TacklingMental Healthin theWorkplace

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#TacklingMentalHealth@MorsonGroup

Featuring:

Personal stories from our employees An interview with Ricky HattonInsights from our contractor surveyCollaboration with Sale Sharks

WHYWORKPLACEMENTALHEALTHMATTERSMental health is now a permanent part ofthe workplace, with figures from theDepartment of Health stating that one infour of us will experience mental illness atsome point in our lives. At Morson International, we have seen anincrease in the number staff coming forwardto express their own struggles with mentalillness and seek support. This change inattitudes presented the opportunity tostrengthen our own workplace prioritiestowards mental health by developingeffective engagement strategies that tacklethe core issues. In doing so, this has enabledus to attract and retain our talented people,driv e productivity and innovation and reapnumerous commercial benefits that set usapart from many of our competitors.  

Based on a survey of Morson contractorsand findings from the Sale SharksCommunity Trusts mental healthawareness programme, this whitepaperprovides a unique insight into workplacemental health in the UK, showing thecurrent state of affairs, the progress madeto date and future objectives foremployers. We are proud to launch thiswhitepaper in conjunction with WorldMental Health Day 2018 and pledge oursupport in stamping about stigma andcreating inclusive, equal and diverseworkplaces. 

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CONTENTS - A RETROSPECTIVE LOOK THE CURRENT STATE OFWORKPLACE WELLBEING STORIES BEHIND THESTATISTICS ALTERING ATTITUDES WORKPLACE STRATEGIES ANDENGAGEMENT CREATING MENTAL HEALTHFRIENDLY CULTURES CONCLUSION ABOUT MORSONINTERNATIONAL

Mental health is defined as ‘a state ofwellbeing in which every individualrealises his or her own potential, cancope with the normal stresses of life, canwork productively and fruitfully, and isable to make a contribution to his or hercommunity’ [World Health Organisation]. Mental illness refers to a rangeconditions that involve changes inemotion, thinking and/or behaviour, suchas depression, anxiety, stress, phobias,panic attacks, schizophrenia, eatingdisorders and addictive behaviours. 

A RETROSPECTIVELOOKCulturally acceptable behaviours throughout history have had a major impact on mental wellnesswithin different generations. Seeking help was shrouded in stigma and viewed as a sign of weaknessduring times when societal attitudes were less accepting and supportive towards mental illness.Instead, bottling up your emotions was the norm, and as a result, previous generations were unawareof many common disorders such as anxiety and depression. These same fears around admitting personal struggles with mental health to your own friends andfamily meant awareness in the workplace was virtually unheard of. Thankfully this culture of silencehas changed considerably, shaking off societal norms to instil a greater awareness, understanding andacceptance of mental health issues. According to Ipsos Mori, in research commissioned by NHS Providers, NHS Clinical Commissioners, theRoyal College of Physicians and National Voices, mental health is now second to only cancer as the tophealth concern amongst the general public. 

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THE CURRENTSTATE OFWORKPLACEWELLBEING The findings in this whitepaper come from asurvey of more than 1,400 Morson Internationalcontractors working in roles spanningprofessional services, construction, IT,engineering, digital and rail.  Respondents represented a range of ages, yet themajority were aged 41+ and 80% were male.  Almost half (46%) of those living with a mentalhealth condition hide it from their colleagues andemployer More than a third (36%) feared their employer’sreaction or the repercussions of speaking abouttheir struggles with mental illness. 59% didn’t feelcomfortable telling their employer and 42% citedthe stigma around mental health as the mainreason why they kept quiet Almost 1 in 10 (9%) have considered taking theirown life because of their mental health struggles More than 1 in 5 (21%) have experienced mentalillness 15% have taken time off work due to mental healthreasons. Of these, 28% were off work for morethan a month 42% did not tell their employer they were off workbecause of their mental health 62% are seeking treatment for a mental healthcondition or have sought treatment in the past 55% of workplaces offered no mental healthsupport, either from a complete lack of initiativesor the employee being unaware of anythingcurrently in place

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Why did younot informyouremployer ofyour mentalhealth issue? 

