The hidden pillar of workplace safety

In the past, people avoided talking about mental health at work. Today, it has become one of the most important issues for every organisation. Around the world, employees are under more pressure than ever due to economic uncertainty, technology, changing work patterns, and high-performance expectations.

However, many safety programs still focus only on physical risks like machinery, PPE, or slips and falls, and overlook mental health. The reality is simple: if workers are not mentally well, they are not truly safe.

From helmets to headspace

Traditional safety programs protect the body not the mind. But modern workplaces need both. Stress, fatigue, burnout, and depression are just as dangerous as physical hazards because they affect how people think and react.

A tired or anxious worker is more likely to make mistakes, lose focus, or forget safety steps. Studies by the World Health Organization (WHO) and International Labour Organization (ILO) show that about 12 billion working days are lost every year due to depression and anxiety. In the UK, the Health and Safety Executive (HSE) reported 33.7 million working days lost in 2023–24, with stress, depression, and anxiety being the main reasons.

These figures prove that mental health is not just a “wellbeing” issue it is a core safety issue.

The modern workplace and Its pressures

Today’s work is faster and more demanding. Employees work across time zones, switch tasks often, and deal with constant digital communication. For many, especially in the Gulf region, the stress is higher because they work far from family, in harsh climates, and often for long hours.

Mental health is an OSH responsibility

In many companies, mental health is left to the HR department. But in truth, it affects every safety outcome from near misses to lost-time injuries.

A stressed or tired worker might skip safety steps or misjudge risks. A supervisor under pressure might overlook unsafe behaviour or fail to support the team. This means mental wellbeing must be treated as a preventive control in the safety system not an optional extra.

The ILO and WHO both confirm that poor work environments such as long hours, high pressure, lack of control, and discrimination increase the risk of mental and physical health issues. Therefore, caring for mental health is part of an employer’s legal and moral duty to provide a safe workplace.

Understanding psychosocial risks

Psychosocial risks are factors at work that harm mental health. These include:

• Excessive workload or unrealistic deadlines
• Lack of control or unclear job roles
• Bullying, harassment, or discrimination
• Job insecurity
• Working alone or without support

Ignoring these issues can lead to serious consequences.

Building psychological safety

Physical safety is about preventing injuries; psychological safety is about ensuring people feel safe to speak up. Workers should be able to talk about fatigue, stress, or personal problems without fear of being judged or punished.

Leadership and empathy

Leaders play a key role in shaping the workplace culture. If managers dismiss mental health concerns, employees will hide their stress and perform poorly. But leaders who show empathy and care build trust and commitment.

Practical steps for leaders include:

• Asking workers how they feel during safety meetings
• Allowing flexible schedules when possible
• Recognising and appreciating team efforts
• Listening actively and without judgment

Including mental health in safety systems

To make mental health part of daily safety practice, it should be integrated into the Occupational Health and Safety Management System (OHSMS). Here’s how:

1. Policy: Add a clear commitment to mental health and psychosocial safety.
2. Risk Assessment: Identify causes of stress, workload issues, and communication gaps.
3. Training: Teach supervisors to spot warning signs like mood changes or absenteeism.
4. Support: Offer access to counselling or peer-support groups.
5. Monitor: Track absenteeism, turnover, and near-miss trends to see where mental stress is affecting safety.

The business case

Supporting mental health makes financial sense. The WHO estimates that every $1 invested in mental health returns $4 through higher productivity and lower absenteeism.

In the Middle East, where turnover and absenteeism can be high, companies that care for mental health gain loyal, productive, and safer employees. Workers who feel valued are less likely to leave, and more likely to follow safety rules carefully.

Turning awareness into action

Having a mental health awareness day once a year is not enough. Real progress comes from consistent, visible action:

• Encourage open discussions about stress in toolbox talks.
• Train supervisors in emotional intelligence.
• Offer confidential counselling services.
• Recognise “Wellbeing Champions” among staff.
• Review shift schedules and rest policies regularly.

When mental health becomes part of everyday safety culture, it transforms how people think and work together.

A healthy mind is a safe mind

Mental health and wellbeing are not separate from safety they are at the heart of it. Physical risks can be managed with PPE and engineering controls, but mental risks require empathy, leadership, and awareness.

In today’s fast-paced world, the safest workplaces are those where people feel supported, heard, and valued. Organisations that invest in mental wellbeing are not just protecting their workers they are building a culture of care, trust, and long-term success.