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Supporting the mental health of your team isn’t optional - it’s essential. Adam Bernstein shares ways you can foster resilience, safety and the wellbeing of your staff

Figures published by the Health and Safety Executive (HSE) in March 2024 revealed that stress, depression and anxiety accounted for close to half (45 per cent) of all work-related ill-health cases. These conditions were also responsible for some 48 per cent of all working days lost, underlining the growing prevalence of poor mental health in workplaces and the need for effective management strategies. 

In pharmacies, the problem is acute and has changed little in years. The Royal Pharmaceutical Society/Pharmacist Support Workforce and Wellbeing Survey 2024 reported that 35 per cent of respondents said their mental health and wellbeing was poor or very poor, 33 per cent said it was average, while 32 per cent described it as good or very good. The numbers from 2022 – post-COVID – were similar and compare favourably to 2020 when they stood at 43 per cent poor or very poor, 40 per cent average and 17 per cent good or very good.

Even so, two thirds in the latest survey aren’t ebullient about their mental health.

And none of this is helped by experiences of verbal abuse in the workplace as 42 per cent of respondents said that they had experienced abuse within the past 6 months. The majority (72 per cent) of the abuse was from patients/members of the public; however, worryingly, 11 per cent of cases were reportedly from a colleague or manager.

With statistics such as this, it’s not very surprising that the HSE made “reducing work-related ill health, with a specific focus on mental health and stress” one of its five strategic objectives in its 10-year plan, launched in 2022. 

A shift in perspective

Traditionally, workplace health has been understood in physical terms, centred on the prevention of occupational disease and injury. However, the HSE is now urging employers to adopt a broader view—one that includes mental wellbeing as a core component.

This shift comes amid limited progress in recent years. Despite ongoing efforts, the total number of work-related ill-health cases has remained static at 1.7 million over the period 2023/2024. While 543,000 workers suffered from a work-related musculoskeletal disorder, 776,000 suffered work-related stress, depression or anxiety.

Overall, the HSE reckoned that stress, depression or anxiety and musculoskeletal disorders accounted for the majority of days lost due to work-related ill health in 2023/2024, 16.4 million and 7.8 million respectively. These statistics make clear that mental health must be addressed with the same urgency as accident prevention.

Scrutiny and enforcement

The HSE’s decision to prioritise mental ill-health within its 10-year strategy shows a serious commitment to action. It is increasingly likely that the regulator will investigate and, where appropriate, take enforcement action in cases where workplace conditions contribute to excessive psychosocial risks. This may become particularly significant in severe cases, such as where workplace factors are linked to suicide.

As such, 2026 is another moment for employers to review their wellbeing policies. Beyond compliance, encouraging a mentally healthy workplace is both a legal requirement and a moral responsibility.

Legal duties

By now employers should know that have a legal obligation to protect workers from stress at work. The HSE defines stress as “the adverse reaction people have to excessive pressures or other types of demand placed on them.”

It’s important to remember that stress affects individuals differently; experience, skills, age, or disability can all influence how a person responds to pressure. Early intervention is key. Employers can take several practical steps to manage workplace stress and prepare for the HSE’s renewed focus.

Implement a stress management policy: A detailed and well-communicated stress management policy will set a clear framework for identifying, addressing, and managing stress across the organisation. 

Provide manager training: Managers play a crucial role in spotting and responding to signs of stress. Training them to recognise early indicators and apply practical interventions helps ensure issues are managed quickly and effectively.

Collect and analyse data: Monitoring data such as that for stress-related absences can help HR teams identify trends or problem areas. Analysing this data will help with early intervention and the creation of a supportive work environment.

Use HSE toolkits:The HSE has downloadable Talking Toolkits that provide guidance to help line managers hold conversations about stress. They can be used in one-to-one meetings, team sessions, or training days, helping to uncover any potential issues early and form action plans.

Conduct risk assessments: Finally, where an employee reports experiencing stress, employers should carry out a risk assessment and implement appropriate control measures. The HSE’s Management Standards publication lists six key workplace stressors and provides examples of how they can be effectively managed.

Be proactive

Work-related stress remains a persistent challenge. While employers cannot be expected to know when every employee is struggling, they are required to act once they become aware of a problem. Taking proactive steps to reduce stress risk not only protects employee wellbeing but also reduces the likelihood of legal claims, such as Employment Tribunal actions.

By building mental health considerations into everyday management practices, organisations can create safer, healthier, and more productive workplaces.