Have you everexperienced amental healthproblem?

No79%

Yes21%

Have you everconsidered taking

your own life?

No83%

Yes9%

Prefer not to say8%

“These results are shocking andunacceptable. There’s still amajor disconnect betweenmental health awareness andopenness at work, which meanspeople are uncomfortablediscussing the subject due tofear of what their employermay think or the risk of themlosing their job. Too many people suffer insilence, which can often result inpeople having time off work.Four of the respondents saidthey were off work for morethan a year as a result of theirmental illness, had positiveaction been taken sooner bytheir employer, theseemployee’s may not have beenout of the workplace for such asignificant amount of time.” Adrian Adair, operationsdirector at MorsonInternational

The survey painted a stark picture of thecurrent state of mental health in theworkplace. Whilst significant progress isbeing made to increase mental wellbeingconversations in the public domain, manyworkplaces are yet to follow suit.

 The average person spends 90,000hours of their life at work and poormental health due to internal or externalfactors can impact productivity, careerprogression and wider health. Mentalhealth is now the leading cause ofsickness absence in the workplace, withmillions of work days lost each yearbecause of mental illness at a cost of£billions to UK employers. 

Stigma is still a major issuethat employees suffering withill mental health mustovercome, with 46% of thosewith mental health problemssaying they hide it from theiremployer.

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STORIESBEHIND THESTATISTICSThis section reflects the combinedexperiences of staff working throughoutMorson International with personal experienceof mental ill health. 

“I’ve battled on and off with what I now know tobe anxiety since my early 20s. My defaultcoping emotion was anger, yet it happened soinfrequently that I never saw it as an issue. I wasalso an over thinker, which became moreapparent in my previous roles. I’ve alwaysworked hard and been successful in my career,but I created this persona that what I did wasnever good enough, despite putting on a frontof being happy and confident. It had gotten tothe point where it was affecting my relationshipsand social life, and I’d also stepped away frommanagement because I didn’t want peoplerelying on me and me relying on others.  “Thetipping point came last year when I went to getprofessional help. I’d already been to the NHSlooking for support but never went back again.Who I saw there was so dismissive, saying tome that I ‘didn’t look depressed’, which didn’thelp my situation in any way. I was finally in themind-set that I was doing this for reasons thatwere bigger than me and I knew that if I wantedthings to change, then I first had to changemyself. “I went into the sessions expecting to becoached, but talking openly helped me realisethat I needed to look at the positive. It alsotaught me to understand my triggers, to thinkbefore I speak and to walk away from situationsbefore they get too much. Yes, I’ve hadstumbling blocks but I’ve gone from weeklysessions, to monthly, to now quarterly, becauseI’ve the right tools at my disposal to help meovercome my anxieties. “I’ve flagged it to mybosses previously who I could tell some wereuncomfortable, but at Morson it’s different.Everyone I’ve told has been so appreciative inme opening up and because of the familyculture, it has always been genuine. Fororganisations who don’t support their staff withmental health, then more fool them. Being openabout my own struggles has also helped othersaround me talk about their own personal issues.I definitely think in-house psychiatrists like theone in the TV series Billions are going tobecome more commonplace in business, whichin my opinion, would be a major positive for thebusinesses and for their people.” Ben Fitzgerald, head of professional servicesat Morson International

“Around 10 years ago my wife wasdiagnosed with chronic myeloidleukaemia, my father suddenly passedaway and I went in for a hip operationafter being told that I needed it replaced;all within four months of one another. “It was an intense time for my family,especially as we had two young childrenaged two and six, but I couldn’t speakmore highly of the business in how theysupported me. They already knew what Iwas going through and initiated theconversation in how they could help,which led to me seeing a psychologist foraround 10 sessions where I wasdiagnosed with generalised anxietydisorder (GAD) and depression. Thesesessions were really useful as it gave methe reassurance that I wanted to hear andalso helped me identify my trigger points.Now that I understand them, I can controlthem.  “Yes I’ve had wobbles and startedcounselling again earlier this year, but thisongoing support and reassurance hasgiven me the tools to understand thewider impact and help me to take a stepback from situations and think, does thisreally matter? “I personally want to thank Ged Mason[CEO], Becki Ross [group head of HR], IanHull [executive manager] and LornaJames [PA] for all they’ve done for me.Without a shadow of a doubt, Morson’sculture has helped me to open up andthey’ve always been so supportive.They’ve an open door policy, which hasmeant a lot to me over the years in justhelping to start a conversation.”

