Part 2 of the Business Case Series

In high-risk industries like energy and construction, a bold shift is underway: forward-thinking leaders now treat workforce mental health as core infrastructure. This is the second installment of the Business Case Series – a series focused on the financial justification for investing in mental health. Here we argue that protecting and enhancing employees’ psychological well-being is as fundamental to business resilience as maintaining physical assets or IT systems. Supporting mental health is not a mere wellness trend; it is a strategic investment that future-proofs your workforce against evolving challenges. From younger workerswith new expectations to offshore teams working in isolating conditions, the message is clear – mental health programs are no longer optional perks but critical infrastructure for sustained performance. Every claim in this analysis is backed by recent research and case studies, showing that companies which build mental health into their organizational foundation see measurable returns in productivity, safety, and talent retention. In a rapidly changing regulatory and cultural landscape (especially in Europe and the Middle East), treating mental health as infrastructure is both an ethical imperative and a business-critical strategy (European Parliament, 2023). This post outlines why and how executives should act now, with data-driven insights and actionable steps to implement immediately.

New Generations Demand Well-Being Programs

The workforce is changing, and so are employees’ expectations. As Generation Z and younger millennials flood into high-risk industries, they bring a markedly different outlook on mental health and well-being at work. These younger workers openly prioritize mental health support and expect their employers to provide robust wellbeing programs and a culture of psychological safety (Mikhael, 2023). In fact, Deloitte’s global survey of over 23,000 young adults found mental health to be a top concern – many will choose an employer based on its commitment to employee well-being. This pragmatic generation is far less willing to “tough it out” in silence than previous cohorts.

A recent KPMG Future of Work report (2024) revealed that 50% of employees (across age groups) rate a healthy workplace culture as extremely important, and 35% have left jobs due to poor work-life balance. Younger staff, in particular, voice that they value open conversations about stress, access to counseling, and visible investment in mental health resources. They have grown up amid public dialogue on mental wellness and expect employers to move beyond lip service. One Deloitte study noted that employees who lack mental health support at work are twice as likely to disengage or consider quitting. In an era of talent shortages, high turnover, and the so-called “Great Resignation,” ignoring these expectations carries financial risk. The next generation of engineers, technicians, and managers will gravitate towards organizations that treat mental health as a core component of the employee experience, not an afterthought.

It’s also increasingly apparent that neglecting mental health harms productivity and retention. Surveys in Europe show that one in three employees still feel workplace mental health support is inadequate, and nearly half of employees reported a decline in well-being in a recent years. In the UK, 61% of employees who quit or plan to quit cited poor mental health as a contributing factor. These figures underscore a simple truth: to future-proof the workforce, companies must meet the rising demand for genuine mental health and wellbeing programs. Those that fail to adapt risk losing the very talent they need to navigate the future. As one Gulf region expert observed, the influx of Gen Z workers has “brought the issue [of mental health] to the forefront,” and employers must respond by embedding well-being into their culture.

The Cost of Ignoring Mental Health (And the Payoff of Addressing It)

These numbers underscore a sobering truth: ignoring mental health is expensive. Stress, fatigue, and psychological distress are often invisible cracks that lead to very visible (and costly) breaks. A workforce that is not resilient will experience more errors, more

Treating mental health as infrastructure comes with a compelling business case. Decades of research show that employee mental health is directly tied to safety, productivity, and financial performance. Poor mental health in the workforce leads to mistakes, accidents, absenteeism, and turnover – all of which cost companies money. The World Health Organization (WHO) estimates that globally around 12 billion workdays are lost each year due to depression and anxiety, representing a $1 trillion annual loss in productivity (WHO, 2022). In high-risk and technical industries, the stakes are especially high: cognitive impairment or burnout on the job can result not only in lost output but in serious safety incidents.

Consider the United Kingdom as a case example. A 2025 Deloitte analysis found that poor mental health costs UK employers approximately £51 billion per year, once factors like reduced productivity, sick leave, and staff turnover are accounted for. Notably, the largest component of this cost is presenteeism – employees coming to work but performing sub-optimally due to mental distress – which alone drains about £24 billion annually. These hidden costs often dwarf the more visible expenses of absenteeism. High-burnout cultures also drive people away: over 75% of employees say they would work harder and stay longer if they felt more appreciated and supported. The data is unequivocal that ignoring mental well-being undermines the bottom line.

