Wellbeing fact sheet

Introduction

The average person spends more than ten years of their life at work. At BAE Systems, we want that time to count. That’s why we champion wellbeing in the workplace – a positive working environment helps our employees and, in turn, our Company to thrive.

What is wellbeing at work?

The World Health Organisation describes wellbeing as a ‘resource for healthy living’ and a ‘positive state of health’ that is ‘more than the absence of an illness’ and enables us to function well: psychologically, physically, emotionally and socially. Many factors combine to affect wellbeing, from overarching policies to workplace relationships, decision making to the working environment, and the tools and support available to individuals and groups.

Why is wellbeing important?

When we promote and support health and welfare we deliver benefits for BAE Systems, our people and the communities they live in. Good health and wellbeing means employees are more resilient, more engaged and more productive. Performance increases and absence due to sickness falls. Positive wellbeing increases job satisfaction improves focus at work and reduces stress or the ability to manage stress. Today’s workforce is fluid and mobile – if our people are not happy with our workplace climate they will move on, making attracting and retaining people ever more challenging.

Who is responsible for wellbeing at BAE Systems?

We have a Wellbeing Strategy and cross-Company wellbeing initiatives and programmes, which are underpinned by individual market/Business wellbeing strategies and programmes. Our ESG, Culture and Business Transformation Director is our Executive Committee champion for wellbeing and she actively supports the programme.

Since wellbeing at work incorporates a number of aspects, there are a number of Policies within our Operational Framework that contribute to its active management in the organisation, each of which defines Line Leaders’ responsibilities for key actions. These Policies and respective programmes are overseen by the Executive Committee, Environmental, Social and Governance Committee and Remuneration Committee. The Policies include:

• Code of Conduct, which contributes to building a culture of psychological safety;
• Health and Safety Policy, which ensures our employees are working in environment’s where health and safety risk is minimised and well managed;  
• People Policy, which supports financial wellbeing, engagement, consultation, inclusion, and that the wellbeing of all is considered in the environment in which they operate;
• Community Investment Policy, which allows employees the opportunity to give back to local communities, charities and make social connections; and
• Leadership Framework, which encompasses Company and individual behaviours, reward and personal development.

These Policies are reviewed annually as part of our Operational Framework. 

These Policies are supported by local Policies and operating procedures to address local market or Business needs, and employees are engaged throughout our locations on wellbeing issues.

Employees undertake mandatory mental health awareness training, and they can also access self-led learning programmes covering many different aspects of wellbeing.

How does BAE Systems manage wellbeing in the workplace?

The health and safety of our employees is paramount. As a manufacturing organisation, we operate a wide variety of industrial processes across the globe. The risk profile of our sites varies but the main risks to employees includes working in confined spaces, work at height, slips, trips and falls and risks associated from machining operations. We have stringent controls to ensure we minimise those risks. We positively encourage employees to report incidents, and we investigate risks or incidents that could cause serious injury or death so that managing health and safety is preventative rather than reactive. We focus on training to make sure our employees have the information, instruction, training and supervision they need to go about their work in a safe and healthy manner.

Our health, safety and environmental management systems mitigate and reduce health risks at work. As well as legally required health interventions, we deliver additional services such as physiotherapy, lifestyle advice, health promotion and flu vaccination programmes so that our employees can take better care of their health in a proactive way that can be shared with families and local communities. Employees, managers and partners can also access reputable health information for advice and support.

We measure our safety performance against globally recognised metrics, and our Safety Maturity Matrix drives genuine continuous improvement.

But wellbeing at work is a jigsaw – a combination of strong policies, processes, culture, rewards and benefits that make the workplace a healthy, psychologically safe one, where employees can be themselves and bring their best selves to work. 

We have a number of operational policies, committees, initiatives and strategies in place that feed into, or indirectly affect wellbeing at work. For example, under our Operational Framework, our Global Health and Safety Policy directly addresses the health and safety (including psychosocial) of our employees. Our Global People Policy sets out to create engaged and inclusive work environments, where individuals are respected and where the value of a diverse workforce is recognised, with appropriate reward frameworks in place and with the resources and support employees need. To support Global policies, we have local Policies in the countries in which we operate, in line with local legislation.

Our new Wellbeing Strategy reflects the key strands of organisational and individual wellbeing, guided by five focus areas.  Together, they provide a consistent lens for considering how wellbeing is supported and embedded into everyday ways of working.

• My Health - empowering and supporting employee physical and mental health
• My Work - focussing on the work environment and financial wellbeing
• My Connections - building connections, supportive relationships at work and a sense of belonging
• My Leadership - supporting people managers to lead with wellbeing
• My Organisation - embedding wellbeing into our culture and our ways of working. 

