What does festive planning look like in your organisation? Are you winding down projects and arranging Christmas parties? Or ramping up activities for the busiest time of the year?

The festive season is a time of joy and togetherness, but amid the fun and chaos, many employees will be facing financial pressures that make this time of year stressful, overwhelming and lonely.

Why supporting employees’ through financial difficulty matters

Supporting employees through financial difficulties can:

• Strengthen team resilience and productivity
• Reduce absenteeism and illness related to financial stress
• Boost morale

But the benefits will also be longer lasting. Addressing financial difficulties contributes to a supportive and inclusive workplace culture, and demonstrates a commitment to equity and care across all levels of the organisation. This can enhance the overall value that employees derive from their employment, building loyalty and trust.

6 common financial challenges employees face during the festive season

Here are six financial challenges that may be more prevalent for your employees around Christmas and New Year.

1. Cutting back on essentials

Last Christmas, Fair4All Finance found that 56% of financially vulnerable adults would be cutting back on essentials to afford the holiday celebrations. This often means making tough sacrifices, such as turning off the heating, skipping meals or missing bill payments, to buy gifts and host gatherings.

2. Increased borrowing

In 2023, the Money and Pensions Service found that about a quarter of people relied on borrowing to cover the cost of Christmas. Many turned to credit cards, buy-now-pay-later schemes, overdrafts, or even loans from friends and family.

3. Overspending online

Research from Experian and Reward predicts online spending this Christmas will exceed £1.1billion. The convenience and instant gratification of e-commerce, combined with targeted advertising, make overspending easy and recovery difficult.

4. Financial scams

Scammers often exploit the festive season when people are busy, distracted, generous and spending more online. Common scams include fake charity appeals, phishing emails, delivery, romance and ticket scams, and online shopping fraud, leaving many financially and emotionally devastated.

5. Mental health related money worries

Financial and social pressures at this time of year can increase stress, anxiety, depression and many other mental health challenges. For those with pre-existing mental health problems, this period may trigger ‘crisis spending’,making it even harder to keep track of spending, repayments and cashflow.

6. Loneliness and talking about money

Christmas can amplify feelings of isolation. Some people may be physically away from family, or grieving lost loved ones, while others feel emotionally disconnected from their communities and those around them. This may make opening up about financial struggles even harder than usual, and many will be keeping money worries and secrets to themselves.

How employers can help

Employers have the opportunity to ease financial stress for their teams through practical and compassionate initiatives:

1. Reshare and reframe workplace benefits

Highlight existing benefits that can alleviate financial strain. For example, communicate discounts, rewards, or Employee Assistance Programme (EAP) services in the context of festive financial challenges. Provide practical examples of how these can help employees save money or access support.

2. Signpost credible resources

Regularly remind employees about external support services. Useful resources include:

• MoneyHelper for bill and debt prioritisation tools
• Citizens Advice for financial guidance, fraud protection and consumer rights 
• StepChange for debt support
• Help for Households for money saving tips on household bills

3. Train Money First Aiders

Empower employees to support their peers by training them as Money First Aiders. This self-paced, online course equips participants with the skills and confidence to have constructive conversations about financial challenges without offering advice. It’s an affordable yet impactful way to promote financial wellbeing at work.

4. Establish an Employee Resource Group (ERG)

Create a space for employees to connect, share experiences, and support one another through the festive period and January blues. An ERG focused on financial wellbeing can help normalise conversations about money worries and build a sense of community.

Final thoughts

Demonstrating a commitment to financial support during the festive season can make a meaningful difference for employees. These initiatives help address immediate challenges, improve mental health, and foster a culture of care. Simple actions like reframing benefits, signposting resources, and training Money First Aiders can empower employees to thrive now and throughout the year.

About the author

Stacey has 16 years of experience in the investment industry, working for global corporates, fintechs and startups, in Europe, Asia and Silicon Valley. She has been an accredited financial coach since 2016. Stacey set up her own financial coaching business in 2018, with a focus on financial wellbeing and values-led money management. Stacey joined a UK start-up in 2021 to co-develop the first digital financial coaching experience for the workplace. She has various financial and investment qualifications and two years of psychotherapy studies. She Co-Founded Money First Aid in March 2024, a training course for employees to support colleagues facing financial difficulty.

More and more employers are recognising that it makes sense to formalise their support of menopause in the workplace by achieving Menopause Friendly Accreditation. Since its launch in 2021, over 500 employers have joined Menopause Friendly Membership – working towards The Menopause Friendly Accreditation including. The most recent to achieve accreditation is Sheffield Mind.

More than a tick box

Sheffield Mind believes that supporting colleagues during menopause gives them the best opportunity to continue their excellent and important work. In addition, by understanding more about menopause, its staff can bring their learning and empathy to many of the people they help every day.

The Menopause Friendly Accreditation, established by Henpicked: Menopause In The Workplace recognises high standards and proven practices that embrace menopause in the workplace.

To achieve The Menopause Friendly Accreditation, Sheffield Mind was assessed by an Independent Panel and had to demonstrate evidence of its effectiveness in five key areas, namely: culture, policies and practices, training, engagement and working environment.

Open and constructive conversations

Sheffield Mind took its menopause friendly journey, and the challenges it brought, very seriously.  The stigma which had been associated with menopause has been addressed, paving the way for open and constructive conversations which seek to involve everyone.  This has resulted in many changes within the workplace, ranging from the presence of hygiene baskets in the toilet areas to a dedicated wellbeing room.  Everything that has been undertaken has been done through close consultation with colleagues ensuring the right kind of support is being offered.

