From intention to action: How to get workplace mental wellbeing right
Employee wellbeing has become central to how successful organisations operate. In a world defined by rapid change, competition for talent and the constant demand for high performance and innovation, supporting people to be well and to perform at their best is recognised as a driver of commercial success.
So it is unsurprising that in REBA's Health and Wellbeing Research 2026 nearly two-thirds of businesses (60%) identify mental health and resilience as top priorities for investment. Indeed, the business case has been building for the past few years.
Organisations that embed wellbeing into their workplace consistently report stronger engagement, higher productivity and greater resilience. The financial returns are also persuasive – on a global scale, investing in holistic employee health could unlock up to $11.7 trillion in global economic value.
The right way to invest
Businesses that invest in workplace mental wellbeing gain a more motivated workforce and competitive advantage. But it is important to invest in the right way. An impactful approach will avoid relying on isolated initiatives focused on individuals – such as one-off wellbeing days or standalone benefits – and instead focus on an integrated approach that creates the right conditions for people to perform well at work. Creating a truly mentally healthy workplace requires a holistic, organisation-wide approach, which means aligning culture, environment and support systems so they work together.
First, culture. Organisations must actively foster environments where wellbeing and psychological safety is prioritised and stigma is challenged. Awareness campaigns, encouraging open conversations and, importantly, leadership all play a crucial role here. When senior leaders visibly champion wellbeing and engage employees in open conversations, it signals that mental health is a shared priority, not a hidden issue.
Second, working environment. Day-to-day working conditions matter. Fair policies, flexible working arrangements and positive team dynamics all contribute to mental wellbeing. Equip managers with the skills to support their teams and protect their own wellbeing, as they are at the coal-face of employees’ experiences.
Help when help is needed
Lastly, support. Ensure employees have access to clear, accessible, inclusive resources when they need them. Whether through counselling services, mental health champions or an employee assistance programme, organisations must ensure that help is available, clearly signposted and stigma-free.
Businesses that take a structured approach to wellbeing will not only support their people more effectively but also build stronger, more sustainable high-performing organisations.
Supplied by REBA Associate Member, REBA
Supporting the reward and benefits community to pursue best practice and drive excellence in their strategies
