Part 1 of the Business Case Series

Employee mental health is not just a “wellbeing” issue. It’s a strategic business factor, especially in high-risk sectors like wind energy. Wind energy companies, particularly those managing offshore teams, face extreme safety and operational pressures. Recent data show an alarming 94% spike in offshore wind incidents in a single year. While technical failures and harsh weather often get blamed, up to 80% of accidents are ultimately rooted in human factors like fatigue, stress, and error. In other words, the psychological resilience of crews can make the difference between smooth operations and costly disasters. This reality is reframing mental health training and corporate wellbeing programs from a mere HR initiative to a critical component of risk management and profitability.

Executives may ask: Can investing in mental health really pay off? The evidence says yes. Poor mental health already carries a massive price tag for businesses – from lost productivity to turnover and accidents. In Canada, for example, 30 of every 1,000 employees miss work each week for mental health reasons, contributing to an annual productivity loss of CA$6.3 billion. Globally, the World Health Organization estimates that depression and anxiety disorders cost the world $1 trillion in lost productivity per year (WHO, 2016, as cited in Deloitte, 2019). High-risk industries feel this acutely: an untreated mental health issue on an offshore platform can spiral into safety incidents, medical evacuations, or attrition… all expensive outcomes.

Traditionally, companies in energy and construction have treated mental health as a “soft” issue, secondary to physical safety. This perspective is now industry-challenging: ignoring employees’ psychological well-being is effectively leaving money on the table, and even inviting financial loss. By contrast, proactive mental health training and resilience programs can yield a significant return on investment (ROI) in both the short and long term. In fact, with the right approach, such initiatives can pay for themselves within 90 days, an almost unheard-of payback speed for corporate programs. The following sections explore the financial logic behind this claim, backed by recent research and case studies, and provide actionable takeaways for executives looking to enhance both safety and performance.

The High Cost of Doing Nothing: Turnover, Evacuations, and Downtime

Failing to support mental health comes with concrete costs. One major expense is employee turnover. Recruiting and training replacements for skilled wind technicians or engineers is expensive. Gallup research in 2024 found that replacing a professional in a technical role costs around 80% of that employee’s annual salary (Tatel & Wigert, 2024). For a wind energy firm, this means if an experienced turbine technician earning €60,000 quits due to burnout, the company might spend roughly €48,000 in recruiting, onboarding, and lost productivity to fill that single vacancy. High turnover also means the loss of institutional knowledge and team cohesion, which can indirectly hamper productivity. Notably, about 42% of employee turnover is considered preventable with better management and support (Tatel & Wigert, 2024). In other words, many resignations – and their steep price tags – could be avoided by addressing workplace stressors and engagement.

Then there are the acute costs: consider medical evacuations and crisis responses for mental health incidents. In the offshore sector, if a worker has a psychological breakdown or related health crisis, a helicopter medevac may be needed to get them to shore. Such emergency evacuations from oil rigs or offshore wind farms are extremely costly – on the order of $50,000 (≈€45,000) each on average. This figure accounts for helicopter flight time, fuel, and crew, but not the lost work time or subsequent medical care. One occupational medicine study reported an average evacuation cost of $49,250 per incident in the Gulf of Mexico (Thibodaux et al., 2014). Now factor in that these remote sites often have limited personnel; losing even one worker off rotation can force a slowdown or shutdown of operations, compounding the expense.

Industrial accidents and incident investigations add further financial strain. Even “minor” on-the-job incidents (like a lost-time injury) can incur tens of thousands of euros in direct costs (medical treatment, equipment damage) and even more in indirect costs (investigation, production delays, regulatory fines). Major accidents are of course worse. For instance, an insurer report noted that a single crane collapse during a wind project resulted in $1.2 million in claims and damages (Allianz Commercial, 2024). Additionally, when serious incidents occur, operations might halt for days during investigations. Downtime in wind energy directly translates to lost revenue: if turbines aren’t turning, no power is being sold. A UK analysis pointed out that an idled wind turbine can cost “hundreds of thousands of pounds per day” in lost output and repair costs. Multiplied across a farm or extended over days, one safety failure can erase a significant chunk of annual profit.