“We’ve thoroughly enjoyed the journey to menopause-friendly accreditation,” continues Margaret. “It’s been hard work, but we all got behind it and everyone played their part with enthusiasm – contributing ideas, delivering training, having conversations, writing blogs for our website and sitting on the working group. The process has brought us together as an organisation, which is great for staff morale.”

It’s not just about women

Menopausal women are the fastest growing demographic in the workforce and according to the Faculty of Occupational Medicine, almost eight out of 10 of menopausal women are in work. Sheffield Mind recognises that a stable and happy workforce is a productive workforce and believes that supporting staff through their menopause is not only the right thing to do, but also makes economic sense.

“What particularly impressed the independent panel was the engagement of the workforce at Sheffield Mind along every step of their journey to accreditation,” says Deborah Garlick, CEO and founder of Henpicked: Menopause in the Workplace. “Having a Menopause Friendly working group that consists of all genders and ages is a real eye opener in terms of the willingness and readiness for the conversation to start.  It was a very bold step to adopt this approach from the outset: Sheffield Mind deserves recognition for this stance and the positive impact it has had on the wellbeing of its workforce.”

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As 2024 draws to a close, it makes sense to look ahead to what we can expect from 2025.

Mark Jones, Reward and Benefits Partner at pensions, benefits, investment and wealth advisers Isio, believes 2025 will be a significant year for employers, with the Government’s Get Britain Working White Paper and the Employment Rights Bill laying the groundwork for major changes that all those with people, rewards and benefits strategy would do well to prepare for.

Making work better

Central to this is the creation of the new Fair Work Agency, which will consolidate enforcement powers across employment rights.

With stronger powers to investigate and take action, employers face the prospect of more robust inspections and tougher penalties if they fall short. This marks a shift from reactive enforcement in certain areas, where employees were often responsible for raising claims, to a more proactive approach led by regulators.

Jones says: “For employers, the message is clear: get your house in order now, or risk fines, reputational damage, or being named-and-shamed”.

Flexible working no longer in flux

Jones also believes that flexible working will also remain a key area of focus. He says: “This is no longer a nice to have – it’s a key part of any benefits strategy and will be a key bargaining chip in the race for talent in 2025. Getting this right can improve turnover and employee engagement”.

Meanwhile, cost pressures aren’t going anywhere. National Insurance (NI) and minimum wage changes will remain high on the agenda, forcing employers to make tough choices about staff reward. Employers should look at their reward package holistically, maximise use of salary sacrifice schemes (for example, for pension contributions) and may need to look for cost savings in other employee benefits.

Jones suggests that employers should start scenario planning now, looking at how changes in NI might affect their total cost of employment. Reviewing the structure and design of benefits packages, as well as considering where support can be targeted most effectively, will be key to weathering changes.

To wrap up he reminds us: “Those that prepare early will be better positioned to manage costs without compromising their employee value proposition as we move into next year.”

Have you ever raised an eyebrow at something a younger worker has said or done? Or tutted behind their back, called them “lazy”, “demanding”, “too woke” or a “snowflake”?

If you have, you are definitely not alone (and we know a fair few of you have, as you’ve shared your frustration with us at Make A Difference Media).

74% of managers and business leaders believe Gen Z (those aged 12-27 years old) is more difficult to work with than other generations, according to research from ResumeBuilder.com. But choosing to perceive a colleague as difficult does not make a good foundation for a relationship, trust or engagement. 

Taking a new perspective on Gen Z will be more productive for you

A much more beneficial, productive perspective to take would be to approach their behaviour with curiosity, seeking to understand and learn. An even better perspective would be to use Gen Z as inspiration for improving and future-proofing your workplace for all employees.

As we discuss in this article on the rising rates of youth unemployment and ill health, what’s the alternative? 

The harsh reality is that employers need Gen Z more than Gen Z needs employers. This is largely because Gen Z has lost their fear of losing their job, they are very confident in their skills and they are very adaptable and used to uncertainty. All of these trends are explained by this insightful report commissioned by CEMS, a global alliance of top business schools, multinational companies and NGOs called ‘The Future Forward Workforce’.

But perceptions can always be changed with a bit of work. If you are in any doubt of this, read psychiatrist Viktor Frankl’s ‘Man’s Search For Meaning’, who managed his mind to find meaning and, joy even, in some of his moments as a prisoner of war in a concentration camp. 

The rest of this feature will focus on tips to reframe some negative perceptions of Gen Z in service of creating a better future of work. (Again, we are not saying some of the criticisms of Gen Z are not valid, but we will cover topics such as how to help them build their resilience in future features.)

‘Jees, Gen Z is just sooooo entitled!’

Reframe: rather than Gen Z being so ‘entitled’, could it be that I am actually justified in thinking an employer should care about my Health & Wellbeing, too? 

Gen Z has grown up in a cripplingly uncertain, volatile world of wars, economic uncertainty, political chaos, addictive tech and anxiety-inducing climate change predictions – this has given them a laser focus on what really matters to them and on making the most of the present moment (because they know how fast things can change).

Because of this, they are not prepared to miss important landmark life moments in the name of work. They are not prepared to sacrifice their mental or physical health for work, either. 

Often older generations resent younger generations because part of them (if they are brave enough to be honest!) believes that they should go through the same hardship to progress. We hear this often in Health and Wellbeing. 

