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"Our main aim is to encourage openness and a climate where no one will be afraid or embarrassed to talk about their mental health," says Signija Elms, HR manager at SGN. "[We] are fortunate that many colleagues from across our com- pany have been brave enough to share their personal mental health experiences. In fact, these blogs have received record levels of en- gagement, via likes and comments, compared with any of our articles in the past, which has encouraged others to open up." The company has rolled out mental health awareness training to 485 of its management team as part of an initiative to improve their understanding and help them iden - tify colleagues in need of additional support. "Our employees have reported that with this increased support, they're already noticing improvements in the way mental health issues are acknowledged and addressed," adds Elms. In addition, SGN has recruited 70 employees as mental health supporters since May 2019 and is in the process of recruiting 30 more within its operational workforce. The recruits have been trained to support colleagues by offering a listening ear and signposting where they can access additional help and confidential support, including the company's 24-hour employee care line. Around-the-clock care Similarly, Northern Powergrid is committed to ensuring staff have 24-hour access to additional mental health support. "We want everyone working for Northern Powergrid to go home at the end of each shi• uninjured and in good health a•er a productive day's work. That not only means physically well, it also means mentally well," insists Glen Hodges, head of field services at Northern Powergrid. "Our Employee Assistance Programme has been in place since 2015, providing 24-hour access to ser - vices, including free confidential support and counselling." In 2018, the company launched its Mental Health First Aiders pro- gramme, with the aim of creating a network of support for employees needing face-to-face and confi- dential help regarding any mental health concerns. "We were overwhelmed with the numbers who stepped up and extra courses were booked to accommodate everyone," says Hodges, who is also a trained mental health first aider. "We now have 68 mental health first aiders trained across the business with all of them having undergone a two-day accredited training course so they can spot the triggers and signs of mental health issues, have the confidence to step in and help someone in distress by providing reassurance and non-judgemental support, and guide a colleague to get further support." First aid As with physical first aid, men- tal health first aid teaches how to recognise crucial warning signs of mental ill health. The training aims to equip employ - ees with the skills to support their own and others' wellbeing, as well as how to signpost to support for recovery. But while mental health first aid can be an invaluable tool for some employees, does it go far enough to promote a zero-stigma environ - ment, where issues can be openly discussed and supported? "Interventions like mental health first aid have a role in enabling better crisis management and confidence, but we hope to see good mental health for all as a key business metric in the future," says Chris O'Sullivan, head of business development and engagement at the Mental Health Foundation. "That means equipping manag - ers and leaders with the tools to promote and protect mental health in times of real change in the work- ing world – without losing the need to support people who experience distress." O'Sullivan hopes to see a shi• to "whole workplace" mental health approaches that recognise the business as well as people benefits of protecting and improving mental health at work. "At the moment, recognising signs and signposting to help is increasingly the norm, which is of course welcome. But it's a start, and not an end," he adds. Holistic approach Preventing stress and mental ill health by designing stressors out of jobs, or by early interven- tion, is the most effective means of tackling it, according to the Health and Safety Executive (HSE). "Having conversations around stress and mental health in regular meetings – one to one and team meetings – is one way of iden - tifying issues and monitoring performance," says an HSE spokes- person. "Where an employee is having difficulties, whether caused by work or not, early support and consideration of short-term flex - ibility in the job role, where this is possible, may help to protect their health and wellbeing and keep them in work. "It is important to note that anyone can be affected by stress and therefore creating a workplace culture where it is safe to talk about stress and mental ill health will benefit both employees and the organisation in the long term." For networks, as the industry steadily sheds its "macho image", effective mental health strategies must be at the very heart of every NETWORK / 23 / OCTOBER 2019 company's culture. Part of normalising conversa- tions will likely see companies increasingly looking to engage with the workforce in new and innova- tive ways. At Northern Powergrid, employees already have access to various digital tools including podcasts and audio meditation to promote wellbeing, while SGN is currently considering new ways to reach employees. As mental health in the work - place grows in priority and urgency, O'Sullivan agrees it is likely that more firms will seek to offer access to digital tools and e-therapies. "To that end, it's very important that tools like eCBT [online computer - ised cognitive behavioural therapy] and mindfulness that have an evi- dence base are tested and proven in workplace contexts, so the best evidence informs the best tools in the market," he adds. While more can be done, it's clear the industry is working to- wards ensuring employees' mental health is safeguarded as diligently as their physical safety. Perhaps one day, accessing mental health support will be as routine as put - ting on PPE. Mental health strategy According to the Health and Safety Executive (HSE), the key areas employers should focus on when creating and implementing an effective workplace mental health strategy include: l Strong and committed leadership. l Competent, engaged and listening managers. l A clear commitment to inclusive, open and transparent communication and genuine consultation. l Employee involvement in identifying and developing practical actions to address work-related health.