The moral case, the legal case, and the financial case
Stress is becoming a plague to the modern world with statistics showing that it is on the rise. Approximately 1 in 4 people in the UK will experience a mental health problem each year. 1 in 6 workers will experience depression, anxiety or problems relating to stress at any one time,
Levels of stress are undoubtedly higher during the current pandemic. The Office for National Statistics (ONS) said its regular update on wellbeing showed the number of people over 16 reporting deep levels of concern and stress had more than doubled since late 2019. The ONS also found that people were more worried about the impact this pandemic was having on their wellbeing than on their work or finances.
There are financial, legal and ethical reasons why tackling stress in the workplace and improving wellbeing make sense for organisations, and given the recent rise in stress this subject is even more important.
These three areas are intrinsically linked:
The Moral Case
The rate of work-related stress, depression and anxiety accounted for 44% of work-related ill health and 54% of working days lost in 2018/19. The Labour Workforce Survey found the total number of working days lost due to work related stress in in the same year was 12.8 million.
1 in 5 people take a day off due to stress. Importantly 90% of these people cited a different reason for their absence. This means that cause of sickness data may considerably underestimate stress as a causal factor. In the workplace in general ‘burn-out’ has become such a serious health issue that it has been reclassified by the World Health Organisation. Within the agency’s manual, known as the International Classification of Diseases (ICD), burn-out is officially listed as an ‘occupational syndrome’.
The Financial Case
In 2019, data from Vitality’s Britain’s Healthiest Workplace study found that in 2018 British businesses lost the equivalent of £81bn as a result of ill-health related absence and presenteeism (employees who are not fully functional within the workplace), a £4bn increase on 2017.
Mental health was found to be a significant driver of productivity loss, accounting for £38bn of the total cost to businesses last year. Much of this was specifically from workplace stress. Some companies were able to demonstrate a 30-40% reduction in productivity loss linked to ill-health compared to other companies. These companies had a deep-seated culture of health, capable line managers who supported employees, and high awareness and participation in health and wellbeing programmes.
It is thought that three-quarters of ill-health related productivity loss could be addressed through health and productivity strategies that are engaged with.
The Institution of Occupational Safety and Health (IOSH), the world’s biggest professional health and safety membership organisation, estimated that every £1 invested in occupational health and safety generates a return of £2.20.
The Legal Case
There are technically no laws relating specifically to stress in the workplace, but it’s covered under several including the Health and Safety at Work Act 1974 and the Disability Act 2010. Employers have a specific duty under the Management of Health and Safety at Work Regulations 1999 to undertake risk assessments.
Given there are no specific laws around stress, the law has developed through case law. Civil and crown court proceedings can be costly, cause damage to reputation, and should be avoided.
The picture is worse within the veterinary sector
Within the veterinary sector an RCVS survey of veterinary surgeons found that almost 90% reported that veterinary work is stressful. Half of vets thought stress levels were one of the two top challenges to the profession. The 2016 BVA’s Voice of the Veterinary Profession survey found that a third of vets had significant concerns about their mental health and wellbeing in the last year, and nearly half were unsure whether they would be able to recognise the signs of mental ill-health in a colleague. Vetlife the helpline for the profession said 2019 was the busiest in its 28-year history, with a record 3,117 contacts, while the suicide rate among vets remains nearly four times the national average.
Within the veterinary sector an RCVS survey of veterinary surgeons found that almost 90% reported that veterinary work is stressful.
Less than 30% of respondents in the RCVS survey reported that they often had energy to spare and felt relaxed. This affects both work-life balance and performance. BVA found that 37% of vets were actively thinking about leaving the profession. Vets are more likely to suffer burnout and consider leaving the profession if they don’t feel valued, don’t feel like they fit in, or don’t have role models.
It’s time to change the workplace culture. Everyone in the veterinary profession has a moral duty to improve these dreadful statistics. Stress management and wellbeing training can be a useful part of an overall strategy to stem this tidal wave of poor wellbeing.
With all those compelling reasons, be it ethical, financial, or legal, can we afford to NOT to prioritise wellbeing and stress reduction?
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