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{{org_field_name}}

Registration Number: {{org_field_registration_no}}

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Mental Health and Wellbeing at Work Policy

1. Purpose

The purpose of this policy is to promote and support positive mental health and wellbeing for employees and other persons working at {{org_field_name}}, and to set out the arrangements for identifying, assessing and managing work-related risks that may adversely affect mental health.

{{org_field_name}} recognises that mental health can affect an individual’s health, safety and ability to work and that work-related factors, including excessive demands, insufficient support, poor working relationships, lack of role clarity, inappropriate working arrangements or organisational change, may contribute to work-related stress.

{{org_field_name}} will manage risks to employees’ health and safety, including risks associated with work-related stress, in accordance with its duties under the Health and Safety at Work etc. Act 1974 and the Management of Health and Safety at Work Regulations 1999.

This policy also supports compliance with the requirements applicable to care home services in Wales, including the Regulation and Inspection of Social Care (Wales) Act 2016 and the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended. In particular, {{org_field_name}} will ensure that:

• sufficient numbers of suitably qualified, trained, skilled, competent and experienced staff are deployed to provide the service safely;
• persons working at the service are fit to perform the work for which they are employed or engaged, taking account of any reasonable adjustments required;
• appropriate arrangements are in place for the support and development of staff;
• staff receive appropriate induction, supervision, appraisal, core training, specialist training where appropriate, and support to undertake further training relevant to their role; and
• staff are provided with the information they need to understand their responsibilities, the responsibilities of others and the policies and procedures applicable to their work.

{{org_field_name}} will comply with the Equality Act 2010 and will not unlawfully discriminate against an employee because of disability or any other protected characteristic. Where the legal duty to make reasonable adjustments applies, reasonable steps will be taken to remove or reduce substantial disadvantages experienced by a disabled employee.

This policy aims to:

• promote awareness of mental health and reduce stigma;
• identify and manage work-related factors that may create a risk of stress-related ill health;
• provide appropriate routes for employees to raise concerns about their health, safety or wellbeing;
• ensure that employees experiencing mental health difficulties are treated fairly and consistently;
• consider reasonable adjustments where required by law;
• support safe and appropriate return to work following sickness absence; and
• ensure that the health and wellbeing of staff is considered alongside the provider’s responsibility to maintain safe, effective and continuous care for individuals using the service.

2. Scope

This policy applies to:

• All employees of {{org_field_name}}, including full-time, part-time, agency, and temporary staff.
• Line managers and HR personnel, responsible for supporting employee wellbeing.
• Volunteers and students working within the care home.
• Senior leadership, responsible for ensuring a culture of support and accountability.

This policy covers:

• Mental health awareness and training.
• Workplace stress management.
• Support services and interventions.
• Managerial responsibilities in supporting employee wellbeing.
• Policies for workplace adjustments and return-to-work support.

3. Mental Health and Wellbeing at Work: Core Principles

At {{org_field_name}}, we believe that good mental health is key to a productive and safe work environment. Our approach is based on the following principles:

1. Wellbeing is a shared responsibility – All employees play a role in fostering a culture of openness and support.
2. Early intervention is key – Addressing mental health concerns proactively reduces stress and long-term absence.
3. Work-life balance is essential – Supporting flexible working arrangements, fair workloads, and reasonable adjustments reduces burnout.
4. Support must be accessible – Employees must have confidential access to support services, training, and wellbeing initiatives.
5. Zero tolerance for stigma or discrimination – Mental health challenges must be treated with the same urgency and care as physical illnesses.

4. Managing Mental Health at Work

4.1 Mental Health Awareness and Training

To create an informed and supportive workforce, {{org_field_name}} provides:

• Mental health awareness training for all employees to help them recognise signs of stress, anxiety, and depression.
• Specialist training for managers, equipping them with tools to support employees experiencing mental health challenges.
• Access to external mental health resources, such as helplines, charities, and online courses.

4.2 Identifying and Managing Workplace Stress

{{org_field_name}} will manage work-related stress as a health and safety risk.

In accordance with the Management of Health and Safety at Work Regulations 1999, {{org_field_name}} will ensure that suitable and sufficient assessments are undertaken of risks to employees’ health and safety arising from their work, including identified risks of work-related stress.

The assessment and management process will include, where relevant:

• identifying workplace factors that may cause or contribute to work-related stress;
• considering who may be affected and how they may be harmed;
• evaluating the level of risk and the adequacy of existing control measures;
• identifying and implementing additional measures where reasonably practicable to eliminate or reduce the risk;
• recording significant findings where required by law;
• communicating relevant control measures to affected employees; and
• reviewing the assessment where there is reason to believe that it is no longer valid or where there has been a significant change in the matters to which it relates.

