Making the connection with workplace wellbeing – SIRO’s KeepWell Journey

“SIRO recognised the importance of a proactive approach to workplace wellbeing and how the wellbeing of colleagues directly impacted business performance.”

Who are SIRO?

• Launched in 2015, SIRO is a joint venture between ESB and Vodafone with the aim of delivering the first 100% fibre-to-the-building broadband across regional Ireland and thereby revolutionising the broadband market.
• The SIRO Network is built using the ESB’s overhead and underground infrastructure, ensuring a fast, reliable, and sustainable network.
• SIRO is an open access, wholesale network. This means that SIRO is available through authorised broadband retailers around the country.
• SIRO’s current headcount is 150. SIRO’s workforce is diversely located, with over one third of staff permanently remote.

Background to our journey

The company had worked to cultivate an inclusive and supportive culture, underpinned by wide ranging policies and initiatives that focussed on individual and group needs.

The business has enviable engagement scores that are measured twice a year (since 2018). Survey participation rates are always 85%+ with engagement scores holding between 78%-82%. In a work climate where other organisations find it hard to hold onto staff, SIRO’s attrition rate remains consistently low, with the average tenure of colleagues being between 4-5 years (remember the company was only launched in 2015).

Why did SIRO embark on their KeepWell Mark journey?

There were two specific reasons why SIRO wanted to complete and be accredited with The KeepWell Mark.

1. While the company knew that it was doing great things, it was also agreed that an accredited framework was required against which to; benchmark current activities, processes, and practices; gain access to a network of like-minded wellbeing professionals and get insight into further developing resilience into its wellbeing strategy, in the face of constant workplace challenges.
2. SIRO’s specific focus was on the wellbeing impact of remote and hybrid working and how it could better support field or remote teams. SIRO had always had remote working in place but wanted to be able to support individuals and especially leaders in the face of an ever-changing work environment.

How did you build in measurement during the process?

SIRO performed a wellbeing pulse survey and needs assessment at the beginning of the process, the plan being to revisit this survey to measure impact and refocus initiatives each year.

• The overall workplace wellbeing engagement score of 87% gave an important message to the HR Team, as it confirmed their view that their initiatives were landing with the audience.
• The most interesting data came from colleagues’ attitudes towards the more intangible aspects of workplace wellbeing – flexibility, environment, and culture. This data allowed SIRO to start conceptualising around the elements of SIRO’s EVP and why staff valued working at SIRO. The intention is now to add psychosocial questions into the wellbeing survey to elicit more insights into quality of life within SIRO’s staff.

Key takeaways

• SIRO received the highest accredited standard (excellence) for the pillars of Leadership and Health & Safety. SIRO’s core value is safety, and it is aligned to ESB on all matters HSEQ, so the standards are very high. Also, SIRO’s senior leadership has cultivated a culture of psychological safety since inception, providing a fertile breeding ground for innovation and trust. This has resulted in the conscious advocacy of role modelling behaviours that promote health and wellbeing.
• SIRO needs to focus more on mental health awareness and absence management. More specifically in the training of managers to spot concerns or patterns and ensure they are equipped to deal with them confidently and empathetically. Thereby embedding the prioritisation of good mental health as a core competency for people managers.
• SIRO needs a new rigour surrounding promotion and progression of the Wellbeing Strategy within SIRO, concentrating on communication of purpose and desired outcomes. SIRO established a Wellbeing Committee to help frame the story.
• SIRO researched colleague’s attitudes to the purpose of the office and redesigned it to accommodate social, collaborative, deep work, and training opportunities. Adding a flexible training area and more meeting rooms has led to very positive feedback.
• Employer Brand halo effect – recruitment candidates are calling out the accreditation during interview – an unexpected bonus!