For instance, it’s not uncommon for older women to say things like “I had terrible menopause symptoms but I had to just get on with it!” But this perspective gets in the way of positive progress for all. 

Instead of thinking this, what about asking yourself: is there part of me pushing back because I’m annoyed I put up with less than ideal working conditions and didn’t stand up for myself, as Gen Z does?

As one Gen Z-er put it on TikTok in response to a video on this topic: “they are just mad because we are not settling for less like they did!” 

And another, from an older employee: “my Gen Z coworkers have helped me stand my ground and ask for things I deserve, I appreciate them so much.” 

And, from a millennial employee: “They said that about Millennials when we started entering the workforce too. They just crushed the fight out of us. Stay strong Gen Z.”

‘Why won’t Gen Z do it my way? We’ve done it this way for years, and it’s worked!’

Reframe: Instead of railing against change, embrace it. See younger workers as catalysts for positive change

As the Future Forward Workforce report says, the younger generations “bring a freshness and new health ideas about the world of work…. They are courageous, they know what they want and can articulate it… for companies the learning is that we must listen to what they want. If we don’t they will move on with no hard feelings.’”

And straight from the mouth of a Gen Z-er on TikTok:

“We’re not difficult to work with, it’s just that we aren’t gonna work for a company with zero benefits. Gen Z is changing the entire work culture for the future.”

‘Gen Z is so lazy, they arrive late and are the first to leave!’

Reframe: Gen Z know their worth and they also read their contract. Rather than arriving late and leaving early, are they actually just working their contracted hours?

The UK has a problem with presenteeism where people stay in the office, unproductive, because they are worried about not looking like they are working hard. In the past, working very long hours was seen as the way to get ahead and part of someone’s intrinsic identity, even though we know (now) this isn’t healthy. It also puts an employee at more risk of burnout.

Gen Z are not interested in this pointless people pleasing or presenteeism which does nobody any favours and does not boost productivity or profits. 

They are interested in genuine, meaningful meetings and making a contribution that has impact, rather than just being ‘seen’ to be doing something.

Sometimes, however, this behaviour gets mistaken for laziness. Hattie Roche, Strategy Chief and Cofounder of Fauna, a new global employee experience consultancy, has just commissioned research into what the younger generations want.

“It’s complicated out there, in work, in society, in politics… and, in the context of such rapid and relentless transformation, we’re feeling a sense of pullback [from younger workers] which we’ve misdiagnosed as a new apathy,” she says.

“Sometimes it’s broad brushed as generational. But we need to listen harder. We need to understand our people to design strategies that prevent burnout, buy headspace and proactively support employee wellbeing.”

‘I haven’t taken a sick day in my life, but Gen Z are always off ill’

Reframe: rather than a badge of honour, perhaps older generations should take inspiration from Gen Z and time off when they are ill, to recover properly, and prevent burnout or mental illness potentially further down the line. 

The fact that Gen Z does this makes it easier for older generations, for whom it hasn’t been the culture, to start doing it. 

Gen Z are more likely to ask for time off for personal reasons, too. They are much less prepared to sacrifice important moments for work, as many generations before them have (and later regretted).

‘They can’t be bothered to progress in their career or go for promotion, but they don’t hesitate to ask for a pay rise!’

Reframe: many Gen Z don’t want to scale the greasy pole in the traditional way; they’ve seen the view and decided it isn’t that great. Many of them would prefer to play to their strengths, or gain wider experiences in sideways moves, rather than push themselves up. 

This is especially true if workers have identified that they don’t think they would thrive in a people management role (see this feature). Hence why employers need to be thinking about providing good job design and alternative career paths – not just for young workers, but for everyone as this issue isn’t unique to Gen Z.

However, just because Gen Z aren’t necessarily wanting to progress upwards, they know their worth, and believe that companies should pay them fairly for their expertise, which is why they are not afraid to ask for a pay rise. 

Many generations before them – especially historically women – have been scared to ask for more money when they want it and believe they deserve it, which ultimately leads to disengagement.

‘Gen Z think that work is a playground!’

Reframe: many of us are at work for so much of our lives, why shouldn’t we all enjoy it? Why shouldn’t we all get a sense of pride, fulfilment and personal growth from work?

As comes across time and again in research, having fun is important to younger generations and, as the Future Forward Workforce report says, “money matters but joy prevails” (page 7, listed as one of the insights from recent CEMS graduates about how work is being redefined).

Susanne Iser, Director Strategic Recruitment and Talent Acquisition at Beiersdorf AG says, in the same report: “This generation is much more playful than previous generations. They expect to also have fun at work.”

And, yes, they do view workplaces more as “collaborative playgrounds than mere workspaces”. But that’s definitely no bad thing, particularly in creative careers, because playfulness and relaxation is associated with higher creativity and original thinking, as well as a flow state.

‘Gen Z are so flighty, always downing tools to flakily go travelling’

Reframe: this is a generation that really knows how important self-care is. So much so that they actively take themselves out of the workforce when they need time to rest and recover, so they can return back at their optimum levels again.

Career breaks, for example, are crucial times for them to reenergise to avoid burning out or tipping into mental ill health. They also really value experiences, whether they be in work or outside work, which enrich their lives. Given the uncertain world they were born into, it’s no wonder they have a YOLO mindset (for those of us not in our youth, that means ‘you only live once’!) and it’s probably a helpful one to adopt in the current climate.

