As World Suicide Prevention Day is marked on 10 September, Fair Play Talks explores how employers can move beyond simply telling people to “speak up” – by helping managers spot when something is wrong, creating safe routes into professional support and addressing workplace conditions that can contribute to distress.
More than 720,000 people die by suicide worldwide every year, according to the World Health Organization, with the consequences extending through families, friendships, workplaces and communities. The International Association for Suicide Prevention, in partnership with the World Health Organization, established World Suicide Prevention Day in 2003.
This year marks the third and final year of the 2024–2026 theme “Changing the Narrative on Suicide”, accompanied by the call to action “Start the Conversation”. But changing the narrative is not simply about encouraging somebody experiencing suicidal thoughts to speak. It also requires challenging stigma, improving access to appropriate support and creating environments where people feel safe enough to ask for help.
For employers, that distinction matters. An organisation may offer an Employee Assistance Programme (EAP), counselling or mental health training, but those measures have limited value if employees fear that speaking openly about serious distress could damage how others perceive, treat or promote them. The evidence also suggests that some employees may be dealing with several pressures at once.
MEN CONTINUE TO ACCOUNT FOR MOST SUICIDE DEATHS
The gender disparity remains stark. The latest finalised figures from the Office for National Statistics recorded 6,190 suicides in England and Wales in 2024. The suicide rate among men stood at 17.6 deaths per 100,000, compared with 5.7 per 100,000 among women – meaning the male rate was more than three times higher. Men aged 50 to 54 recorded the highest suicide rate of any age and sex group, at 27.5 deaths per 100,000. The pattern extends beyond the UK.
Movember’s international Real Face of Men’s Health research repeatedly identifies suicide as a major contributor to premature male mortality. In Australia, suicide is the leading cause of death among men aged 15 to 44, while men account for around four in every five suicide deaths in Ireland.
The evidence reinforces a persistent reality – men are disproportionately likely to die by suicide, even though suicidal distress can affect anyone.
WHY TELLING MEN TO ‘TALK MORE’ IS NOT ENOUGH
Movember’s research challenges the idea that men who hesitate to seek support simply refuse to look after themselves.. Expectations around masculinity and self-reliance can matter. Stigma, poor experiences of healthcare, limited access to appropriate support, social isolation and fears about how others may perceive help-seeking can also discourage men from reaching out.
Movember’s Irish research is particularly relevant for employers because GPs identified fear about potential career consequences, alongside stigma, expectations of self-reliance and inadequate support networks, as potential barriers to men seeking mental health support. That raises an important question: What good is workplace mental health support if employees do not believe it is safe to use?
Fair Play Talks has previously explored how employers can create more supportive workplaces around suicide prevention. Earlier coverage also highlighted practical steps employers and colleagues can take when they are worried about somebody’s mental health. The latest evidence suggests those conversations remain crucial – but organisations also need to provide the confidence, psychological safety and infrastructure that allow them to happen.
SPOTTING WHEN SOMETHING MAY BE WRONG
Someone experiencing severe distress will not necessarily tell colleagues, friends or relatives what they are going through. Movember therefore encourages people to pay attention to changes from somebody’s usual behaviour.
Potential signs can include changes in sleep or eating, neglecting personal care, withdrawing from social situations, missing activities they would normally enjoy, becoming unusually quiet or irritable, or talking more about death, dying or hopelessness.
Dr Zac Seidler, Global Director of Men’s Health Research at Movember, said: “Each year we witness the toll of silent suffering, and it’s obvious that something needs to change. We all have a role to play in preventing suicide, and it starts with recognising the signs of poor mental health in those around us. It’s often small changes in behaviour that can signal someone in real distress. Reaching out and checking in, can make all the difference, in fact, it might just save their life.”
For workplaces, that does not mean expecting colleagues or line managers to diagnose somebody’s mental health. It means helping people recognise when a colleague appears significantly different from their usual self – and giving them enough confidence to check in.
ASK, LISTEN, ENCOURAGE ACTION AND CHECK IN
Movember recommends a simple four-step approach known as ALEC, originally developed by R U OK?, for starting a conversation with somebody who may be struggling.