Phil Dobbins, executive manager atMorson International

“What started as an abscess turned into such a severe infectionthat I was rushed into intensive care and put in an induced comafor more than three weeks having contracted necrotising fasciitis; aflesh eating disease that kills off the body’s soft tissue. “One of my last memories after contracting the disease was onMarch 25 2013 and then I remember nothing until April 17 2013.During this time I had dozens of operations to cut away the deadflesh. The infection had gotten so bad that I also developed sepsis,at which point my family were told that the following few hourswere critical and I may not make it. It was a horrific time foreveryone involved and we even missed our own wedding day,which should have happened three days after I woke back up. “I cannot stress the huge relief of when I was told I was being takeninto theatre for my final operation. I’d been there so many timesthat even the anaesthetists used to greet me saying, ‘Mr Kimble,you again?!’. Yet I still hadn’t dared look at the wound, with thesurgeon saying it resembled a great white shark bite. The ordealhad been so unreal that I couldn’t admit that it had happened tome. “It was only at the point when I was ready to begin my skin graftsthat I finally looked at the photos of my wounds that were beingsent to the plastic surgeons. It was horrific viewing and I just brokedown and cried. A few weeks after a successful graft, I finally gotthe news that I was being discharged, all be it on the condition thatI returned every other day to have my dressing changed. I couldn’thave cared less about the 110 mile round trip; I was getting to gohome, get better and lead a normal life again. “After I returned home, I found my mental health deteriorating. Ikept getting flashbacks and was became increasingly paranoid. Ialso found myself bursting into tears for no reason and gettingangry with those I loved for the most trivial of things. I triedcognitive behavioural therapy (CBT), which didn’t work for me, aswell as hypnosis, which seemed to do the trick. But my way ofdealing with things is by helping others and realising that I’m notalone. As well as training new ICU nurses by sharing my story fromthe patient’s perspective and setting up a Sepsis Trust branch inKent for fellow survivors, I’m also a Morson mental health first aiderand am training to become a metal health instructor to developother first aiders across the business.  “Morson were amazing throughout my ordeal. The directors keptcoming to visit me in hospital and checking in with my wife. I’m sopassionate about breaking down the barriers towards mental health,especially in male dominated sectors like construction andengineering, and believe that we’ll see mental health becoming anincreasing priority in tenders and bids. I don’t know if I’ll ever fullycome to terms with what I’ve been through, but if sharing my storyhelps one person to come forward and seek support about their ownmental health struggles, then it’s done its job.”

Russell Kimble, night operations manager/HSEQ adviser atMorson International

Former unified light-welterweightchampion and Morson sponsoredBritish Boxing legend, Ricky Hatton,lengthy battle with depression led toattempted suicide. ‘The Hitman’ wasone of the most successful andinfluential British athletes of the lastdecade, however, he had been secretlyfighting depression long before anynotoriety.

A STORY OFEXTREMES -RICKYHATTON

In our exclusive interview with the boxer turnedtrainer, Ricky spoke candidly about coping with theextremes, yo-yoing between the highs of successand crushing lows of defeat, resorting to self-medication and coming out the other side with thehelp of exercise and his family. He attests to thestrength of open communication and re-prioritisation, advice which transcends industriesand work spaces. Watch the full video here:www.morson.com/blog/2018/10/ricky-hatton-mental-health-in-boxing

"When I got beat byMayweather, I really did feellike I let the fans who came to

Vegas down. That was the startof it then after that I had a bit of

a yo-yo effect. I got beat byMayweather then I beat

Lazcano and Malignaggi, then Igot beat by Pacquiao. After thatI fell out with Billy Graham and

my Dad.

