Introduction

Historically, workplace wellbeing initiatives have often centred around individual actions. As libraries often sit within a wider organisation, we have all seen these organisations tick the wellbeing box with common examples like bike-to-work schemes or fruit bowls in office kitchens. While commendable, these efforts represent only a superficial touch on actual wellbeing and place the onus entirely on employees, suggesting that individual choices like cycling more or eating healthier are sufficient for overall wellbeing. This perspective overlooks the significant influence of organisational structures and cultures on employee wellbeing.

In the wake of the COVID-19 pandemic, Deloitte examined the changing nature of wellbeing in the corporate world (Lewis et al., 2022). This report significantly reshaped our understanding of wellbeing, urging businesses to re-evaluate its definition and implementation in today's workplace. It raises essential questions about how wellbeing is perceived and addressed in our offices, the methods used to gauge its presence and impact, the necessity for organisations to invest in wellbeing and the best ways to incorporate it into the corporate structure.

The insights are enriched by a comprehensive survey conducted alongside the Institute of Directors (IoD) and International Institute of Risk & Safety Management (IIRSM) (Lewis et al., 2022), which includes responses from over 30,000 directors and risk managers. A notable finding from this survey is that 50% of respondents observed improved business performance when wellbeing was prioritised. The report reveals key points, highlighting that 67% of directors consider mental and emotional health crucial in discussions about wellbeing. It also emphasises the need for a strategic shift from reactive to proactive approaches, fostering work environments that are both empowering and flexible.