The challenge of catering inclusively for all physical wellbeing needs
A multitude of factors, including greater awareness of physical and mental health conditions, better diagnosis, and the uncertain and stressful era we live in, has elevated health awareness as a key area of focus for both employers and employees.
Organisations are doubling down, with companies that create a culture and environment where individuals feel safe and included seeing higher levels of engagement, overall wellbeing, productivity and retention.
In the UK, several government initiatives highlight the significant role employers play in the effort to cater for all physical wellbeing needs. The recent Keep Britain Working independent review underscores the importance of promoting healthy, inclusive workplaces.
Along with the Disability Confident scheme where the government encourages employers to recruit, retain and develop disabled people, ensuring that talent is not overlooked.
Furthermore, spending on the Access to Work scheme has more than doubled over the past seven years, rising to £255 million in 2023-24.
Employees may have varying levels of need depending on their age, role, health status, disability, or personal circumstances. It is important to note there are also millions of UK workers living with chronic or long-term health conditions meaning employers are being called to go beyond legal compliance and create workplaces that are truly inclusive, accessible, and supportive.
Key challenges employers face to support physical wellbeing
Diverse physical needs: From musculoskeletal (MSK) conditions to mobility impairments, chronic pain, age related issues or temporary injuries no two employees’ needs are the same. When employees have wide ranging and potentially complex needs they require different accommodations and support. This diversity makes it challenging for employers to create a one-size-fits-all solution.
Budget constraints: As highlighted in the 2025 WTW Benefits Trends survey rising benefit costs is the biggest issue facing employers. Employers are under increasing pressure to maximise benefit budgets whilst also trying to balance inclusivity with cost effectiveness.
Employee experience: Employee needs can also change over time and there is an expectation for a personalised and flexible experience. They may not be visible, and an employee may not want to share their physical health issues however they do still require support. Wellbeing strategies must therefore be easily accessible, simple to implement, inclusive, flexible, and empowering.
Prevention is critical
Musculoskeletal issues are a leading cause of short-term absence and significant driver of increasing cost of workplace funded healthcare, with WTW’s Portfolio Claims Data showing that claims for musculoskeletal issues have risen by 16.5% since 2019.
Investing in prevention can reduce absence, improve productivity, and enhance employee satisfaction.
Prevention can also go as far as providing an inclusive workspace with step-free access, adjustable desks, accessible toilets. Or for those with sensory sensitivities you could provide quiet zones, assistive technologies and adaptable workstations are also valuable tools.
Employers who invest in physical wellbeing see long-term savings by reducing MSK-related claims and absenteeism.
Tools such as DSE assessments and ergonomic equipment, creating a movement-friendly culture that encourages walking meetings or stretch breaks, or providing virtual physiotherapy and MSK support. Ultimately through embedding wellbeing into the culture, not just as a framework or policy.
Physical wellbeing strategy considerations
Inclusive wellbeing strategy ensures employers have a holistic, strategic approach so all employees can access and benefit from initiatives and benefits available. As highlighted in the 2024 WTW Wellbeing Diagnostic Survey companies that are highly effective in their wellbeing programmes report higher overall performance.
However, only one third of employers feel they are supporting physical wellbeing effectively according to the survey.
Physical health pillar: Embed physical health as a core wellbeing pillar, alongside mental, financial, and social. This can include policies such as flexible working policies that accommodate physical health needs and return to work protocols that support phased reintegration. It is important when buying or sourcing products, software, or services that the business considers options that are inclusive and usable by people with disabilities or health conditions.
Personalisation: Offer flexible benefits and services that employees can tailor to their needs such as fitness support, ergonomic desk equipment, MSK health services like access to physiotherapy, health checks, assistive technology and tools, flexible working. In WTW’s 2024 Global Benefits Attitudes Survey respondents wanted support with their physical health such as eating healthier and being active alongside getting the most out their benefits.
Equity-focused design: Ensure support and benefits are accessible to all, not just the majority. Accessibility refers to the extent to which a product, device, service or environment can be used by anyone, however they access it. Considering employee physical wellbeing benefit programs through a lens of accessibility enhances engagement; to do this successfully employers need to understand employee preferences and engagement style.
The importance of policy from recruitment to retention
Employers must support employees who acquire a disability during their career and attract talent with pre-existing conditions by creating accessible, inclusive environments. Considering comprehensive strategies, underpinned by robust employer policies and adherence to relevant laws and guidelines, are essential for fostering a supportive and inclusive work environment for all.
Accessible recruitment: Job advertisements can be made more accessible by providing them in alternative formats such as large print, Braille, audio, and video with captions, ensuring digital accessibility, using inclusive language, and simplifying text to accommodate a diverse range of candidates. This aligns with the Equality Act 2010, which requires reasonable adjustments to remove or reduce disadvantages related to an employee's disability.
Workplace design: Workplace design can support employees with physical wellbeing issues by incorporating ergonomic furniture, proper lighting, good air quality, nature elements, acoustic comfort, and layouts that encourage movement. Implement step-free access, provide assistive technology, and designate quiet spaces to accommodate various needs. These measures are supported by the Health and Safety at Work Act 1974, which ensures the health, safety, and welfare of employees at work.
Return-to-work support: Facilitate case management, phased returns, and occupational health input to support employees returning after illness or injury. Following ACAS guidelines, employers should promote health and wellbeing, manage work-related stress, and make reasonable adjustments.
Flexible working approaches: According to the CIPD, flexible working is valuable to support for physical wellbeing as it helps increase employee engagement, job satisfaction, and overall wellbeing. Flexible working arrangements, such as remote work, hybrid schedules, and flexible hours, allow employees to better manage their work-life balance, reduce stress, and accommodate personal health needs. This flexibility can lead to a healthier, more productive workforce.
Conclusion
Creating an inclusive physical wellbeing strategy is complex.
Employers must address diverse physical needs, manage budget constraints, and meet evolving employee expectations for personalised support. By investing in prevention, accessibility, and an inclusive culture employers have the potential to lead in creating an equitable world of work.
These strategies, supported by robust policies and adherence to relevant laws, are essential for fostering a supportive and inclusive work environment for all.
Supplied by REBA Associate Member, WTW
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