For a communications team working close to a relentless news cycle, regional uncertainty also became a workplace wellbeing challenge. Acorn Strategy responded with a steady rhythm of practical information and personal contact: daily updates, leadership check-ins and twice-weekly CEO videos. Colleagues working within client organisations were included, with conversations about flexibility, travel and family safety.

The response sat alongside its ELEMENTS wellbeing programme, employee assistance support and RUOK Champions. Messages were shortened when feedback showed people needed clearer, more manageable information. Acorn reports that its wellbeing survey score rose from 3.6 out of five in September 2025 to 4.2 in September 2026. Its story is about listening closely enough to change how support is delivered, especially when the pressure is greatest.

How do you make wellbeing relevant to colleagues in shops, restaurants, warehouses and offices across 13 markets? Alshaya’s More Good Days programme brings together employee listening, professional support and a network of Happiness Heroes, with activities adapted to different working lives.

During regional disruption, support included sessions on coping with uncertainty, helping children and leading teams through conflict. Resources were delivered in English, Arabic and Urdu, while financial wellbeing sessions addressed another source of everyday pressure. The entry reports increased participation and growing use of support. Alshaya is also developing clearer policies and divisional ownership, recognising that a large programme needs consistent access and accountability as well as a busy calendar.

After 15 years in teaching, Ashley Green wanted to give children more space to understand their emotions and develop the skills to navigate them. She founded Green Heart Wellbeing in November 2024, building a self-funded initiative that brings wellbeing learning into children’s everyday lives.

Her submission describes work reaching almost 500 children, including six clubs within one school. The approach connects emotional vocabulary and positive psychology with practical activities, alongside engagement with parents and educators. Parent testimonials describe changes noticed in individual children. Ashley’s story is one of turning her experience in education into early support, helping children find words for how they feel before those feelings become harder to share.

Aster’s starting point was a simple question: what do the people delivering care need from their own workplace? More than 16 wellbeing pulse checks, staff conversations and feedback helped identify different pressures facing nurses, doctors, trainees and other colleagues.

The response combined confidential professional support with targeted sessions, manager development and candid conversations through Talk the Walk. A Wellbeing Majlis involved more than 120 Emirati employees, while an Oman listening exercise highlighted recognition, communication and respect as priorities. During disruption, support also included practical changes to working arrangements. Aster’s submission describes a shift from running activities to improving everyday experiences of work, with longer-term measurement and a group wellbeing policy still being developed.

BCG Middle East is bringing mental health support closer to the working day. Building on therapy coverage, peer support and leadership-led conversations, its 2026 approach adds direct access to psychologists, digital resources and a central Wellbeing Hub to help colleagues navigate the support available.

The programme spans the UAE, Saudi Arabia and Qatar, with local routes into care. The submission records 83 psychologist appointments attended through August and more than 32 employee-facing group sessions by late September. It also describes Arabic- and English-language counselling during regional uncertainty. Rather than treating access as the end of the task, BCG is using participation, service use and employee feedback to refine how support reaches people.

As Partner and Head of Middle East at Pinsent Masons, Catherine Workman has made the human side of leadership visible during a difficult year. Virtual town halls gave colleagues space to ask questions and speak about how they were feeling, alongside access to counselling, compassionate leave and practical help.

Her nomination describes support for travel and family needs, a flexible regional Wellbeing Day and leadership that models boundaries between work and home. Beyond her own team, Catherine’s work with the Mindful Business Charter and the General Counsel Wellbeing Network extends the conversation to clients and the wider profession. The thread running through her story is that demanding professional work needs leaders who make room for people’s lives.

CHARGE Circle creates a pause within busy city life: a 60-minute guided experience at ARTE Museum Dubai, bringing together live voice, music and sensory elements in a small-group setting. Its Discover Yourself, Choose Yourself and Trust Yourself journeys are designed to offer space for reflection and reconnection.

Following a pilot, three public sessions welcomed more than 60 guests, with some returning for another experience. Participant feedback shaped practical adjustments, including sound levels and the addition of blankets. Early survey responses describe a positive experience and an intention to continue practising. This is an emerging wellbeing offering, with its evidence centred on participation and personal feedback rather than claims of clinical treatment.

