World Mental Health Day, marked on 10 October, is a timely reminder that employee wellbeing deserves attention all year round. For CEOs and managers, creating a workplace where people feel supported, valued and able to thrive is not simply a nice-to-have. It is an investment in the people who make a business successful.

Competitive salaries and benefits remain important when attracting and retaining talent. But there is more to happiness at work than being paid well. Employees also want to feel respected, connected to their colleagues, supported by their managers and able to maintain a healthy balance between work and their personal lives.

For organisations across the maritime industry, where pressures can be significant both at sea and ashore, these factors deserve particular attention.

Wellbeing is everyone’s responsibility

Employee wellbeing is sometimes viewed as the responsibility of HR alone. In reality, it needs commitment from the entire organisation, starting at the top.

Senior leaders influence workplace culture through the behaviours they demonstrate, the expectations they set and the resources they make available. Managers, meanwhile, play a crucial role in shaping the everyday experience of their teams.

A culture in which employees feel unable to admit they are struggling can allow problems to escalate. Conversely, when people feel safe to speak openly and ask for support, organisations have a better opportunity to address concerns before they become more serious.

Spinnaker’s HR Initiative Awards demonstrate how many maritime businesses are taking practical steps to create more supportive workplaces. The initiatives recognised through the awards show that improving wellbeing does not always require a complete overhaul of company policy. Sometimes, small but thoughtful changes can make a meaningful difference.

Six ways to support employee wellbeing

1. Employee Assistance Programmes (EAPs)

An Employee Assistance Programme gives employees access to confidential support for personal and professional challenges. Depending on the provider, this may include counselling, financial guidance, legal information and advice on family or relationship difficulties.

For employees dealing with challenges outside work, knowing that help is available can provide valuable reassurance. Employers should ensure that staff understand how to access their EAP and feel confident using it without fear of judgement.

2. Mental Health First Aiders

Mental Health First Aiders can provide an initial point of contact for colleagues who are experiencing emotional distress or struggling with their mental health. They can listen without judgement, offer reassurance and help individuals find appropriate professional support.

They are not a substitute for clinical care, nor should they be expected to resolve complex problems themselves. Their value lies in helping to create a culture where conversations about mental health become more normal and asking for help feels less daunting.

3. Manager training

Managers do not need to be mental health specialists, but they should have the skills and confidence to recognise when someone may be struggling.

Training can help managers hold sensitive conversations, identify potential signs of stress or burnout, understand the importance of reasonable adjustments and signpost employees to appropriate support.

There is also a commercial benefit to getting this right. Managers who listen, communicate clearly and treat people fairly are better placed to build trust and understand what their teams need to perform at their best.

4. Flexible working and ‘duvet days’

Flexibility can help employees manage the competing demands of work and personal life. Where roles allow, options such as adjusted working hours, hybrid working or occasional wellbeing days can give people greater control over their schedules.

Some employers also offer informal ‘duvet days’, allowing employees to take an occasional day to rest and recharge when they feel overwhelmed.

These arrangements need clear guidelines and should complement, rather than replace, appropriate sickness absence policies and access to professional support. The key is to consider whether existing working practices help people thrive or create unnecessary pressure.

5. Quiet rooms and dedicated spaces

Not every wellbeing initiative needs to involve a formal programme. A quiet room or calm space can give employees somewhere to step away from a busy office, take a short break or gather their thoughts.

For workplaces where noise, interruptions and constant communication are part of everyday life, providing somewhere peaceful can be a simple, practical way to support concentration and reduce stress.

6. Mindfulness and opportunities to connect

Mindfulness sessions, guided relaxation, gentle exercise and walking groups can encourage employees to take a break from their usual routines. Informal opportunities to connect with colleagues can be equally valuable, particularly for people who work across different teams or locations.

The most effective initiatives are those that employees genuinely want to use, rather than activities introduced simply to demonstrate that a wellbeing policy exists.

Article written with the help of AI