Instead of guilt-tripping Gen Z for handing in their resignation (a common complaint on TikTok), managers would be much better to wish them well and give them a good send off, keeping the door open for their inevitable return to work at some point. Not to mention this approach also preserves your employer’s reputation as a recruiter by avoiding the individual bad mouthing you for poor treatment.

‘Gen Z are so mouthy, always wanting their voice to be heard’

Reframe: in generations gone by, younger workers were much more deferential to older workers and wouldn’t dream of questioning them, or pushing back on unreasonable requests. However, this led to horrific situations like men in power such as Hollywood film producer Harvey Weinstein being able to manipulate younger colleagues into doing unethical things they didn’t want to do for fear of losing their jobs. 

So, it’s a positive shift that elders have to earn respect and it’s not just a given now. Gen Z play an important role in keeping companies psychologically safe and ethical by being prepared to call out bad behaviour.

Especially in the UK, we need to get better at sitting with discomfort and conflicting views, as is covered in this piece on why avoiding conflict in the workplace is so detrimental to wellbeing.

‘Gen Z are so emotional’

Reframe: Gen Z has the courage to show their emotions at work. Maybe I can?

This is much healthier than repressing emotions, which can ultimately lead to longterm health problems, and is an effective way of processing them so individuals can move on and return to productivity. Of course, like so many of these tricky topics, success lies in a balance and we will shortly cover how to support Gen Z in finding this balance, which is sometimes off at work regardless of generation, a bit better.

This is a hot topic currently in Health & Wellbeing, so don’t miss our forthcoming webinar on week commening February 10, 2025, on ‘Keeping Gen Z employees happy, healthy and engaged with next generation benefits‘ in partnership with Hussle

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Why avoiding conflict is so detrimental to wellbeing

Kay Sargent is Senior Principal and Director of Workplace at HOK, a global design, architecture, engineering, and planning firm. She is also a key speaker at The Office Event, taking place on 30th April – 1st May at ExCeL London.

The Office Event is the UK’s definitive workplace experience and design show, bringing together experts and thought leaders to explore the future of workspaces and workplace culture.

In this interview, Kay shares a preview of the insights she’ll bring to her panel, “Designing Neuroinclusive Workplaces,” where she’ll discuss the importance of creating spaces that reflect the diverse makeup of organisations and support varying personality traits, work styles, and neurotypes. Don’t miss the opportunity to hear her speak in person at this unmissable industry event!

Could you share a bit about your journey into workplace design and what drew you to focus on neuroinclusive environments?

I’ve been a practicing, licenced, interior designer for 40 years, and over that time I have designed a wide variety of spaces – from courtrooms to healthcare facilities, workplaces to sports venues. So that gives me a deep understanding of how the built environment impacts people. I’m also a mother of five – with various cognitive and neuroprofiles. So eight years ago when a client asked us how to design space for someone that has ADHD, I had an answer, but I was intrigued and wanted to know more. That began a deep dive into research and a literature review on the topic. What we found was a gap of information related to how to design spaces for people that are neurodivergent. 

What key message do you hope the audience takes away from the panel discussion on neuroinclusive workplaces?

The social model of disability suggests that disability is caused when a social structure or environment is not suited to meet individuals’ needs. We believe we can create inclusive spaces if we lean into our expertise, research and evidence-based design principles to remove the systemic barriers  to help people with different abilities thrive. 

Light touches will not suffice. Just as adding an accessible restroom to a building does not make it truly barrier-free, neither will adding focus rooms or providing headphones make a space neuroinclusive. Based on our research and experience we have developed a series of considerations for planning, zoning, and designing spaces to create more welcoming, inclusive environments. 

Why do you believe designing workplaces for neurodiverse employees is more important than ever in today’s working landscape?

Creating inclusive environments that support neurodivergents, along with their neurotypical colleagues, is not just the right thing to do—it is great for business.   Neurodivergents tend to think more independently, bring a different perspective, and challenge the norm. Their willingness to engage in an open examination of facts can lead to critical thinking and breakthroughs which, when welcomed by an organization, can derail groupthink. Employers increasingly recognize that accommodating individuals can provide a huge competitive advantage. A study by Accenture found that companies with the most inclusive environments for employees with disabilities significantly outperformed their peers. 

What do you see as the biggest design challenges organisations face when striving for inclusivity, and how can they overcome them?

Neurodivergents perceive, process, filter, and organise stimuli differently not only from those who are neurotypical, but from each other.  Individuals often have either over- or under-responsiveness to stimulation and in many cases, a combination of both. So we need to create environments that empower people with options, choices and some degree of control so they can find the right environmental fit that meets their needs. To do so, we need to develop a deep understanding of the factors impacting us, and incorporate that into our design solutions. 

What advice would you give to designers or organisations starting their journey towards creating more neuroinclusive workplaces?

Physical, cognitive, and social exclusion occurs at a point of interaction between an individual and an environment where there was a misalignment between them.  To create inclusive environments, we need to leverage our expertise, experience, and best practices while using a systematic approach. This is where our workplace design expertise and research on neuroinclusion and sensory processing come together to create viable solutions. Our approach extends beyond a simple “do no harm” philosophy. We are committed to creating fit-for-purpose, inclusive spaces.

What aspect of your work do you find most fulfilling, and how does that drive your approach to workplace design?

When we work with our clients to create inclusive environments, we always start with internal education and advocacy. Watching them have their  “aha” moment is always inspiring and the catalyst for embracing the principles of inclusion. And, of course, after completion when we visit to do a post-occupancy assessment, feeling how the space has impacted individuals, teams and the organisational overall is truly fulfilling. As designers, we believe space can have a positive impact on individuals. Seeing that come to fruition is priceless.