- Ask. Ask how the person is feeling and mention changes you have noticed. Movember suggests prompts such as, “You haven’t seemed yourself lately – are you feeling OK?” If someone says they are “fine” but you still feel concerned, trust your instincts and ask again.
- Listen. Give the person your full attention without judgement. You do not have to diagnose the problem or immediately find a solution.
- Encourage action. Help them think about practical next steps, involve other trusted people where appropriate and seek professional support when needed.
- Check in. Follow up. A message, phone call or follow-up conversation can remind someone that people still care about them.
- The principle is particularly important when considering men’s mental health. Support does not always have to begin with the person who is struggling finding the words to ask for it. Sometimes somebody else needs to notice.
SUICIDAL THOUGHTS CAN BE INTERRUPTED
Samaritans’ World Suicide Prevention Day campaign offers an important and hopeful message: people can interrupt suicidal thoughts. In a survey of people with lived experience of suicidal thoughts, 60% said someone close to them, such as a friend or family member, had interrupted those thoughts, while 14% said a stranger or someone they did not know had done so.
The charity stresses that people do not have to be experts to make a difference. Small interruptions and acts of connection can help someone experiencing suicidal thoughts.
For workplaces, the message is significant. Sometimes it may be a colleague rather than HR, occupational health or a clinician who first notices that something is wrong. The message from Movember and Samaritans is therefore remarkably similar: Notice. Ask. Listen. Stay connected.
MOST EMPLOYEES WANT TO HELP – BUT MANY DO NOT KNOW HOW
Research from Mental Health First Aid England (MHFA England) reveals a significant gap between people’s willingness to help and their confidence in doing so. In a nationally representative survey of 2,000 working UK adults, 74% said they would ask a colleague if they feared that person might be experiencing suicidal thoughts.
Yet only 40% said they would feel comfortable talking about suicide with a colleague. More than half – 52% – said they lacked the confidence or skills to ask somebody directly about suicide. Another 43% worried about how the person might react, while nearly 29% feared that asking could “put the idea in their head”.
“It’s not a lack of compassion that holds people back, it’s a lack of comfort, confidence, clarity and sometimes permission,” said Sarah McIntosh, Chief Executive of MHFA England. “Changing the narrative means making suicide something we can talk about safely, in the workplace and beyond, not something to fear or avoid.”
The research also revealed gaps in organisational strategy. Just 37% of respondents said suicide prevention was part of their employer’s mental health and wellbeing strategy. And while 65% felt confident signposting somebody to support, only around one in three said they actually knew where to direct a colleague who needed help.
Respondents said measures including confidential mental health services, training for managers, wider suicide-prevention education, Mental Health First Aiders, peer-to-peer support and normalising conversations about suicide could make a difference.
“Suicide prevention must be embedded into an organisation’s mental health and wellbeing strategy. It requires a considered, proactive approach,” McIntosh added.
The challenge for employers may therefore be less about persuading people to care and more about giving them the confidence, permission and infrastructure to act when they do.
YOUNGER WORKERS MAY BE MORE WILLING TO ASK
The MHFA England research also revealed an interesting generational difference. More than eight in 10 employees aged 18 to 24 (82%) said they would ask a colleague about suicide if they were concerned, compared with 77% of 25-to-34-year-olds. That dropped to 67% among employees aged 55 to 64 and 60% among those aged over 65.
Younger people were also somewhat more comfortable discussing suicide, although confidence remained far from universal. Hannah Buckland, Junah Director and MHFA England Instructor Member, said the findings challenge negative stereotypes about young people being “too sensitive”, arguing instead that sensitivity can become a strength.
“Their willingness to have open, compassionate conversations could help shift the culture of silence around suicide,” said Buckland.
The findings complement other recent evidence on younger men’s mental health. As Fair Play Talks reported earlier this year, one in five Gen Z men said they had taken mental health leave, putting them broadly level with Gen Z women.
However, the research also indicated that young men taking mental health leave were less likely to return to work afterwards – suggesting employers need to consider not only disclosure, but the support provided afterwards.
WHAT CHANGES SHOULD MANAGERS LOOK OUT FOR?
