Coventry Building Society believes that looking after employees’ wellbeing is as high a priority as looking after its customers, even with a smaller budget.
Following its purchase of The Co-operative Bank in January 2025, the organisation has nearly 6,000 employees. With a limited budget that covers both wellbeing and inclusion, the society took a strategic and creative approach to delivering meaningful support.
Its employee assistance programme offers 24/7 confidential counselling and wellbeing support to employees and their families, through its group income protection scheme. It also signposts to free mental, physical and financial wellbeing webinars and resources from partners and mental health charities on its intranet site.
By negotiating with providers and monitoring return on investment, the society ensures every initiative is both impactful and cost-effective, says Gemma Unwin, senior colleague experience specialist at Coventry Building Society.
“Our employees also benefit from wellbeing and engagement champions who promote awareness and access, 14 hours of annual paid Time for You leave annually to focus on personal wellbeing or growth, volunteering opportunities through 14 hours of paid Community Time, and in-house manager training to foster psychological safety and inclusive leadership,” she adds.
The society has aimed to build a strong wellbeing culture through a variety of creative, low-cost initiatives. These include cancer screening, flu jab vouchers which are purchased in bulk and only paid for when used to ensure cost-efficiency, and access to the Peppy wellbeing app, which offers support around menopause, fertility and men’s health.
The organisation has also trained mental health first aiders to offer peer support, host Tea-and-Talk sessions, and lead awareness events to reduce stigma. It hosts an annual on-site wellbeing and benefits fair to create awareness of its wellbeing offering; and has eight volunteer-run employee networks that create safe spaces for open conversations on race, accessibility, health and social mobility. The society also gave a bonus day of annual leave as a thank-you gift in celebration of its 140th birthday.
Additionally, Coventry Building Society shapes its wellbeing strategy based on what employees say they need in its quarterly pulse surveys, which include wellbeing and stress questions to identify gaps and opportunities. For example, when feedback highlighted a need for more resilience support, the in-house talent team developed a new online module available to all staff.
By actively listening and responding to feedback, the organisation fosters a culture built on care, connection and trust, and is committed to ensuring every employee feels supported, included and empowered, says Unwin.
“When people feel valued, engagement rises, absence falls, and performance improves, benefiting both employees and customers alike. Even with a modest budget, we show that a thoughtful, people-first approach can turn wellbeing into a powerful driver of culture, loyalty, and long-term success, while enabling employees to deliver outstanding service,” she says.