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 sick days, and higher churn. The “do nothing” scenario – where no preventive mental health support is offered – is not zero-cost; rather, it is costing companies millions in hidden ways. In the wind energy sector, where margins can be tight and projects are capital-intensive, these avoidable losses can severely impact the bottom line. Forward-thinking companies are starting to tally these costs of inaction. In the UK, poor mental health among employees was estimated to cost employers £51 billion per year as of 2022, a figure that includes productivity losses from presenteeism (workers present but not fully functional) and absenteeism. Cutting these losses through proactive programs represents a huge financial opportunity.

The 90‑day break‑even, in plain math

How can we quantify the return on investment from improving mental health? One approach is to compare the cost of implementing a mental health or resilience program with the savings from fewer incidents, less turnover, and higher productivity. Consider a simplified financial analysis for a mid-sized offshore wind operator:

Program Investment: €50,000 – Suppose this covers a comprehensive mental health training and support program (workshops, an employee assistance helpline, and a resilience coach visiting crews offshore).

Potential 90-Day Savings: Even within the first quarter after rollout, the program can start “paying for itself.” For example, if it helps retain just two employees who might have quit due to stress (2 × €40k replacement cost each), that’s ~€80,000 saved in turnover alone. If it also prevents one emergency evacuation by intervening in a crisis before it escalates, add €45,000 saved. In just 90 days these hypothetical impacts already sum to ≈€125,000 in avoided costs – over twice the program expense. Even under more conservative assumptions (say one retained employee and no medevac), the avoided cost (€40k) comes close to the program cost, narrowing the gap that subsequent months can easily close.‍

Potential Annual Savings: Over a year, the numbers amplify. Reduced turnover across the workforce, fewer accidents, and less unplanned downtime all contribute. A modest reduction in incident rate can save significant money. For instance, if better fatigue management and stress monitoring avert just one serious injury or equipment accident in a year (avoiding, say, €200,000 in combined costs), and overall sick days drop yielding another €50,000 worth of productivity, the program could easily save €300,000+ in a year. Subtract the €50k investment, and you’re looking at roughly €250,000 net benefit, a 5:1 return. This rough example aligns with real-world findings that every €1 invested in workplace mental health yields about €4 to €5 in returns on average.

Of course, ROI will depend on the specifics of each operation, and not every benefit is immediately financial (morale and reputation gains, for example, are harder to put in euros but certainly valuable). However, mounting evidence from industry and academia confirms that wellbeing initiatives tend to deliver positive ROI. A landmark analysis by Deloitte across hundreds of employers found an average ROI of approximately £5 for every £1 spent on mental health interventions, with some programs achieving up to £11 for each £1 (and a few underperforming at £0.4 per £1) (Deloitte, 2022). The highest returns were linked to preventive approaches that build resilience and an open culture, rather than reactive treatments. This implies that training leaders in mental health awareness, establishing peer support, and integrating wellness into daily operations can multiply the financial payback

It’s important to acknowledge timing: many initiatives show greater ROI as they mature. A multi-year Canadian study noted that it often takes 3 or more years to fully realize net positive ROI from mental health programs, with median annual ROI around 162% (or $1.62 per $1) in early years climbing to 218% in later years (Deloitte, 2019). In other words, patience pays – benefits accrue over time as interventions take hold. However, what our 90-day focus highlights is that in high-risk environments like offshore wind, certain immediate savings are achievable by averting big-ticket events. One avoided €500,000 accident can instantly justify a decade of program costs. As one safety analysis put it, “investing in safety and mental health is far cheaper than paying for accidents”. A hypothetical €50k fatigue-management program that averts a single €500k catastrophe yields a 10-fold return overnight. Even smaller gains – a few less minor incidents, a slight drop in downtime – generate measurable financial benefits quarter by quarter. The key is tracking those metrics. Executives should treat mental health investments like any other capital project: monitor the KPIs (e.g. incident rates, retention, sick days) and calculate the savings attributable to improvements. This data-driven approach will make the ROI transparent and the business case for resilience training airtight.

