What is a corporate wellbeing programme?

An employer-funded service combining mental, physical, financial and social health support for staff. MEM Academy pairs coach-led corporate fitness sessions with a self-serve wellbeing curriculum and ESG/SROI reporting so the spend is provable at year-end.

How much does it cost?

Programmes start at a fixed per-seat monthly fee. A 100-person pilot typically lands between £6 and £14 per seat per month depending on coach hours, on-site cadence and reporting depth.

How quickly can we launch?

Two to four weeks from contract — Week 1 diagnostic, Week 2 design, Week 3 launch comms, Week 4 first sessions delivered. First board report at end of Q1.

What ESG evidence do we get back?

A quarterly board-ready report with workforce KPIs (absence, wellbeing score, participation) plus a verified SROI figure showing social value per £1 spent — suitable for the Social-S section of your annual report.

04 · SROI Methodology

Use: This is the auditable method behind every SROI number we publish. Anyone with this document, the published dataset, and the financial proxies table should be able to reproduce our headline ratio to within ±5%.

Aligned to: Social Value International's Seven Principles of Social Value. We aren't certified to those principles unless our assurer (file 07) says so; we use them as a discipline.

Headline formula

SROI_ratio = (total_present_value_of_outcomes / engagement_fee) × confidence_factor

total_present_value_of_outcomes =
   Σ (participants_reached_i
      × outcome_change_i
      × deadweight_adjustment_i
      × attribution_adjustment_i
      × drop_off_adjustment_i
      × financial_proxy_i)

Where i indexes each outcome we monetise.

Step 1 — Identify outcomes

Only outcomes we can evidence (Tier 2 or Tier 3 in file 01) get monetised. No "implied" outcomes.

Outcome	Evidenced by	Domain
Manager confidence to address a mental-health concern	Sprint 1 pulse pre/post	Manager MH
Reduction in menopause-related sickness absence days	Client HRIS (if supplied) OR self-report pulse	Menopause
Improvement in financial confidence	Sprint 4 / 08 pulse	Financial
Reduction in voluntary attrition in target cohort	Client HRIS (if supplied)	Onboarding
Manager-led difficult conversations actually held	Sprint 1 retrospective + manager self-report	Manager MH

If a client cannot supply HRIS data, the Tier 3 outcomes are dropped from the SROI calculation for that client. We do not estimate them.

Step 2 — Quantify the change

For each outcome:

Outcome change = post-score − pre-score (for pulses); or absolute change (for HRIS-supplied figures).
Always per-participant, then summed.
Drop participants with missing pre or post scores. Report the drop rate in the appendix.

Step 3 — Apply discounts

Four discount factors, applied per outcome.

3a. Deadweight (what would have happened anyway)

Default: 20%. Adjustable up/down based on evidence (e.g. published comparator data, control cohort).
Source for every deviation from default is logged in the Evidence Room (file 08).

3b. Attribution (how much is us)

Default: 60% (we usually share credit with line management, HR, broader culture change).
Adjustable up to 80% only where we have a control cohort or pre/post is dramatic.
Adjustable down to 30% where the client ran a parallel intervention.

3c. Drop-off (how long does the change last)

For confidence and skill outcomes: 50% in year 2, 25% in year 3, 0% thereafter (default).
For policy/process changes (e.g. a menopause policy): 100% year 1, then re-assessed annually.

3d. Displacement (did the benefit just move elsewhere)

For internal mobility outcomes: 50% discount (one team's gain may be another's loss).
For attrition outcomes: 0% (saved hire cost is a real saving).
For wellbeing outcomes: 0%.

Step 4 — Apply a financial proxy

Each outcome gets one proxy. Sources are public and dated. Updated annually.

Outcome	Proxy	Source
One day of sickness absence avoided	Average UK day rate per FTE	ONS Annual Survey of Hours and Earnings (latest)
One manager equipped to hold a difficult conversation	Cost of one tribunal-eligible HR investigation avoided × probability uplift	CIPD/ACAS investigation cost study (latest)
One participant moves from "low financial confidence" to "moderate"	Avoided cost of one StepChange-equivalent debt management intervention × probability uplift	StepChange annual report
One voluntary leaver avoided in target cohort	100% of annual salary for role band (mid-point)	Oxford Economics cost-of-turnover study + client-supplied salary band
One menopause-related leaver avoided	Annual salary for role band + £5k recruitment cost	As above

Proxies are deliberately conservative — when two reasonable sources exist, we use the lower.

Step 5 — Aggregate and compute ratio

total_present_value = Σ across all outcomes engagement_fee = signed SoW value (Sprint 6 / 07), net of VAT, net of any expenses pass-through SROI_ratio = total_present_value / engagement_fee

Step 6 — Multiply by confidence factor

See file 05 for the confidence factor calculation. Published number is always post-confidence.

Step 7 — Sensitivity analysis

Three scenarios published with every ratio:

Scenario	Adjustment
Low	All proxies at lower-bound source value; deadweight +10pp; attribution −10pp
Central	Default values
High	All proxies at upper-bound; deadweight −10pp; attribution +10pp (max 80%)

Published as a range, e.g. "SROI 2.4 : 1 (low) — 3.2 : 1 (central) — 4.1 : 1 (high), confidence factor 72%."

What we don't do

Pick the most flattering proxy.
Use a proxy without a citable source.
Claim Tier 3 outcomes without HRIS sign-off.
Round up. We round down at every decision point, then publish the actual figure.
Publish a point estimate without the range and confidence factor.

Update cycle

Proxies reviewed annually (Q1) by Head of Impact + external assurer.
Method versioned (v1.0, v1.1, ...). Year-on-year comparisons recompute prior years using the current method, with both numbers shown.
Every change logged in the public methodology changelog.