Best of luck There are many services [NHS etc] out there who are able and willing to support your campaign and there's lots of info on the web - if there is real commitment by both employees and management then all [ the company and staff] will benefit In my experience there are two types of campaigns; - A: A tick box exercise where the company etc wants a tick in a box and will do the minimum and nothing else along with running the business as it is currently run with no beneficial change - They in return get what they deserve B: A campaign where a company etc really want to ensure welfare and will move forward with any findings etc - They in return also get what they deserve I know of two organisations who undertake exactly the same type of work but the moral in one company is 100% better than the moral in the other - No prizes for guessing which company takes the tick box route

Hello Sean Congratulations on your stamina and commitment. My experiencnces in relation to wellbeing go back over 25 years, beginning as a counsellor on several Employee Assistance Programmes. In that period, two changes are particularly relevant to your initative: one is changes in employment law (well beyond health and safety regs) and the other is employee expectations in relation to levels of funding available. (Over the 25 years, in addition to serving as a safety/heatlh practitioner, I've worked as a chartered psychologist, chartered HR practitioner and registered ergonomist with opportunities to observe the good, the bad, the ugly and the horrendous in relation to wellbeing in about equal measure in organisations ranging from a handful of employees to ones employing over 10,000). In this light, I'm interpreting what you have outlined as a relatively good start to reflecting good practice in relation to 'wellbeing', and suggest simply 4 matters to give some thought to at this stage. 1. what your various stakeholder groups understand by the word 'sellbeing' and how differences in their meanings can affect the funidng of your initiative 2. how you will develop and maintain relationships with your different stakeholder groups 3. how you relate your initiative to relevant laws on work/life balance and on discrimination (and how you manage your relationship with a HR specialist to keep you up to date on the links between these laws and wellbeing of employees and maangeemnt) 4. what measures you will use to gather reliable and valid data on money invested in employee welling. If you need one single guide to assist your initiative on this front, may I recommend 'Psychological Capital. Developing the Human Competitive Edge', F Luthans, C M Youssef, B J Avolio, Oxford University Press. 2007. Chapter 8 provides a useful discussion on 'Measurement and Development of Psychological Capital: Assessing the Return on Investment.' The 24-item questionnaire in the Appendix might well suit your purposes, if you (and your HR associate) apply it wisely.