In the UK, a dedicated digital hub, ‘My Wellbeing’ has been created to make it easier to find support and resources against each of these topics.

My Health: physical and mental wellbeing
This focus area supports both physical and mental health. It includes safe working environments, occupational health arrangements, access to information and resources, and support that helps individuals care for their health and wellbeing.
Support for mental health includes access to confidential talking therapies through the Employee Assistance Programme (EAP). In the UK, the EAP is available 24 hours a day, seven days a week, providing health support, confidential counselling and coaching, and access to legal and financial information.

More than 800 mental health first aiders have been trained in the UK, offering a confidential point of contact for anyone experiencing a mental health issue. Our UK & International employees and up to five of their friends and family also have access to Unmind, an online platform which provides a range of tools to support their mental health and wellbeing. In addition, we launched a pilot service with Unmind, allowing employees in trial areas to access therapy and coaching via a network of practitioners (not available in Saudi Arabia).

Further health-related services and initiatives may be available in some locations, including physiotherapy, health promotion activity, lifestyle advice and vaccination programmes, reflecting local arrangements and needs.

My Work: finances, work design and working environment
Wellbeing is influenced by how work is designed, organised and experienced. This includes working conditions, workload, job design, access to resources, financial wellbeing and the physical environments in which work takes place.
In the UK, psychosocial risks at work are considered using the Health and Safety Executive (HSE) Management Standards, which provide a structured approach to understanding and addressing factors such as demands, control, support, relationships, role clarity and change. This helps inform how work is planned, reviewed and improved.  

Support for financial wellbeing is provided through access to information, guidance and reward and benefits platforms, helping individuals understand available support and make informed choices. 

My Connections: building a sense of belonging
An inclusive workplace culture fosters a sense of belonging, safety and purpose for employees, which helps to increase productivity long-term. An inclusive work setting supports wellbeing through positive effects on employee self-esteem enhanced career achievements and progression, better work-life balance, social connectedness and belonging, 

We champion social activities that connect people at a local level. We regularly mark events such as International Day of Persons with Disabilities and, commemoration days which help employees from different communities learn from each other, as well as creating connections. 

We work with organisations such as Cancer Research UK and respected mental health training providers to deliver bespoke material that not only benefit employees by raising awareness, but their family and friends in turn. 

Our Employee Connection Groups are employee-led groups that work across BAE Systems to offer employees community, camaraderie and connections. The groups welcome employees not only from their own communities, but also other employees who want to learn and understand, and who can act as valuable allies.

UK

• Embrace Faith & Belief - Supporting and celebrating faith and belief
• Embrace Heritage - Supporting and celebrating Heritage
• ENabled – Breaking down barriers, celebrating every ability 
• EncourAGE – Uniting and empowering our multi-generational workforce
• ForcesNet – Supporting our armed forces and public service communities
• Gender Equity Network - Breaking gender barriers 
• Inspiring Women Network - Supporting and empowering women in the workplace
• Men’s Health & Wellbeing - Breaking stigma and enCOURAGEing open conversations for men
• MindSet – Supporting mental health and wellbeing
• Neurodiversity Network - Supporting neurodivergent colleagues and promoting neuroinclusion at work
• OutLink – Supporting gender and sexual diversity
• Women’s Health & Wellbeing - Supporting women's wellness, every step of the way

Australia

• Embrace – Supporting ethnic and cultural diversity
• ENabled – Supporting our disabled community
• ReconciliACTION - Supporting our indigenous communities
• GEN – Supporting gender equity
• OutLink – Supporting gender and sexual diversity 
• VetNet – Supporting our military community

Kingdom of Saudi Arabia

• Able – A brighter living experience
• EncourAGE - Uniting and empowering our multi-generational workforce
• MindSet – Supporting mental health and wellbeing
• Mullhemah – Supporting women to inspire others

My Leadership: leading with wellbeing
Leading with wellbeing involves acting with care, building trust, encouraging open and respectful conversations, and creating environments where people feel supported, valued and able to speak up.

Expectations relating to wellbeing, inclusion and respectful behaviour are reflected within our Code of Conduct, and People Policies. Leaders are supported through guidance, training and development activity to help them understand their role in fostering psychologically safe and inclusive workplaces.

My Organisation: embedding wellbeing into culture and ways of working
Wellbeing is not treated as a standalone initiative. It is embedded into organisational culture, governance and everyday practices, helping to ensure wellbeing considerations form part of how work is planned, delivered and reviewed.

This includes integrating wellbeing into policies, decision‑making, ways of working and engagement activity, reinforcing the importance of care, inclusion and respect across the organisation.

The information contained in this fact sheet is for PLC managed businesses and is accurate as at the date of its publication.
 
Publication date: 08/07/26