Carol Glynn’s Conscious Finance programme starts before the workshop, with a confidential survey about what employees are worried about. It then combines tailored teaching with private conversations and 30 days of support through the Conscious Clarity app, so people can work on questions they might never raise in front of colleagues.

The approach covers cash flow, debt, investing and the purpose people want their money to serve. A follow-up conversation one month later helps turn learning into action. In the programme described in the entry, participants reported starting to invest, changing spending habits and finding more manageable debt plans. Individual information remains private, while employers receive anonymised insights into further support their people may need.

For Creation Business Consultants’ 30-person team, regional uncertainty brought very personal concerns about family overseas, disrupted travel and financial pressure. The response paired resilience workshops with weekly leadership updates, town halls and open questions, giving colleagues both information and a way to be heard.

Practical help included emergency family leave, assistance with travel documentation and faster salary or leave payments where urgent travel was needed. Flexible working and workplace wellness days rounded out the support. Between March and September, the company reports a fall in employees describing elevated anxiety and an increase in those feeling supported. Its entry shows how a small organisation can respond through specific decisions that remove pressure from people’s lives.

Current Global’s Black Belt Mentality applies the idea of mastering the basics to workplace wellbeing. In 2026, the agency signed the GCC Marcomms Mental Health Charter and worked to translate that commitment into daily practices, from manager training and personal development to more inclusive timing of team events.

When regional conflict intensified, the response included daily check-ins, counselling, flexible working locations and time off in lieu for colleagues on the front line of crisis communications. Mental health support was added to company-wide insurance. The agency reports 93% staff retention and an 80% happiness rating in its annual survey. Its story connects the culture built in ordinary times with the support people can rely on when circumstances change.

Steve Cronin’s DeadSimpleSaving helps people make sense of personal finance without handing control of their future to somebody else. The learning journey breaks down saving, investing and financial independence into practical steps, with an emphasis on understanding decisions rather than following unexplained advice.

The supporting testimonials describe people moving from uncertainty towards greater confidence in managing money, planning for family goals and taking action themselves. Participants value clear explanations, approachable teaching and the ability to revisit what they have learned. The wellbeing connection is tangible: money worries can occupy a great deal of mental space, and building the skills to make informed choices can help people feel more in control.

Dr Reem Al Hashar brings an occupational physician’s perspective to conversations about mental health and organisational wellbeing. Her work combines corporate wellbeing consultancy with advocacy and speaking, connecting the experience of individuals with the environments in which they work.

Her focus is on workplaces and the leaders who shape them. Rather than leaving mental health entirely to individual coping, she brings attention to the role organisations can play in creating healthier cultures. Her story sits at the intersection of health and working life: helping make wellbeing a subject for leadership discussion as well as personal awareness.

As Chief Executive Officer of SAKINA, Dr Zain Ali Al Yafei has led through substantial change in mental healthcare while keeping attention on the people delivering it. His nomination describes town halls, operational conversations and open feedback channels where colleagues can raise concerns and contribute ideas.

When teams identified pressures around access, waiting times and capacity, those conversations informed practical responses, including expanded services and clinic arrangements. Colleagues describe a calm, accessible leader who makes room for expertise across professions and locations. His story is about holding two needs together: improving access for patients and supporting the staff whose work makes that access possible.

Dulsco brought wellbeing support directly into workforce accommodation communities during regional uncertainty. Across more than 15 locations in Dubai and Abu Dhabi, its response combined mental health conversations, art and music activities, sport, social connection and practical welfare support.

Leadership walks created opportunities for people to be heard in person, while safety and conflict-awareness sessions addressed immediate concerns. The entry reports more than 100 activities reaching over 10,000 employees. Safety reviews were also built into deployment decisions, connecting care with operational practice. For colleagues living away from family, the programme aimed to make reassurance and support visible where they live and work, rather than expecting everyone to find their way to an office-based initiative.