Industry Benchmarks and Case Studies: Resilience Pays Off

The concept of ROI on mental health is supported by benchmark data from multiple industries. A synthesis of recent studies on various workplace wellbeing programs found typical ROI ranging from 2:1 up to about 6:1 in monetary terms, depending on the type of initiative (Resilience Institute, 2023). For example, mental health training programs specifically (e.g. workshops on managing anxiety, building coping skills) have demonstrated returns between 3:1 and 6:1 in controlled studies. Stress management training(teaching employees techniques to handle pressure) often sees ROI in the 2:1 to 4:1 range. Even general wellness programs (promoting exercise, sleep, nutrition) consistently show positive returns (3:1 to 6:1) over the past few decades. These figures, compiled from peer-reviewed research and corporate reports, dispel the myth that wellbeing is a cost center; on the contrary, it’s an investment that yields tangible dividends.

Real case studies put a human face on these numbers. One dramatic example comes from the offshore oil industry: In the late 1990s, Shell undertook an unconventional emotional resilience program on its Ursa oil rig project in the Gulf of Mexico – a site notorious for tough conditions and high accident risk. The program, led by consultant Claire Nuer, involved getting the crew to open up about their feelings and stress, fostering vulnerability and mutual support (HSI Donesafe, 2016). The result? Over time, that project saw an 84% reduction in workplace incidents. This astounding improvement – an 84% drop – was credited to the enhanced communication and trust among workers: people were more likely to admit fatigue, ask for help, and look out for one another (Donesafe, 2016). Such a case demonstrates that strengthening the mental and emotional fabric of a team can directly translate into fewer errors and injuries. While this is an extreme example, it underlines a key point: safety and efficiency are deeply intertwined with psychological factors. Building a resilient, communicative team culture can dramatically improve operational metrics. (For anonymity, we refer to the above as a “major offshore project,” but it highlights real transformation.)

Another case study from the corporate world: telecom giant Bell Canada implemented a comprehensive mental health strategy (“Bell Let’s Talk”), including training for managers, stigma reduction campaigns, and enhanced support services. Over a few years, Bell reported a consistent positive ROI each year, with one analysis showing a $4.10 return for every $1 invested in its mental health programs (Bell Canada, as cited in Deloitte, 2019). This came from reduced sick leave, lower disability claim costs, and higher productivity. Bell’s experience, echoed by other early adopters, helped prove that even in traditional corporate settings (not just heavy industry), mental wellbeing initiatives make economic sense.

It’s also instructive to look at regions and regulations as “case studies” in progress. Europe has been advancing standards for workplace mental health – for instance, Britain’s “Thriving at Work” report led to many employers taking action, and Deloitte UK’s series of studies have tracked a rising ROI over time (from 4:1 in 2017 to 5:1 in 2022). This suggests that as awareness and program quality have improved, the returns have strengthened. The European Union has also integrated psychosocial risk management into official guidelines (EU Strategic Framework 2021–2027) and international standards like ISO 45003 (Occupational Health & Safety – Psychological Health and Safety at Work). These frameworks encourage companies to proactively address stress, workload, and mental fatigue as part of safety management, much like they address physical hazards. Early-adopting companies in Europe that embraced these practices are seeing better engagement and lower injury rates, which ultimately improves financial performance.

Meanwhile, the Middle East is at a turning point regarding corporate mental health. Culturally, mental health has often been a stigmatized topic in the region, but this is rapidly changing out of necessity. A 2022 analysis by PwC Middle East highlighted that untreated mental health issues in the GCC (Gulf Cooperation Council countries) lead to 37.5 million lost workdays annually, costing the GCC economies about $3.5 billion per year. Governments and businesses are waking up to this drain on productivity. The same report noted that globally there’s about a $4 return for every $1 invested in scaling up treatment for depression and anxiety – a statistic equally relevant to the Middle East context. In the UAE, 88% of companies say they will increase investment in employee wellbeing programs in 2025, and nearly 94% of senior leaders now recognize that such programs enhance productivity (Bupa Global, 2025). Many Middle Eastern employers are launching corporate wellbeing programs for the first time, targeting issues like stress management, financial wellness, and counseling support. Early results are promising: according to a recent UAE survey, 53% of companies observed higher productivity after adopting wellbeing initiatives, 49% saw improved employee engagement, and 36% noted reduced absenteeism. About 29% even reported lower turnover, indicating better retention of talent. These improvements directly link to financial gains – higher output, less downtime from sick leave, and savings on recruitment. The figure below illustrates some of these self-reported outcome statistics:

In sum, whether through formal studies or real-world trials, the data consistently shows that investing in employees’ mental health yields returns in safety performance, efficiency, and talent retention. The next section will discuss how to capture these benefits quickly and sustainably.

