For employers, this is not simply a wellbeing issue. It is a workplace issue, a culture issue and in many cases, a legal issue too.
Poor mental health continues to have a significant impact on UK workplaces. Employers are estimated to lose £45–54 billion each year through absenteeism, presenteeism and staff turnover linked to mental ill-health. Just as importantly, many employees still do not feel adequately supported, with research suggesting that more than a quarter do not believe their employer genuinely supports their health and wellbeing.
Stress remains one of the most common workplace concerns. The Health and Safety Executive defines stress as “the adverse reaction people have to excessive pressures or other types of demand placed on them at work.” Where those pressures are excessive or prolonged, they can contribute to anxiety, depression, burnout and other mental health conditions.
Employers should also be mindful of the relationship between workplace design and neurodivergence. Conditions such as ADHD and autism are s not mental health conditions in themselves, but where neurodivergent employees are not properly supported, this may increase the risk of poor mental health, including anxiety and depression.
Employers have a general duty to take reasonable care for the health, safety and welfare of their employees.
Under the Health and Safety at Work etc. Act 1974, that duty extends to mental as well as physical health. Employers must therefore provide, as far as is reasonably practicable, a safe place of work and a safe system of work.
There may also be duties under the Equality Act 2010. Where a long-term mental health condition amounts to a disability, employers may be required to make reasonable adjustments. ACAS guidance highlights that these adjustments can include flexible working arrangements, adjusted workloads or deadlines, phased returns following absence and access to quieter working spaces.
Even where the legal duty to make reasonable adjustments does not arise, employers should still consider what support can reasonably be offered. As ACAS makes clear, adjustments can be a matter of good practice as well as legal compliance.
Mental Health Awareness Week can be a useful prompt, but supporting mental health at work requires a sustained and practical approach. A good starting point is a clear wellbeing strategy. This should be proactive, embedded in workplace culture and aligned with the organisation’s wider values and objectives. It should identify priorities, set realistic goals and focus not only on responding to problems but on preventing them from arising in the first place. Involving employees in shaping that approach can help ensure that policies reflect the realities of working life rather than good intentions on paper.
Policies and procedures also matter. Employers should consider whether they have clear processes for identifying and managing workplace stress, carrying out risk assessments, supporting employees through periods of ill health and managing returns to work sensitively. It is equally important to ensure employees understand what support is available, whether through an Employee Assistance Programme, mental health first aiders or other internal resources.
Culture, however, is just as important as policy. If employees are to speak openly about mental health, they need to feel safe doing so. This usually depends less on formal statements and more on day-to-day behaviours: leaders being open and credible, managers listening without judgement and teams being able to talk honestly about workload and pressure before issues escalate.
Training also has a key role to play. Managers are often the first to notice when someone is struggling, but many do not feel confident about starting those conversations. Practical training can help managers recognise warning signs, respond appropriately and reduce stigma, while giving them the confidence to support staff more effectively.
Although Mental Health Awareness Week 2026 is over, the underlying message remains the same: workplace wellbeing cannot be treated as a once-a-year initiative. Real progress depends on consistent action, thoughtful leadership and working practices that support people in a meaningful way.
Work will always involve pressure, but employees should not feel that they have to manage that pressure alone. Employers that take mental health seriously are not only better placed to meet their legal obligations but are also more likely to build healthier, more resilient and more productive workplaces.
Because ultimately, this is not just about performance. It is about people.
© 2026 BTO Solicitors LLP | V.A.T. No: 260371482 | All rights reserved.
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