ENOC Retail Operations designed its wellbeing approach around a workforce working across different languages, shifts, sites and staff accommodation. Listening visits and psychosocial risk assessments helped identify where support needed to be more accessible and where concerns could be recognised earlier.

The response brings together practical education, trained mental health first aid support, leadership involvement and clear routes for referral. Topics range from sleep and fatigue to financial and family wellbeing. During uncertainty, this existing structure provided a way to respond to emerging needs. ENOC’s entry makes a distinction between initial, non-clinical support and professional care, while placing responsibility for psychological wellbeing within everyday operations and leadership.

Across 153 UAE sites, ENGIE Solutions needed support that could reach colleagues in demanding operational environments as well as those in offices. Its approach drew on employee surveys and the global No Mind at Risk framework, combining specialist guidance with practical ways to manage everyday pressure.

During regional conflict, this extended to parenting sessions about helping children feel safe and workshops on grounding, stress and emotional regulation. Hybrid delivery, recordings and selected Hindi and Arabic communications helped broaden access. The entry records 3,870 cumulative attendances across wellbeing activities. Its emphasis is on giving people relevant support they can use, while recognising that worries about home and family also arrive at work.

Faye Truin listened to colleagues at Food People and heard that they were not asking to do less work. They wanted more trust in how and where they did it. Her response was to reshape the working week around three office days, two work-from-anywhere days and core office hours.

The change addressed the strain of commuting and the need to make room for family, exercise and recovery without lowering expectations. Her submission also describes leadership conversations, wellbeing resources and practical financial support tools within onboarding. Food People reports lower sick leave following the change. Faye’s story shows empathy translated into working arrangements, with colleagues’ experiences informing how the business operates.

Food People, a recruitment business serving the food and beverage sector, took a close look at the human cost of its working pattern. Feedback pointed to stressful commutes, difficulty balancing family life and a desire for greater trust, rather than a request to reduce the work itself.

The company moved from five office days to three, added two work-from-anywhere days and introduced core office hours. Support also included wellbeing sessions, gym access and financial planning tools during onboarding. The entry reports a 51% reduction in sick leave over the six months following the change. Its story is about redesigning the working day around people’s realities while continuing to expect strong professional performance.

Gambit Communications set out to protect psychological safety within a young, ambitious agency operating at high intensity. Its approach is organised around practical experiences of security, care, belonging and trust, asking whether colleagues feel safe to speak honestly and confident that support will be there.

The regional conflict tested that culture. The submission describes visible leadership support and investment in leadership sessions on navigating crisis. In its October employee survey, all respondents said they believed the agency would support them during a crisis, while 86% described the workplace as psychologically safe. The emphasis is on the decisions and relationships beneath the wellbeing message, rather than treating a campaign as a substitute for culture.

Club.Genie gives people looking for work in the UAE something a job search can take away: a routine, friendly faces and a place to belong. The free weekly gatherings welcome graduates, people changing careers, those returning to work and people who have lost a role, with no application process.

Alongside practical recruitment advice, the community addresses the isolation and loss of confidence that can come with unanswered applications. Genie reports a membership of 2,500 and weekly events sustained throughout the year. Its submission describes people returning for encouragement as well as finding work through advice and networks. The central idea is consistency: showing up in person, week after week, so nobody has to navigate the process alone.

HAS Law Firm connects wellbeing with the everyday pressures of legal work: court deadlines, demanding clients and the expectation of high performance. Employee feedback helped shape an approach spanning healthier routines, recognition, learning, flexibility and stronger working relationships.

Practical measures include nutritious lunches, preventive health screenings, wellbeing and team-building activities, and regular conversations about performance and development. The HPST Star Programme recognises contributions, while shared achievements help people see the value of their work. The entry describes an effort to combine clear expectations with a culture in which colleagues can contribute ideas and feel supported, making wellbeing part of how the firm works rather than an occasional event.

As Senior Manager for Group Employee Wellbeing Programmes at Majid Al Futtaim, Hind Al Saadi has helped turn the WellBe agenda into something colleagues can recognise and access throughout the year. Her work connects mental, physical, social and financial wellbeing across a large, geographically diverse workforce.

