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This year’s World Mental Health Day theme is “It’s time to prioritise Mental Health in the Workplace.” What does World Mental Health Day mean to you personally as a leader, and why must businesses recognise it?
World Mental Health Day is a timely reminder to reflect on how we are supporting our well-being and that of our families, colleagues, and the community at large.
As a leader, it means recognising the role that mental health plays in any business’s overall success and sustainability. In the workplace, we expect our people to give their best, but this cannot happen if they are struggling with mental health issues. When employees are physically and mentally healthy, they are more engaged, productive and innovative.
Therefore, prioritising mental health is not just a moral obligation for businesses; it’s a smart business strategy.
What long-term strategies is Standard Chartered Bank implementing to ensure that mental health remains prioritised in your organisational culture?
At Standard Chartered, we take the mental health of our employees seriously. We have several initiatives in place that directly support our staff’s mental well-being. For instance, we have over 130 trained Mental Health First Aiders across Africa and the Middle East. These individuals provide crucial first-line support and guidance to those experiencing mental health challenges.
Additionally, our Employee Assistance Programme (EAP) is available 24/7 to provide confidential counselling to employees and their families.
Our Wellbeing Champions initiative also trains employees to provide peer-to-peer support, creating a network of resources within the organisation.
We also have an App called “Unmind” that was designed to help our employees understand, support, and improve their mental health. The app allows them to receive support from managing stress to sleeping better to improving their focus.
Finally, we provide opportunities for colleagues to lead active lives by providing gym memberships and sponsoring their participation in various sporting events like the Bankers’ Gala, Rwenzori Marathon, Nairobi Marathon, Rotary cancer run, MTN Marathon, and any other industry initiatives. We also organise bank-wide exercise initiatives like Zumba and aerobics to support their well-being.
We also provide health insurance and counselling services for our employees and their loved ones to ensure they are continuously supported when they need it.
These long-term strategies ensure that mental health is embedded in our culture, and we continually measure their effectiveness through employee feedback and well-being surveys.
Providing these resources is one thing, and employees fully embracing them is another. How do you encourage employees to utilise your organisation’s mental health resources and initiatives?
One key aspect of ensuring our employees embrace these resources is consistent communication and creating a safe space for mental health conversations without stigma.
We actively promote mental health initiatives through internal campaigns and encourage employees to use resources like the EAP and the Unmind app, which helps them manage stress and improve focus. For those hesitant or uncomfortable discussing their issues, we rely on our Mental Health First Aiders, Wellbeing Champions and counsellors, who act as trusted points of contact, offering a listening ear and reassurance that no judgment is involved.
Our Leaders also play a crucial role in the day-to-day management of colleagues and openly have discussions around mental health experiences, showing that mental health issues are common and should be addressed without shame.
One of the stumbling blocks to getting help for mental health issues is stigma. What steps have you taken to break the stigma around mental health in your organisation?
The stigma around mental health is a huge challenge, but we are taking deliberate steps to tackle it. We start by normalising conversations about mental health on various platforms, including our East Africa-wide “Engage to Elevate” Series.
We create an open dialogue through awareness campaigns and encourage leadership and colleagues to talk about these issues. By training Mental Health First Aiders and Wellbeing Champions, we have individuals across the organisation who actively work to reduce stigma by being approachable and supportive.
Furthermore, we challenge stereotypes and emphasise that seeking help is a sign of strength, not weakness. We want to create an environment where discussing mental health is as normal as discussing physical health.
Our Human resources team is also always available to support our colleagues should they need assistance.
What role does leadership play or should play in promoting mental health within an organisation?
Leadership is instrumental in fostering a mentally healthy workplace. When leaders prioritise mental health, it sets a tone for the rest of the organisation.
At Standard Chartered, we ensure that mental well-being is part of our leadership agenda and hold our leaders accountable by conducting “My Voice Surveys,” where colleagues tell us how they feel about the organisation, its culture, its leaders, and many other issues. We then proceed to come up with team action points to address any issues as they arise and track them.
Our Leaders are continuously trained to “Inspire, Aspire, and Execute.” This requires them to lead with empathy and support should they recognise signs of mental health struggles.
We advocate for prioritising mental health as an essential component of effectiveness and productivity and encourage self-care and personal well-being.
What advice would you give other leaders about setting a positive example regarding mental well-being?
As leaders, it’s crucial to model the behaviours we want to see. Be open about mental health, sharing your own experiences to reduce stigma.
Prioritise work-life balance and encourage your teams to do the same by setting boundaries and respecting their personal time.
Make mental well-being part of your leadership agenda, whether through promoting mindfulness, flexible working arrangements, or offering access to professional support. Most importantly, this will foster a culture of psychological safety, where team members feel comfortable discussing challenges without fear of judgment or repercussion.
Relatedly, what advice would you give younger professionals regarding mental health in their careers?
For young professionals, the early years of your career can be demanding, so it’s essential to prioritise your mental health from the start. Recognise that stress is part of any career, but it’s how you manage it that makes the difference. Develop healthy coping mechanisms—whether it’s mindfulness, physical exercise or maintaining a strong support network. Don’t be afraid to seek help when needed, and remember that mental health is just as important as physical health. Balance your ambition with self-care, and don’t hesitate to set boundaries to protect your well-being as you grow in your career.
How do you personally manage your mental health, given the pressures and demands of being a CEO? What are your coping mechanisms for staying sane in the fast lane?
As a CEO, I prioritise my mental health by setting clear boundaries to maintain a work-life balance, ensuring I have time for personal self-care. I incorporate mindfulness and meditation into my routine to stay grounded, and regular physical exercise helps me manage stress and stay focused.
I rely on trusted mentors and advisors for support during challenging times and effective time management along with delegation prevents burnout. Most importantly, I lead by example, fostering a culture of openness around mental health within my organization, encouraging my team to prioritize their well-being without fear of stigma.
How does your Standard Chartered Bank ensure the success or impact of its mental health initiatives?
We measure the impact of our mental health initiatives through employee engagement surveys, feedback on the usage of our support tools, and by tracking key metrics such as absenteeism and productivity levels as well as feedback from our employees.
We also offer all our employees mandatory annual leave as well as other types of leave like sick leave, compassionate leave, study leave, parental leave and Garden leave, among others. We respect that all our employees are in different phases of life and that life happens so if they need a break to re-energise, we all it as healthier employees lead to lower turnover rates, fewer sick days and higher levels of engagement and productivity. Ultimately, a mentally healthy workforce is a more resilient and high-performing one.
What have been the most significant challenges your Bank has faced in implementing mental health initiatives, and how have you overcome them?
The challenges we face are general, and they include less awareness about mental health and how to effectively support those who are struggling.
While we have made significant progress, it takes time to shift deeply ingrained beliefs, especially cultural beliefs. To overcome this, we continue to build awareness and provide education around mental health. We have also focused on ensuring that our initiatives are not just one-off programs but are part of a long-term, sustained effort. Another challenge is making sure that employees feel comfortable using the available resources, which is why we actively promote them and ensure they are accessible to all.
If there’s one takeaway or message you’d like to share with your employees or the wider public this World Mental Health Day, what would it be?
On World Mental Health Day, I want to remind us all of the power of connection. In Uganda, our culture of togetherness is one of our greatest strengths. Mental health thrives when we lean on each other, offering support and understanding in our homes, workplaces and communities. It’s vital to create spaces where we can express our struggles without fear and where asking for help is met with compassion. Remember, taking care of your mental well-being is not a sign of weakness but a step toward living a fuller, more balanced life and by doing so, you empower others to do the same.