Earlier this year, we decided to stop guessing and start listening.
As a Certified B Corporation, we’re encouraged to continually ask how we can create a better workplace, not just for our clients, but for our team and the communities we’re part of. That philosophy of continuous improvement has always resonated with us.
Rather than asking our team whether they were “engaged”, we asked a much simpler question.
The responses came quickly. Some were practical. Others were deeply personal. Together, they painted a picture of the kind of workplace our team wants to be part of.
As we explored the responses, six clear themes began to emerge. None of them were particularly surprising on their own. What was encouraging was how many of the ideas reflected things we already do at Reho. Our wellbeing days, volunteer leave, walking meetings, themed team meetings, celebration rituals, flexible work practices and commitment to purpose all featured strongly. The exercise wasn’t about starting from scratch. It was about recognising our strengths while identifying the small improvements that could make an already positive workplace even better.
One of the strongest themes centred on wellbeing. It was pleasing to see many existing initiatives recognised, from wellbeing days and birthday leave to walking meetings and opportunities for learning. At the same time, the team identified simple additions such as more focus time, celebrating wins more regularly and encouraging movement throughout the day. It reminded us that wellbeing isn’t created by one big initiative. It’s strengthened by small habits that become part of everyday work.
Recognition featured far more strongly than we anticipated.
Not formal awards or annual ceremonies, but simple acknowledgement. A thank you. Sharing great work. Celebrating milestones. Recognising the effort behind a successful project. The message was clear: people thrive when they know their contribution has been noticed. It also reinforced that many of the traditions we’ve built over the years continue to matter.
This wasn’t about organising more social events.
It was about creating moments that help people feel connected. Cross-team conversations. Team traditions. Shared experiences. Opportunities to learn from each other. Our regular themed meetings, celebrations and team activities already provide many of these moments, while the feedback gave us fresh ideas to strengthen them even further. Culture isn’t something that happens at the annual Christmas party. It’s built in dozens of small interactions every week.
One of the more unexpected themes was the importance of our physical environment.
Natural light. Plants. Quiet spaces. Decluttered work areas. Thoughtful meeting spaces. Our surroundings influence our mood and our ability to think clearly more than we often realise. Sometimes changing the environment changes the energy, and often it’s the smallest improvements that make the biggest difference.
Perhaps the strongest message of all was that people want to know their work matters.
That was particularly pleasing because purpose has always been central to Reho. Through our B Corp journey, community partnerships and commitment to responsible travel, we’ve worked hard to ensure our business creates a positive impact beyond the trips we organise. The feedback reminded us that purpose isn’t something you write in a strategy document. It’s something people want to see and experience every day.
The sixth theme wasn’t about having more meetings.
It was about having better ones.
Our team valued meetings with a clear purpose, shared ownership and room for everyone’s voice. Over the past year we’ve already begun reshaping the way we meet as a business, and it was encouraging to see that direction reflected in the feedback. Better communication doesn’t simply make us more efficient. It helps us feel connected, trusted and part of something bigger.
What surprised us wasn’t the number of ideas.
It was how many of them were small.
None of these ideas would transform a workplace on their own. Together, however, they shape how people feel when they come to work each day.
Just as importantly, we made a conscious decision not to try to implement everything at once.
Instead, we’ll choose a handful of priorities, put them into practice, learn from them and then return to the list for the next improvements. It’s the same philosophy we bring to sustainability: meaningful change comes from small actions, repeated consistently over time.
Perhaps the biggest lesson wasn’t discovering six new priorities.
It was recognising that culture isn’t something we need to invent. Much of it already exists. Our role now is to protect what’s working, listen carefully and continue building on it, one improvement at a time.
As a Certified B Corporation, that feels like a natural extension of who we are. B Corp isn’t about reaching a finish line. It’s about continually asking how we can be a better business for our team, our clients, our community and the environment.
Energy isn’t something a business gives its people. It’s something people create together. Our job is simply to create the conditions where it can flourish.