Her nomination describes efforts to make confidential professional support easier to use, equip managers and develop networks of wellbeing ambassadors and champions. Delivery spans webinars, onsite conversations and local-language resources, acknowledging that people need different routes into support. The programme reports reaching more than 30,000 employees. Hind’s story is about sustained coordination: making the support visible, building trust in it and keeping wellbeing on the leadership agenda.

Houbara’s wellbeing approach starts with listening and follows through into the way its agency works. The Hatchery provides quarterly conversations about development, growth, wellbeing and support. Needs raised there inform Nourish, its internal learning and wellbeing programme, and tailored coaching.

Flexible working and manager development sit alongside this regular rhythm of conversation. Its first anonymous Culture Pulse in September 2026 established a baseline, with all respondents saying colleagues had each other’s backs and that The Hatchery created useful space for support and development. The programme also considers the human skills needed as AI changes work. Its story is about connecting listening, decisions and follow-up, so wellbeing is reflected in everyday relationships and working practices.

Charis Marr and Shana Doherty founded In Good Wealth around a question many people recognise: how can money support the life I want, rather than become a constant source of worry? Their Prosperity Power 5 framework connects earning, saving, growing, spending and protecting money.

Free tools and guided check-ins help people see the whole picture, while workshops and coaching turn priorities into practical next steps. The founders bring experience from finance, strategy and communications, alongside an understanding of life’s financial transitions. Their approach focuses on building people’s own capability, without selling financial products or managing their money. Early workshops and participant feedback point to an appetite for clear, approachable conversations about financial wellbeing.

When the people supporting others are also carrying the weight of a crisis, they need care of their own. Insights Psychology offered structured group support to its workforce and school counsellors, delivered by licensed clinical psychologists trained in EMDR.

The sessions used the Group Traumatic Episode Protocol, allowing participants to work with distress without being required to recount their experiences to the group. Protected time helped staff attend, and follow-up support remained available. The submission reports reduced trauma-related symptoms in a monitored group completing before-and-after assessments. These are programme observations rather than a controlled trial, but they give a more concrete picture of support than attendance alone.

Introspexion brings psychologist-led support into UAE energy workplaces, including offshore settings where access and working conditions can differ markedly from an office environment. Its approach combines confidential clinics with workshops and engagement with leaders.

The connection between these activities matters: individuals need somewhere to seek help, while organisations also need to understand the pressures shaping working life. The entry describes an approach that links individual support with prevention and workplace insight. Rather than asking employees simply to become more resilient, the work brings psychological expertise closer to their everyday environment and into conversations about how that environment can better support them.

KEO’s wellbeing framework connects mental, physical, financial and social support for office- and site-based colleagues across the region. Employee surveys and service-use information help identify pressures, including workloads, working away from home and uncertainty, then shape a mix of practical education and confidential care.

Trained colleagues provide an internal support network, while professional services offer another route for people seeking help. Financial wellbeing sessions and shared activities widen the conversation beyond mental health alone. The entry records increased use of BetterHelp and participation in practical education, alongside changes in workforce indicators. Its central lesson is that support works as a connected employee experience, rather than a set of unrelated awareness days.

Lino Yohannan is WSP’s Regional HSE Manager for the Middle East and India. Across offices, project sites and contractor workforces, he has championed the idea that looking after people means taking psychological wellbeing as seriously as physical safety.

His nomination describes the development and rollout of We Care, alongside a leadership style built on listening and approachability. Many of the people he works with are far from family and familiar support networks, making a trusted conversation especially valuable. Lino’s contribution is in bringing that human perspective into demanding project environments, helping colleagues feel able to speak up, ask for support and know their concerns will be heard.

Lockton’s Mind Your Health programme begins with understanding each workforce, rather than prescribing a standard wellbeing calendar. Health screenings and a six-pillar wellbeing survey help identify needs, which inform a tailored annual strategy led by a dedicated wellbeing manager.

The approach combines onsite activity, webinars and practical support with reviews of the benefits and policies employees rely on. Delivery is adapted to different locations, languages and working patterns, with quarterly reporting and annual reassessment. The submission reports reaching more than 27,000 people across 137 organisations over twelve months. Its story is about using an insurance broker’s knowledge of health and benefits to support prevention and earlier access to care.

