As investors, we want the companies in which we invest to be successful. A universal problem for companies is how to support and nurture a workforce to protect its mental health.
According to the Global Health Data Exchange, approximately 15% of the world’s working population experience a mental disorder at any given time. We believe that the stark human and economic costs associated with poor mental health represent a substantial obstacle to companies’ success. Put simply, employers are losing billions of pounds because employees are less productive, off sick or leaving work all together.
With the support of Chronos Sustainability, and an Expert Advisory Panel including Paul Farmer (former CEO of the charity Mind), Lord Dennis Stevenson, the Principles for Responsible Investment and others, CCLA built a set of assessment criteria. In Q1 2022, we used these criteria to evaluate and score the 100 largest UK-listed companies with more than 10,000 employees on their public disclosures. On 26 May 2022, the CCLA Corporate Mental Health Benchmark UK 100 was launched. We didn’t stop there, on 10 October 2022, we launched the CCLA Corporate Mental Health Benchmark Global 100. We now launch a UK and global benchmark annually.
Our award winning corporate mental health benchmarks are the culmination of sustained collaboration with workplace mental health experts, data providers, charities and UK-listed and global companies. As responsible investors, we want our companies to be successful and to make a positive difference in their sphere of influence. Successful companies safeguard staff mental health because in doing so they also safeguard their economic success.
The benchmark is now starting to serve as an important engagement tool and accountability mechanism for a growing global coalition of investors and asset owners. As of 31 December 2025, we have a coalition of investors representing £7.3 trillion combined.
Benchmarks
Why is mental health an investor concern?
Few would disagree that companies have a moral duty to provide their workers with a psychologically safe place of work. Watch Elizabeth Sheldon, COO, and Amy Browne, Stewardship Lead, explain why investors should be concerned about mental health.
Why should employers address mental health in the workplace?
Despite increasingly frequent discussion in everyday life, one of the biggest obstacles to good workforce mental health is a reluctance to talk about it. Stigma around mental ill-health is real, and it persists.
The Marmot Review and The Stevenson / Farmer review highlight how ‘Good work’ – including autonomy, equality, fair pay, work–life balance, professional progression and the absence of bullying and harassment – can promote and enhance mental and physical health. It can optimise workforce productivity, help to maintain high morale and minimise absenteeism and tension between colleagues. It can also provide economic security, social connection, opportunity and a sense of purpose.
On the other hand, discrimination and poor working conditions can result in stress and limits the ability of individuals to get on and thrive in work (ISO).
In England alone, mental ill-health at work is estimated to cost nearly £110 billion annually due to factors such as staff turnover, presenteeism, economic inactivity and sickness absence. More than 16 million working days were lost in Great Britain in 2023/24 due to work-related stress, depression or anxiety. The good news is that with committed leaders and thoughtful programmes, the cost to employers of poor workplace mental health can be mitigated.
‘Good health and wellbeing: ensure healthy lives and promote wellbeing for all at all ages’; this is the United Nation’s third Sustainable Development Goal (SDG). Although the emphasis is on physical health, the third progress assessment relates to, ‘non-communicable diseases, mental health and environmental risks.’
The SDGs were adopted by all UN member states in 2015 as a universal call to action to end poverty and ensure a better planet for future generations. Importantly, it is recognised that action in each of these areas is interlinked. The mission cannot and will not be realised unless we take mental health – as part of the 17-piece SDG jigsaw – seriously. Achieving the SDGs requires a cohesive effort by governments, the private sector, civil society and citizens alike. Employers must do their bit.
What have we found?
Business concern around workplace mental health is growing, thanks not only to a growing body of evidence on the financial costs associated with poor health, but also greater awareness by the public and investors. The CCLA Corporate Mental Health Benchmarks provide a window into how more than 200 of the world's largest listed companies approach and manage workplace mental health, based on their published information.
Fully integrating mental health into business strategies and reporting cycles takes time and each company is at a different stage in its own journey. Where disclosure on workplace mental health is absent, investors are unable to assess the effectiveness of a company’s management controls or its performance relative to peers. The results of the CCLA Corporate Mental Health Benchmarks show that while encouraging progress is being made, there is much work still to be done.
Key findings from the 2026 global 100+ report
A majority of companies recognise mental health as a business issue, but only half describe related risks and opportunities
Of the benchmarked companies, 94% recognise mental wellbeing as a relevant area of management focus. Yet fewer than half (45%) go further and make the business case, setting out the commercial drivers behind managing mental health in the workplace.
Investment in employee mental health support and awareness raising remains widespread
Provision of mental wellbeing services continues to be almost universal, with 98% of the assessed companies offering at least one support mechanism, such as employee assistance programmes, counselling services or digital mental health apps, and 86% providing multiple mechanisms. There has been a slight drop in companies reporting on internal programmes to raise awareness of mental health among their employees (69% compared to 75% in 2025).
Companies do not appear to be using workforce wellbeing data to measure impact and drive their mental health approach
Almost all (96%) of the benchmarked companies collect employee engagement data, yet fewer than one in four (23%) use the resulting insights to inform their mental health strategy. A similar pattern appears with support and awareness raising initiatives: while most companies (98%) invest in support services and awareness-raising on mental health, fewer than one in three (31%) disclose the uptake of such initiatives and only a handful (10%) report on key performance indicators that are used to measure the impact of their workplace wellbeing strategy.
A lack of targeted mental health training for line managers is creating risks for employees experiencing poor workplace mental health
Just 36% of the assessed companies report that training is provided to line managers, despite the central role that line managers play in supporting day-to day wellbeing. Effective training typically covers identifying and responding to employees who need support, adjusting job stressors, and recognising and engaging with team members experiencing mental health issues.
Few companies are signalling leadership through senior management advocacy on workplace mental health
Among the benchmarked companies, only 15% of CEOs have made a public commitment to workplace mental health within their company’s reporting. While roles such as chief people officer may also speak to this issue, a commitment from the CEO carries particular weight: as the individual ultimately accountable for the organisation’s overall strategy and culture, the CEO can signal that mental health is a core business priority rather than a matter delegated to a single function.
Recommendations
We encourage all listed companies – regardless of size, location or sector – to reflect on the findings in this report and take meaningful action to strengthen workplace mental health. In particular, we recommend that companies:
- Demonstrate a leadership commitment to mental health at the highest level.
- Develop and publish a robust workplace mental health policy.
- Set measurable mental health objectives and report on progress.
- Promote good work practices that support mental wellbeing.
- Engage employees in programme design and awareness-raising.
- Support line managers with training and practical tools.
- Collaborate externally to advance best practice.