When I knew I had to retirethat was the beginning of the

end for me, I didn’t carewhether I lived or died”

'PEOPLE THINK BECAUSEYOU’RE SUCCESSFUL ANDYOU’VE GOT A FEW POUNDS INTHE BANK THAT YOU’VE GOTNOTHING TO WORRY ABOUTBUT THAT’S NOT THE CASE.'

“It’s very hard to describe it unless you’ve been there yourself. It’s just totally depressed, no motivation,not the will to even get up in the morning. You know you need help, but you don’t want to tell anyone.You’re in bed crying every day. I wouldn’t wish it on my worst enemy.”

Far from being purely something that came at the end of his career, Ricky believed that the seedswere in place long before: “I think I’ve always had it. When I started getting successful, I was getting paranoid that peoplethought I was getting too big for my boots or too cocky. Every time I got paranoid from an early age.People would be saying ‘look at that big time’ and I’ve been anything but that” Ricky’s success inside the ring served as a temporary distraction to the turmoil brewing inside butonce he suffered his first loss inside the ring, things started to go noticeably downhill: “When I got beat by Mayweather, I really did feel like I let the fans who came to Vegas down. That wasthe start of it then after that I had a bit of a yo-yo effect. I got beat by Mayweather then I beat Lazcanoand Malignaggi, then I got beat by Pacquiao. After that I fell out with Billy Graham and my Dad. When Iknew I had to retire that was the beginning of the end for me, I didn’t care whether I lived or died” With no more bright lights or fans packed in arenas, Ricky went into a downward spiral of, muchpublicised, substance abuse and an alcohol dependency. However there came a moment that servedas a catalyst for Ricky’s road to recovery: “My baby girl came along, I held her in my arms and I thought it’s not about you anymore. Before thekids came along it was just Ricky Hatton and I didn’t care but now I had something else to live for. Itwas something I couldn’t do on my own, I went to see someone and it turned out to be the best moveI ever did. It saved my life” Even though the birth of Ricky’s daughter ultimately made him make the decision to seek help, it wasactually vocalising his internal struggles which turned his life around. With boxing a traditionallymachoistic sport where mental warfare is as much a part of winning as the physical fight, for Ricky thiswas a large and brave step. The Hyde-born fighter turned trainer opened the eyes of many in the boxing community andeffectively opened the door for many other fighters to come forward and be honest about their fightwith anxiety or depression, with Tyson Fury being a recent example. Hatton talked with us aboutwhether he believes his courage to come forward and discuss his illness saved the lives of others inthe process whether they were in the sport of boxing or not: “I’d like to think so, I see it as much as my job now (to help others). People think because you’resuccessful and you’ve got a few pounds in the bank that you’ve got nothing to worry about but that’snot the case. I think if someone like myself comes out and admits it, more people will come forward. Ido a lot with Frank Bruno, he’s the same.” Ricky felt he had to internalise his battle with mental illness due to the stigma attached to mental healthproblems, particularly with regards to traditional notions of boxing and masculinity. Ricky finished theinterview by offering advice to anyone who is suffering with anxiety, depression or any other form ofmental illness:

 “You’ve got to get it off your chest, don’t be scared about laying it all on the table and saying whatyou’re struggling with. I think you’ve got to try and do positive things that make you happy, a tabletjust covers the cracks as far as I’m concerned. You’ve got to do things such as exercise, when I have abad day I come to the gym and I feel better for it” - Ricky Hatton

