Background 

DFDS UK & Ireland, part of the leading European transport and logistics group, employs more than 4,000 colleagues across ferry and logistics operations. Following the pandemic and a period of rapid expansion the organisation recognised an urgent need to strengthen its approach to health, safety and wellbeing.

Colleague feedback revealed a desire for greater inclusiveness, stronger support networks and a culture where people felt genuinely valued. As DFDS continued to grow the link between wellbeing, performance and engagement became clear: creating a healthy, inclusive environment wasn’t just good for people but essential for business success.

In January 2024, DFDS launched its Wellbeing, Diversity, Equality and Inclusiveness (W-DEI) strategy – a unified framework designed to promote physical, emotional, financial and social wellbeing while embedding inclusion into every aspect of company culture.

Approach 

Built on the principles of awareness, listening and leading with purpose, the W-DEI strategy combines wellbeing and inclusion into a single framework, recognising that belonging and psychological safety are inseparable from health and happiness.

A year-round wellbeing calendar focuses on quarterly themes across mental, physical, financial and social wellbeing, supported by more than 50 Culture Champions who promote engagement across sites. Managers have been trained through mental health workshops to reduce stigma and lead with empathy, while the ‘Boost’ digital platform gives colleagues 24/7 access to counselling, financial advice and health resources. A new occupational health partnership provides proactive, data-led support and early intervention.

“DFDS turned wellbeing from a benefit into a business strategy, cutting absence, lifting engagement and driving £150m in new growth”

Inclusive, gamified DEI workshops for all 4,500 colleagues have been described as “life-changing”, helping employees explore bias, behaviour and respect. Awareness campaigns, from Mental Health Awareness Week to World Mental Health Day, were supported by wellbeing zones and leader role-modelling to sustain visibility and momentum.

Outcome

The impact has been both cultural and commercial. Health-related absence dropped by 35% and positive drug and alcohol test results fell from 10.3% to 3.0% within a year. DFDS’s Glassdoor rating climbed to 4.2/5, with 88% recommending it as a great place to work, and employee survey scores improved by 10%, with wellbeing cited as a key strength.

Wellbeing is now a proven growth driver: new business wins worth £150m have cited the framework as a differentiator while the success of the UK & Ireland model has led to global adoption across DFDS Group’s 17,000 colleagues.

For DFDS wellbeing has become a cultural mindset that fuels engagement, trust and performance across the business.

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