On the flip side, investing in mental health yields significant ROI. Numerous studies across Europe and globally show a strong return on investment for proactive mental health programs. For instance, Deloitte (2025) reports that for every £1 invested in workplace mental health initiatives, employers see an average return of £4.70 in improved productivity, reduced absenteeism, and lower turnover (Deloitte, 2025). This nearly 5:1 ROI has climbed from about 4:1 a few years prior, suggesting that as companies get smarter about well-being interventions, the payoffs are increasing. Another UK analysis estimated an even higher average ROI of £5.30 per £1 for mental health program spending. These returns rival or exceed the ROI of many traditional infrastructure investments. The message is clear: supporting mental health isn’t just a “nice-to-have” – it’s fiscally smart business.

Why such high returns? Because well-designed mental health and wellbeing programs tackle costly problems like burnout and turnover at their root. Early interventions – such as mental health workshops, manager training in mental wellness, or access to counseling – can prevent issues from snowballing. As Deloitte’s lead researcher put it, “the business case for prioritising mental health in the workplace is clearer than ever”. By investing in prevention and support, companies avoid expenses from errors, delays, disability claims, and rehiring. They also unlock higher engagement: studies show happy employees are ~13% more productive on average. In hazardous work settings, reducing stress and fatigue also means fewer accidents – a potentially life-saving outcome. In short, mental health infrastructure pays off, delivering both human and financial benefits.

Unique Challenges Facing Offshore and Remote Teams

Executives in high-risk sectors know that offshore teams and remote field crews form the backbone of their operations. These workers – whether on a North Sea oil platform, a desert solar farm, or an offshore wind installation – face extreme conditions that can tax their mental resilience. Long rotations away from family, harsh weather, physical danger, and isolation from company HQ can breed chronic stress and deteriorating morale. Historically, such issues were swept under the rug, but forward-thinking companies now recognize that the mental well-being of offshore teams is directly tied to safety and performance.

Research confirms that remote and offshore workers have elevated mental health risks. A study in the oil and gas industry found that nearly 19% of workers met criteria for psychological disorders like anxiety or depression. High levels of occupational stress and isolation were key contributors. These findings align with broader surveys indicating that more than one-third of Gulf region (GCC) employees report burnout symptoms, versus about one-quarter globally. In McKinsey’s 2022 survey of Middle Eastern workplaces, 66% of employees said they had experienced at least one mental health challenge in their lifetime. Crucially, GCC employees were more than twice as likely to consider leaving their job compared to the global average (36% vs 16%), largely due to stress and toxic work environments. This illustrates how isolation and intense pressure in remote settings can translate into attrition if not addressed.

For offshore teams, mental health truly becomes an infrastructure issue. Just as a rig or vessel needs structural integrity, a crew needs psychological resilience to operate safely under pressure. Mental fatigue and distress can erode attention to protocols. Leaders in the maritime and energy sectors have begun acknowledging this link. For example, the International Marine Contractors Association now emphasizes mental health in safety briefings, and some offshore firms are rotating staff more frequently to mitigate burnout. Case in point: a Middle Eastern offshore drilling company recently piloted a program of on-site counselors and peer support groups during long rotations. Over 6 months, they reported reductions in reported anxiety and a slight uptick in productivity metrics (anonymous case data). Moreover, integrating mental health support can improve retention of specialized talent who might otherwise leave for less stressful assignments.

Executives overseeing remote operations should be aware of warning signs like increased conflict on teams, accidents arising from lapses in concentration, or spikes in absenteeism – these may indicate underlying mental health strains. Proactively addressing these through wellbeing programs is far more effective than dealing with the fallout from burned-out crews. In summary, offshore teams have distinct mental health needs, and meeting those needs is integral to maintaining operational excellence.

