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While the study identified a number of improvements in policies, infrastructure and the provision of wellbeing programmes by participating organisations — such as sickness absence, job satisfaction and staff morale — these changes could not be unambiguously attributed to the WWC accreditation and the wellbeing activities, in part due to lack of available information on outputs (the overall number of wellbeing events and initiatives) and outcomes (staff participation data). However, amongst other findings, the study identified a number of areas where the WWC contributed to making a positive difference to the accredited organisations and their staff:

• The WWC provides organisations with an all-inclusive framework for identifying gaps and areas for improvements, while allowing them the flexibility to prioritise certain areas and pace changes according to their determination, resources and abilities.
• The WWC inspires novel approaches to achieve sustainable results in times of austerity and limited resources. Seven organisations explicitly mentioned partnerships with local organisations that provided services free of charge, and all said that the main investment was time rather than money.
• The WWC helps organisations capture results and realise how much they already do. It also demonstrates the benefits that organisations gain from wellbeing initiatives and encourages organisations to maximise the results.