embed best practice, benchmark performance, and adopt evidence-based interventions.
Jones adds: “The review accelerates a shift towards prevention, integration, data-driven decision-making and functional support. For the workplace health and benefits industry, it opens new markets and elevates the role from benefits adviser to strategic workforce health partner.”
There is enthusiasm about the potential for rehabilitation and vocational support services to help indviduals back to work, with many in the industry saying these have historically been under-valued despite clearly helping to prevent ill-health related job losses. This report signals a cultural shift, encouraging innovation, integration and data-driven approaches. Over the next few years, the Vanguard phase will test scalable, evidence-based practices, providing a foundation for proactive, preventative workplace health strategies across organisations. The goal is to move from reactive absence management to proactive and evidence-based support, improving outcomes for employees and businesses alike.