Technology Integration: Digital Mental Health Tools for a Distributed Workforce

In an era of distributed work, digital tools have become essential for supporting employee well-being, especially for remote and offshore staff. Technology can bridge the distance gap, delivering mental health resources to workers on a rig in the North Sea or a job site in the Middle East as easily as to those in a city office. The integration of digital mental health tools is a game-changer – it enables real-time support, anonymous help-seeking (reducing stigma), and data-driven wellness insights at the organizational level.

Leading organizations are already leveraging a variety of tech-enabled mental health solutions:

1.  Teletherapy and Counseling Apps: Remote employees can connect confidentially with licensed counselors through apps or hotlines. This is crucial for offshore workers who might not have in-person services on site. During the COVID-19 pandemic, teletherapy usage skyrocketed, and it has remained popular due to its convenience and privacy.

2.  Mental Health Platforms and Self-Guided Tools: Companies are rolling out platforms (often as part of Employee Assistance Programs) that include self-assessment quizzes, cognitive-behavioral therapy modules, meditation exercises, and mood trackers. These can be accessed via smartphone even on remote sites. Such tools empower workers to monitor their mental state and practice resilience exercises daily. Case example: Marsh McLennan, a global firm, rolled out a digital well-being platform to over 20,000 employees, resulting in notable improvements in reported productivity and job satisfaction. The platform included stress management trainings and check-in surveys that alerted managers to teams at risk of burnout.

3. Virtual Mental Health Workshops: Rather than only traditional in-person seminars, companies now host mental health workshops via webinar for geographically dispersed teams. These interactive sessions (often run by psychologists or trained coaches) cover topics like coping with stress on rotation, mindfulness techniques, or managing work-family boundaries. They allow offshore crew members to share experiences and solutions in a guided forum, even when they are thousands of miles apart. The key is scheduling them at times accessible across time zones or during shift changes. Some offshore engineering firms have begun incorporating monthly virtual workshops as part of their safety meetings, normalizing discussions of mental well-being alongside physical safety.

Crucially, digital tools also produce aggregated data (with privacy protections) that companies can use to identify hotspots and measure program impact. For example, a company might see that usage of stress management modules is highest among its Middle East offshore teams, indicating a need to bolster support there. Or mood tracking might reveal seasonal trends in morale that inform scheduling and rotations. As one HR leader noted, “we wouldn’t manage finance or operations without data – now we’re finally getting data on wellbeing to guide decisions” (Drabwell, 2024).

Of course, technology is not a panacea. Its success depends on trust and adoption. Employers must ensure digital supports are user-friendly, secure, and truly confidential. Bandwidth or connectivity issues at remote sites must be accounted for (e.g. providing offline options or satellite internet on vessels). It’s also vital to train managers to encourage use of these tools and to respond appropriately to insights gained (like reaching out to an employee who consistently reports low mood, in a supportive way).

In summary, technology integration amplifies the reach and effectiveness of mental health initiatives, making support accessible anytime, anywhere. Companies that weave digital mental health tools into their operations equip themselves to support a modern, distributed workforce. Particularly in Europe and the Middle East – regions with widely dispersed teams and a mix of on-site and remote operations – digital solutions will be a cornerstone of future-proof mental health infrastructure.

Culture and Leadership: The Foundation of Mental Health as Infrastructure

No mental health program will succeed if the surrounding culture is unsupportive. Thus, treating mental health as infrastructure requires building a workplace culture – led by example from the top – that values psychological safety, openness, and support. In many high-risk industries, this represents a significant culture shift. Traditional norms often celebrated stoicism and stigma (“if you can’t handle the heat, get out”), which discouraged employees from speaking up about stress or trauma. Future-proofing the workforce means challenging these industry paradigms with data-backed, and sometimes controversial, positions: for example, the idea that a tough, “macho” work culture actually undermines performance and safety, rather than enhancing it.

Consider a real anecdote from the Middle East tech sector: An employee experiencing severe anxiety approached her manager for support, only to be told “we all get stressed, maybe you just need a vacation”. No referral to help, no reduction in workload – just a brush-off. This outdated response exemplifies what must change. The new model of leadership treats mental health issues as valid and important. Leaders should receive training to recognize warning signs of burnout or distress and respond with empathy and solutions, not judgment. As organizational psychologist Maha Botros points out, leaders who fail to acknowledge mental health create an environment where employees feel alone and undervalued. Over time, that leads to disengagement, errors, and people exiting the company.

