Mental health at work: What the 2024/25 HSE statistics mean for employers

I recently co-hosted a webinar with my colleague Marion from SafeWorkforce to explore the latest HSE statistics and their impact on workplace mental health. We discussed what the numbers reveal about stress, anxiety, depression, and absence, and shared practical strategies for early intervention and support.

The reality behind the numbers

The latest figures show that 964,000 workers are suffering from work-related stress, depression, or anxiety, with 409,000 new cases recorded in the past year alone. This resulted in 22.1 million working days lost, a figure that has serious operational and financial implications for employers.

Employers have a legal duty of care to manage work-related stress. This means mental health cannot be treated reactively or addressed only once absence occurs.

Identifying risk early through assessment

Stress risk assessments are a critical starting point. From an HR perspective, these assessments help identify workplace risk factors before they escalate into long-term absence.

Common risk areas include:

• Lone working, where isolation can negatively impact wellbeing
• Emotionally demanding roles, such as employees working with vulnerable individuals
• High workloads or responsibility levels, particularly where support is limited

Once risks are identified, employers should take steps to reduce them, review controls regularly, and ensure assessments remain live documents rather than tick-box exercises.

Why early intervention matters

Work-related mental health issues often lead to prolonged absence when concerns are not addressed early. For small and medium-sized businesses, the operational strain can be significant, particularly where teams are already stretched.

Early intervention, through welfare check-ins, supportive conversations, and clear absence management processes, helps prevent escalation and demonstrates that the employer has acted reasonably.

Building effective support systems

Managing mental wellbeing effectively requires layered support. This may include:

• Mental health first aiders or champions
• Employee Assistance Programmes (EAPs)
• Occupational health referrals to provide medical insight and guidance
• GP or medical reports, where appropriate

Clear policies and processes allow employers to act consistently and confidently, protecting both the employee and the organisation.

Culture, conversations, and confidence

Many organisations still struggle to create environments where employees feel safe discussing mental health. Regular one-to-ones, stress questionnaires, and trained line managers can make these conversations more approachable and productive.

Line manager training is essential. Managers need the skills and confidence to recognise warning signs, hold supportive conversations, and signpost employees to appropriate support.

Reasonable adjustments and legal considerations

Where a mental health condition meets the definition of a disability, employers must consider and implement reasonable adjustments. These should be introduced early, monitored regularly, and reviewed if they are not effective.

Occupational health advice can be invaluable in identifying suitable adjustments and managing legal risk. Demonstrating that you have explored all reasonable options, followed your absence management process, and acted fairly is key to avoiding discrimination claims and tribunal costs.

Supporting mental health at work requires more than good intentions, it needs structure, expertise, and confidence in your processes. At SafeHR, we work with employers to build practical, legally sound frameworks that protect both people and performance. If you want guidance on stress risk assessments, absence management, or creating a healthier workplace culture, our team is here to help.

For a more detailed discussion of these statistics, practical steps, and real-life examples, watch the full webinar here.