You can meet Kay in person at The Office Event where she’ll be speaking. The Office Event is a unique and timely trade show with free-to-attend content that offers a one-stop-shop for organisations who are rethinking their approach to workplace design, workplace experience and facilities management. Now in its second year, The Office will take place on 30th April and 1st May 2025, at ExCel in London. Co-located with The Watercooler Event for the full 360-degree workplace culture and employee wellbeing experience. You can find out more here.

This week, meet deskbird, Layrd Design, and Funky Yukka—three innovative companies that are transforming the workplace experience. Here’s why they stand out and why we’re thrilled to welcome them as exhibitors at The Office Event, 30 April – 1 May.

deskbird: Simplifying hybrid workplaces

deskbird is the workplace experience platform tailored for today’s hybrid office. With deskbird, planning and managing work weeks is seamless, offering tools for desk booking, resource management, and office visibility—all through a user-friendly app. Trusted by global leaders like Deloitte, Heineken, and UNICEF, deskbird helps over 5,000 offices optimise space usage, enhance team collaboration, and save operational costs. The platform integrates effortlessly with tools like MS Teams, calendars, and HRIS, ensuring smooth adoption and a better employee experience. As one of Europe’s fastest-growing SaaS startups, deskbird continues to innovate, recently raising $13M in Series A funding to advance its mission of flexible, people-first workplace solutions.

To learn more about deskbird’s impact on workplace culture, check out our article: Building a Thriving Workplace Community: Examples, Benefits, Pitfalls, and Best Practices.

Layrd Design: Immersive and sustainable interior spaces

Layrd Design is an award-winning interior design studio renowned for creating engaging, future-proofed spaces that resonate with their clients’ communities. Whether designing workplaces, gyms, or retail environments, Layrd seamlessly blends functionality, character, and sustainability. Specialising in bespoke interiors, Layrd offers end-to-end design and build services, ensuring projects are completed on time, within budget, and with stunning results. Their commitment to sustainability drives every project, as they craft captivating interiors with minimal environmental impact. From small bespoke designs to large-scale projects, Layrd Design stands out for its innovative, detail-oriented approach to interior transformation.

Funky Yukka: Bringing nature to workplaces

With over 40 years of experience, Funky Yukka has been revolutionising workplaces by incorporating greenery into office spaces, creating healthier, happier environments. From customised plant designs to expert maintenance, Funky Yukka provides hassle-free interior landscaping solutions. Serving clients across the UK and beyond, Funky Yukka combines eco-friendly practices with artistic flair, transforming sterile offices into vibrant green havens. Their dynamic team ensures that every project is chic, stylish, and stress-free. Whether it’s installing stunning plant displays or providing ongoing care, Funky Yukka continues to lead the way in creating greener, more inspiring workplaces.

To explore Funky Yukka’s commitment to sustainability, don’t miss our feature: Nurturing Nature and Sustainability in the Workplace: Funky Yukka’s Green Vision.Visit deskbird, Layrd Design, and Funky Yukka at The Office Event to discover how they can elevate your workplace experience. Save the date: 30 April – 1 May!

Discussions about menstruation, pregnancy, and menopause often carry societal stigma despite affecting a significant portion of the workforce. These natural processes influence physical, emotional, and mental well-being, creating challenges that can impact work performance and career progression. While some organisations offer basic statutory support like medical and parental leave, addressing these issues effectively requires going beyond the basics.

Why workplace design matters for women’s health

Supporting menstruation, pregnancy, and menopause in the workplace isn’t just about meeting legal obligations; it’s about valuing your workforce and reducing attrition. According to healthcare provider Simplyhealth, nearly a quarter of working women have considered leaving their jobs due to the impact of menstrual or menopausal symptoms, while 87% of women wish their employers were more supportive. These statistics highlight the need for more inclusive, thoughtful workplaces.

Designing workplaces with women’s health in mind benefits everyone. Comfort, accessibility, and flexibility improve productivity and morale across the board.

Practical office design solutions for supporting menstruation, pregnancy, and menopause

Menopause-friendly design features

1. Temperature control: Hot flushes are a common menopausal symptom, making temperature regulation crucial. Offer individual desk fans or temperature-adjustable workstations.
2. Private pods: Create quiet, private spaces where employees can adjust lighting, control the environment, and take breaks as needed.
3. Flexible workspaces: Provide seating and lighting options tailored to individual preferences, accommodating fluctuating comfort needs.

Pregnancy-supportive design

1. Ergonomic furniture: Adjustable-height desks and supportive chairs ensure comfort and reduce back pain.
2. Rest and recovery areas: Private rooms where pregnant employees can rest or stretch help alleviate discomfort and promote wellbeing.
3. Accessible layouts: Wide corridors and step-free access are vital for those navigating mobility challenges during pregnancy.

Menstruation-inclusive design

1. Enhanced sanitary facilities: Ensure restrooms are private, clean, and include space for discreet disposal and changing. Offering wipe-clean seating options in work areas can also ease anxieties about hygiene.
2. Break areas: Comfortable rest spaces with heating pads and adjustable lighting can support employees experiencing cramps or fatigue.
3. Gender-neutral restrooms: Providing gender-neutral facilities fosters inclusivity, supporting not only menstruating employees but also others with diverse needs.

