Organisation Type: Non-profit organisation
Number of Employees: 39
Location: Dublin, Ireland
The Process
1. Gain & Demonstrate Support
Employee wellbeing was already recognised as a strategic priority within Codema’s organisational strategy, with strong support from the CEO, Senior Management Team and Board of Directors. Existing staff survey findings, EAP usage data and absenteeism trends helped build the case for introducing a more structured wellbeing programme. Rather than replacing existing wellbeing initiatives, the aim was to bring them together under one coordinated framework to support long-term wellbeing across the organisation.
2. Conduct Assessment & Set Objectives
A wellbeing pulse survey was carried out to better understand staff experiences and identify the key factors influencing wellbeing. Results highlighted workload pressures, organisational growth, stakeholder management challenges and the increasing support needs of new managers. Three objectives were established to strengthen staff wellbeing, develop leadership capability and improve staff resilience through practical training, resources and continuous improvement.
3. Plan & Resource
The Healthy Workplace Framework was used to develop a structured wellbeing programme with clear objectives, actions and measures of success. A network of Wellbeing Champions was established to gather staff feedback, encourage participation and help shape future initiatives. Resources were prioritised to ensure the programme could be delivered sustainably alongside day-to-day organisational responsibilities.
4. Implement
Since launching the programme, Codema has focused on embedding wellbeing into everyday working life through practical initiatives informed by staff feedback. The Wellbeing Champions have met six times to gather employee feedback, discuss wellbeing priorities and support the programme’s ongoing development.
Actions delivered to date include the Workplace Wellbeing & Culture Pulse Survey, publication and presentation of the Workplace Wellbeing & Culture Report, a Resilience Toolkit workshop, a cross-collaboration workshop, mentoring support and three Lunch Loop wellbeing walks at Croppies’ Acre. A wellbeing update, ‘What you said, what we have achieved and what we are working on’, demonstrated how employee feedback has informed actions taken. The Workplace Wellbeing & Culture Report has also informed future training for staff and leaders, including leadership development, time management and other skills that support employee wellbeing. The programme continues to evolve, with plans to conduct the next Workplace Wellbeing & Culture Survey, introduce Tea Break Tuesday and further embed wellbeing into organisational policies and practices.
5. Evaluate & Improve
Evaluation is built into the programme through attendance monitoring, staff feedback, pulse surveys and regular review of wellbeing objectives. Feedback from staff and the Wellbeing Champions continues to shape future initiatives, with a focus on improving communication, strengthening leadership capability and responding to changing organisational needs.
Challenges
The biggest challenge has been balancing delivery of the wellbeing programme alongside existing operational responsibilities, as the Wellbeing Lead role is undertaken in addition to Office Manager responsibilities. Maintaining staff engagement while responding to competing organisational priorities has required careful planning, ongoing communication and a flexible approach.
Cost
The programme has been delivered primarily through existing internal resources, supported by a modest annual wellbeing budget for training, workshops and wellbeing initiatives.
Outcomes
- Introduced a structured workplace wellbeing programme aligned with the Healthy Workplace Framework.
- Established a Wellbeing Champions network to support engagement and staff participation.
- Increased opportunities for staff feedback through wellbeing pulse surveys.
- Delivered resilience training, Mental Health First Aid training and wellbeing initiatives.
- Developed a Workplace Wellbeing Charter and strengthened wellbeing governance.
- Embedded continuous evaluation and improvement into the programme.
Key Learnings/Tips
- Build the programme on evidence and staff feedback.
- Secure leadership support from the beginning.
- Start with achievable actions and build momentum over time.
- Engage employees throughout the process and encourage co-creation.
- Recognise that workplace wellbeing is an ongoing journey that benefits from regular review and continuous improvement.