Building Mentally Healthy Workplaces in the Marketing, Media and Creative Space

 13th May 2025

Did you know that in the UK, one in four people will experience a mental health problem each year? That’s more than 17 million people annually, and the cost to the English economy is estimated at a staggering £300 billion per year, according to Mind’s 2024 Big Mental Health Report. These figures reflect lives affected, businesses disrupted, and a deeper issue that workplaces can’t afford to treat as peripheral, or merely a topic to take seriously only during Mental Health Awareness Week.

Headspace’s 2024 Workplace State of Mind study found that 77% of employees say work stress has negatively impacted their physical health, and 71% say it’s harmed their relationships outside of work. Clearly, mental health impacts everyone, and supporting it is not only the right thing to do, but there is also a strong business case for it. When employees feel genuinely cared for, they’re more likely to stay longer, perform better, take fewer sick days, and go the extra mile. A mentally healthy workplace is the foundation of high-performing, resilient teams, which is crucial in the marketing, media and creative industries.

We spoke to five senior leaders in the marketing, media and creative space: Zoë Ogden, People Director at Impression; Amber Panting, Head of People at Wolf & Badger; Victoria Proctor, Head of Brand and Marketing at MS Society; Emma Flaxman, Senior Commercial Comms Lead at Channel 4; Hannah Windeler, Senior Marketing Manager at Turning Point, to explore what good mental health policies look like, how the conversation around mental health in the workplace has changed, and tips for professionals balancing life and work.

The Conversation Around Mental Health

All those we interviewed agreed that the conversation around mental health in the workplace has changed in recent years, particularly with increasing numbers of Gen Z professionals entering the workforce. 

“I think people definitely feel more comfortable talking about their mental health,” says Hannah, “It’s on the agenda in a lot of workplaces now. The rise of mental health first aiders has opened doors for people to have those conversations and feel more comfortable without judgment.” Zoë echoes this sentiment: “My generation wouldn’t have dreamed of talking about boundaries or burnout. Now we’re seeing younger employees who are much more open about what they need. It’s refreshing, and we have a responsibility to meet them halfway.”

For Victoria, it’s as much about accountability as it is visibility. “Mental health used to be seen as a personal thing, but more organisations are now taking it seriously as a workplace responsibility,” she said. “There’s still progress to be made, but leadership has to show a willingness to speak openly about it and lead by example.” Amber adds that this shift must include how we define health overall. “There’s now a greater acknowledgement of holistic health. We don’t separate mental from physical health, and neither should our policies.”

Yet for Emma, the momentum post-pandemic has waned. “After COVID, mental health was top of the agenda. But as market pressures returned, I saw businesses revert to ‘profit over people’ again.” Employers should not lose sight of this momentum, and instead listen to their employees, and learn that there is still a strong desire for improved mental health offerings in the workplace.

Becoming a Mentally Healthy Workplace

What does a mentally healthy workplace actually look like? According to those we interviewed, it involves an inclusive and open culture, practical day-to-day flexibility, and sympathetic managers.

Emma highlights the importance of manager training: “So many people become managers because they’re good at their jobs, not because they know how to lead. And if their only frame of reference is a bad manager, the cycle continues. We need to train managers properly, especially because the new generation is far more open about mental health.”

Victoria emphasises the power of understanding employees as people, not just workers. “I want to know my team as humans – parents, creatives, travellers. That helps me understand how they work and how best to support them. If someone says, ‘I’ve got brain fog today’ or ‘I’m having a bad PMS day’, I want them to feel safe to say, ‘I’m working from bed today.’”

When a business understands its employees, and implements policies that are both inclusive and popular, it’s an easy win for employee happiness and continued loyalty. Amber outlines how Wolf & Badger, whose workforce is 70% female, brought this principle to life through policy: “We launched a period-positive workplace policy that includes a customisable template for speaking with managers about menstrual health. It was developed with employee input and launched alongside an FAQ and physical wellbeing hamper. It’s inclusive, practical, and genuinely used.”

Zoë adds: “At Impression we introduced ‘life leave’ for exactly this reason. Sometimes stuff happens, grief, family emergencies, mental health dips, and people need space. Just knowing that support is there makes a huge difference.”

The Impact of Mental Health on Employee Retention

Employee retention is now about much more than just pay and promotions. Wellbeing is now a paramount concern to jobseekers when looking for a new role. This is clear from Pivotal’s Salary and Work Insights Guide 2025, where out of nearly 800 surveyed professionals in the marketing, media and creative space, 31% of respondents left their last role due to a dissatisfaction with their team culture, and 76% are prioritising work-life balance in their next job – the second highest driver after salary.

The leaders agreed that mental health is crucial for employee retention. “For organisations to support retention, they need to make people feel valued as human beings,” says Hannah. “We all want to feel like our contribution matters, and that includes how we feel emotionally.” Victoria agrees: “Today’s employees are pushing back. They want more from employers, and they’re right to. If someone’s burnt out, they’re not going to perform. If they feel cared for, they’re far more likely to stay.”

For Zoë, it’s about environment. “If people know they’re listened to, cared for, and trusted, why would they leave? Our four-and-a-half-day week plays a huge role in retention. It gives people more time and energy. They come back on Monday ready to do great work.”