Additional features to combat stress and fatigue

Creating a workplace that mitigates stress and fatigue not only supports employees experiencing menstruation, pregnancy, or menopause but benefits everyone. Thoughtful office design can significantly improve wellbeing, boost morale, and enhance productivity.

Colour schemes

The colours used in a workplace can profoundly affect mood and stress levels. Opt for calming, neutral tones in main areas to create a tranquil environment, while using vibrant colours as accents to energise spaces like collaborative zones. For example, blues and greens evoke relaxation, while touches of yellow can inspire creativity and positivity. Thoughtfully applied colour schemes ensure a balance between energy and calm, catering to the needs of all employees.

Lighting

Lighting is often overlooked but is critical to workplace comfort. Poor lighting can exacerbate stress, fatigue, and discomfort, particularly for employees already dealing with hormonal changes or physical discomfort. Ideally, workplaces should maximise natural light, which has been shown to improve mood and reduce fatigue. However, where natural light is limited, technologies that mimic daylight can provide a similar benefit.

Individual lighting controls, such as dimmable desk lamps or adjustable overhead lights, empower employees to tailor their environment to their needs. Additionally, avoiding flickering or overly harsh lighting reduces strain on the eyes and creates a more welcoming atmosphere.

Biophilic design

Incorporating natural elements into the workplace has proven benefits for reducing stress and promoting wellbeing. Biophilic design features such as indoor plants, natural materials like wood or stone, and water features can create a sense of tranquillity and connection to nature. Research suggests that proximity to greenery enhances concentration and reduces anxiety, making it a powerful tool for supporting employees experiencing discomfort or hormonal fluctuations.

Even small touches, such as potted plants on desks or natural textures in furnishings, can have a significant impact. Larger interventions, like green walls or skylights, can transform the workplace into a space that actively contributes to employee wellbeing.

Private spaces for recharging

Adding to the above, private recharge rooms equipped with biophilic elements, soft lighting, and comfortable seating provide employees with a sanctuary to decompress. These spaces are invaluable for those experiencing symptoms of stress or fatigue, whether related to health conditions or general workplace pressures.

By integrating these design elements, organisations can create environments that actively support their employees’ mental and physical wellbeing, ensuring a happier, healthier, and more inclusive workplace.

Beyond design: fostering a supportive workplace culture

While design adjustments play a crucial role, they must be paired with cultural change. Encourage open conversations about women’s health and provide managers with training to address these topics sensitively. Flexibility, understanding, and clear policies will help normalise discussions and foster a more inclusive workplace.

By creating work environments that account for the realities of menstruation, pregnancy, and menopause, organisations can support employees’ physical and emotional wellbeing while promoting gender equity. Thoughtful office design, paired with a progressive workplace culture, ensures everyone can thrive.

For more insights on supporting women’s health at work, read the original article by Interaction here.

You can meet Interaction in person at The Office Event where they’ll be exhibiting. The Office Event is a unique and timely trade show with free-to-attend content that offers a one-stop-shop for organisations who are rethinking their approach to workplace design, workplace experience and facilities management. Now in its second year, The Office will take place on 30th April and 1st May 2025, at ExCel in London. Co-located with The Watercooler Event for the full 360-degree workplace culture and employee wellbeing experience. You can find out more here.

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The construction industry is one of the largest contributors to global environmental degradation, accounting for around 45% of the UK’s total carbon emissions. Of this, 27% comes from domestic buildings, while non-domestic buildings contribute 18%. The scale of the sector’s environmental footprint is undeniable, particularly when one considers the energy-intensive processes of construction, the emissions generated during the lifecycle of buildings, and the immense volumes of waste produced. As the world grapples with the urgent need to tackle climate change, the construction sector is under increasing pressure to align with global sustainability goals.

The UK government’s commitment at COP26 to cut emissions by at least 68% by 2030 has only intensified the demand for change across all industries, particularly within the built environment. Achieving these ambitious targets requires a fundamental shift in how we design, build, and maintain our buildings and infrastructure. This is where biophilic design—a concept that integrates nature into the built environment—has emerged as a key solution. Increasingly, biophilic design is being recognised not just as an aesthetic trend, but as a critical strategy to reduce the environmental impact of buildings while also delivering a range of benefits for people’s health and wellbeing.

Biophilic design: A proven solution for sustainable building

Biophilic design involves the deliberate incorporation of natural elements such as light, air, plants, and natural materials into architectural spaces. Research consistently demonstrates that biophilic design not only improves occupant health, productivity, and mental wellbeing, but also leads to significant environmental benefits. By reducing energy consumption, improving air quality, and fostering biodiversity, biophilic design offers a sustainable alternative to traditional construction practices.

Biophilia, a term coined by sociobiologist E.O. Wilson, refers to the innate human affinity for life and natural systems. The Biophilia Hypothesis, which Wilson first proposed, suggests that humans have an inherent tendency to connect with nature and other forms of life. When we sever these connections, as is often the case in modern workplaces, hospitals, and urban environments, both our health and the health of the planet suffer. This disconnection is linked to increased stress, poor mental health, and environmental degradation.

The Biophilic Framework seeks to reverse this trend by reintroducing natural elements into the built environment. Its aim is to reconnect people with nature through design choices that promote well-being, enhance productivity, and support sustainability. For instance, the presence of plants, trees, and green spaces in urban environments and workplaces has been shown to reduce stress, improve cognitive function, and lower healthcare costs. In workplaces, biophilic design increases employee satisfaction, making offices more attractive to both current staff and prospective hires. In healthcare settings, patients recover faster, and in prisons, biophilic designs can even reduce reoffending rates. The framework isn’t just about aesthetics; it’s about creating environments that nurture both people and the planet.