Loretta Ahmed, Founder and CEO of Houbara Communications, describes her leadership approach as listening, acting and listening again. During regional uncertainty and rapid changes in how agency work is done, she made dedicated time for individual conversations and adapted support to what colleagues needed.

That listening fed into changes to development conversations, flexible working and tailored coaching. Wellbeing became a fixed part of The Hatchery’s quarterly discussions, while manager development strengthened how support reaches teams day to day. In Houbara’s Culture Pulse, respondents reported that leadership genuinely listens and most had seen feedback lead to action. Loretta’s story connects personal accessibility with changes that can outlast a single conversation.

MA TNAMIR is an anti-bullying NGO founded in Lebanon in 2022. Its work brings students, teachers and parents into a shared conversation about preventing bullying and protecting children’s mental wellbeing.

Through workshops and coaching, the organisation addresses an issue that reaches beyond the child experiencing it. Teachers and families also need ways to recognise what is happening and respond. Its finalist story centres on that wider circle of support: helping the people around children engage with bullying prevention, alongside the young people themselves. The work places children’s everyday relationships at the heart of the wellbeing conversation.

Majid Al Futtaim’s WellBe programme brings mental, physical, social and financial wellbeing together under one recognisable identity. Across a diverse workforce, the aim is to make support something people encounter throughout their working lives, rather than only when they are already struggling.

Its approach connects confidential employee assistance, manager resources, wellbeing champions and a range of onsite and digital activities. Different formats and languages help reach colleagues with different roles and routines. The submission describes a move from reactive support towards a more coordinated employee experience, with attention to awareness and service use. The practical challenge is scale: making a group-wide commitment meaningful to the individual person looking for help.

Masar extends mental health and recovery support beyond the clinic through education, community engagement and clearer routes into professional care. Its MASAR BRIDGE initiative connects universities, students, families and people with lived experience, addressing stigma and uncertainty about where help begins.

Listening sessions and participant feedback inform the language, materials and activities used. Accessible communication, confidential questions and collaboration with university support teams help make the work more approachable. The entry describes ambassador development, volunteering and continuing awareness activity as ways to sustain those connections. Its story is about building a bridge between knowing more about mental health and feeling confident enough to seek appropriate support.

During conflict affecting Lebanon and the wider region, Mazen Nahawi made direct contact with colleagues a leadership priority. As Group CEO of CARMA and Raiyn, he checked in with employees across Lebanon, the UAE and Saudi Arabia, recognising that concerns about family, safety and livelihoods were arriving at work too.

His nomination describes a commitment to no conflict-related redundancies, alongside weekly workshops on stress and internal conflict and a business continuity session to reduce uncertainty. Colleague feedback highlighted feeling heard and becoming more aware of one another’s circumstances. The story is grounded in practical reassurance: listening personally, providing information and making organisational decisions that acknowledged the pressures people were carrying.

Menara Health grew from founder Kausar Tahir’s recognition that women need clearer, more culturally sensitive support across their reproductive lives. The platform expanded from a menopause focus to a broader journey from first period through later life, connecting physical experiences with their effects on emotional wellbeing.

The approach brings together symptom tracking, education, community and personalised tools, with content offered in multiple languages. Partnerships with community groups aim to reach women in familiar settings. The submission describes a platform still developing its reach and evidence, with a focus on helping women recognise patterns, find information and feel that their experiences are understood rather than dismissed.

Nafsi Health aims to make the first step into mental healthcare less confusing. Its Arabic- and English-language journey combines an online wellbeing assessment with therapist matching and access to licensed clinicians, helping people consider language, needs and fit when seeking support.

The assessment is not a diagnosis, and the care model includes escalation pathways for risk. Flexible session options and employer programmes offer routes for continued access beyond an initial appointment. Nafsi reports a one-day median wait to a first session. Its submission also tracks repeat attendance and patient experience, distinguishing service-use patterns from proof of clinical outcomes. The focus is a clearer, more practical route into professional care.