The 90-Day Payback: Rapid Returns in High-Risk Environments

Critics might argue that while mental health programs are nice, they take a long time to show results. It’s true that cultural changes don’t happen overnight – but when it comes to risk reduction, some benefits can be almost immediate. High-risk operations (like offshore wind farms or remote construction sites) have a high baseline risk and cost structure, so any incremental improvement in human performance can prevent expensive mishaps right away. This is why we claim “mental health training pays for itself in 90 days.”Let’s unpack that with a scenario:

Imagine on Day 1 of the program rollout, an offshore supervisor receives training on how to recognize and address signs of extreme stress or burnout in their team. Two months later, that supervisor spots a usually sharp technician who has become withdrawn and error-prone. Instead of ignoring it, the supervisor intervenes – connecting the technician with counseling and adjusting his schedule. Now suppose this action averts a potential incident: perhaps the technician was on the brink of a mental lapse that could have caused a serious crane accident or a critical maintenance error. By preventing that one accident, the company may have avoided hundreds of thousands of euros in damage and lost time. In essence, the program “paid for itself” in that single event, within a few weeks or months of starting. While we often cannot prove a negative (it’s hard to definitively know which accidents didn’t happen due to an intervention), safety professionals often recognize near-misses that, in hindsight, human-factor training helped to dodge.

Another angle is the fast improvement in operational continuity. Mental health training often involves techniques for better focus, stress reduction, and teamwork. Within 90 days, managers might observe more open communication and fewer sick days. For example, if the program includes a fatigue management component (mandatory rest breaks, encouraging reporting of exhaustion), you might see a quick drop in minor errors and sloppy incidents, which immediately improves uptime. The payback period can be calculated not just in costs avoided, but in productivity gained. If each of your 100 employees is just 1% more productive after resilience training (due to better concentration and morale), that could be equivalent to adding one extra full-time employee’s worth of output – effectively a gain worth perhaps €50,000–€70,000 per year in a technical workforce. That incremental gain accrues from Day 1, and in 90 days you’ve gained ~25% of that annual bump (say €12,500–€17,500). That by itself covers a chunk of the program cost. Combine it with even one prevented turnover or crisis, and the breakeven point is reached quickly.

It’s worth noting that not every mental health initiative will have a 3-month payback in all contexts. The 90-day figure is a provocative target that assumes a high-impact situation or a bit of luck (e.g. your timing coincided with averting an imminent problem). However, the broader point is that these investments can yield short-term wins in addition to long-term ROI. This runs counter to the old view that “safety and wellness investments are just sunk costs that hopefully might save money someday.” On the contrary, many companies experience tangible benefits within the same quarter or two – be it in reduced overtime, quicker incident investigations (because workers are more forthcoming), or simply smoother operations due to improved morale.

To maximize the chances of a rapid ROI, experts recommend targeting the most expensive pain points first. For example, if turnover is rampant on your offshore teams, focus your mental health efforts on retention: implement peer support networks, manager training on empathetic leadership, and perhaps a rotation schedule tweak to reduce burnout. If done well, you could see the resignation rate dip within a few months (since disengaged employees often decide to leave relatively quickly) – capturing savings early. Similarly, if your biggest risk is accidents during 12-hour shifts, prioritize fatigue monitoring and stress relief interventions; a quick drop in incident rates following that will provide immediate evidence of value. One financial analysis tool you can use is a “mental health ROI calculator” – a simple spreadsheet (see our downloadable framework) where you input your company’s data (annual turnover rate, average incident cost, etc.) and simulate how a 10% improvement in those figures translates to euros saved. This can help pinpoint where a resilience program would have the fastest payback.