In contrast, organizations that thrive are those where leadership visibly prioritizes well-being. This includes CEOs openly talking about mental health, managers encouraging their teams to take breaks and seek help when needed, and policies that reinforce balance (like discouraging off-hours emails or providing flexible schedules). A culture of trust and appreciation can literally improve output – one survey noted 77% of employees would work harder if they felt more appreciated. Appreciation in this context means genuinely caring about employees as human beings.

In Europe, we see increasing emphasis on psychological safety as a leadership priority. Some companies have appointed “Chief Wellbeing Officers” or expanded the role of HSE (Health, Safety & Environment) leaders to include mental health. Progressive firms in Scandinavia and Western Europe champion flat hierarchies and open-door policies for discussing personal struggles. The result is often high engagement and innovation – employees who feel safe are more likely to share ideas and speak up about risks. Meanwhile, in the Middle East, after years of stigma, change is afoot. Experts like Lamisse Muhtaseb of Deloitte Middle East observe that many Gulf-region companies are now introducing mental health into HR strategies and training managers accordingly. This is supplemented by government action (e.g. the UAE’s new Federal Mental Health Law 2024 aimed at protecting patients’ rights and fighting stigma) which is slowly normalizing mental health discussion in society.

Importantly, treating mental health as infrastructure means institutionalizing it. Just as safety protocols or quality standards are baked into operations, mental health needs formal structures. For example, integrating mental health metrics into regular reporting (e.g., quarterly well-being surveys alongside financial reports), or making mental health part of audit checklists. An emerging trend is aligning mental health initiatives with ESG (Environmental, Social, Governance) goals; stakeholders and investors are starting to view employee well-being as a key component of the “Social” dimension of ESG. This adds external accountability – companies may soon have to disclose how they manage psychosocial risks at work. The European Union is already moving in this direction: a 2023 study for the European Parliament concluded that current efforts are insufficient and called for an EU-wide directive to mandate minimum mental health protections in the workplace. Forward-thinking executives anticipate such shifts and start building compliant, healthy work environments now, rather than scrambling later.

In sum, culture and leadership form the bedrock of mental health infrastructure. With strong foundations – open dialogue, supportive policies, and committed leaders – the various programs and tools (the “bricks and mortar” of mental health infrastructure) can truly take hold. Without that foundation, even generous wellness budgets may produce limited results.

Actionable Strategies for Executives

Building mental health into your organization’s infrastructure may sound abstract, but it comes down to practical steps. Here are concrete, actionable strategies executives and managers can implement immediately:

1.    Integrate Mental Health into Safety and Operations: Treat mental well-being as a dimension of workplace safety. Include mental health risks in your HSE risk assessments and safety meetings. For instance, add a discussion of workload or stress levels in routine safety briefs. This normalizes the idea that a safe workplace is also psychologically safe.

2.    Launch (or Revamp) an Employee Wellbeing Program: Establish a comprehensive wellbeing program that offers counseling (EAP services), stress management resources, and clear protocols for getting help. If a program exists but is underused, re-promote it and solicit feedback to improve it. Ensure offshore and remote workers can access all benefits (e.g., provide toll-free international calls or internet access for telehealth).

3.    Provide Mental Health Training for Leaders and Teams: Invest in workshops or courses to educate your leaders about mental health. Teach managers how to recognize signs of burnout or crisis and how to respond supportively (WHO recommends manager training as a best practice (WHO, 2022)). Likewise, offer mental health workshops or webinars to all employees to boost awareness and resilience skills. When workers at all levels are literate about mental health, stigma diminishes and peer support grows.

4.    Measure and Publicize Key Metrics: What gets measured gets managed. Track metrics like employee engagement scores, self-reported stress levels (via surveys), absenteeism rates, and turnover. If you introduce a new mental health initiative, monitor changes in these metrics. Share improvements with the executive team and staff – for example, “since we started the new rota system and counseling hotline, turnover in offshore teams has dropped 10%” or “employee stress reports fell this quarter.” Quantifying impact will help secure ongoing support and funding, reinforcing the business case narrative.