Neuropower World asks organisations to look at the barriers in their systems, rather than assume that neurodivergent people need to change to fit them. Its work combines neuroscience, lived experience and human-centred design to help leaders and people teams understand different ways of thinking, communicating and working.

The approach moves from awareness towards audits, capability building and practical changes in workplace design. Its 2026 direction includes applying international learning in Middle Eastern professional environments and developing more locally attributable evidence. The entry is clear that international results are a foundation, rather than proof of regional impact. Its story is about what organisations do after the awareness session: identify barriers, change practice and evaluate the difference.

Nina Merheb, Deputy Chief Nursing Officer at King’s College Hospital London in the UAE, began regular Wellness Sessions after noticing signs of stress, burnout and disengagement among nurses. These sessions give nursing leads protected time to reflect on the human side of leadership, including energy, resilience and self-care.

Her nomination describes more than 20 sessions since 2024, including 12 in 2025–26. The contribution extends beyond the room: leaders take ideas back to their teams, creating wellbeing conversations and peer communities of their own. Nina also offers confidential initial support as a Mental Health First Aider, encouraging professional help where appropriate. Her story is about strengthening the people who support the people delivering care.

Pinsent Masons’ wellbeing approach recognises that professional pressure and family responsibilities do not exist in separate compartments. Its Middle East work connects mental health support with the practical arrangements that help colleagues navigate parenting, caring, illness and demanding client work.

The submission describes flexible working, support for new and adoptive parents, family-related healthcare and sponsorship needs, and financial protection during long-term illness. Manager support and open communication aim to make these arrangements easier to discuss and use. The emphasis is on a locally relevant framework: moving beyond a policy’s existence to whether people can seek help early and trust that their circumstances will be understood.

At Pinsent Masons, Rachel Durno has helped make wellbeing both more approachable and more embedded in how the organisation works. Her nomination describes a trusted presence whom colleagues feel comfortable approaching before pressure becomes a crisis.

Alongside that personal accessibility, she has worked to influence policy, strengthen leadership engagement and expand practical support across the Middle East offices. The approach recognises that mental health is shaped by everyday experiences of work, including whether people feel heard and whether unnecessary pressures can be reduced. Rachel’s story connects the reassuring individual conversation with the organisational changes that make support more consistent for everyone.

Roweena Britto is the founder of WhatBoutMe, bringing lived experience into her work as a brain health coach in the UAE. Her submission describes a personal journey of rebuilding wellbeing and finding a purpose in helping others feel seen and understood.

That experience informs the way she speaks about identity, everyday choices and the importance of paying attention to personal wellbeing. Rather than presenting recovery as a simple before-and-after image, she describes changes that are often felt before they can be seen. Her finalist story is about using a personal voice to open conversations and offer encouragement, while recognising that each person’s experience and support needs are different.

SAKINA’s work connects access to mental healthcare with support for the people delivering it. Its entries describe several routes into that conversation, including public education, a helpline, mental health first aid and the NAFFAS staff wellbeing initiative.

Within NAFFAS, visual check-ins, informal conversations and facilitated sessions create different ways for colleagues to participate. A bilingual board gave staff room to express feelings ranging from optimism to exhaustion, making the human experience behind professional roles visible. Across its work, the emphasis is on approachable support and clear routes into care. The staff programme’s next steps include more consistent feedback and evaluation, so participation can inform how support develops.

After recognition at the mentl awards in 2025, Salama Murad Alblooshi asked what she would do with the voice she had found. Over the following year, she began answering through art, public speaking and greater involvement in SAKINA events.

Her submission describes speaking at a UAE Women’s Day event about lived experience, support and creative expression. Art has become another way to explore identity and belonging, and she completed a course to deepen her understanding of the connection between creativity and emotions. She is clear that this does not make her a therapist. Her story is about becoming more confident in sharing experience and making room for others to feel less alone.

SAY Studio’s work with Million Little Pieces begins with a design question: how can a space make participation easier? The pro-bono project responds to the need for calm, accessible art-based support for People of Determination, alongside the needs of practitioners and the people accompanying them.

