Mental health in the workplace: a measurable lever for success

What if mental health were to become a key indicator of business success? Behind the figures and the results, a revolutionary and (almost) silent advance is taking place: that of well-being at work. This subject, long relegated to the background, is now emerging as a strategic issue, as much for economic performance as for human fulfilment.

The figures speak for themselves

According to the World Health Organisation (WHO), depression and anxiety cost the global economy almost 1,000 billion dollars a year in lost productivity.
In France, the Empreinte Humaine 2024 barometer reveals that 44% of employees say they are in psychological distress, and 17% are at risk of burnout. These figures, which have been rising since the health crisis, demonstrate the urgent need for action.

The direct impact on collective performance

Companies that invest in the mental health of their employees are seeing a significant return on their investment. A study by Deloitte (2022) estimates that each euro invested in preventing psychosocial risks yields an average return of €5, thanks to lower absenteeism and staff turnover and increased productivity. In France, mental health-related absenteeism is estimated to account for 20% of work stoppages, costing companies over €3 billion a year (source: Malakoff Humanis, 2023).

Corporate culture and commitment: the virtuous circle

In the latest episode of the 𝗖𝗔𝗥𝗘 series, Benjamin Le Botland gives the floor to Claire Garin, who reminds us that corporate culture plays a decisive role in the psychological balance of teams. According to the OpinionWay survey for Empreinte Humaine (2024), 83% of employees believe that the support of their superiors is essential for preserving their mental health. Yet only 38% feel that their company is taking concrete action in this direction.

On the other hand, companies that promote well-being at work report increased commitment, and a climate of trust reduces the risk of burnout by 50% (source: Harvard Business Review, 2022).

Preventing burnout rather than curing it: concrete levers

Adopting a healthy organisation, respecting individual rhythms, encouraging flexibility and balanced time management are all levers for preventing burnout. And towards lasting success!

💡WHAT WE REMEMBER :

✅ Burnout should never be an indicator of performance or commitment.

✅ Companies have a major responsibility in preserving the mental health of their teams.

✅ A culture of care, listening and respect for work rhythms is essential to guarantee lasting success and prevent psychosocial risks.

In short, mental health is no longer a taboo subject: it is becoming a key indicator of collective success. Investing in well-being means investing in performance, but also in people. The figures speak for themselves: it’s time to act.

🚀 What about you?

Does your company or your project incorporate a real policy of well-being at work? Talk about it, share your experience, because feedback and innovative ideas are invaluable for changing practices and inspiring new models.