Knowing that somebody may be struggling is not always straightforward. Sophie Wood, Founder of Mental Health Matters, said one of the biggest clues is not necessarily one particular warning sign but behaviour that is different from that individual’s normal baseline.
“Changes in workplace behaviour which we might call warning signs or ‘flags’ are usually characterised by being different from that person’s ‘norm’ or baseline of behaviour,” she explained.
Low mood, anxiety, worries and fears can intensify and begin interfering with somebody’s usual mental functioning. Wood said that may manifest as irritability, tearfulness or aggression, reduced confidence, indecision, procrastination or difficulty concentrating.
Someone may become louder than usual or quieter than usual, or experience changes in memory or humour. Managers might also notice more conventional performance indicators, including lower productivity, increased errors, missed deadlines, lateness or absence.But distress does not necessarily look like disengagement.
Wood said somebody struggling may instead start taking on excessive amounts of work or remaining at work longer than normal or necessary – presenteeism. That is why understanding employees as people rather than simply monitoring output matters. “A supportive manager will always make the effort to know their people beyond the transaction of tasking and feedback,” added Wood.
WHAT SHOULD A MANAGER ACTUALLY SAY?
Wood advises managers who are concerned about somebody to make the initial conversation as informal and relaxed as possible. “Listen more than talk,” she advised.
She recommends active listening that is genuine, accepting and empathetic, accompanied by simple, open and curious questions such as:
- “How are you feeling at the moment?”
- “Do you want to have a chat?”
- “I’m worried about you, are you OK?”
- “How long have you felt like this?”
OR
- “What worked for you before?”
Managers should also be conscious of the inherent power imbalance. “Mitigate power dynamics – be on their level or wavelength. Stay out of judgement,” added Wood. She advises against telling somebody what they “should” do. Instead, managers can take a more supportive, coaching-style approach that encourages the person to explore appropriate help.
SIDE-BY-SIDE CONVERSATIONS MAY HELP
Even the physical setting of a conversation can influence whether somebody feels comfortable opening up. Wood said this can be particularly relevant when supporting men – or employees experiencing additional pressures linked to discrimination, disability, financial insecurity or social isolation – because discussing poor mental health may carry feelings of embarrassment, stigma or shame.
“Men in particular can feel uncomfortable being face to face when sharing emotions and vulnerabilities,” explained Wood. “So think about walking and talking with them, sitting side by side, on a bench overlooking a view for example. It is literally manifesting subliminal messages of ‘I am with you, alongside you, with you, shoulder to shoulder.’”
The broader lesson is to shape difficult conversations around the individual, rather than forcing every disclosure into a formal meeting-room setting.
WHY MANAGER TRAINING MATTERS
Wood argues that training can give managers the knowledge, confidence and mindset they need to recognise concerning situations and respond appropriately. She said training can provide “cognitive anchors” that help people remain calm and continue assessing a situation when faced with intense emotion, rather than mirroring or escalating the emotions they encounter.
That supports the distinction running throughout the evidence: Managers are not therapists. Their role is to notice, ask, listen, take concerns seriously and connect somebody with appropriate support.
MHFA England’s research provides a real-world example. Neil, a Civil Service team leader, described using his Mental Health First Aid training when a colleague opened up about difficulties they were experiencing. When the employee used the phrase “if I wasn’t here”, Neil recognised its significance.
Rather than ignoring it, he returned to it once sufficient trust had developed and asked directly whether the employee was experiencing thoughts of suicide. Before his training, he said he might not have asked the question – and might have panicked if the answer was yes. Instead, he was able to continue listening and ultimately signpost the colleague towards the organisation’s EAP, Samaritans and their GP.
Julie Castleman, MHFA England National Trainer and Director at Junah, said: “You don’t need to be a mental health expert to make a difference. You just need to be ready to ask, to listen, to respond with care and signpost.”
EARLY SUPPORT CAN STOP PROBLEMS ESCALATING
Starting a conversation can be an important first step, but employers also need clear routes into appropriate professional support when somebody is struggling. Specialist nurse-led support organisation RedArc says early intervention can help prevent mental health difficulties from escalating and ensure people receive appropriate support before they reach crisis point.