The design uses a low-stimulation palette, soft surfaces and distinct zones for different activities, from quiet sessions to messy play. Arrival, transitions, storage and places to pause are considered as part of the experience. The submission presents an inclusive design approach, rather than claiming proven therapeutic outcomes. Its story is about the care expressed in physical choices, including whose comfort is remembered when a space is created.

Standard Chartered’s response to regional conflict recognised that colleagues were experiencing the same events in very different ways. Some faced separation from family, others caring responsibilities or financial pressure. Listening to local teams helped shape a response based on choice, flexibility and trust.

Confidential support through employee assistance and Unmind sat alongside practical working and leave arrangements. English and Arabic resources, check-ins and specialist sessions also addressed the needs of families and children. The submission describes a whole-person approach and identifies stronger market-level measurement as a next step. Its story is about helping people make arrangements that fit their circumstances, while making clear that emotional support is available too.

The Personal Finance Zone by Ahmed Saleh makes financial learning practical for employees navigating uncertainty. The entry describes more than 20 seminars delivered for ten organisations, alongside courses and individual coaching.

The work extends beyond sharing information in a single session. More than 100 people are reported to have received coaching to build a clearer plan and greater control over their finances. That personal element gives people space to connect learning with their own circumstances. Its wellbeing story is about making money a subject people can engage with more confidently, and helping them move from general advice towards decisions and actions relevant to their lives.

Weber Shandwick MENAT’s response to a difficult year centred on a simple commitment: We care. In a profession shaped by urgent requests and constant information, the agency sought to protect connection and psychological safety while colleagues navigated external uncertainty.

The entry describes a mixture of practical support and opportunities to reconnect, including team breakfasts, mindful activities, volunteering and time outdoors. Family-related support and longer-service sabbaticals sit within the wider employee experience. Its story places value on the consistency of care across ordinary working life and periods of disruption, making space for colleagues to be people as well as professionals.

Weeal is developing a more connected approach to workplace wellbeing, combining digital tools, specialist practitioners and practical interventions. Its method follows a continuous cycle: understand the person and context, personalise support, measure the experience and adapt.

The approach considers emotional, physical and lifestyle needs together, rather than treating each activity as a separate solution. Early testing and feedback are being used to refine accessibility, engagement and the human content within the experience. Its entry presents a developing model, with early signals rather than established long-term outcomes. The ambition is to help organisations respond more closely to what their people need and keep improving that response over time.

Wellx brings wellbeing tools into the same app people use for health insurance and employee benefits. Mood check-ins, breathwork, movement breaks and routes into professional sessions create multiple ways to engage, including for people who might not begin by asking for counselling.

The team uses interaction data and member conversations to understand where people engage and where they drop away. For September 2025 to September 2026, the submission records more than 347,000 breathwork exercises and 245,000 mood check-ins, alongside 706 sessions booked since February. Reported changes in mood are early observational findings, not proof of treatment effects. The story is about making everyday support easier to discover, use and return to.

What The Fahad opens conversations about the pressures behind sporting performance: injuries, expectations, busy working lives and being far from familiar support networks. Its free interviews and shorter clips meet athletes and everyday movers on platforms they already use, without requiring a referral or appointment.

Community surveys, run-club conversations and audience feedback help shape the topics. Longer interviews offer depth, while short clips create an accessible first step. The submission describes listeners feeling more seen and clubs taking conversations into their own wellbeing check-ins. Its next measurement priority is more structured feedback on outcomes. The central idea is that hearing a respected person speak honestly can make it easier for others to do the same.

WSP strengthened both communication and practical support during regional uncertainty. Its Standing Together updates acknowledged what colleagues were experiencing, while leaders and wellbeing champions increased face-to-face contact across offices and project sites.

The company also developed its Mental Health First Aider network into a more active regional community, with dedicated channels, engagement forums and support for the first aiders themselves. Anonymous interaction logging helps the organisation understand how that support is being used. The entry describes a move from having trained individuals available to building a connected, visible system around them, so people know where to turn and those offering help are supported too.