ALTERINGATTITUDESRecruitment is one of the most stressful occupations,sitting alongside teachers, nurses, city traders and chefs.With plenty of contributing factors leading to the rootcauses of stress and anxiety, which are two of the mostcommon mental health concerns in the UK today, we putmental health firmly on the agenda with MorFit: adedicated wellbeing strategy that promotes healthylifestyles to prevent illness, but also contributes tohappiness in order to maintain a good quality of life.  Too many businesses fail to view mental health as apriority, citing reasons such as operational demands andinsufficient resources. This, coupled with a lack ofawareness and understanding of the benefits that suchinitiatives deliver, means a high percentage of UKorganisations still have no mental wellbeing policy inplace. Putting mental health issues on a par with physicalproblems helps break down the barriers that preventpeople from opening up about their emotional,psychological and social wellbeing. Removing theperceived stigma encourages people to talk openly andhonestly about their personal issues, concerns andstruggles, meaning employers can apply the rightsupport mechanisms for them and their situation. Mental illness doesn’t discriminate and there is no one-size-fits-all solution. Different needs and scenariosrequire different intervention strategies, meaningbusinesses must have a range of tools at their disposal totake a flexible approach and break down traditionalmental health stereotypes. Moving towards a culture of proactive and preventativemeasures has been the enabler in tackling mental healthwithin Morson. Workplace wellbeing is supported by ourGroup board, which creates commitment from both thetop down and bottom up in supporting a culture wheremental health is prioritised. 

“Instead of hiding behindthe pressures ofrecruitment, werecognise the issues thatour workforce face anddevelop robust healthand wellbeingprogrammes that formpart of a wider culture ofopenness and support, totackle mental healthhead on. Through a newgeneration of health andwellbeing initiatives thatgo far beyond lip serviceand meeting statutoryguidelines, we encourageour workforce and theirfamilies to lead happierand healthier lifestyles byproviding access toadvice about lifestylechoices and giving theright encouragement andsupport to positivelychange behaviours.” Becki Ross, group headof HR at Morson

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Morson International is committed to maintaining a conversation around mental health through a numberof ongoing engagement activities:

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STRATEGIES ANDENGAGEMENT

By signing the Mindful Employer Charter we support mental wellbeing at work by continuing to

improve the practices within our own organisation to deliver long-term change and provide easier

access to information and support for those who experience different mental health conditions.

In addition to counselling services, stress management and support managing workplace pressures

and workloads, we also run mental health workshops specifically for line managers. The training

equips our managers with the skills, experience and knowledge to understand and manage mental

health in every corner of the business, whilst establishing themselves as touch points for anyone

struggling and in need of support.

The Morson Vital Safety Units continue to tour sites across the UK engaging in proactive conversations

around health and safety. Helping to facilitate and focus communications, the team behind the Safety

Units are having increasing discussions around emotional health and wellbeing to deliver a holistic

approach. The Safety Units also allow us to carry out conversations in any location throughout the UK,

even the most remote of sites, to reach our entire workforce. They have a particular focused on

contractors who work in environments more susceptible to health and safety related issues, such as

anti-social working patterns and high risk activities, with the majority of our Safety Unit talks taking

place directly with our rail workforce.  

Mental health and wellbeing now forms part of our quarterly briefs with all our rail supervisors toensure that we are doing everything possible to break down the barriers, so that our entireworkforce feel comfortable in the workplace and that we create environments where everyone canthrive regardless of their issues. We are as much committed to health as we are to safety, helpingto readdress any previous imbalance in health and safety activities in industries where safety waspreviously seen as a larger priority.

SALE SHARKSCOMMUNITYTRUST 'BALLSTO THAT'Earlier this year, more than 40 Morson Internationalemployees, along with a number of our clients, took part inan emotive mental health awareness session dubbed‘Balls to That’. Developed and delivered by Sale SharksCommunity Trust, the session raised awareness of mentalhealth symptoms and coping techniques, as well as how tospot the signs of mental illness.     Balls to That shares the story of ex-soldier, mental healthactivist and Sale Sharks Community Officer, CraigMonaghan, who fought in some of the bloodiest battlesduring the conflict in Afghanistan. Losing 26 colleaguesduring the conflict, and 10 to suicide since; whilst being leftwith life changing injuries himself. Craig speaks openlyabout his journey after returning home and his own mentalhealth struggles, which he works through by talking aboutit, having focus, setting weekly goals and maximising thebenefits of sport.  The session gave our staff and clients the confidence andreassurance that it is okay to speak out about their ownissues with mental health and take the positive next stepstowards seeking help and supporting others in need. 

