Men’s mental health is an important, year-round occupational health and safety issue that demands continuous attention. While awareness campaigns remain essential, health and safety professionals everywhere have an equally important duty of care to ensure the mental health of their workforce doesn’t become an issue for themselves or others.
The statistics are sobering: three-quarters of all suicides in the UK are men, with suicide remaining the leading cause of death for men under 50. In high risk sectors such as Construction the risk is significantly higher than the national average. Therefore, the issue isn’t whether employers should act, but rather how effectively and urgently they can implement changes that cultivate an environment that supports mental health.
For those responsible for upholding workplace safety, men’s mental health is an occupational health risk that should be approached in much the same way as any physical hazard. However, while faulty pieces of equipment can be repaired, and PPE policies can be upgraded, this type of risk requires more active involvement. Men’s mental health safety and preservation must be embedded within the culture of the workplace, and work must be done to reverse engineer the outdated belief that vulnerability or sensitivity in men equates to weakness.
The statistics and obligations
- 12% of men are experiencing common mental health issues like depression or anxiety at any given time
- 52% of men are concerned about taking time off for mental health issues
- 46% would be embarrassed to inform their employers of such a need
- Poor mental health accounts for 72 million lost working days every year in England (and costs the economy £300 billion)
The duty of care is clear. Under the Health and Safety at Work Act 1974, employers must protect the health, safety and welfare of their employees, and this extends to include mental health. The Management of Health and Safety at Work Regulations 1999 further mandate that risk assessments are necessary for employers to identify work-related stressors and implement appropriate control measures.
Common mental health barriers
Male-dominated environments tend to reinforce cultural norms that stigmatise mental health in men. The conditioning often begins at an early age, with boys often told to “man up” or “tough it out”, which has manifested into feelings and behaviours in adulthood. Many men, over time, have internalised the belief that emotional vulnerability and expressions compromise their masculinity, which can lead to rather toxic and dangerous coping mechanisms.
The physical manifestations of poor internalised mental health, coupled with peer and workplace pressure, can range from stress headaches and elevated heart rates to panic attacks, weight loss and insomnia, among others. These are frequently dismissed as standalone or disparate ailments rather than symptoms of underlying psychological distress,
Simultaneously, behavioural traits such as increased irritability, aggression, or social withdrawal may be misattributed to someone’s ‘personality’ or ‘character’, rather than recognised as signs of a deteriorating mental state.
Creating a framework for change
Health and safety professionals are in a unique position to drive systematic and cultural change within their organisations.
1. Redesign workplace practices
It’s important to recognise the demands of the job and their effect on mental health. Factors such as excessive workloads, long hours, insufficient autonomy, and poor work-life balance can quickly contribute to burnout. Where possible, implement flexible working arrangements and ensure workloads can be managed healthily without exerting too much pressure on employees.
2. Provide evidence-based support
Ensure accessible pathways to professional support where needed. Providing workplace-funded interventions as part of health cover packages is a great way to start, showing that workers aren’t restricted to funding 100% of their own treatment.
Professional guidance
Therapeutic options such as Cognitive Behavioural Therapy (CBT), available through professional providers such as KlearMinds, offer practical options to help workers develop healthier thinking patterns and coping strategies to manage their current challenges and become more resilient.
Employee assistance programmes (EAP)
Where possible, these should offer 24/7 confidential counselling alongside financial and legal guidance. Many men worry about being able to provide sufficiently for themselves and their families, or may be navigating personal legal issues that can similarly compound mental health difficulties. Signpost these resources prominently and repeatedly so they can reach out for support when needed.
3. Establish peer support structures
Research demonstrates that peer support significantly improves men’s sense of belonging and trust in mental health conversations. Consider implementing men’s peer support groups or buddy systems, or even ‘shoulder-to-shoulder’ activities that encourage connection through shared tasks, rather than direct, face-to-face dialogue.
4. Leverage leadership influence
When senior figures model healthy behaviours, such as setting boundaries, sharing personal experiences, and taking breaks, it encourages others to do the same. If leaders can capably recognise signs of distress and take measures to rectify it, it will set a good example for others to do the same.
5. Reframe the conversation
Language matters tremendously. Some men may respond better to terminology that encourages something to be actively developed rather than a problem that needs fixing. Be sensitive in your wording and messaging that emphasises your team’s unique strengths and bravery in seeking help, exercising empathy and compassion. Many will find it challenging to speak out about any struggles they are facing, so these must be championed.
Sustaining cultural change
Supporting men’s mental health should represent action that goes beyond ticking compliance and regulatory boxes. All employers have a duty of care to ensure the wellbeing and health of their employees, that extends to include their mental and psychological health. However, it is not an overnight fix and requires sustained commitment to reshaping workplace culture, that recognises emotional vulnerability as a marker of courage, as opposed to weakness.
The responsibility is undeniable: carefully assess whether your organisation treats psychological hazards with the same rigour as physical ones. Review your risk assessments, audit your support provisions, and most importantly, examine the cultural messages your workplace sends about what strength truly means.