Emma was frank about the business case: “They’re measuring wellbeing now. There’s actual data showing that healthy, happy teams deliver better results. Your team performs, your clients are happier, and you keep your best people.” And crucial to employee wellbeing is maintaining a healthy line manager relationship. As Amber mentions, “It’s the number one factor in retention, more than pay or progression. If that relationship is healthy, transparent and supportive, people stay.”

Tackling Burnout

Burnout is a topic that businesses can’t shy away from. According to The Burnout Report by Mental Health UK, 91% of UK adults experienced high or extreme pressure in the past year, and adults aged 35-44 were the most affected.

The early signs of burnout should be monitored at a team level and addressed before it snowballs. Hannah mentions that “We live with stress daily, but it shouldn’t be fuelling us. Managers need to be trained to recognise the signs and to have the right conversations.” For a further layer of support, Emma advocates for role-specific support: “You need someone dedicated to mental health. Maybe it’s part-time, but they should be trained to create plans, offer resources, and understand what’s triggering stress. If someone has a cough, no one is fazed by it. But if they have depression, we freak out. That must change.”

Often the best results occur when employers take a top-down approach to encouraging healthy working habits. Amber stresses the importance of boundary setting and leading by example. “In hybrid environments, digital boundaries matter. No replying to emails out of hours, and leaders need to model that. Take your lunch. Use your leave. That’s how we prevent burnout.” Victoria puts it simply: “There’s no shame in self-care. We need to make that normal. When I develop delivery plans with my team, we make sure the schedules are realistic, not just dumping more on already stretched people.”

Amber also emphasises compliance as much as culture. “Under UK law, employers have a duty of care to prevent mental injury and to ensure people take their statutory leave. This isn’t fluffy, it’s a legal obligation.”

Mental Health Strategies for Employers

Across the interviews, several themes emerged consistently around what practical action employers can take to embed mental health support. By taking inspiration from the ten policies and practices listed below, employers can reap the benefits of looking after their most important asset – their people.

1. Invest in manager training. Managers need to know how to handle sensitive conversations, signpost support, and manage workloads realistically.
2. Standardise flexible working. Whether it’s remote work, compressed hours, or flexible start times, flexibility matters and is always appreciated.
3. Normalise open conversations. Host wellbeing check-ins that aren’t just about performance, and make sure that 1-to-1 meetings are being regularly held to provide the platform for any concerns to be addressed.
4. Create inclusive policies. Think beyond generic perks. Tailor policies to real, lived needs such as menstrual health, bereavement and financial strain.
5. Be proactive with burnout. Monitor workloads, enforce leave, and create opportunities for recovery.
6. Build structures of support. From Employee Assistance Programmes (EAPs) to peer networks to regular one-to-ones, don’t wait to act.
7. Set and model healthy boundaries. Ensure digital boundaries are respected, especially in hybrid work environments. Avoid sending emails out of hours and encourage proper breaks.
8. Encourage employee input. Involve staff in shaping wellbeing policies. In doing so, businesses can create perks and initiatives that properly reflect their workforce and will have higher uptake.
9. Offer personalised wellbeing budgets. Amber shared how their ‘wellness wallet’ system allows employees to spend a budget on support that is most useful to them.
10. Don’t be afraid of showing vulnerability. When leaders openly share their struggles, it gives others permission to do the same. From stories about sleep-deprived parenting to managing anxiety, storytelling matters.

Mental Health Resources for Employees

Finally, what resources and tools are making a difference?

For work tools, Zoë recommends OpenUp, a multilingual therapy platform: “It’s available in many languages, which is key for inclusivity, and just one session can make a real difference.” Amber cited YuLife and Juno, gamified wellbeing platforms that offer challenges, rewards, and access to EAPs. She also praised their quarterly wellness wallet scheme, which gives employees autonomy to spend on their own wellbeing needs.

Taking the question outside of the office, Hannah recommends the podcast We Need to Talk by Paul C. Brunson, as well as simple pleasures like daily walks: “Come rain or shine, I take 40 minutes at lunch to walk, it sets me up for the second half of the day.”

Victoria points to apps like Headspace, Calm and Self Space, along with the benefits of tools like Trello for flexible work. She also encourages creative practices: “Dance before reading emails, just let yourself feel free before getting bogged down in details.” Emma believes in a test-and-learn approach, to try different activities until you find what brings happiness and can calm your mind.

Other suggestions included access to professional counselling, peer support networks, and leader-led storytelling initiatives that normalise stress and build connection. The most effective resources are always inclusive, well-communicated, and backed by a culture that encourages people to use them.

The Way Forward

Mental health is a powerful part of the employee experience, and it directly impacts how people show up, perform, and stay. The leaders we spoke to offered evidence for this, and strategies for employers looking to sustain a mentally healthy workplace. Remember, even small, cost-effective changes can make a big difference.

Talent can be hard to attract and even harder to keep. But building a mentally healthy workplace is a sure fire way to maximise your chances of doing so, and to stand out for all the right reasons. The question, then, isn’t whether you can afford to invest in mental wellbeing – it’s whether you can afford not to.