How

 

Beacon

 

Red

 

connected

 

employee

 

voice

 

with

 

organisational

 

wellbeing

2025 WINNER · Supportive technology company

Beacon Red’s Al Rafah strategy started with the conditions that shape how people feel at work. Survey findings and focus groups informed an approach spanning physical, mental and occupational wellbeing, alongside organisational health.

What they did

The Human Capital team worked with psychologists, wellbeing partners and the employee-led Al Rafah committee. The response included an Employee Assistance Programme, creative and restorative activities, career development and leadership training.

Teams received survey insights and guidance to support local action plans. The organisation also introduced a psychosocial health and safety policy and five people-related process maps and procedures. A separate 14-week Human Performance Optimization Centre pilot combined education, coaching and personalised feedback.

What the entry shows

The entry documented changes to policies, processes and available support. For the limited pilot cohort, it reported that 59% improved sleep duration and 46% improved recovery from acute stress. These results relate to the pilot participants, not the whole workforce.

A repeat organisational survey was planned for 12 months after implementation. The submission therefore described both early findings and a plan to assess progress over time.

What others can learn

Employee listening is most useful when it changes the way work is managed. Connecting survey findings with local action and organisational policy gives feedback a practical route into decisions.

Beacon Red’s example also separates a targeted pilot from the wider strategy, allowing early learning without assuming that one cohort represents every employee.

Based on the original 2025 mentl awards submission. Figures and observations are those reported in the entry.

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