Biophilic framework in action: Exterior solutions

Biophilic design can be applied to both interior and exterior spaces, offering immediate benefits to businesses and communities. Exterior biophilic solutions are particularly effective in improving environmental conditions. One of the primary advantages is reducing pollution—whether through improved air quality, water management, or noise reduction. For example, rewilding estates maximizes the natural potential of land by incorporating greenery and biodiversity, which not only boosts biodiversity net gain (BNG) but also reduces energy use and creates spaces that improve mental and physical health.

Green walls are another powerful exterior design feature. By installing living walls of plants, buildings can combat the heat island effect, reduce indoor temperatures, and lessen the need for air conditioning. This helps mitigate the impact of heatwaves and contributes to energy savings. Additionally, green walls purify the air by absorbing toxins and filtering out pollutants, including noise, which has been linked to a range of health problems such as heart disease and diabetes. According to Manchester City Council, living walls can reduce noise pollution by up to 50%. Tree planting further reduces urban heat, aids in flood prevention, and enhances BNG. Trees also play a crucial role in managing water resources by reducing water consumption and managing stormwater runoff.

Waterscapes, such as ponds, streams, and fountains, are another vital element of biophilic design. These not only contribute to cooling and increasing BNG but also tap into what’s known as the “blue mind effect.” This psychological phenomenon occurs when people are near water, triggering positive emotions and reducing stress levels by stimulating neurotransmitters like dopamine and serotonin.

Interior biophilic design: Enhancing human connection to nature

Inside buildings, biophilic design focuses on improving the sensory experience for occupants. Simple changes such as introducing natural light into workplaces or healthcare settings can have profound effects. Natural light helps regulate circadian rhythms, the body’s internal clock, which governs sleep and alertness cycles. Proper light exposure can improve sleep quality and boost energy levels, fostering higher productivity and creativity.

The inclusion of natural materials like wood, stone, and bamboo in interiors can also lower stress levels and improve occupant well-being. Studies show that using these materials—over synthetic alternatives—can reduce blood pressure and create a calming atmosphere. Mass timber buildings, such as the Black and White Building in London, demonstrate the growing trend of using timber as a sustainable and healthy building material. These buildings improve air quality, enhance acoustics, and reduce the energy required for heating and cooling, making them both environmentally friendly and cost-effective.

This article only scratches the surface of biophilic design’s potential. By integrating natural elements into every stage of the built environment—from construction to operation—biophilic design can transform our cities, workplaces, hospitals, and homes. It offers a blueprint for creating spaces that benefit human health, foster environmental sustainability, and enhance quality of life. To learn more, join the growing community of biophilic design professionals working to reshape the built environment.

The Journal of Biophilic Design, founded by Dr. Vanessa Champion, is a pioneering platform exploring how nature influences human health, productivity, and well-being through design. With a PhD from UCL and a background in media, Champion’s career includes editing a London newspaper and founding a consultancy with high-profile clients, from the BBC to the NHS. But it was witnessing firsthand the healing power of nature in hospital settings that inspired her to create the Journal. By bridging research and practice, the publication showcases how biophilic design—bringing nature into built environments—supports people, planet, and place. Champion, a passionate nature lover and photographer, also creates “Virtual Nature Walls” for healthcare and workspaces, while leading the philanthropic PhotoAid Global Foundation to promote social impact through media and design.

www.journalofbiophilicdesign.com

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Dame Carol Black recently told Make A Difference Media that one of the “most worrying” areas of Health & Wellbeing is the number of young people who are not working. Talking about the key challenges she’d like to see the industry address in 2025, she cited understanding the younger generations’ needs better.

“I hope employers concentrate on the young in 2025. CEOs and Heads of HR have got to get their heads around the fact that different generations of workers are not the same. They must listen to young people’s concerns and try very hard to put the right support in the workplace,” she says.

While the statistics around youth worklessness are undeniably depressing, there is much to be learned from them, if employers are brave enough to dig deep beneath kneejerk assumptions.

First, what are these stats on youth unemployment?

A record high number of people aged 16-24 (789,000) are not working, looking for a job or studying, according to the ONS. Record numbers are also reporting mental health disorders, rising from 10.1% of 17-19 year olds in 2017 to 25.7% in 2022, according to NHS Digital.

What’s more, the numbers of the younger generation who are not working due to ill health have soared, nearly doubling in the last decade, with one in four not working because of it in 2022, compared to one in ten in 2012. This is according to the Health Foundation’s ‘Left behind; exploring the prevalence of youth worklessness due to ill health in different parts of the UK’.

Cynics might argue that the sharp increase is because stricter rules on benefits eligibility mean that more young people are claiming they can’t work on health grounds. Some of these cynics would likely describe younger generations as lazy, working the system or, even, so-called “snowflakes”. 

Line managers perceive Gen Z as ‘difficult’

Indeed, there is much evidence that there are many business leaders and line managers who perceive younger workers as “difficult”. Nearly three quarters of them surveyed by ResumeBuilder.com said they believe Gen Z is more difficult to work with than other generations, for example. 

But hasn’t that always been the way? For the older generation to tut and complain how things were different, better, “in my day”? 