It says a thorough clinical assessment can help establish the nature and severity of somebody’s symptoms – including whether they are experiencing a complex mental health condition or difficulties such as low mood, anxiety or depression – and determine what type of support is appropriate.
“It’s encouraging that the stigma around talking about mental health is reducing, and more people feel able to speak up when they’re struggling,” said Christine Husbands, commercial consultant at RedArc. “Reaching out and talking is an important and positive first step, but an assessment from a clinically trained mental health professional is fundamental in assessing risk and putting appropriate support in place.”
The point reinforces an important boundary between managers and clinicians. Managers and colleagues can notice changes, check in and help someone access support, but they should leave clinical risk assessment and diagnosis to qualified mental health professionals.
TAKING ACTION WHEN SOMEONE SPEAKS UP
“Every day we see the difference that support from a mental health specialist can make, particularly when it is available as soon as someone begins to experience symptoms, rather than waiting until their condition has become more serious,” Husbands added. “Early intervention gives people the best chance of accessing the right support at the right time.”
For employers, the workplace response cannot therefore end with encouraging somebody to talk. Organisations need a clear, timely pathway from disclosure or concern into appropriately qualified support, whether through occupational health, an EAP, specialist mental health provision, private healthcare or NHS services.
The objective is not to turn the workplace into a clinical environment. It is to ensure that when somebody does speak – or when a colleague notices something is wrong – there is somewhere appropriate for that conversation to go next.
SUBSTANCE USE, MENTAL HEALTH AND SUICIDE RISK
Suicide-prevention strategies also need to recognise the potential relationship between substance use, addiction and mental distress. Dr Georges Petitjean, Clinical Director at Inclusion, part of Midlands Partnership University NHS Foundation Trust (MPFT), and Founder of WARM: The Workplace Addiction & Recovery Movement, said employers should avoid reducing that relationship to a simple question of cause and effect.
“Substance use, mental ill health and suicide risk can be closely intertwined,” he said. “Addiction can be both a response to distress and a contributor to further harm, so asking which came first is often less useful than recognising the interaction and helping someone access appropriate support.”
That distinction can be particularly important at work, where problematic substance use may initially be viewed solely through a disciplinary, conduct or performance lens. But substance use can coexist with depression, anxiety, trauma, financial difficulties, relationship breakdown, workplace conflict or other forms of distress. “Employers should not expect managers to diagnose, but they can create a culture where people can seek help early and where concerns are met calmly, directly and compassionately,” added Dr Petitjean.
That does not mean overlooking workplace safety or legitimate conduct concerns. It means recognising that a purely punitive response may miss an underlying health issue, while ensuring employees know how to access confidential specialist help.
FROM WELLBEING TO WORKPLACE HEALTH AND SAFETY
MHFA England and suicide-prevention specialists Junah argue that employers should treat suicide prevention as a core workplace priority, not simply another wellbeing campaign. Their approach considers three stages: prevention, intervention and postvention.
Prevention focuses on reducing risk and creating healthier workplace cultures. Intervention addresses what organisations and employees should do when somebody may be experiencing suicidal thoughts. Postvention concerns what happens afterwards – including supporting people bereaved by suicide, employees returning to work following an attempt and managers or Mental Health First Aiders affected by supporting others.
That approach is reflected in BS 30480:2025 – Suicide and the Workplace, the UK’s first dedicated workplace standard on suicide. “Before it, guidance existed, but it was scattered. This guidance pulls prevention, intervention and postvention into one accessible document with clear actions,” note MHFA England and Junah.Within six months of publication, organisations had downloaded the standard more than 12,000 times.
Their partnership has also delivered Suicide Prevention Training for Organisations to more than 300 people across central government departments, the NHS, charities and large businesses. But training and written guidance still need to translate into everyday workplace culture.
SUICIDE AND POOR MENTAL HEALTH
MHFA England and Junah make another important point: “Suicide isn’t always tied to poor mental health – stigma, bullying, discrimination and feeling trapped by circumstances all play a part.”
