In recent years, the conversation around workplace mental health has shifted from a ‘nice to have’ to a business-critical issue. For boards, this evolution presents both a challenge and an opportunity: the challenge of addressing complex, often hidden risks, and the opportunity to lead with empathy, foresight, and accountability.
As board directors and governance professionals, we have a responsibility to ensure that mental health is not treated as a standalone HR issue but embedded into the DNA of how organisations operate and make decisions.
Here are key ways boards can, and should, prioritise mental health within their governance strategy:
- Make Mental Health a Strategic Priority
Boards must explicitly position mental health as a strategic governance issue. This includes integrating it into the broader ESG (Environmental, Social, and Governance) agenda and approving a dedicated mental health and wellbeing strategy that aligns with organisational goals. Leadership should be held accountable for its implementation, outcomes, and reporting. - Integrate Mental Health into Risk Oversight
Mental health should be assessed as both an operational and reputational risk. Poor mental health can impact everything from productivity and turnover to legal exposure and brand reputation. Boards should request regular reporting on wellbeing indicators, absenteeism trends, and staff turnover to identify patterns and address underlying causes. - Promote a Culture of Psychological Safety
Culture starts at the top. Boards can influence tone by encouraging open dialogue, supporting de-stigmatisation initiatives, and ensuring that leaders model behaviours that promote psychological safety. Leadership training in mental health literacy is no longer optional, it is essential. - Review Policies Through a Wellbeing Lens
Boards should regularly review organisational policies to ensure they support employee mental health. This includes flexible working arrangements, access to mental health services, and workload expectations. Benchmarking these policies against industry standards can help ensure they remain competitive and relevant. - Appoint a Mental Health Champion at Board Level
Whether it’s a designated Non-Executive Director or a C-suite lead, having a mental health advocate ensures the topic receives the attention it deserves at the highest levels. This person can help drive accountability, monitor progress, and keep wellbeing firmly on the boardroom agenda. - Listen, Then Lead
Employee voice matters. Boards should champion staff engagement surveys, wellbeing pulse checks, and other listening mechanisms to understand the lived experience of employees. Acting on this feedback demonstrates commitment and builds trust. - Embed Mental Health into Governance Processes
Incorporating mental health considerations into committee charters, especially People and Culture, Remuneration, and Risk, ensures it is regularly reviewed as part of ongoing board business. It also encourages systemic thinking around the interdependencies between wellbeing, performance, and sustainability. - Bring in the Experts
Partnering with psychologists, wellbeing consultants, or industry mental health bodies brings external perspective and credibility. Boards should stay abreast of best practice and consider joining public commitments or industry coalitions to demonstrate leadership and transparency.
Conclusion
Boards that take mental health seriously are not only fulfilling their duty of care, they are building resilient, high-performing, and future-ready organisations. It’s time mental wellbeing was recognised as a core pillar of good governance.
Let’s lead the way.