Work-related factors that may require assessment include, but are not limited to:

• excessive or conflicting demands;
• unsafe or unreasonable workloads;
• staffing pressures;
• working hours and shift arrangements;
• insufficient rest;
• exposure to distressing, traumatic or challenging situations;
• bullying, harassment, violence or inappropriate behaviour;
• insufficient support;
• lack of clarity about an employee’s role or responsibilities;
• workplace relationships; and
• significant organisational or operational change.

Employees must be given an appropriate means of reporting work-related stress, unsafe working arrangements or other health and safety concerns to their line manager or another appropriate manager.

Where a risk is identified, {{org_field_name}} will consider appropriate control measures. These may include changes to workload, duties, working arrangements, staffing arrangements, supervision, support, working hours or other relevant workplace factors.

Any measures adopted must take account of the employee’s circumstances and the service provider’s continuing obligation to ensure that sufficient suitably qualified, trained, skilled, competent and experienced staff are deployed to meet the care and support needs of individuals using the service.

Individual concerns will be handled sensitively and information concerning an employee’s health will only be shared where there is a lawful and legitimate reason to do so.

4.3 Creating a Supportive Workplace Culture

• Encouraging open conversations about mental health in meetings and supervision sessions.
• Providing an Employee Assistance Programme (EAP) that offers confidential counselling and mental health support.
• Wellbeing champions – Trained staff members who provide peer-to-peer support and guidance.

4.4 Support Services and Interventions

Employees experiencing mental health challenges can access:

• Confidential counselling and therapy sessions, available through the EAP or NHS services.
• Flexible working arrangements, including phased returns, remote work, or temporary role adjustments.
• Regular check-ins with managers, ensuring support is consistent and effective.

4.5 Workplace Adjustments for Mental Health

{{org_field_name}} will comply with its duties under the Equality Act 2010 in relation to disabled employees.

A mental health condition may amount to a disability for the purposes of the Equality Act 2010 where the applicable statutory definition of disability is met. Where an employee is disabled and is placed at a substantial disadvantage in comparison with a person who is not disabled, {{org_field_name}} will consider and, where required by law, make reasonable adjustments.

Reasonable adjustments will be considered on an individual basis. No employee will be required to demonstrate that every person with the same condition would require the same adjustment.

Depending upon the employee’s needs, the nature of their role and what is reasonable in the circumstances, adjustments may include:

• changes to working hours or working patterns;
• a phased return to work;
• temporary or permanent alteration of particular duties where appropriate;
• redistribution of particular duties where reasonable;
• additional supervision or support;
• changes to workplace arrangements;
• time off for treatment, rehabilitation or assessment where appropriate;
• provision or modification of equipment;
• provision of information in an accessible format; or
• another reasonable measure capable of removing or reducing the substantial disadvantage.

The examples above are not exhaustive and do not mean that every adjustment will be reasonable or appropriate in every case.

When considering an adjustment, {{org_field_name}} will discuss the employee’s needs with them and may, where appropriate and lawful, seek occupational health or other relevant professional advice. Medical or occupational health information will be sought and processed in accordance with applicable confidentiality and data protection requirements.

Any adjustment affecting the employee’s duties or working arrangements must also be considered in the context of the service provider’s legal responsibility to ensure that the employee remains able, after reasonable adjustments have been made, to perform the tasks intrinsic to their role safely and that safe staffing arrangements are maintained.

Agreed adjustments will be recorded and reviewed where appropriate, particularly where the employee’s circumstances, health, duties or workplace arrangements change.

5. Responsibilities of Staff and Management

5.1 Responsibilities of Employees

Employees are encouraged to:

• Prioritise their mental health by seeking support when needed.
• Engage in wellbeing activities and take regular breaks.
• Communicate with managers about any workplace concerns.
• Be supportive colleagues, reducing stigma and promoting inclusivity.

5.2 Responsibilities of Managers and HR

Managers at {{org_field_name}} must:

• Create an open and non-judgmental environment where employees feel comfortable discussing mental health.
• Monitor staff workloads and address stress-related concerns.
• Recognise early signs of poor mental health and provide appropriate support.
• Ensure confidential reporting mechanisms are in place.

6. Absence, Return to Work, and Ongoing Support

6.1 Mental Health-Related Absence

Mental health-related sickness absence will be managed under the same sickness absence framework as other health-related absence, while taking account of the employee’s individual circumstances and any obligations arising under the Equality Act 2010.