“Our sessions don’t justaffect those we speak with,as they’ve a far widerimpact on people’s familyand friends by getting theconversation going aboutmental health. We’ve spoken to around500 employees so faracross the North West ofEngland and 14% of thoseidentified as having amental health issue; afigure that I think would bemuch higher if people weremore confident in openingup about their personalstruggles. This is exactly theaim of the programme inhelping people to realisehow common mental illnessis and how they canproactively work toovercome their own issues.” Jack Leech, communityrugby coach at Sale Sharks

25% of women will need treatment fordepression in their lifetimeWomen are twice as likely to have ananxiety disorderMen are three times more likely to becomealcohol dependent73% of adults who go missing are maleThere are more than 10 suicide attemptsevery two hours, one of which will besuccessful

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Too many companies are stillunderequipped in responding tomental health at work. To helpmanage the rise in staff comingforward to seek support within ourown business and identify others whoare suffering and are yet to speak out,we have trained a handful of peopleacross Morson in becoming mentalhealth first aiders. These individualsnow possess the practical skills tospot the signs of mental illnessamongst our workforce including ourcontractors and have the confidenceto intervene and support those inneed. Our objective is to bolster ourmental health first aiders over thecoming months to have multipletrained operatives located acrosseach of our key regions.  Recognising a mental health issue isthe first step towards helping peopleaccess the right support. Some of thecommon warning signs of poormental health include:

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Of those suffering with a mental healthissue, 76% said it affected their sleep, 48%saw a strain on their relationships withfamily, friends and colleagues, 42%suffered mood swings and 36% saw theirproductivity reduce.

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Feeling overwhelmedOut of character behaviourConfused thinkingProlonged depression (sadness orirritability)Extreme emotions including highs,lows and angerExcessive fears, worries andanxietiesSocial withdrawalDramatic changes in eating andsleeping habitsStrange thoughts (delusions)Seeing or hearing things that aren'tthere (hallucinations)Growing inability to cope with dailyproblems and activitiesSuicidal thoughtsNumerous unexplained physicalailmentsSubstance use

Long hours without breaksUnrealistic expectations or deadlinesHigh pressured environmentsUnmanageable workloadsJob insecurityHigh risk rolesPoor workplace culturePoor relationshipsLong working 

When spotting the signs of poor mental health, it iscrucial that managers are also aware of particulartriggers for distress within the workplace, which mayinclude:

“The stigma around mental health keeps too many people silent and that’s what wewant to stamp out at Morson, with good workplace mental health and wellbeingbeing our priority. We strive for a workforce who isn’t afraid of discussing mentalhealth with their bosses and co-workers, which is helping us to create a strongcompany culture that attracts and retains great talent. We’re on the cusp of change with mental health, similar to that which was seenaround health & safety in previous decades. Safety is paramount in many of thesectors that we operate in and whilst employers take great strides in protecting theirpeople from physical harm, the same effort is now needed to address mental illhealth.” Adrian Adair, operations director at Morson International

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CREATINGMENTAL HEALTHFRIENDLYCULTURES

“We strive for a happy andhealthy workforce whorecognise that they are valuedand supported, which in turndrives higher commitmenttowards organisational goalsand enhanced commercialperformance, as well asincreased morale andinnovation. Instead of reactivemeasures to manage sicknessabsence, we recognised thelong-term benefit ofpreventative initiatives thatmeant tackling mental healthhead on with a proactiveeffort. Regular catch ups,flexible working and peersupport are inexpensive waysto help those struggling withmental health issues, butcreating a culture where staffcan openly and confidentlytalk about mental health atwork is by far the mostimportant aspect.” Becki Ross, group head of HRat Morson

