Head of Marketing
4 Minutes Read
This blog is based on an episode of Kara Connect Can We Have a Word?, featuring Tobba Vigfusdottir in conversation with Martin Gillick, Wellbeing Manager at Bus Éireann, Ireland’s national bus transport company.
With a workforce of approximately 3,500 people (including 42 different nationalities) and more than 25 locations, workplace wellbeing at Bus Éireann is a balancing act, combining holistic strategy, honest communication, and cultural sensitivity. Martin’s approach centres on communication, early intervention, and creating a supportive environment, not quick wins or tick-box exercises.
Here are five lessons from Martin Gillick that anyone working in HR, wellbeing, or people management can apply in their organisation.
Focus on Promotion, Prevention, and Recuperation
“There’s three kinds of tenants to my role. The first one is promotion… the second area… is prevention… and thirdly, recuperation.”
Unlike many organisations, Bus Éireann includes recuperation – supporting employees as they return from illness or leave – as a core pillar of their wellbeing strategy. This means not just helping staff stay healthy, but actively supporting their return to work, whether after illness, maternity leave, or tough personal circumstances.
Co-create Wellbeing Programmes With Staff
“Our first point of call… was our employees to find out actually, what do they want? … It became evident that actually we didn’t do enough to reintegrate people back.”
Martin’s team started with listening: inviting employees to shape the strategy, identify overlooked needs (like return-to-work support), and take ownership. Building buy-in from the outset means programmes are more tailored and trust is built—critical in a geographically and culturally diverse company.
Break Down Mental Health Stigma Through Training
“When I joined the company… we ran a wide range of programs for both managers and employees on mental health awareness… Following on from that, we implemented mental health first aid.”
Opening up conversations about mental health, especially in a male-dominated, multicultural workforce, isn’t easy. Bus Éireann invested in mental health awareness training for all managers and created a network of certified mental health first aiders across grades. This builds capacity for early intervention and shifts how mental health is understood – emphasising that “every one of us has mental health” and it’s OK to ask for support.
Communication Takes Time – and Many Channels
“I would say probably about 50% of my time is about the communications piece… We use… email… an internal communications platform… a network of wellbeing champions… notice boards and posters… [and] road shows.”
Getting wellbeing messages to busy, shift-based teams on the move calls for creativity and persistence. Martin collaborates with internal comms, uses platforms like Workvivo, leans on local wellbeing champions, and takes wellness roadshows to each location in person. Expect to spend as much time communicating as delivering programmes.
Measuring Success Takes Patience – and More Than Metrics
“Most of us who work in the wellbeing space will probably say… a lot of it’s very subjective… We’ve started to look at… absence, access to EAP services, pulse surveys, retention, [and] recruitment.”
Martin is realistic about the challenge of proving ROI—outcomes in wellbeing aren’t always quick or easy to quantify. Pay attention to proxy measures like retention and engagement, but accept that behaviour change and culture shift can take years. Data matters to make the case for investment, but a compelling story is just as important when talking to the CFO.
Conclusion
Martin Gillick’s approach at Bus Éireann shows that a successful wellbeing strategy is practical, people-centred, and open to evolution. Don’t skip the recuperation step, invest in stigma-busting training, and keep communication personal. Every organisation is different, but the principles of listening, inclusion, and steady progress are universal.
Listen to the full Kara Connect episode with Martin Gillick and Tobba Vigfusdottir
If you’re steering a wellbeing strategy—especially in a complex, shift-based environment—you’ll find honest, actionable ideas in this conversation.
