The rhythmic hum of trains, the intricate network of tracks, and the vital role the rail industry plays in connecting the nation often overshadow a critical, yet often unseen, challenge: the mental wellbeing of its workforce. Far from being a peripheral concern, mental health continues to be a major issue within the UK rail sector, impacting both employee wellbeing and productivity. Recent data from the Rail Safety and Standards Board (RSSB) highlights this pressing reality, urging a concerted and compassionate approach, particularly from Small and Medium-sized Enterprises (SMEs) within the industry.
The Alarming Reality: A Snapshot of Mental Health in Rail
The Rail Industry Health and Wellbeing Performance Indicators Report (Q1 2024–25), compiled by the RSSB, provides a stark overview. Mental health conditions, specifically anxiety, stress, depression, and other psychiatric illnesses, have consistently ranked among the top five reasons for both self-reported sickness and occupational health absences. This indicates a pervasive issue that demands immediate attention. You can download the report in the link above.
The report reveals that the rail industry’s sickness absence rates are notably higher than wider UK organisations. The average lost-time rate stands at 4.07%, significantly above the national average of 2.60% reported by the Office for National Statistics (ONS). This translates to an average of 7.10 days of absence per employee per year, nearly 1.6 times higher than the national average. Financially, this equates to an average annual cost of £1,874 per employee for sickness absence, which is £369 more than the national average. For Train Operating Companies (TOCs), this cost rises to £2,466 per employee.
Revisiting findings from the 2020 Rail Mental Health Survey further underscores the severity of the situation:
- Prevalence: A staggering one in three rail workers met the criteria for a clinical mental health condition, compared to one in six in the general population at the time.
- Anxiety Levels: Anxiety among rail workers was found to be 1.5 times higher than in the wider UK workforce.
- PTSD Symptoms: A concerning 10% of rail employees exhibited signs of Post-Traumatic Stress Disorder (PTSD), double the national average.
The report also identifies several contributing factors that exacerbate these challenges. Organisational change, often a constant in large industries, can create uncertainty and stress. Irregular and demanding shift patterns disrupt natural rhythms and social lives, contributing to fatigue and isolation. Perhaps most insidious are the twin issues of stigma and presenteeism – the pressure to attend work even when unwell. The survey found that a high 71% of rail workers would go to work as usual, rather than take time off, even if struggling with their mental health, suggesting that sickness absence data alone may not fully capture the extent of the problem. Lastly, a significant gap in line manager training means that those on the front lines, best placed to identify and support struggling employees, may lack the necessary skills and confidence, often receiving conflicting information.
While the latest benchmarking round indicates a positive shift, with many organisations increasing their health and wellbeing budgets and improving data collection, the overall picture reveals that mental health-related sickness absence in rail has risen to 13.97% in the first half of 2024. This compares to the UK average of 7.9% in 2022, with the rail industry’s percentage being about 3% higher than the national UK average, and for TOCs, it’s 5% higher. This upward trend, while potentially reflecting increased reporting confidence due to greater awareness and interventions, still signifies a significant and ongoing challenge. The Health and Wellbeing Index (HWI) consistently shows mental health conditions as the greatest contributor to the industry’s overall HWI performance, highlighting their profound impact.
Empowering SMEs: Practical Support for Employee Mental Health
SMEs within the rail industry, despite potentially having fewer resources than larger corporations, play a crucial role in fostering a mentally healthy workforce. Their agility and closer-knit teams can be distinct advantages. Here are some practical ways they can support their employees:
- Cultivate an Open and Supportive Culture: Break down the stigma surrounding mental health. Encourage open conversations, starting from the top. Leaders and managers should lead by example, sharing their own experiences (where appropriate) and demonstrating empathy. Regular team check-ins, beyond just work tasks, can create a safe space for employees to voice concerns.
- Invest in Line Manager Training: This is paramount. Provide comprehensive training that equips line managers with the skills to:
- Recognise the signs of mental distress.
- Initiate sensitive conversations.
- Signpost employees to appropriate internal and external support.
- Understand their boundaries and when to escalate issues.
- Manage flexible working arrangements and shift patterns with employee wellbeing in mind.
- Promote Work-Life Balance: Actively encourage employees to take breaks, utilise their annual leave, and avoid excessive overtime. Implement policies that support flexible working where possible, acknowledging the impact of shift patterns on mental health.
- Regular Communication and Feedback: Keep employees informed about organisational changes and provide opportunities for them to voice their concerns and suggestions. This can reduce anxiety and foster a sense of control and involvement.
- Leverage Existing Resources: While budgets may be tight, SMEs can utilise free or low-cost resources. The RSSB’s website, for instance, offers valuable tools and guidance, including the Railway Mental Health Charter, guidance for line managers, and advice on developing mental health policies.
Deploying Effective Mental Health Initiatives
Beyond foundational support, SMEs can implement specific initiatives to proactively address mental health:
- Mental Health First Aiders (MHFAs): Training a proportion of staff as MHFAs provides an immediate, accessible point of contact for employees experiencing mental health difficulties. These individuals are trained to listen non-judgmentally, offer reassurance, and guide colleagues towards professional help. This peer-to-peer support can be invaluable in a high-pressure environment like rail.
- Employee Assistance Programmes (EAPs): While the RSSB report notes a general feeling that EAPs might be over-prescribed and their limitations not fully understood, a well-communicated and appropriately utilised EAP can offer confidential counselling, legal advice, and practical support for a range of personal and work-related issues. SMEs should ensure employees understand the full scope of EAP services and how to access them.
- Wellbeing Workshops and Awareness Campaigns: Organise regular workshops on topics such as stress management, resilience building, mindfulness, and sleep hygiene. Run internal campaigns to raise awareness about common mental health conditions, challenge stigma, and promote self-care strategies.
- Physical Activity and Social Engagement Initiatives: Encourage physical activity through walking groups, cycle-to-work schemes, or subsidised gym memberships. Foster social connections through company social clubs, team-building events, or informal gatherings. These activities can significantly boost mood and reduce feelings of isolation.
- Trauma Support Programmes: Given the nature of some roles in the rail industry, employees may be exposed to traumatic incidents. Implementing a clear trauma support pathway, including critical incident stress debriefing and access to specialist counselling, is essential. The RSSB’s trauma guidance can be a valuable resource here.
- Regular Wellbeing Surveys (with Actionable Insights): Conduct anonymous surveys to gauge employee wellbeing, identify specific stressors, and gather feedback on existing support systems. Crucially, act on the insights gained, communicating clearly to employees how their feedback is being used to implement improvements. This demonstrates a genuine commitment to their wellbeing.
The mental health of the UK rail workforce is not merely a welfare issue; it is a strategic imperative that directly impacts safety, productivity, and the overall resilience of the industry. While larger organisations are making strides, SMEs have a unique opportunity to lead by example, fostering environments where mental wellbeing is prioritised, openly discussed, and actively supported. By cultivating a supportive culture, investing in training, and deploying targeted initiatives, rail SMEs can not only meet their duty of care but also build a healthier, more engaged, and ultimately, more productive workforce for the future of UK rail. Mind the gap, not just between the train and the platform, but in the support we offer for every mind that keeps our railways running.