The survey helped to reveal what practical stepsorganisations could take to improve the way theymanage and support staff with mental healthconcerns. Two thirds (66%) of respondents said thatdeveloping the right culture was the best way toimproving mental health awareness. More than 60%said more support and access to education aroundmental health was also needed to combat the issueand a further 53% said an anonymous support linewould prove beneficial to them and their business.  Every business must begin with the basics and create astrong company culture where employees feel valued,supported and encouraged. Creating a culture wherestaff can be themselves makes it easier to speak aboutmental health concerns without fear. Research shows that workplaces with great culturesand high levels of wellbeing outperform theircompetitors. Caring for staff not only achieves yourorganisational duty as an employer, but also drivesquality, innovation and success.  Championing our employees’ mental wellbeing is partof the overall Morson Group strategy, showing ourworkforce that we are serious in giving them access tothe support and tools they need, as and when required. The decision to disclose a mental health concern is notone that people take lightly and an open and honestculture helps to stamp out any fear of discrimination toencourage staff to come forward. 

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Identify gaps in your mental health

aspirations and current practices to first

understand what additional

programmes and initiatives are

required.

Develop a mental health strategy that

is championed from the top down

through positive behaviours and

attitudes.

Ensure this strategy touches every

part of your organisation by building

wellbeing into core business values.

Address any negative perceptions and

opinions held by management and

those implementing the policies.

Train key staff in becoming mental

health champions, ensuring they are

handpicked based on personality,

empathy and other key traits.

Train existing and new managers on

mental health and make it part of their

line management role to spot the

signs.

Effectively communicate your mental

health and wellbeing resources to

staff.

Ensure staff working in all locations

can access the same resources and

support channels with ease.

Maintain momentum by ensuring

policies are reviewed regularly for

maximum impact and act on feedback

from staff throughout the business to

tailor policies to changing needs.

Ensure flexibility by recognising that

people need different adjustments in

the workplace.

“Failing to bring our mental wellbeingstrategy to life would have meant that itwas little more than words on a page,which would have only undermined whowe are as a business. Instead, we’vecreated an environment where anyone canvoice their concerns without fear, whichreally does deserve praise in a businesswith a makeup as diverse as ours.” Adrian Adair, operations director atMorson International

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A Morson guide to managing mentalhealth in the workplace:

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How can your industry improvemental health awareness? 

www.morson.com

CONCLUSION

Over the coming years, we expect mentalwellbeing to play an increasinglyprominent role within every business, yetthe attitudes of individual leaders willremain a major influencer on the rate ofadoption. Organisations with increasingskills shortages and strong leadership willhelp bring mental health in the workplaceto the fore, by recognising the numerouscommercial benefits it provides.  By celebrating good practice and sharingthe stories of what individuals face withinour own organisation, we hope that otherbusinesses can benefit from thisinformation and insight, and use it to helpto kick start their own wellbeing journey. 

“So many organisations say their peopleare their most important asset but thiscouldn’t ring more true at Morson. Weemploy people because of what theyprovide to the business using their ownminds and in return, we create open andsupportive working environments tomake sure they remain as mentallyhealthy as possible. We have prioritisedmental health by developing meaningfuland impactful mental, emotional andphysical wellbeing programmes thatsupport our staff and help them to thrive;and we hope other employers takeinspiration from what we’ve done tospark their own initiatives and commit topositive change.” Ged Mason, CEO of the Morson Groupwww.morson.com

As the UK’s No.1 technical recruiter,Morson International sources andsupplies specialist skills for projectsacross the UK and overseas, creatingbespoke recruitment solutionsspecific to client needs. Whether there’s a requirementaround niche skills, geographicallocation demands or high volumerecruitment, we supply the right skillswhere they’re needed the most. Operating across a range of industrysectors and within a global market,we continuously engage with anactive portfolio of more than 1.2millionpeople to ensure we have access tothe very best talent on the market. Our expertise in the permanent,contract and interim recruitmentmarket is unrivalled and we offerclients a range of innovativeapproaches to support their labourrequirements. 

Morson InternationalAdamson House2 Centenary WaySalfordUnited KingdomM50 1RD T: 0161 707 1516E: marketing@morson.com Whatever you are goingthrough, you can contact theSamaritans’ free helplinenumber 24 hours a day, 365days a year by calling 116 123. For more information aboutthe Balls to That campaignfrom Sale Sharks CommunityTrust, contactJack.Leech@salesharks.com.

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