To summarize, the 90-day ROI claim is not magic; it reflects the reality that in environments with high daily costs (of labor, of downtime, of risk), even slight improvements in human performance or small preventive actions can yield outsized financial returns quickly. The key is to measure and capture those returns. When companies start tracking metrics like “days since last mental health-related evacuation” or “turnover rate after program launch,” they often see the positive trend and can quantify the money saved by month 3 or 4. That builds the business case momentum to keep investing in and refining these programs. After all, the true value of resilience training is compounding – the longer it runs, the more cultural change takes hold, leading to sustained high performance.

Performance Enhancement, Not Just Problem-Solving

An important mindset shift for executives is to view mental health programs not merely as a remedy for problems, but as a strategy for performance enhancement. Traditionally, we talk about these initiatives in terms of reducing negatives – fewer accidents, less absenteeism. But there is a positive upside that is just as compelling: a mentally healthy workforce is more creative, more engaged, and more productive. In other words, beyond cutting costs, mental health investment can boost revenue and innovation, contributing to competitive advantage.

Extensive research on employee engagement illustrates this point. Gallup’s global workplace studies have shown that companies with top-quartile engagement (which correlates strongly with well-being) have significantly better business outcomes than those in the bottom quartile. They report 23% higher profitability on average, and 18% higher productivity in sales metrics, along with markedly lower turnover and absenteeism (Gallup, as cited in Resilience Institute, 2023). Essentially, when employees “bring their best selves” to work – focused, energized, and not distracted by unaddressed mental distress – they work smarter and accomplish more. In high-tech and creative fields, we also see links between psychological safety (an environment where people feel safe to speak up and supported) and innovation: teams that feel secure and supported generate more ideas and solve problems faster.

In the context of wind energy companies, think about the challenges ahead: the industry needs continuous innovation to improve efficiency and reduce costs per megawatt. A burnt-out, anxious team is unlikely to be optimizing processes or coming up with new solutions. Conversely, a resilient team that has mental bandwidth will be better at troubleshooting turbine issues, implementing new technologies, and maintaining a strong safety culture that avoids setbacks. Corporate wellbeing programs can thus be framed as part of a forward-thinking business strategy to enhance operational excellence. They help create a work climate where people can thrive rather than just avoid crashing. As an example, a global energy firm that introduced a comprehensive well-being program (including mental health resources) noted improvements not only in employee health metrics but also in project performance indicators – projects were completed with fewer delays and cost overruns, which management partly attributed to improved teamwork and communication stemming from the wellbeing initiative (internal case study, 2021). This aligns with the idea that when people are well, they collaborate and concentrate better, leading to direct performance gains.

From a financial perspective, these performance improvements can be quantified in terms of output per employee, quality rates, and client satisfaction. Many executives are now adding wellbeing KPIs to their dashboards. For instance, productivity loss due to mental distress can be measured via brief periodic surveys or by tracking “presenteeism” (days employees were at work but not fully productive). By reducing that loss, a company is effectively reclaiming productive hours – which is equivalent to increasing capacity without hiring more staff. This contributes to revenue. One recent estimate by the World Economic Forum suggested that for every $1 put into scaled-up treatment for common mental disorders, there is a $4 return in improved ability to work and productivity (WEF/WHO, 2016). For employers, those productivity gains manifest as better output and potentially higher sales or throughput.

Another forward-looking benefit is anticipating regulatory and cultural shifts, which can have financial implications. As mentioned, Europe is moving towards requiring employers to manage psychosocial risks – companies that are ahead of the curve will easily meet compliance and avoid any penalties or disruptions associated with new regulations. Similarly, societal expectations are changing: younger workers, in particular, value mental health support and work-life balance. A company known for caring about employee well-being will attract and retain talent more effectively (reducing recruitment costs) and will have a stronger employer brand. In contrast, companies that develop reputations for burnout and neglect may struggle with talent shortages or even face legal liabilities. Investors and insurers are also paying attention; some investors are beginning to include workforce mental health metrics in ESG (Environmental, Social, Governance) evaluations. There is emerging evidence that stock performance and financial resilience of companies can correlate with how well they manage human capital risks, including mental health. Thus, taking care of employees is increasingly seen as taking care of shareholders, too – a truly authoritative stance backed by deep industry experience and data.

