As operational resilience becomes both a regulatory mandate and strategic priority, financial institutions are starting to recognise that resilience extends beyond systems and processes, with a clear focus on people. Human and cultural fragility can transform minor disruptions into systemic failures, undermining even the most sophisticated technical safeguards.
According to the WTW 2025 Directors and Officers Survey, employee health and safety risks remain the foremost concern for senior leaders, with 80% rating them as very or extremely important. Notably, 43% cited physical health and safety as their top priority, while 28% identified the impact of work on mental health and wellbeing. This aligns with the Health and Safety Executive’s (HSE) renewed emphasis on workplace stress and psychological safety.
Under FCA and PRA operational resilience regulations and other regulatory bodies around the world, firms must map all resources supporting Important Business Services, including all relevant people.
Consider a scenario in which an already overstretched IT operations team overlooks an early warning sign of a cyberattack. Under mounting pressure, the same team struggles to communicate the incident clearly to internal and external stakeholders. In such moments, when precision, judgement, and responsiveness are most critical, the strain can lead to errors, delayed decisions, and compromised recovery efforts.
These vulnerabilities are rooted in human and cultural resilience. When stress, poor communication, and mental health challenges go unaddressed, they erode trust, hinder recovery, and expose organisations to regulatory scrutiny.
WTW recently collaborated with a major financial institution to integrate psychological health and safety into its operational resilience strategy. In response to rising stress-related absences and tragic incidents of suicide, the organisation secured insurer funding for two targeted initiatives: a Psychosocial Risk Insight Review and Mental Health First Aid (MHFA) training.
This review sought to elevate psychological wellbeing to parity with physical safety. Through stakeholder interviews, policy analysis, and data review, WTW identified strengths and gaps in the organisation’s approach. Recommendations, aligned with ISO 45003, included:
The review provided a strategic roadmap to embed psychological safety, reduce risk exposure, and foster a resilient workplace culture.
In line with updated HSE guidance, 16 employees from safety, people, and risk teams completed MHFA training. Participants gained the skills to:
Feedback highlighted the training’s relevance and impact, laying the foundation for a broader MHFA programme. This initiative supports FCA expectations under the SM&CR, reinforcing healthy culture and senior accountability.
At WTW, we help financial institutions embed human and cultural resilience into their operational risk frameworks. Our integrated approach draws on expertise across Risk Management, Financial Institutions, and Wellbeing to deliver a comprehensive, people-first strategy. This framework includes:
01
We deploy data-driven diagnostics to uncover the root causes of stress and burnout, whether stemming from workload imbalance, leadership behaviours, or cultural norms. These insights enable organisations to address systemic risks before they escalate and inform legally required organisational stress risk assessments under UK legislation.
02
Through structured interviews and tailored training, we assess leadership styles, communication dynamics, and resilience challenges. Our programmes build emotional intelligence, adaptive leadership, and crisis communication skills, empowering teams to perform under pressure and foster psychological safety.
03
Our mental health strategies are proactive, inclusive, and aligned with regulatory expectations. We offer access to clinical expertise, Occupational Health, Mental Health First Aid training, peer support models, and scalable wellbeing programmes that address both acute and chronic challenges.
04
Culture shapes behaviour in times of crisis. We assess cultural risk factors, such as fear-based decision-making or siloed communication, that can amplify disruption. Our assessments support the development of transparent, accountable, and resilient organisational cultures. Particular attention can be put on absence management to understand the root causes and governance effectiveness.
05
We support organisations in managing the human aftermath of disruption. This includes trauma-informed recovery planning, reintegration support, and strategies to rebuild trust, morale, and team cohesion.
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We align human resilience initiatives with regulatory expectations from HSE, FCA, PRA, and DORA. Our experience includes supporting clients in working towards ISO 45003, the global standard for mental health at work.
07
We position human and cultural resilience as a core component of operational risk and resilience frameworks, ensuring that people-related vulnerabilities are systematically addressed alongside technical and financial risks.
Operational resilience is no longer solely a technical endeavour; it is a human imperative. By investing in the wellbeing, communication, and culture of their workforce, financial institutions can transform vulnerability into strength, compliance into leadership, and disruption into opportunity.
At WTW, we help organisations embed human and cultural resilience into their operational risk frameworks strategically, sustainably, and in alignment with regulatory expectations.
Contact us to explore how we can support your journey toward a psychologically safe and operationally robust future.