5.    Foster an Open, Supportive Culture Daily: Grand programs mean little if day-to-day culture remains punishing. Encourage managers to routinely check in with their teams on workload and morale. Celebrate examples of employees prioritizing well-being (e.g., leaders openly taking a mental health day and encouraging others to do the same when needed). Create channels for anonymous feedback so employees can voice concerns about overwork or toxic behaviors. Respond to that feedback with visible changes. Culture is shaped in countless small interactions – make as many of those interactions positive and supportive as possible.

6.    Review Policies Through a Mental Health Lens: Examine your HR policies on work hours, PTO, overtime, rotation lengths, etc., and adjust them to reduce chronic stress. For example, some companies have instituted minimum rest periods between rotations or flexible scheduling options to help employees balance personal life demands. Ensure policies explicitly protect against retaliation for seeking mental health help. In Europe, many employers are adopting right-to-disconnect policies (e.g., no emails after hours) to preserve boundaries – a practice that could benefit workers globally.

By taking these steps, executives signal that mental health is not a mere HR topic, but a strategic priority woven into the fabric of the company. Each action above is practical and performance-oriented – focusing not just on feeling good, but on tangible outcomes like safety, quality, and retention. Importantly, these actions are culturally sensitive for Europe and the Middle East: they emphasize collective well-being and leadership responsibility, which resonates across diverse contexts.

Conclusion: Mental Health as Infrastructure – A Competitive Advantage

“Future-proofing” the workforce isn’t just a slogan; it is an urgent business mandate in today’s volatile world. Treating mental health as infrastructure means building organizations that are resilient, adaptable, and high-performing because their people are supported to thrive. This approach requires challenging old assumptions – for instance, recognizing that pushing employees to their limits is not a badge of honor but a liability. It means embracing sometimes controversial ideas, like the notion that investing in a mindfulness program could yield ROI akin to investing in a new piece of equipment. As we have shown, these positions are backed by data and results.

Companies in Europe and the Middle East that champion mental health are already seeing benefits. From global giants like SAP and Microsoft introducing comprehensive well-being systems in the Gulf, to smaller firms reducing accidents by addressing worker fatigue, the evidence is mounting. Regulators and society are also moving in this direction. The European Union is exploring regulations to ensure every employer manages psychosocial risks (a likely future requirement for doing business in EU markets). In the Middle East, government initiatives are breaking down stigma and encouraging corporate wellness programs. In short, the external environment is evolving to view employee mental health not as a private matter, but as a shared responsibility and a standard part of business infrastructure.

Executives who get ahead of these trends will find themselves with a true competitive advantage. They will attract top young talent who seek supportive employers, retain seasoned employees who might otherwise burn out, and cultivate a reputation as industry leaders in innovation and sustainability (since they invest in their most critical asset – their people). They will also likely see better financial outcomes, from higher productivity to lower insurance costs, as the ROI figures suggest. Moreover, by framing mental health initiatives in terms of performance enhancement and risk management, they can win over skeptics who might otherwise dismiss “soft” programs. This is about performance optimization and risk reduction as much as compassion.

Finally, envision your organization 5–10 years from now. The workforce will likely be even more distributed, diverse, and values-driven. The stresses might be different – perhaps new technologies or climate impacts will create novel strains – but the need for robust mental health infrastructure will be greater than ever. By investing today in a mentally healthy culture, digital support tools, and enlightened leadership practices, you are laying a foundation that will support your company through whatever challenges come. Much like investing in physical infrastructure or R&D, the dividends of investing in mental health will accrue year after year in the form of a strong, agile, and future-proof workforce.

Executive summary for action: Mental health is the infrastructure that underpins all other aspects of business success. By recognizing it as such and acting decisively – with data-driven programs, cultural change, and strategic investment – industry leaders in Europe, the Middle East, and beyond can ensure their workforce is not only protected from present risks but equipped to excel in the future. It is time to elevate mental health from an afterthought to a core business priority, as fundamental as any other system that keeps your enterprise running. The business case is made; the next move is yours.

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