Course Summary

As the Scottish Government looks to update its Mental Health and Wellbeing Strategy to cover the next five years until 2027, we’re proud to announce Holyrood Insight’s Mental Health and Wellbeing at Work Scotland Conference.

Scotland’s 10 Year Mental Health Strategy has sought to create a culture where all stigma and discrimination related to mental health are challenged. This extends to staff, colleagues, and the broader workplace. With 1 in 3 people estimated to be affected by mental illness each year, the challenge is large, and progress is still needed.

Investing in employee wellbeing should be a priority for all Scottish employers, leading to higher productivity, increased resilience, better staff engagement and reduced sickness absence.

Join us, in-person, to gain insights from a rich selection of Scottish employers moving the needle on employee wellbeing and mental health.

What reasonable adjustments are being made in the workplace, and how can you meet your legal responsibilities and fulfil your duty of care to your employees?

You will hear practical insights on mitigating the impacts of the cost-of-living crisis on staff wellbeing. Understand the multi-faceted reasons for why mental health is stigmatised. Take away guidance on upskilling line managers to support employee wellbeing across teams and normalise conversations around mental health.

With inequalities related to disabilities, age, sex, gender, sexual orientation, ethnicity, and background equally impacting staff wellbeing, learn about the intersectional considerations for wellbeing at work.

You will hear case studies and well-being initiatives from a variety of organisations, spanning a range of sectors and sizes.

Key Points

  • Actioning the priorities outlined in the Scottish Mental Health Strategy 2017 – 2027
  • Practical guidance on eliminating mental health related stigma and discrimination in the workplace
  • Understanding the extent to which employers are responsible for mental health at work, and the responsibilities of employees
  • Increasing the capacity and resources of line managers, MHFAs and champions leading on wellbeing
  • Creating and maintaining healthy working cultures through transformational leadership
  • Overcoming the challenge of supporting employee wellbeing across small teams
  • Monitoring wellbeing initiatives to demonstrate impact and value for money
  • Adopting intersectional approaches to staff wellbeing and people strategies