In short, while the “business case for mental health” often starts with cost avoidance (the ROI of resilience in preventing loss), it fully comes into its own by driving performance enhancement. Companies that treat mental health training as a strategic investment will not only save money – they will make money through a more engaged, efficient, and innovative workforce. The actionable next steps will outline how to put this into practice immediately.

Actionable Takeaways for Executives and Leaders

Every executive in the wind energy sector (and beyond) can take concrete steps today to start reaping the ROI of resilience. Below is a checklist of high-impact actions, based on best practices and case studies, that can be implemented quickly for measurable results:

1.    Launch a Targeted Mental Health Training Program: Don’t wait for perfect conditions or lengthy analyses – identify a training module or workshop and roll it out to a pilot group. For example, initiate resilience training for offshore teams and leadership training on mental health awareness. Even a one-day manager training on spotting burnout or a weekly toolbox talk on stress can jump-start the culture change. Investment: Moderate; potential ROI up to 5:1 as programs scale.

2.    Embed Mental Health into Safety and Operations: Treat mental well-being as integral to your HSE (Health, Safety, Environment) management. Update safety checklists to include psychosocial factors – e.g. ensure that before a high-risk task, workers are not overly fatigued or distressed. Enforce fatigue management policies: adjust shift rotations, mandate rest periods, and use scheduling software to flag risk (e.g. too many consecutive 12-hour days). Empower employees to speak up (“Stop Work Authority”) if they feel unsafe or unwell. These changes can prevent errors before they happen.

3.    Provide On-Demand Support and Reduce Stigma: Implement or improve an Employee Assistance Program (EAP) or counseling hotline. Make sure employees know it’s available and confidential. Normalize using these supports by having leaders mention them and even share stories (anonymously or personally) of their benefit. Promote a culture where seeking help is seen as strength, not weakness. This can especially be game-changing in cultures (including parts of the Middle East) where stigma is high – leadership messaging is key to shift perception. Reducing stigma encourages early help-seeking, which lowers the chance of issues escalating to crises (thus reducing costly outcomes).

4.    Measure Key Indicators and Share the Business Impact: Establish a simple dashboard for metrics like monthly turnover rate, absenteeism hours, incident reports, medical evacuations, and productivity (output per worker). Crucially, track these before and after any initiative. For instance, if you start a new offshore wellness rotation, monitor if incident rates dip in the following months. Calculate the savings (e.g. X fewer accidents saved €Y, or turnover down Z% saved €Q in hiring costs). Calculate ROI and openly share it with the executive team – and even with employees! Celebrating wins like “50% drop in stress-related sick days” reinforces buy-in at all levels. As Deloitte advises: “Track KPIs and calculate ROI to demonstrate the benefits of mental health programs”. Data analytics can also pinpoint which interventions work best, so you can allocate budget smartly (Deloitte, 2019).

5.    Use Frameworks and Expert Guidance (Downloadable Checklist): Leverage existing standards and tools to structure your approach. For example, consult ISO 45003 guidelines for integrating psychological risk into your safety management – this ensures you’re following international best practices. We provide a downloadable Excel checklist for a quick quarterly audit: it covers factors such as overtime hours, reported stress levels, recent incidents, and whether mitigating actions have been taken. By reviewing this each quarter, you can systematically catch red flags (e.g. an uptick in overtime or anxiety in a team) and intervene early. Think of it as a preventive maintenance tool, but for human factors. Regular audits and adjustments will sustain the program’s effectiveness and its ROI.

Implementing these steps can start small – you might begin with one department or one wind farm – but the key is to start. Each action is practical and immediately actionable, focused not only on identifying problems but on providing solutions and building a forward-thinking culture. As a leader, your engagement is crucial: by speaking about mental health in business terms (risks and returns) and human terms (compassion and support), you set the tone for transformation.

Conclusion: The Financial Win-Win of a Resilient Workforce

The business case for mental health investment is no longer abstract or anecdotal – it is a data-driven reality. For the wind energy industry, grappling with rapid growth, talent shortages, and pressure to maintain safety, investing in resilience and mental well-being is as much a part of operational excellence as investing in new turbines or maintenance regimes. We began with a provocative idea that mental health training can pay for itself in 90 days. Whether or not you hit that exact mark, the overarching truth is that the payback is swift and the returns compound over time. By mitigating turnover, avoiding costly incidents, and unlocking higher productivity, companies see financial justification for these programs within quarters, not years. And as programs mature, the ROI only grows – often into the hundreds of percent, as evidenced by large-scale studies.