You can imagine when the likes of super successful entrepreneurs Steve Jobs, Mark Zuckerberg, Bill Gates and Oprah Winfrey dropped out of further education there would have been (older) people around them writing them off, saying they were wasting their potential and would amount to nothing.

What if we questioned our systems instead?

Isn’t it time for a new trope? Instead of writing our young people off because they don’t feel they fit into our existing systems, what about if we questioned how our systems could adapt to better engage them so they can flourish? 

But if the many videos on TikTok are anything to go by (example here, read the comment section too for more insight), it’s clear many young people feel the workplace is failing them. Common gripes are things having to pretend you’re busy instead of being able to go home, employers saying they care but then guilt-tripping when time is taken off for personal reasons and managers taking it personally when Gen Z stand up for themselves.

Of course we are not saying that none of the concerns about Gen Z, and other younger generations, are valid. As Francesca Morichini, Chief HR Officer at hearing services company Amplifon, says in the ‘Future Forward Workforce’ report on research commissioned by CEMS, a global alliance of top business schools, multinational companies and NGOs:

“It’s important to balance needs and wants with an understanding of the requirements of the business. There are some actions, contents, or ways of working that are required to make the business work and perform.”

This is the brutal truth…

However, the brutal truth is that employers need the next generation of workers or they will not have a sustainable workforce to survive the many challenges ahead. The UK, which is severely lagging in the productivity rankings, needs them for us to thrive as a nation. 

We spoke to a director of a small business who is grappling with this exact situation currently. His company relies on younger workers, as they have the skills required. For a small business like his, with 40 members of staff, the rising rates of youth ill health are “a real problem”:

“It’s not ideal if we have five members of staff off for things like maternity and paternity leave or longterm illness, and then added to that you have these rising mental health rates… suddenly we could be without ten members of staff and we’ve got clients to service, and bills to pay. It is a big worry.”

Gen Z’s resistance to return to the office

One of the biggest challenges he’s faced is when the senior management and the younger generation disagree about what is in their best interests regarding their mental health and career fulfillment.

This came to light around the return to the office post pandemic. 

“We made a concerted effort to get people back into the office to the degree that we now have ‘core days’ when people have to be in. Gen Z was the generation that most didn’t want to come back in,” he says. 

“But we feel it’s better for them. It’s been a big challenge to get them to understand why it’s better for them to be in the office. A lot of Gen Z, for example, were coming to interviews and asking us what our office policy was before they’d even done the interview.”

Incentivising Gen Z to return to the office

The way his company has tackled this is by explaining the huge value of being around people, not only for social connection but for learning through natural interactions, like observing others and hearing colleagues on client calls, etc. Then the employer has incentivised younger generations to come into the office because, if they do, they will get perks like personal development plans, mentoring schemes and training around skills like presenting. 

“We offer this to all staff, but only in person,” he says. “The issue here is that I think many Gen Z have got used to home comforts after Covid, and they’ve got used to socialising online. So it’s about showing them that they won’t get penalised for working from home, but their career can progress a lot quicker in the office.”

Gen Z demands health support

Another increasing challenge, particularly for smaller businesses, has been the growing demand from younger employers for support with all aspects of their health, including physical, mental and financial. 

“It does feel overwhelming and like the benefits required are endless and, obviously, financially we can’t afford that,” he says. “We can’t offer everything. You have to draw the line and accept that you might lose some people, but equally you’ll gain others with what you offer. I think you do have to go back to your business roots and be a bit brutal and say: what can we impact? What culturally aligns with us?”

The route this employer has taken is to make use of more affordable online resources like Spill (mental health) and Bippit (financial wellbeing), which take a pay-as-you-go approach, which suits younger workers who tend to want immediate on-demand solutions. 

Young workers care about environmental and social commitments

One thing that has gone down particularly well with younger workers in terms of benefits is the company’s commitment to social and environmental efforts, which younger candidates typically ask a lot about in interviews. The company has recently secured B-Corp certification and commits to giving 1% of its time to charitable giving, with employees allowed a day every quarter to volunteer. 

“These kinds of benefits are really key to these staff members,” he says. “Whereas my generation (I’m in my 30s) are more typically interested in bonuses, career progression, leadership roles and their pension. Younger employees aren’t asking for that; they care more about the next month or quarter than ten years down the line.”

Understanding these different generational mindsets can be challenging for leaders, and change can feel slow, painful and frustrating. Yes, it’s more comfortable to keep doing things the way you’ve always done them. That’s why the phrase “in my day” has become synonymous with sanctimonious contempt for the younger generations; it’s human nature. Even as far back as the philosopher Socrates in ancient Greece, leaders were complaining about the “bad manners” and lack of respect of the youth! 

Change leads to progress

But as the Left Behind report concludes in “embracing changes lies the promise of progress”.

Besides, what is the alternative, really?

As Stuart Mace, MSc Workplace Health and Wellbeing Graduate currently contracting as the Occupational Health and Wellbeing Lead at construction company Skanska UK, says:

“We have more people ill and therefore not working as a result more than ever in the UK. At some point we are not going to have a workforce turning up for work. That’s worrying. Employers are going to have to start taking more responsibility for employees being fit for work and being able to do their jobs physically or psychologically.”

Taking more responsibility for employee wellbeing

He argues that this may mean that employers need to start taking responsibility for wellbeing outside work, so they have a present workforce, adding:

“But would that be such a bad thing? Organisations can have a huge impact on creating a healthier society – we can start by understanding work is a determinant of our wellbeing and how best to make that positive for all of us, not just our younger generations.”

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