That matters enormously for responsible employers. It means suicide prevention cannot sit entirely within a wellbeing programme while bullying, racism, ableism, discrimination, exclusion, excessive workload, financial insecurity or unfair workplace practices are treated as unrelated HR issues.
A workplace cannot credibly encourage somebody to seek help while failing to address conditions that may be contributing to their distress.
RISK IS NOT EXPERIENCED EQUALLY
Gender is only one dimension of suicide inequality. ONS analysis covering England and Wales between 2011 and 2021 found suicide rates were higher among disabled people than non-disabled people. Among men aged 40 to 50 – already a particularly high-risk group – some of the highest rates were among disabled men and those experiencing long-term unemployment. However, employers should be careful about making sweeping claims about ethnicity.
Available evidence does not show that all Black, Asian or minority ethnic communities experience higher suicide rates. That does not mean racism is irrelevant to mental health. Racism, discrimination and exclusion can contribute to psychological distress and can interact with other factors including financial insecurity, disability, employment difficulties and barriers to accessing appropriate support.
The distinction matters. Being Black, Asian, disabled, neurodivergent, LGBTQ+ or from another underrepresented community does not itself mean somebody is suicidal. But the cumulative impact of discrimination, isolation, poverty, disability, insecure employment, caring pressures or social exclusion can create additional strain. Employers therefore need to understand the circumstances surrounding an individual rather than treating identity itself as a risk factor.
THE DEATH OF PROFESSOR JASON ARDAY RAISES QUESTIONS ABOUT INSTITUTIONAL SUPPORT
Those questions have gained renewed attention following the death of Professor Jason Arday, the prominent sociologist and former University of Cambridge professor, in August. It is important not to speculate about the circumstances of an individual’s death or attribute causation where it has not been established. However, Cambridge has commissioned former chief crown prosecutor Nazir Afzal to lead the first stage of an independent review examining the support Arday received in the period immediately preceding his death and whether more could have been done.
A second stage is expected to examine broader institutional issues. The review concerns the specific circumstances at Cambridge and should not be pre-judged. But it raises a question with much wider workplace relevance: What responsibility does an organisation have when somebody is experiencing exceptional professional, personal or public pressure? And how should institutions support people facing intense scrutiny who may also be navigating racism, disability, neurodivergence or other forms of marginalisation?
For responsible employers, the broader lesson is not to wait for a crisis before examining whether support systems genuinely work when somebody is under extraordinary pressure.
HOW EMPLOYERS CAN HELP CHANGE THE NARRATIVE
Katharine Moxham, spokesperson for Group Risk Development (GRiD), believes workplaces can play an important role in turning the World Suicide Prevention Day theme into systemic action. “Employers are well placed to instigate a change in the narrative by driving systemic policy change in the workplace,” stated Moxham. “Starting the conversation begins with creating an environment where employees feel comfortable to discuss the issues and any concerns they may have about themselves or their colleagues. This then needs to be supported by enabling employees to easily seek and receive help.”
GRiD, which represents the group risk protection sector, said the industry saw 393 suicide-related claims in 2025. “We all need to talk more openly about suicide to change the narrative,” added Moxham. “Sadly, as an industry, we do see claims for suicide and we do pay them (393 in 2025). However, it is preventable and avoidable, and everyone needs to be equipped to spot the signs and have a conversation with someone who is struggling.”
The figure relates specifically to claims reported through the group risk sector rather than the total number of suicide deaths nationally. Moxham also highlighted potentially overlooked sources of support available through employer-sponsored life assurance, income protection and critical illness benefits. Depending on the policy, such benefits can include mental health services, counselling, rehabilitation and other early-intervention support. But employers need to ensure staff actually know they exist.
“The issues continue 24/7, not just once a year, so employee knowledge of the support available and how to access it has to stick,” noted Moxham. That raises another practical question – are employers already paying for support that their employees do not know how to access?
WHAT EMPLOYERS SHOULD DO NEXT
- Make suicide prevention part of organisational strategy. Employers should move beyond annual awareness campaigns and consider prevention, intervention and postvention as part of their wider mental health and health and safety approach.
