The chapter examines the issue of workplace health and well-being. It explains how human capital reporting standards may help HR functions function account for the value of their employees and their collective knowledge, skills, abilities and capacity to develop and innovate. It argues that we need to broaden the meaning of well-being beyond its traditional and legislative concerns with health status from a medical perspective, and include job demands, control, role clarity, security, pay and equity, and wider factors such as co-workers, HR practices, and aspects of the workplace environment more generally. It examines the evidence from systematic reviews of flexible working to reveal a series of paradoxes facing HRM practitioners and examines some of the ways in which organisations can prevent and address the occurrence of ill health and promote health, well-being and performance. It addresses questions about responsibilities for this, and the choice of processes to monitor, address and modify workplace policies, practices and job characteristics.