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Organisation Type: Contract Catering & Retail Food Services

Number of Employees: 200~ Avoca Handweavers & 800~ Wider Aramark Organisation

Location: Ireland

The Process

1.Gain & Demonstrate Support

The major successes of our time during the program were re-establishing the Wellbeing Steering Group and creating three distinct subcommittees (Promote Mental Health, Supportive Culture and Enhance Wellbeing) as well as securing buy in from senior leadership. Our network of Mental Health Champions expanded, refresher training for Mental Health First Aiders was rolled out, the Employee Assistance Program (EAP) transitioned to a new provider which included a digital GP and prescription service which were previously not available to employees.

Engagement included a nationwide wellbeing walk, a national steps challenge involving 40 teams (200+ colleagues), guest speakers and inclusive events such as a Halloween Bake-Off. The Wellbeing Survey achieved 472 responses, the highest response rate to date.

2. Conduct Assessment & Set Objectives

The organisation prioritised structured assessment through an organisation-wide Wellbeing Survey alongside a global engagement survey. The last wellbeing survey was conducted in 2021. Previous surveys were reviewed and timing adjusted to avoid survey fatigue. Findings informed evidence-based FY26/27 Wellbeing Strategy and provided a baseline for continuous improvement.

3. Plan & Resource

A Wellbeing Steering Group with defined accountability was re-established alongside a Wellbeing Strategy aligned to best practice evidence-based research in the area of organisational wellbeing. Pilot initiatives were trialled before wider rollout for instance regional wellbeing walks were organised which showed an appetite for a wider company wide Steps Challenge. This allowed us to understand what worked and what didn’t in terms of employee engagement.

Financial support for wellbeing initiatives led by the Wellbeing Steering Group was provided on request; however, the group did not have a dedicated budget. Senior leadership supported all proposed initiatives and approved funding where requested. Budget was also allocated to broader organisational wellbeing projects from the HR functions budget, including the transition to a new Employee Assistance Programme (EAP) provider, Mental Health First Aid training, and wellbeing-related events.


4. Implement

The committee established monthly meetings, set up a central SharePoint resources hub, created an annual wellbeing calendar, supported the roll out of Mental Health First Aid training, organised events, communications, used feedback mechanisms and created governance roles. We identified a gap in the membership of our committee and invited a member of the Communications team to join in order to strengthen communication, engagement and ensure all initiatives had maximum reach.

5. Evaluate & Improve

Evaluation was done through conducting wellbeing surveys, reviewing participation data, EAP usage, training completion, event evaluations and engagement metrics. Findings were used to refine initiatives, introduce new supports and demonstrate employee feedback results in action.

Challenges

Key implementation challenges included:

  • Balancing wellbeing initiatives alongside operational priorities
  • Time constraints
  • Maintaining volunteer engagement within the Steering Group
  • Communicating effectively with a geographically dispersed workforce
  • Reaching both office-based and frontline colleagues using appropriate communication channels
  • Cost and administrative considerations when reviewing wellbeing benefits
  • Avoiding survey fatigue by coordinating timing with other organisational surveys

Cost

Wellbeing initiatives are coordinated within the HR function. Although the Wellbeing Steering Committee did not hold a dedicated budget, support was provided through the HR budget for requests. Wellbeing initiates were resourced through:

  • Utilising existing organisational resources
  • Volunteer Steering Group members
  • Senior leadership support for feasible requests
  • Piloting low-cost, scalable initiatives before wider investment

This approach has enabled meaningful progress while ensuring value for money.


Outcomes

Significant outcomes achieved include:

  • Re-established Wellbeing Steering Group
  • Three active wellbeing subcommittees
  • Strong senior leadership commitment
  • Transition to a new Employee Assistance Programme
  • Expansion of Mental Health First Aid Champions
  • Refresher programme established for champions
  • 472 responses to the employee wellbeing survey (highest response rate to date)
  • Steps Challenge involving 40 teams and more than 200 colleagues
  • Increased visibility and discussion of wellbeing across the organisation
  • Strong governance structures supporting sustainable wellbeing delivery
  • Improved mechanisms for measuring wellbeing impact and informing future planning.



Key Learnings/Tips.

  • Secure senior leadership support early to drive organisational commitment.
  • Establish clear governance structures with defined ownership and accountability.
  • Use employee surveys to guide priorities rather than relying on assumptions.
  • Pilot initiatives before scaling across the organisation.
  • Focus on a smaller number of high-impact activities rather than too many initiatives.
  • Tailor communications for different employee groups, particularly frontline colleagues.
  • Combine quantitative metrics with employee feedback to evaluate success.
  • Build wellbeing into everyday organisational culture rather than treating it as a standalone programme.
  • Allow flexibility to refine initiatives based on participation, operational realities and employee feedback.