Marvin OnumonuAccording to our own research into anxiety and stress in the workplace, more than 7.4 million workers in the UK are facing a daily struggle with their mental health without feeling able to talk about it at work.
22% of these employees do not feel comfortable discussing their mental health at work, even when their role impacts or worsens their condition. These are people experiencing anxiety, stress and depression while continuing to show up, and do their jobs.
Despite growing awareness of workplace wellbeing, this data highlights a disconnect between intention and reality. Mental health may be talked about more openly than it was a decade ago, but for millions of workers, the workplace still does not feel like a safe space to be honest about how they are coping.
Who is most affected
When we looked deeper into the data, some clear patterns emerged. Over the past year, nearly 3.9 million men experienced mental health challenges at work but felt unable to ask for help. This is around 8% more than women, equating to 3.5 million women in the same position.
This gender gap suggests that, for many men in particular, stigma and fear still play a significant role in preventing open conversation.
When it comes to industries most at risk, our analysis found that employees working in the automotive sector were the most likely to suffer in silence, with around 1.13 million people affected. Health and social care followed closely behind, with 1.11 million workers experiencing mental health challenges without speaking up. Interestingly, science, technology, engineering and mathematics (STEM) roles, administrative and support services, and education also featured prominently.
These figures reinforce something I see regularly in my work with sectors like the media, where many people have high-pressure, emotionally demanding roles, and constant change can create conditions where stress becomes normalised, and support is harder to access.
Why people stay silent
In my experience, silence is rooted in an innate fear. Employees worry about being judged, damaging their career prospects, or the stigma of being seen as incapable of coping. Others simply do not know how to start the conversation, or whether their concerns will be taken seriously.
There is also a long-standing tendency to separate mental health from health and safety. When people think about workplace risk, they picture physical hazards. Psychosocial hazards are less visible and often overlooked, even though they can be just as damaging.
The Health and Safety Executive (HSE) defines stress as an adverse reaction to excessive pressure, and its Management Standards highlight six key areas of work design where psychosocial hazards can be identified: demands, control, support, relationships, role and change. When these are not managed well, stress becomes more likely and more severe, leading to mental health issues.
For employees who already live with anxiety or depression, these pressures can intensify existing conditions, making work feel unmanageable and reinforcing the cycle of silence.
Opening the door to honest conversations
Addressing this issue starts with identifying the culture of the workplace. Policies are important in promoting a psychologically safe culture, but they are not enough on their own. Employees need to feel genuinely safe to speak up, knowing they will be listened to and supported rather than judged.
Training plays a critical role here. HR professionals and line managers need the skills and confidence to recognise signs of distress, start supportive conversations and respond appropriately. This is not about diagnosing or providing therapy. It is about listening, showing empathy and knowing how to guide someone towards further support.
Accredited Mental Health First Aiders and advocates serve as excellent models in the workplace for how this supportive network can function in practice.
Leadership commitment is equally important. When senior leaders openly acknowledge mental health as a workplace issue and lead by example, it sends a powerful message. Culture change only becomes sustainable when it is clearly championed from the top.
Building long-term support
To have a lasting impact, organisations should run a risk assessment to gain a clearer view of the psychosocial hazards in their workplace, using measurement instruments such as the HSE’s Stress Indicator Tool. Once these issues are pinpointed, they can be mitigated with interventions and practical controls such as reviewing workloads, improving role clarity and offering flexibility where possible. Poor work-life balance remains one of the most common contributors to stress, and addressing this can significantly reduce risk.
Many employers benefit from establishing wellbeing steering groups or similar forums to keep mental health firmly on the agenda. These groups can review policies, assess what support is working and ensure that efforts evolve alongside the workforce.
Access to practical support also matters. Clear signposting to employee assistance programmes, occupational health services and external resources can make it easier for employees to seek help when they need it.
Why this matters
When mental health is ignored, it affects far more than one person. Silent suffering drains engagement, productivity and trust. But when workplaces prioritise psychological wellbeing, the benefits are clear with fewer absences, stronger morale and an overall better performance.
Supporting mental health isn’t optional. Employers have a moral and legal responsibility to protect people from harm, including psychological harm.
By identifying the root causes of stress, investing in training and putting measures in place to address them, employers can move beyond awareness and create workplaces where people feel safe to speak up and be supported when they do.
Gemma Whelan is organisational development specialist at RRC International
