Workplace wellbeing – Lynzie Kane’s work

Wellbeing, diversity and inclusion (WD&I) is an ever-growing priority at Churchill Group. Instrumental to that is Lynzie Kane. Lynzie oversees the WD&I agenda and has over 10 years of experience in workplace wellbeing. She has seen it develop from a buzzword on organisations’ well-to-do lists to an instrumental part of their growth and strategies.

Over her two years at Churchill Group, Lynzie has helped shape and guide our WD&I work and has big plans for 2025. She explains more in this blog.

Embedding WD&I into Churchill Group

Over the last few years, I have witnessed wellbeing change significantly. Though it used to be a vague workplace term, now it is part of actionable plans embedded in organisations’ services.

During my time at Churchill Group, I have witnessed how becoming employee-owned has transformed colleagues’ mindsets and attitudes. As employees have an active role in shaping the future of the organisation, they are more driven to engage in WD&I initiatives. Our internal wellbeing programme WellMe supports that engagement through five pillars that offer support and guidance on mental, physical, and financial health, along with diversity and inclusion, and workplace culture.

My role focuses on fostering an inclusive environment and facilitating conversations with all employees, including management and frontline staff, on the topics that matter most to them – from neurodiversity awareness to managerial training initiatives.

In 2025, my team and I are planning new strategic focuses every quarter, to develop tailored programmes, build up leadership capabilities, and partner with other organisations to enhance our WD&I initiatives. 

Focus one: menopause in the workplace

As we step into 2025, we are prioritising the development of our managers by launching train-the-trainer workshops focused on menopause awareness, equipping them with the skills and knowledge to better support their teams and foster a more inclusive workplace.

At Churchill Group, over 50 per cent of employees are female, and within that, their biggest demographic is aged 40 to 45. That is a key age for women to start experiencing symptoms and starting the natural transition of perimenopause and menopause.

Historically In the UK, we are often not taught how menopause affects women. It is often seen as a taboo or embarrassing. We are lifting the lid on that taboo by creating spaces where everyone feels comfortable talking about menopause no matter their age or gender, and more importantly knowing where to get the right support at the earliest stages possible.

We are working towards Menopause in the Workplace Accreditation, which helps develop workplace policies and practices to support not only our colleagues experiencing this transition but also to enable all colleagues to support each other through awareness and true allyship.

The accreditation supports us so that we can develop a culture where colleagues feel comfortable openly sharing their experiences and seeking support when needed.

Focus two: mental health first aid

At Churchill Group, we make mental health a priority. Our wellbeing programme WellMe allows employees to access support resources, including our trained Mental Health First Aiders and provides employees with practical support such as WRAP Planning (Wellness Recovery Action Plans).

It is important to us that colleagues know where to seek support and guidance not just in the workplace but beyond, so we use the programme to introduce additional resources such as Able Futures, and NHS-approved mental health apps, such as Hub of Hope and My Possible Self.

We have also become a member of the Association of Mental Health First Aiders, to offer new, comprehensive forms of training.

Focus three: Domestic abuse awareness

Domestic abuse is a difficult and ever-pressing topic – according to 2022 ONS data, one in five adults experience domestic abuse in their lifetime. That equates to one in four women and one in every six to seven men. With that prevalence, it’s important to acknowledge that statistically, those suffering from abuse and those perpetuating it are likely both employed in large organisations.

We are taking a stand for gender equality by equipping our managers with the tools to address domestic abuse. These initiatives aim to foster understanding, provide support, and ensure a safe and inclusive workplace for all.

As part of our work, we have signed the Employer’s Initiative on Domestic Abuse, which shares best practices with organisations to make systemic changes in how domestic abuse is handled.

We are also discussing the Domestic Violence Disclosure Scheme, known as Clare’s Law, with colleagues to increase its awareness. The scheme allows the police to disclose information to a victim or potential victim on their partner or ex-partner if they were previously arrested or reported for abuse or violence. We are also informing them of the Bright Sky app, a mobile app that offers domestic abuse support in multiple languages and can be disguised in a phone to look like another application.

We are working with Respect, a pioneering domestic abuse charity, that focuses on stopping perpetrators of domestic abuse, to develop training initiatives throughout the organisation. Our specialist security provider Amulet also works with White Ribbon UK to prevent harassment, abuse and violence against women and girls specifically.

Focus four: disability inclusion

We believe that an inclusive workplace is a stronger, more innovative workplace. By focusing on being disability confident, we’re not only creating opportunities for individuals with disabilities but also driving better outcomes for our business, our customers, and our community. Creating accessible spaces is a cornerstone of our disability confidence journey.

In 2024, we joined the Neurodiversity in Business Charter, which shines a light on inclusivity from a neuro-inclusion perspective. We are continuing to implement new strategies and practices through colleague workstreams and interactions on how to make Churchill a great place to work.

We are truly committed to fostering equal opportunities, and we recognise our responsibility to break down barriers and empower individuals with disabilities to succeed. Being a disability confident employer means more than just compliance with accessibility regulations. It is about creating an environment where people with disabilities feel valued, heard, supported, and included. We want to ensure that everyone has the tools and opportunities they need to reach their full potential.

Our inclusive recruitment practices have reimagined our hiring processes to attract and retain talent from diverse backgrounds. This includes partnering with disability organisations to reach candidates with disabilities and provide opportunities for supported internships. We continue to empower employees through training as we believe a truly inclusive culture starts with awareness.

In 2025 we will work to continue to evolve our company-wide awareness training that will educate employees by:  

  • Teaching disability etiquette and inclusion
  • Fostering understanding and empathy through interactive workshops
  • Equipping managers with tools to support employees with disabilities effectively

The future

Beyond these four phases, prioritising the health and wellbeing of our colleagues is an all-year-round effort of my team, and leaders throughout our organisation. Another focus is on a less-discussed topic, modern slavery.

In the FM industry, there is a higher likelihood of colleagues working in more vulnerable and isolated roles such as lone working. Our workforce is often referred to as the ‘hidden workforce’ where much working activity takes place out of normal 9-5 hours. This brings risks to our workforce.  

We have partnered with Unseen, a charity that helps organisations understand legislative requirements and provides training to develop anti-slavery organisational strategies.

We are also trying to better support employees whose first language is not English. Our colleague surveys are now available in multiple languages so that everyone can fill them out easily. We are also developing the language capabilities of our internal systems, so soon, employees can better understand resources and stay in contact with management no matter the language.

In 2025, my team are working tirelessly to ensure that these planned initiatives become reality so that everyone at Churchill Group feels respected and included.

To learn more about our WD&I initiatives and stay up to date with our different campaigns, read our blogs and social ESG commitments.

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