Organisational Culture
Rentokil Initial
Mental Wellbeing and Resilience

Organisational Culture.

Rentokil Initial.
Mental Wellbeing and Resilience.

The challenge.

Rentokil Initial had seen significant absences due to mental illness, with an increase year on year in 2019, 2020 and 2021. Absences due to depression, stress or anxiety equated to about a quarter of all absences. The true number of cases was estimated to be far higher than the figures suggested too, with people not having the confidence to report their absence as mental illness. Additionally, this figure didn’t take into account the elements such as impact on managers’ time dealing with the cases, or the knock-on impact of absence on other team members.

We were tasked with reducing these costs, not just for 2022 but creating an organisational culture shift that kept the figure lower for years to come.

7 global markets + UK operations

The solution.

We developed a bespoke and tailored ‘Mental Wellbeing and Resilience Programme’ specific to RI and its culture, delivered across 2 half-days.

We designed and delivered three strands of virtual courses, customised to the different employee levels it was being rolled out to (team leaders, managers, senior leadership team).

It was imperative our programme gave people the voice to talk more openly about mental wellbeing and the confidence to support colleagues, so our sessions were very interactive.

The challenges of supporting the wellbeing of remote teams was a huge factor weaved throughout.

We provided a post course workbook that included pertinent information to reference, as well as a series of post course activities to ensure transfer of learning and subsequent action/commitments back in role.

Two short eLearning modules were also provided, to help embed the learning from the virtual sessions.

RI mock up 1
RI mock up 2
A person sitting in a chair with a laptop on their lap, showing a Rentokil Initial slide for 'Starting a conversation' on the screen.

The results.

The title 'Programme was beneficial' above a ring coloured 92% green and 8% navy blue. '92% positive' reads inside the ring.
A blue hexagon with white writing within it reading '8% decrease in mental illness days'.
A blue hexagon with white text within it reading '15 Accredited Mental Health First Aiders'.
A green hexagon with white text within it reading 'Rollout continues to all front line staff across 2023'.

How can we support you with organisational culture?

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation