At a tipping point?Workplace mental health and wellbeingMarch 2017

The Impact of mental health on employees, employers and society

The importance of mental health and wellbeing

• In 2015-16 there were 488,000 reported cases of work-related stress, anxiety or depressioni

• 77 per cent of employees have experienced symptoms of poor mental health in their livesii

• Mental ill health has negative impact on physical healthiii

• The total cost of mental ill health to UK employers was estimated at £26 billion, costing £1,035 per employee, per year in 2007iv

• Only 2 in 5 employees are working at peak performanceii

• Studies suggest that presenteeism from mental ill health alone costs the UK economy £15.1 billion per annum, in what is almost twice the business cost as actual absence from workiv

• Mental health (not specific to workplace wellbeing) costs the UK £70 billion each year, equivalent to 4.5 per cent of GDPv

• Mental health is a growing cause of incapacity benefitsvi

• Evidence shows that poor mental health increases the costs of physical ill healthiii

Sources: (i) Health and Safety Executive, Work related stress, anxiety and depression statistics in Great Britain 2016, HSE, 2016; (ii) Mental health at Work Report 2016, Business in the Community, 2016; (iii) Bringing together physical and mental health, a new frontier for integrated care, The King’s Fund, 2016; (iv), Mental health at work: developing the business case, Centre for Mental Health, 2007; (v) Mental health and work, OECD, 2014; (vi) Mental illness 'top reason to claim incapacity benefit‘, BBC news, 2011

Impact on employees

Impact on employers

Impact on society

2

The challenges in improving workplace mental health and wellbeing

Failure to see mental health and wellbeing as a priority

Mental health and wellbeing policies are reactive and driven

by staff events or experience, not proactive and preventative

Lack of insight around current performance (including recruitment,

retention and presenteeism)

Poor evidence base to measure return on investment

of wellbeing strategies

Lack of collective knowledge of best practice

1 2 3

4 5

Source: Deloitte research, analysis and interviews

Actions for employers

Take stockand monitor performance

Create buy-in forthe case for change

and investment

Implement keyinitiatives

Evaluateprogrammesand promote

success

Get mental health and wellbeing on the agenda

Actions for employees

Speak up

Engage with their own health

Support colleagues

Actions for society and the state

Form strategic partnerships

Invest in research and an improved evidence base

Support of workplace wellbeing initiatives

Get the incentives right

“ By investing in improved support for employee mental health, we believe that the employee gains; the employer gains; and the economy gains. We expect that by 2025 employee mental health will be a significantly more common theme in corporate reporting and that the actions that have helped make this a reality will have been promoted by all interested stakeholders.”

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