Equally important, this is a win-win scenario. The employees – the people who are the backbone of your corporate success – benefit through improved well-being, morale, and job satisfaction. At the same time, the organization benefits through improved performance and profit. This dual benefit underlines a shift in management thinking: maximizing shareholder value and caring for employees’ mental health are not at odds; in fact, they are synergistic. A mentally resilient workforce is more agile, more adaptable to change, and more capable of meeting high standards of safety and quality. In a sector facing constant technological and regulatory change, that workforce resilience translates into business resilience.

Finally, as we anticipate the future, consider the cultural and regulatory shifts on the horizon. Regulators in Europe and beyond are considering mandates on psychological health at work; early adopters will have a smoother transition and possibly even preferred status in bids and insurance premiums (firms with strong safety and wellness records often enjoy lower insurance costs). Culturally, the next generation of workers expects employers to earn their commitment through supportive practices – those companies that don’t adapt may struggle to recruit the best talent, especially for challenging remote assignments. In contrast, companies that champion mental health will be seen as industry leaders, “employers of choice”, and even innovators.

The Business Case Series, of which this is the first installment, emphasizes financial justification for mental health investment. As we’ve detailed, the numbers robustly support taking action. But beyond the numbers, there is a larger narrative: we are elevating the workforce from being viewed as a cost to be managed, to an asset to be maximized – both for their own good and the company’s good. In the case of resilience and mental health, doing the right thing morally aligns perfectly with doing the smart thing financially. The ROI of resilience is not just seen in balance sheets, but in the transformed, high-performing cultures that result. And that is an investment that pays dividends well beyond 90 days, fueling sustainable success in the wind industry and any industry.

References

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G+ Global Offshore Wind Health and Safety Organisation. 2023 Incident Data Report, 2024. gplusoffshorewind.com

Health and Safety Executive. Reducing error and influencing behaviour (HSG48), revised edition. “It is estimated that up to 80 percent of accidents may be attributed, at least in part, to the actions or omissions of people.” books.hse.gov.uk

Thibodaux DP, Bourgeois RM, Loeppke RR, Konicki DL, Hymel PA, Dreger M. Medical evacuations from oil rigs off the Gulf Coast of the United States, reasons and cost implications. Journal of Occupational and Environmental Medicine. 2014. safetyms.com

Tatel C, Wigert B. 42% of employee turnover is preventable but often ignored. Gallup, July 10, 2024. Replacement cost estimates by job family. Gallup.com

Deloitte UK. Mental health and employers, the case for investment, pandemic and beyond. 2022. Average ROI ≈ 5, annual employer cost ≈ £53–56bn. Deloitte

Deloitte Canada. The ROI in workplace mental health programs, good for people, good for business. 2019 report PDF hosted 2024, median ROI 1.62 in year one rising to 2.18 by year three, Bell Canada ROI 4.10 in 2018. Deloitte

World Health Organization. Investing in treatment for depression and anxiety leads to fourfold return. 2016; Lancet Psychiatry analysis. World Health Organization

UK Department for Energy Security and Net Zero. Regional renewable electricity in 2023. Offshore wind load factors, England ≈ 42.5 percent. GOV.UK

Ofgem. Wholesale market indicators. Day‑ahead electricity price trends, GB. Ofgem

Vestas. V236‑15.0 MW turbine, product specifications noting capacity factor claims and rating. Vestas

European Commission, EU‑OSHA. EU Strategic Framework on Health and Safety at Work 2021–2027. Psychosocial risks named as a priority. EU-OSHA

International Organization for Standardization. ISO 45003:2021 Psychological health and safety at work, guidelines for managing psychosocial risks. ISO

PwC Middle East. The socio‑economic impact of untreated mental illness in the GCC. 2022. At least 37.5 million productive days lost, ≈ 3.5bn US dollars. PwC

Bupa Global. UAE companies will increase wellbeing investments in 2025. 2025. Bupa Global

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