- Give managers practical training. Managers need to understand how to recognise significant changes from somebody’s normal behaviour, start sensitive conversations, listen calmly, signpost support and recognise when concerns need escalating.
- Create psychological safety before somebody needs it. Employees need confidence that acknowledging serious distress will not automatically affect their reputation, career progression or job security.
- Create a clear route into professional support. Managers and colleagues can recognise changes and start conversations, but they should not be expected to clinically assess risk. Employers should ensure people can move quickly from disclosure or concern to appropriately qualified mental health support.
- Address the conditions contributing to distress. Bullying, racism, ableism, harassment, discrimination, exclusion, excessive workload and harmful workplace behaviour should be treated seriously. Inclusion, employee relations and mental health cannot operate in completely separate silos.
- Recognise substance use as a potential health issue. Problematic substance use may coexist with mental distress, trauma or other difficulties. Employers should provide routes into specialist support alongside addressing legitimate safety, conduct or performance concerns.
- Understand intersecting pressures. Employers should not label somebody as vulnerable because of their identity. But they should recognise how disability, discrimination, financial insecurity, relationship breakdown, substance use, caring responsibilities and isolation can overlap.
- Support employees through high-pressure processes. Redundancy, grievances, investigations, disciplinary procedures, performance management and public or professional scrutiny can create significant pressure. Fair processes, dignity and appropriate wellbeing support matter throughout.
- Audit and communicate existing benefits. Organisations should examine the support already available through EAPs, occupational health, private healthcare and group risk benefits, including life assurance, income protection and critical illness policies.
- Make support visible year-round. World Suicide Prevention Day can start a conversation, but distress does not follow the awareness calendar. Internal and external support routes should be repeatedly communicated and easy to locate.
- Support people returning after mental health leave or a suicide attempt. Returning to work may require flexibility, workload adjustments, phased reintegration and regular check-ins.
- Have a postvention plan. A suicide can profoundly affect colleagues, managers and wider teams. Employers should know in advance how they would support people bereaved or otherwise affected.
IF YOU’RE WORRIED ABOUT SOMEONE
You do not need to be a mental health professional to check in. If somebody seems different from their usual self, Movember’s ALEC approach provides a useful starting point: Ask. Listen. Encourage action. Check in.
Mention what you have noticed. Listen without judgement. Encourage appropriate support. And follow up rather than assuming one conversation has resolved everything. Samaritans similarly encourages people who suspect somebody may be suicidal to take action and show that they care.
Most importantly, somebody does not need to be an expert to start a potentially important conversation.
IF YOU ARE STRUGGLING YOURSELF
You do not need to wait until you reach crisis point to ask for support. If you are experiencing suicidal thoughts, feeling unable to cope or simply know something is seriously wrong, consider telling somebody you trust and seeking professional help. Samaritans can be contacted free, 24 hours a day, 365 days a year, on 116 123 in the UK and Ireland.
Employees may also have confidential support available through their GP, EAP, occupational health service, counsellor or workplace healthcare provision. If you or somebody else appears to be in immediate danger, contact the emergency services.
CHANGING THE NARRATIVE MEANS CHANGING WHAT HAPPENS AFTER SOMEBODY SPEAKS
World Suicide Prevention Day’s call to “Start the Conversation” matters. Silence and stigma can prevent people from reaching support. But responsibility cannot rest solely on somebody experiencing severe distress finding the courage to speak.
The evidence suggests employers also need to ask whether colleagues can recognise when something is wrong; whether managers have the confidence to respond; whether professional support is easy to access; whether employees trust that disclosure will not damage their careers; and whether bullying, discrimination, exclusion and other workplace pressures are being taken seriously.
Men continue to account for a disproportionate share of suicide deaths. At the same time, disability, socioeconomic disadvantage, isolation, discrimination, substance use and other circumstances can add layers of complexity to somebody’s experience.
Employers cannot prevent every suicide. Nor should managers be expected to become mental health professionals. But workplaces can create environments where people are more likely to be noticed, heard, treated with compassion and connected with the right professional support at the right time. Because starting the conversation matters and what happens after somebody answers may matter even more.
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