— Evidence base
Grounded in the world's leading research on flourishing and work.
Our six-pillar framework and every intervention we run are anchored in decades of peer-reviewed research and the most rigorous organisational studies available today.
Harvard Human Flourishing Program
Flourishing is measurable — and it changes across six domains.
Prof. Tyler VanderWeele's programme at Harvard defines flourishing across happiness, health, meaning, character, relationships and financial stability. Our six pillars operationalise this evidence for the workplace.
VanderWeele, PNAS (2017); Global Flourishing Study (2024)
Gallup
Engagement, wellbeing and manager quality drive business outcomes.
Gallup's decades of workforce data show that engaged, thriving employees outperform on productivity, retention and safety — and that managers explain up to 70% of the variance in team engagement.
State of the Global Workplace (2024); Q12 meta-analysis
World Health Organization (WHO)
Mental health at work is a system-level responsibility.
The WHO's Guidelines on mental health at work call for organisational-level interventions — workload, leadership, psychosocial risk — as the primary lever, alongside individual support. This shapes how we design strategy and assessments.
WHO/ILO Mental Health at Work Guidelines (2022)
Prof. Amy Edmondson (Harvard Business School)
Psychological safety is the strongest single predictor of team effectiveness.
Edmondson's research — and Google's Project Aristotle replication — establishes psychological safety as foundational for learning, innovation and performance. It sits at the core of our leadership programmes.
Edmondson, ASQ (1999); The Fearless Organization (2018)
Deloitte
Investment in mental health and wellbeing pays back.
Deloitte's return-on-investment studies show organisations recover an average of £5 for every £1 invested in mental health, with the highest returns coming from prevention and leadership development — not one-off perks.
Deloitte, Mental health and employers (2024)
McKinsey Health Institute
Holistic health explains a large share of workplace performance.
McKinsey's global research on employee holistic health — mental, physical, social, spiritual — links it directly to engagement, innovation and intent to stay, and calls for systemic, not surface-level, action.
McKinsey Health Institute, Employee Health (2023)
We also draw on ISO 45003, German DIN guidance, the Job Demands–Resources model (Bakker & Demerouti), Self-Determination Theory (Deci & Ryan), and positive organisational scholarship (Dutton, Cameron). Every recommendation we make can be traced back to a specific evidence base.