Employees must follow {{org_field_name}}’s sickness reporting procedure and notify the appropriate manager of their absence within the timescales specified by the organisation.

For sickness absence lasting seven calendar days or fewer, an employee will normally be permitted to self-certify their sickness in accordance with the applicable sickness absence procedure.

Where sickness absence lasts for more than seven calendar days, including non-working days such as weekends and bank holidays, the employee may be required to provide appropriate medical evidence, normally a Statement of Fitness for Work, commonly referred to as a fit note, in accordance with statutory requirements and the organisation’s sickness absence procedure.

Where a fit note states that an employee “may be fit for work”, {{org_field_name}} will discuss with the employee whether appropriate changes or adjustments could enable a safe return to work. Where suitable arrangements cannot be agreed or implemented, the employee will be treated as not fit for work for the period covered by the fit note.

Where an employee’s mental health condition may amount to a disability under the Equality Act 2010, {{org_field_name}} will consider whether reasonable adjustments are required in relation to the employee’s work, working arrangements, absence management or return to work.

Information about an employee’s mental health or sickness absence will be handled confidentially and shared only where there is a lawful and legitimate need to do so.

6.2 Return-to-Work Process

• A phased return-to-work plan will be created in consultation with the employee and their healthcare provider.
• Adjustments such as reduced hours, workload modifications, or remote work may be implemented to ease the transition.

6.3 Ongoing Support and Review

• Employees returning from mental health-related absences will have regular check-ins with management.
• Adjustments will be reviewed periodically to ensure they continue to meet employee needs.

7. Workplace Wellbeing Initiatives

To promote overall mental wellbeing, {{org_field_name}} will:

• Provide staff wellbeing workshops, covering topics such as resilience, mindfulness, and stress management.
• Encourage physical activity, with options such as walking groups or fitness sessions.
• Implement mental health awareness campaigns, reducing stigma in the workplace.
• Recognise work-life balance by ensuring fair shift patterns and reasonable workloads.

8. Reporting Concerns and Seeking Help

8.1 How to Raise a Mental Health Concern

An employee who has concerns about their own mental health, work-related stress or the effect of working arrangements on their health should normally raise the matter with their line manager.

Where the employee does not feel able to approach their line manager, or where the concern relates to that manager, the employee may raise the matter with another appropriate manager, Human Resources or another person identified by {{org_field_name}} for this purpose.

A concern relating primarily to an employee’s own treatment at work, employment relationship, bullying, harassment, discrimination, working arrangements or other personal employment matter should normally be addressed through the appropriate management process or, where necessary, the Grievance Policy.

Where the concern involves alleged discrimination or harassment relating to disability or another protected characteristic, the matter will be addressed in accordance with the Equality Act 2010 and the organisation’s relevant grievance, equality or dignity-at-work procedures.

The Whistleblowing (Speaking Up) Policy should be used where a worker is making a disclosure that may constitute whistleblowing under the Employment Rights Act 1996. This includes circumstances where the worker reasonably believes that the information disclosed tends to show specified wrongdoing and reasonably believes that the disclosure is in the public interest.

Specified wrongdoing may include, among other matters:

• a criminal offence;
• a failure to comply with a legal obligation;
• a miscarriage of justice;
• danger to the health or safety of any person;
• environmental damage; or
• deliberate concealment of information relating to specified wrongdoing.

A personal grievance or individual complaint does not automatically constitute whistleblowing. However, a matter affecting an individual employee may also amount to a protected disclosure where the statutory requirements for whistleblowing are met.

No worker will be subjected to unlawful detriment or dismissal because they have made a protected disclosure in accordance with the law.

Where a concern indicates an immediate risk to the health or safety of an employee, an individual using the service or another person, the matter must be escalated immediately in accordance with the organisation’s health and safety, safeguarding or emergency procedures, as applicable.

8.2 External Support Available

Employees will be provided with information on:

• Mental health helplines (e.g., Mind, Samaritans, NHS services).
• Local counselling and therapy services.
• Financial and legal support services, if required.

9. Related Policies

This policy should be read alongside:

• Health and Safety at Work Policy​.
• Staff Supervision, Training, and Development Policy​.
• Whistleblowing (Speaking Up) Policy​.
• Disciplinary and Grievance Policy​.
• Flexible Working Policy.

10. Policy Review

This policy will be reviewed annually or earlier if required, based on staff feedback, legal updates, and CIW requirements.

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Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.