FEB opts for a hybrid journey that makes wellbeing tangible, measurable and sustainable
The Federation of Enterprises in Belgium (FEB) represents more than 40 sector federations and thousands of companies in Belgium. As the largest employers' organisation, FEB wants to highlight that mental and physical wellbeing not only contributes to happiness at work, but also to productivity and growth. The Association, together with Waldon, started a wellbeing journey within their own organisation.
This was the question
FEB is convinced that mental resilience, job satisfaction and a sense of belonging are crucial for the sustainable employability of its employees. Therefore, the company wants to integrate mental wellbeing tangibly, measurably and structurally into its own policy.
Two goals are central to this:
- Underpinning the wellbeing policy with data and scientific insights.
- Create a culture in which every employee, every manager and every board member plays an active role in the wellbeing of the entire organisation.
The collaboration in a nutshell
Together with Waldon, FEB developed a hybrid wellbeing journey. The approach rests on three pillars:
- Measuring and understanding: an anonymous, evidence-based survey gauges mental wellbeing, job satisfaction and resilience.
- Vision and policy: data and insights are translated into a policy that emphasises shared responsibility.
- Action and anchoring: a mix of digital content, workshops and ambassador programs stimulates lasting involvement.
65% of the employees actively participated in phase 1 of the journey: an anonymous survey that gauges mental wellbeing, job satisfaction and resilience.
Do you also want to develop a wellbeing policy that pays off for people and the organisation?
The story
The new way of working at FEB — with more teleworking, a new office design and a changed dynamic — brought also stress, resistance and a diminishing sense of belonging. FEB wanted to understand these signals and tackle them structurally.
To make mental wellbeing truly tangible and concrete, we proposed a hybrid journey: a mix of digital tools and physical initiatives that reinforce each other. Through a confidential digital platform, employees can measure and improve their own wellbeing based on personalised recommendations. Those who need extra support can access certified psychologists for individual guidance through EASY, our Employee Assistance Program (EAP).
On the other hand, we organised inspiring keynotes, physical activation moments and awareness campaigns to launch the initiative and make the theme visible within the organisation. In addition, the journey was given a face through a network of internal ambassadors. These FEB employees help propagate the theme and motivate other colleagues.
"We not only want to know how our people are feeling, but also understand what they need for their mental wellbeing. Everyone has a role to play in this, from employee to manager."
Four success factors make the difference
1. Scientifically substantiated
At Waldon, we consciously opt for an evidence-based approach. No loose initiatives or 'wellbeing gadgets', but a process that relies on research and reliable data, which we translate into concrete, applicable actions. To this end, we work together with universities and spin-offs from universities such as The VIGOR Unit. We also draw on the work of recognised experts such as Professor Jan-Emmanuel De Neve from Oxford University, who has been researching the positive economic impact of investing in wellbeing for over fifteen years.
2. Strong involvement from top management
Wellbeing at work can only succeed if leaders show that it is not a cost but a wise investment, with positive effects on people and the organisation. This exemplary behaviour creates trust and encourages employees to actively participate.
3. Collective responsibility
Wellbeing is not an individual task for the employee, but a shared responsibility. According to the IGLO model, each level within the organisation has a role to play: the Individual, the Group, the Leader and the Organisation reinforce each other.
Employees take ownership of their wellbeing, teams build a sense of belonging and mutual support, managers create psychological safety for openness and dialogue, and support the organisation with the right structures and communication. This is how a collective culture of wellbeing and connection grows.
4. Long-term vision
A wellbeing policy is not a one-off project, but a culture that requires continued attention. This is why, for example, Waldon anticipates the moment when the initial curiosity of the launch fades away. By consistently communicating, measuring and inspiring, wellbeing continues to live within the organisation and grows into a natural part of the corporate culture.
Next steps
FEB continues to evaluate and build on its wellbeing strategy. During next phase, an evidence-based survey will help to take stock of needs at individual, team and organisational level, following the reorganisation of the offices. The aim is to develop the current action plan based on real needs which also facilitates collective engagement within the organisation.
Would you like to hear more about this journey and the success factors behind the wellbeing policy at FEB? Watch or listen to the podcast with Monica De Jonghe, Director-General and Executive Manager of the FEB Competence Centre for Work & Social Security, and Rémy Siddiqui, Marketing Director at Waldon (only available in French).