Suez Recycling and Recovery UK’s embeds DEI in benefits strategy

At waste management firm Suez Recycling and Recovery UK, the benefits proposition has been built around the voices of its people, according to head of compensation and reward Michelle Sutton. By gathering insight of what Suez’s 7,000 employees want through employee-led forums, surveys and focus groups, the strategy champions diversity, equity and inclusion (DEI).

Wellbeing at every life stage is central. In 2019, Suez co-created a Wellness for All charter with employees. This charter supports eight pillars of wellbeing: diversity and inclusion, emotional and physical health, work environment, and financial, mental, social and job-related wellbeing. Digital wellbeing tools support employees wherever they are, including a 24/7 digital service offering GP consultations, mental health support, legal and financial guidance and bereavement support, a digital dental care app, and a personalised mental wellbeing platform. All this has contributed to an 11% reduction in long-term mental health absences since 2019.

The introduction of opt-out payroll savings to improve financial wellbeing, in partnership with Nest Insight and TransaveUK Credit Union, has been particularly impactful. “New employees are automatically enrolled, with the option to opt out at any time,” Sutton explains. “This removes barriers, significantly increasing participation among employees who are typically underserved by traditional financial products. Long-term financial wellbeing is a cornerstone of inclusion.”

This philosophy informs pension design too, inclusive from day one - every employee is enrolled from their first day, regardless of age, earnings level or contract type - and guided by commitments to fairness and equity across all schemes. A partnership with Aegon ensures inclusive options, such as a Sharia-compliant fund. “This ensures that our pension offering is not only equitable but also responsive to the diverse needs of our workforce,” says Sutton.

With a high proportion (70%) of manual and disparate workers, communications are critical. Messaging is multichannel and tailored to different literacy levels and languages. A network of wellbeing and inclusion officers and voluntary ambassadors ensure initiatives are accessible and relevant across all sites and roles.

“Our journey has taught us that inclusion is not a one-size-fits-all approach: it requires listening, adapting and evolving,” Sutton says.

Co-creation has been key, she adds. “Inclusive benefits ensure equitable access to support, build trust and psychological safety, attract and retain diverse talent, and drive better business outcomes,” she concludes.