EFP thought
Interview with the COO
We quiz Rob on his role and future of corporate wellbeing
EFP thought
We quiz Rob on his role and future of corporate wellbeing
Rob Radford is the Chief Operating Officer at Energy Fitness Professionals, a UK-based company specialising in corporate fitness and wellbeing services. With a career dedicated to enhancing workplace health, Rob has been instrumental in evolving EFP’s offerings to meet the dynamic needs of modern work environments. His leadership has seen the integration of innovative solutions, such as virtual fitness classes and personalised digital wellness programmes, ensuring employees receive consistent support regardless of their location. Rob’s commitment to operational excellence and his passion for promoting holistic wellbeing make him a pivotal figure in the corporate health sector.
For us at EFP, success is all about making a real, positive difference to employees’ wellbeing, engagement, and overall happiness at work. Over time, we’ve moved away from focusing just on fitness and instead taken a more rounded approach that includes mental health, resilience, and lifestyle support.
As workplaces have changed – especially with more hybrid and remote working – we’ve adapted too. We now offer flexible, tech-led solutions like virtual classes, wellness webinars, and personalised digital programmes, so we can support employees wherever they’re based.
The main challenges we see are low engagement, tight budgets, and difficulty proving impact. At EFP, we overcome these by creating programmes that truly fit each company’s culture and needs. We work hard to get people involved, using clear communication, personalised content, and engaging formats like workshops and wellness challenges. Plus, we use solid data and reporting to show what’s working, helping to keep leadership on board and the programme evolving.
My top priorities are keeping things agile, supporting our brilliant team, and making the most of technology. I’m focused on improving processes so we stay responsive, investing in our people so they can deliver great service, and using digital tools to work smarter. We’re always looking for ways to improve – whether that’s through client feedback, performance reviews, or staying aligned with industry standards.
It’s all about having a smart balance between structure and flexibility. We’ve built programme models that scale easily across locations and business sizes, but within those we offer personalised elements like bespoke workshops, targeted health campaigns, and one-to-one coaching. Technology really helps here – it lets us deliver tailored content at scale through apps, digital platforms, and virtual sessions.
We’re seeing a big shift towards mental health, hybrid-friendly services, and highly personalised digital wellbeing. Employers are increasingly focused on helping staff build resilience and manage stress, so tools like mental health first aid, mindfulness sessions, and virtual counselling are on the rise. There’s also a growing push to make wellbeing programmes inclusive and relevant to a diverse workforce.
Technology has completely changed the game. It’s made wellbeing support easier to access, more tailored, and much easier to measure. At EFP, we use apps, virtual workouts, and wearables to boost participation and track progress. These tools give us valuable data in real time, so we can tweak and improve our offerings to keep them relevant and effective.
We look at a mix of things: how many people are taking part, how satisfied they are, and outcomes like lower absenteeism and improved productivity. Over time, we also track things like staff retention and reductions in health-related costs, to really understand the longer-term impact.
Of course! One client was struggling with high absenteeism and low morale. We rolled out a tailored wellbeing programme with fitness classes, mental health workshops, and one-on-one coaching. Over the year, engagement went up, absenteeism dropped by 25%, and staff reported feeling more positive and productive. Feedback was brilliant – and the company also saved significantly on costs linked to absence.
It starts with leadership – when senior staff get involved and show their support, others follow. We also make sure our programmes appeal to a wide range of people, with a mix of formats and topics to suit different needs. We encourage feedback, involve employees in shaping activities, and use initiatives like wellness champions to keep energy and involvement high across all levels.
The key is to make wellbeing part of the everyday culture – not just an extra. That means encouraging open conversations, training managers to support their teams, and making sure policies back up a healthy work-life balance. A strong culture comes from being genuine, consistent, and listening to what employees actually need.
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