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It is fair to say that workplace wellbeing is firmly on the agenda at many public and private sector organisations, and it is certainly on the political agenda. 
 
Stats from the CIPD show that in 2023, just over 50 per cent of organisations had a “stand-alone wellbeing strategy”, with “91 percent of organisations' wellbeing activity focused on mental health”. 
 
This is moving in the right direction, as is the recent introduction to Parliament of the Mental Health Bill, which has been welcomed by many. Dr Sarah Hughes, who is the Chief Executive of the mental health charity Mind, says the bill “brings us a step closer to a more progressive mental health system”. 
 
But she cautioned that the bill may not deliver radical change. 
 
And therein lies a problem. Change. Is the right mindset in place and being embraced? 
 
Worryingly, 'wellbeing washing' is a thing. A study published a couple of years ago and reported by media such as People Management, showed that “seven in 10 (71 per cent) workplaces celebrated mental health awareness days, but only a third (36 per cent) of organisations’ mental health support was deemed good or outstanding by their employees”. 
 
Stats also show that almost half of employers report that they have gone into work “despite not feeling physically or mentally well enough to perform their duties”. 
 
I have also seen stats that say more than 16 million working days are lost in the UK due to mental health matters, and that “almost half of workers (46%) say they’ve worked in recent months despite not feeling physically or mentally well enough to perform their duties”. 
 
So surely it makes sense, doesn’t it, to invest properly in people, in their wellbeing? 
 
One company that has truly embraced a new mindset is TIS, which is based on the Oakham Business Park in Mansfield. 
 
With a commitment to delivering a premium service in all that it does, the innovative company designs, installs, and maintains smart life safety and security systems for organisations that have to be heavily compliant. 
 
I knew that TIS already invested in people, so I visited the company to speak with chief executive officer James Twigg, and also with Lauren Howell, TIS’s Head of Culture and Strategy. 
 
I wanted to know why culture and people are so important to TIS. 
 
CULTURE AND PEOPLE 
 
James admitted that when he joined the business more than 10 years ago, it was in some ways a “disaster zone”. He told me: “People were underpaid, not listened to. It was a “can’t have”, and a “no” culture, and there were cliques.” 
 
Understanding the importance of people and culture, he set about changing things. As an example, you will have just read, Lauren heads up “culture and strategy”. Culture is now embedded in how the company operates. 
 
“You have to sit down and listen to the issues and then take action,” explained James. “It can be a huge shift, but over time you develop the foundations of a quality culture that is aligned for everyone and you have to reward people for the right behaviours. 
 
“Customers will stay if you care. We do care, and that’s our difference.” 
 
He says that companies should listen, take action, and communicate. Being visible is an important factor in culture too, and celebrating success (note that on LinkedIn, TIS regularly posts under the heading “Celebrating High Performance Club Winner”. 
 
High performance, accountability, integrity, and people engagement are all words that James uses when he talks passionately about TIS and the success story that it has become. 
 
“We strive to be as perfect as we can,” says James, “but people are not robots. We have to try to influence them to be great.” 
 
Lauren adds that from her point of view, “people want to feel that what they do makes a difference and that they have a purpose”. 
 
She says: “People are part of the jigsaw, and there are challenges. If people are culturally on board, they do the right things because that is what they want to do. It all has to be authentic.” 
 
“You build a business by building people,” says Lauren. “Banks and investors will want business plans but we believe you should also have a culture plan too, particularly if you are a service business. It will be different for everyone, but believing in culture, and delivering, is right for us.” 
 
James adds: “We don’t just tick boxes. There are lots of different challenges for organisations. Not everyone has the time, the will, or the investment. But, it is about choices. You have to ask yourself, is it a priority for you? 
 
“We are a difference maker, whether that is for clients, the public, or our staff, and I think we are on the right track in our journey.” 
 
JOURNEYS AND DESTINATIONS 
 
The word journey is interesting, as a lot of companies use it. You have to realise that journeys have destinations and you can review where you are going and how you are getting there, and that is also something that TIS recognises. 
 
James says that he continually drives people to be better, whatever role they are playing in the business. 
 
He says: “The highest levels have to listen to all levels, and an open door policy works. Culture is everyone’s responsibility and you have to be communicative and proactive. Listen, support and action. It’s an art to find things out but it is how you build relationships. 
 
“As a company we are on a growth journey, and culture is used to drive that growth.” 
 
By developing a culture of support and openness, and one of integrity and premium service, is also something that supports businesses with remote offices too. 
 
In an age when people are working remotely, whether from home or from an office, this can be vital. 
 
In terms of dedicated wellbeing support, TIS offers a lot of support, such as mental health first aiders, counselling sessions, and awareness days raise certain topics, such as the menopause. People are given the tools to spot when issues are beginning to arise, and pathways and solutions are put in place. 
 
Wellbeing is itself an agenda item on the HSE forums - which is brilliant to see. Not many companies realise that health and safety should over health and wellbeing too. 
 
EXTENDING OUTWARDLY 
 
The company’s culture extends outwardly too. It supports charities (nominated by staff) and grassroots sports clubs, and there are volunteer days, and toy appeals. Everything it supports has to have an element of care - after all, the whole aim of the business is saving lives and care. 
 
Lauren tells me that when people first come into TIS, it is often a shock to them how well supported they can be. 
 
It’s wonderful to hear and it is clear that TIS is a beacon for health and wellbeing and for listening to employees. 
 
So doesn’t it make sense to support the right people in the right roles so that performance is at a high level, just as TIS does? 
 
And shouldn’t it be the case that everyone should be doing the right things by their people? 
 
By the way, if you think perhaps that investing in people and culture isn’t right, think about this - in 2013, the company’s turnover was £10m for the first time. In 2019, when James led a management buyout, the company hit £15m in turnover. It now has a turnover of around £20m. 
 
It seems that people, culture, performance, and success do go hand in hand. 
 
Makes you think, doesn’t it? 
 
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