Workplace wellbeing is rapidly moving up the agenda of business, government and civic society.  It is now seen as not only the right thing to do, but it also has a compelling economic imperative. Wellbeing is a broad concept that includes physical and mental health, and the social/relationship aspects of the work environment. It ranges from dealing with challenging mental health issues to supporting those who are already flourishing to continue that way.

It is clear there are issues with wellbeing in the workplace that need to be addressed. For example, sedentary workplaces are leading to the observation that "sitting is the new smoking," and “presenteeism”—attending work while sick—is decreasing productivity and happiness levels, and creating increasing levels of sick leave, both from mental and physical issues.

Ten years ago I launched myself into the world of sustainability, and it’s been an amazing roller coaster journey.

In 2006 there were some things I already knew—for example, that sustainability is good for people, profit and planet—but over the years, I’ve learnt many things, just 10 of which are below.

These highlight aspects of my personal story and the wider narrative as I, and sustainability, have developed.

Employee engagement is a buzzword that has been around for a long time, but what does it actually mean, and what are the benefits to organisations? There are many ways an organisation can engage its employees.  This article explores both the theory and practice, especially in relation to the social side of sustainability. I’ll highlight two best practice examples from this vast galaxy of programs, initiatives, and missions, one from either side of the Atlantic, one a niche NGO and the other a high profile brand.

Whilst there are hundreds of definitions of this field, a particularly well- rounded one comes from the Chartered Institute of Personnel and Development (CIPD).  Engagement is: “being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to other”.  They make a useful distinction between emotional engagement (driven by a desire to do more for an organisation) and transactional engagement (drive to earn a living and progress).