The economic reality is stark. Mental ill health costs the UK economy an eye-watering £110 billion annually. This figure encompasses sickness absence, presenteeism, and staff turnover, costs that directly impact every business's bottom line. Yet despite this enormous burden, many organisations still struggle to justify mental health investment to their boards. The question isn't whether businesses can afford to invest in employee mental wellbeing, it's whether they can afford not to. Alison Bromley, Head of Partnerships, Onebright, discusses.

The hidden cost of inaction

Recent data reveals that UK employers are losing 4.8 days per year per employee to absenteeism, the highest rate in a decade. When we drill down into the causes, mental health emerges as a dominant factor, with the Health and Safety Executive attributing 50% of work-related absenteeism to mental health challenges.

But absenteeism is just the tip of the iceberg. Presenteeism, when employees are physically present but mentally struggling, presents an even more insidious challenge. Studies suggest productivity can drop by as much as a third for employees experiencing mental health difficulties. That's equivalent to losing nearly two days of productive work every week.

Onebright’s ROI calculator demonstrates that the average cost of an absent employee comes to £212 per day. For a business with 100 employees, reducing absences by just two days each could save over £42,000 annually. And this figure only accounts for direct costs, the real impact, including workflow disruption and effects on team morale, is significantly higher.

The investment returns

The positive news is that mental health investment delivers measurable returns. Deloitte research consistently shows that for every £1 invested in employee mental health provision, organisations see an average return of £4.70. However, this figure varies considerably between businesses, depending on their approach and commitment to comprehensive mental health strategies.

The key lies in moving beyond generic solutions to evidence-based, clinically-led interventions. When employees can access the right treatment quickly, outcomes improve dramatically. Early intervention not only reduces the severity and duration of mental health episodes but also prevents minor stresses from escalating into more serious conditions requiring extended absences.

Beyond numbers: the human imperative

While ROI provides the business case, there's an equally important human dimension. Today's workforce, particularly younger generations, expects meaningful mental health support from their employers. This isn't just about duty of care; it's about attraction and retention in an increasingly competitive talent market.

Employees who feel genuinely supported are more engaged, innovative, and committed to their organisation's success. They're also less likely to leave. When you consider that replacing an employee earning over £25,000 can cost more than £30,000, the retention benefits of robust mental health support become clear.

Gallup research shows companies with highly engaged employees have 21% higher profitability. Mental health support directly contributes to this engagement by creating psychologically safe environments where people can thrive.

Making the business case

For HR leaders and business executives building the case for mental health investment, the evidence is overwhelming. But successful implementation requires more than good intentions, it demands strategic thinking and clinical expertise.

Effective workplace mental health strategies should include:

• Immediate access to clinical support: generic EAPs often fall short because they lack clinical depth to support ill mental health. Employees need to reach qualified mental health professionals that are aligned with the evidence-base quickly when problems arise
• Flexible, personalised approaches: mental health isn't one-size-fits-all. Different employees need different levels of support, from brief interventions to comprehensive therapy programmes
• Evidence-based treatments: investment in proven therapeutic approaches like CBT delivers better outcomes than generic counselling or wellness programmes
• Manager training: while managers aren't therapists, they need skills to recognise mental health concerns and know how to respond and signpost appropriately
• Prevention alongside treatment: skills training, early intervention and workplace stress reduction prevent minor issues from becoming major problems

The competitive advantage

Forward-thinking organisations are recognising that mental health support isn't just about compliance or risk management, it's a competitive advantage. Companies that get this right attract better talent, experience lower turnover, and build more resilient, productive workforces.

The businesses thriving in today's challenging environment are those treating mental health with the same seriousness as physical health. They're investing in clinical-grade support that delivers real outcomes for their people.

Mental health support within businesses is no longer solely part of duty of care responsibilities, it's a smart business decision that directly impacts productivity, workplace culture, and profitability. The organisations that recognise this reality first will build sustainable competitive advantages that extend far beyond their mental health programmes.

The question for business leaders isn't whether mental health investment offers good returns, the evidence for that is unequivocal. The question is how quickly they can implement strategies that protect both their people and their profits. In today's economy, businesses literally cannot afford to get this wrong.

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