By Lucia Murinova, Human Resources Manager
As HR professionals, one of the most pressing challenges we face today is the rising tide of sickness absence linked to stress and mental health. This isn’t just an employee wellbeing issue; it’s a business continuity issue, a productivity issue, and, most importantly, a people issue.
The Challenge We’re Facing
The numbers speak volumes:
- In the UK, over 17 million working days were lost to work-related stress, depression, or anxiety in 2021/22 — accounting for more than half of all work-related ill health. (HSE)
- Mental ill health is estimated to cost UK employers £42–£45 billion every year, through sickness absence, staff turnover, and lost productivity. (Mental Health Foundation)
- Stress, burnout, and poor mental health are consistently cited as top reasons for long-term absence across industries. (CIPD Health and Wellbeing Report, 2023)
These figures aren’t just statistics. Behind every absence is a person who is struggling, often quietly, sometimes to breaking point.
Why This Matters for Employers
Beyond the human cost, poor mental health directly impacts:
- Productivity – when teams are stretched thin due to absence, everyone feels the strain.
- Retention – employees who don’t feel supported are more likely to leave, creating further disruption.
- Reputation – a workplace that neglects mental health risks losing credibility with both staff and clients.
In sectors like construction and facilities management, the challenge is especially acute. The workforce is predominantly male, and men in these industries are statistically at much higher risk of suicide. That means some of our colleagues could be carrying hidden struggles while still showing up to work every day.
How We Can Do Better
As employers and HR leaders, we have a responsibility — and an opportunity — to create healthier, more resilient workplaces. At MS, we’ve taken deliberate steps to ensure mental health is not an afterthought but a core part of how we support our people.
Here’s what that looks like in practice:
- Making mental health part of health and safety
Mental wellbeing is just as important as physical safety. That’s why we’ve appointed five trained Mental Health First Aiders across the business — colleagues who can spot early signs of distress and provide support when it matters most. - Training managers to have conversations that matter
Line managers are often the first to notice changes in behaviour or wellbeing. To equip them for this responsibility, we need to develop a dedicated manager training programme that will build confidence in asking the right questions, listening without judgment, and signposting employees to the right support. - Normalising flexibility and recovery
Sometimes what people need most is the space to recover and rebalance. At MS, we treat every case individually, tailoring support whether that means flexible hours, adjusted workloads, or phased returns to work. This personalised approach helps prevent burnout and makes employees feel genuinely supported. - Promoting support and making it visible
We know support only works if people feel comfortable using it. That’s why every MS employee has access to Health Assured, our Employee Assistance Programme, which provides confidential counselling and wellbeing resources. By actively promoting this service, we aim to remove stigma and show that asking for help is always encouraged. - Fostering everyday culture shifts
Policies and programmes matter, but culture is what people feel day to day. At MS, we must do better at creating a culture where our line managers and colleagues check in on one another, where asking “How are you, really?” isn’t unusual but expected. These everyday actions are how we build trust and break down barriers around mental health.
Building Stronger Foundations
This World Mental Health Day, we’re reminded that strong foundations aren’t just for buildings — they’re for people too. Organisations can’t afford to treat mental health as an afterthought. If we want resilient teams and sustainable businesses, mental wellbeing must be part of the structure we build every day.
For HR leaders, this means moving beyond awareness to action: embedding mental health into policies, practices, and culture. Because when people feel supported, they don’t just show up — they thrive.
