Mates in Mind aims to raise awareness, address the stigma of poor mental health and improve positive mental wellbeing

Why should employers care about employees having good mental health?

34% of respondent construction workers experienced a mental health condition in the last 12 months

73% felt their employers do not recognise the early signs of mental health problems

46% of all women responding said they were dealing with poor mental health conditions at that point

2/3 said that they do not feel there are sufficient outlets to discuss mental health conditions

Rate among low-skilled male construction workers was 3.7 times above the national average between 2011 and 2015

Rate among building finishing trades, including plasterers, painters and decorators, was twice the national average between 2011 and 2015

In 2016/17, 40% of all work-related ill

health cases and 49% of all working days lost due to ill health were related to stress, depression or anxiety HSE (2017)

12.5 million working days lost due to work-related stress, depression or anxiety in 2016/17 HSE (2017)

MSDs and mental health have a complex and reciprocal relationship, each exacerbating, or potentially causing, the other (Duffield et al. 2017)

1 in 6 in employment have a diagnosable mental health condition Public Health England (2015)

72% of people who completed suicide were not known to a health professional Samaritans (2016)

Randstad (2017)

A construction perspective…

ONS (2016) data on suicide rates

What is driving the number of working days lost?

Affect Evidence

• Financial concerns

• Work related stress

• Unrealistic time pressures (in construction appears to be higher risks than the average)

• Fatigue is a risk – 50% of construction organisations had employees reporting higher than average fatigue

• Deciding to take a break is positive - 4.6% on average reported they cannot decide when to take a break in construction compared to an 8.1 average

• Space to rest – Only 6.5% of construction against a survey average of 29% had a place to rest

(Rand Europe, 2016)

Symptoms of poor mental health

The OECD estimates that mental ill-health costs the UK around 4.5 per cent of GDP in lost working days, reduced productivity and higher benefits spending (2015)

Centre for Mental Health (update on figures first released in a 2007 report compiled with the Sainsburys Centre):

• Costs to employers £34.9 billion in that year

• Equivalent to ~£1,300 for every employee in the UK workforce

• The figures hadn’t ‘changed’ beyond inflationary rise in salaries.

Costing the impact of poor mental health for employers

Presenteeism: Weighing it up as an investment

• Report by Deloitte (2017) defined presenteeism as working whilst ill (poor mental health) and working at reduced productivity

• Mental-health related presenteeism costs employers up to 3x the cost of mental-health related absence

• Presenteeism and absence are very closely linked; though there is variance across sectors and size of organisations

• ROI of workplace mental health interventions is overwhelming positive – though it did range from 0.4:1 to 9:1

• Report suggested that there are opportunities for better returns on interventions focusing on organisational culture and proactive stages for employees enabled to thrive rather than intervene at late stages.

Key recommendation from the Independent Review into how employers can better support employees remain in, and thrive at work (October 2017)

Six core standards included in series of recommendations adopted by Government 1.Produce, implement and communicate a

Mental Health plan 2.Develop awareness 3.Encourage open conversations and

promote support available 4.Provide employees with good working

conditions 5.Promote effective people management 6.Routinely monitor employee Mental

Health & wellbeing.

Culture is a catalyst for creativity

The Economy of People report (May 2018, Ricoh & Oxford

Economics) found culture is a critical foundation for:

• Attracting and retaining staff and can minimise disruption to the organisation and inspire better work

• Executives unanimously agree that strong company culture remains critical to improving employee trust (87%), motivation (83%) and well-being (69%) within the organisation

• Commitment to ethical and sustainable business practices is quickly rising as an essential component of culture

• 71% of millennials & 73% Gen Z employees feel their organisation’s approach to ethics and sustainability positively affect their productivity and performance.

Sounds expensive

Isn’t this what the NHS is for?

Not MY job!

No one else does it

Industry machoism

Can’t we just say we are doing it?

Ignorance

Can we just stick a poster

up?

Some of the barriers because it’s still taboo…

Mates in Mind supports creating,

communicating and delivering a complete,

joined-up approach to mental health to

bring about a safer environment at work…

Our four key pillars

By becoming a supporter of Mates in Mind an employer • … demonstrates their objective to raise awareness of poor

mental health by addressing the stigma and improving positive mental wellbeing - visible to their staff, their supply chain and to the wider industry.

• … helps challenge the taboo and lends their weight to bring about wider change in a way that is about building understanding, being inclusive and influential

• … reflects the reality of increasingly complex working environments and continuous change

• … provides a framework for all organisations to take steps in a consistent and coordinated manner.

Support through a subscription to access benefits and shared resources

• Based on number of employees • Benefits of the subscription relate to enabling and empowering

the organisation to drive the change from within

- Dedicated Programme Support: to help create, communicate and deliver a complete approach

- Access a growing suite of printed, digital communications and campaign materials

- Unlimited Technical Support: - Creating/ updating stress + mental health policies & procedures; - Help with monitoring employee mental health & wellbeing; - Advice and guidance on legal obligations; - Support to managers with staff experiencing a mental health problem, stay in/

return to work

- Access a range of awareness and educational materials - Network with peers and others to share learning and understanding; including

trade and industry bodies to ensure consistency and efficient use of resources.

Important to reflect that it’s not just about providing training to break a taboo! Some of the factors that need to be considered: • Support already in place within the organisation • Current organisational context • Awareness and alignment in existing policies • Resources available • Leadership and extent of engagement.

“Don’t worry, your people will tell you if you’ve been successful or not!”

Awareness & education programme

Founding partners … with input and support through MH partners

Affiliate & supporting partners

Pilot phase: Partner organisations

Business champions

Working with partners to embed change

Working to support more than 120 employers

Because of our business champions & supporters others now speaking out

Galliford Try case study: • Dovetailed with their current aims • Included in the ‘Be Well’ wellbeing platform • Met employee expectations • … and it seemed obvious!

Measuring impact through partnership working

• 110+ employers supporting more than 80.0k of their people

• More than 25.5k have received some mental health awareness & training since rolling out last year

• Investing in SMEs: 200 managers & supervisors received free training in April 2018

• One of our partners has seen a 65% increase in inbound calls to their helpline in the last eight months

• Building evidence: • 60% of respondents had not received previously mental

health training  

• 25% of respondents prior to training thought that mental health and mental illness were the same

• On completing the training, nearly all felt confident that they could explain what mental health is to another person.

• Also found that respondents would seek support within their organisation through various channels, but that line managers play an important role. 

By the end of 2018 British Safety Council will have supported Mates in Mind with £250k in charitable donations

Build it for your people, and your people will perform David White, HS&S Group Director, Galliford Try

‘I must do something’ always solves more problems than ‘Something must be done’ Adrian Shah-Cundy, CSR Director, VolkerWesselsUK

Be part of the action

www.matesinmind.org T. 020 3510 5018 E. support@matesinmind.org

@matesinmind

www.linkedin.com/mates-in-mind

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