Why Mental-Wellbeing Provisions Matter in the Workplace

Practical reasons and clear steps for UAE and GCC employers to make mental health a core part of people strategy.

Mental health is no longer a “nice to have.” For employers across the GCC, well-being provisions are a business necessity: they protect staff, reduce costs and help organisations remain productive and competitive. This blog explains why mental-wellbeing provisions matter, highlights the regional context and legal landscape, and gives employers a practical playbook for action.

Why employers should care

• Poor mental health drives absenteeism, presenteeism, turnover and lost productivity — costing organisations heavily. Gallup.com

  
  

• Around one in six working-age adults globally live with a mental health condition, and GCC prevalence studies point to substantial regional need (depression, anxiety, burnout). Employers are on the front line of both the problem and the solution. Workplace Options

  
  

• New regional laws and guidance mean employers have both moral and legal responsibilities to respond. In the UAE, recent federal mental-health legislation clarifies protections and employer obligations. DLA Piper GENIE

The GCC picture - facts you should know

The Middle East (including GCC states) reports a high burden of depression and anxiety. Numerous surveys indicate that a significant number of employees experience stress and burnout annually. These mental-health challenges amplify the region’s existing chronic-disease and lifestyle burdens and reduce workforce resilience. Workplace Options+1

At the same time, global employer guidance and regionally relevant research signal growing uptake of employee mental-health supports such as Employee Assistance Programmes (EAPs), manager training and tele-mental-health solutions. Nearly all large employers now provide some EAP services, and demand for digital mental-health tools is increasing. Business Group on Health+1

Legal & policy context

Employers in the UAE must pay attention to the country’s updated mental-health law (Federal Law No. 10/2023, effective 30 May 2024). The law strengthens protections for people with mental health conditions and affects employment practice - for example, around nondiscrimination, confidentiality and reasonable workplace adjustments. This makes employer readiness more than good practice: it’s part of the duty-of-care and legal compliance in the UAE. DLA Piper GENIE

The International Labour Organization and WHO also encourage workplace mental-health action - providing evidence-based guidance that employers can adapt. World Health Organization+1

What works - evidence-based employer actions

The WHO’s guidelines on mental health at work recommend a mix of organisation-level, manager and individual interventions. 

Practical measures that map to those recommendations and work well in the GCC include:

1. Build clear mental-health policies and a strategy

   Define objectives, confidentiality rules, referral pathways and crisis processes. Use the national law and WHO guidelines as your baseline. World Health Organization+1

   
   

2. Provide Employee Assistance Programmes (EAPs) and confidential counselling

   EAPs remain a foundation benefit: they give employees quick, confidential access to counselling and practical help (legal/financial advice). Large employer surveys show near-universal EAP adoption among organisations. Promote usage, uptake often starts low without active communication. Business Group on Health+1

   
   

3. Train managers to spot and respond

   Line managers are the first touchpoint. Train them on recognising signs, having supportive conversations, making reasonable adjustments and signposting help - all consistent with WHO recommendations. World Health Organization

   
   

4. Offer accessible tele-mental-health and digital supports

   Tele-health reduces barriers (time, stigma, mobility), a crucial advantage in GCC markets with long hours and multi-national workforces. Integrate tele-consultations into your benefits package. Business Group on Health+1

   
   

5. Promote prevention: workload design, rest, and psychosocial risk reduction

   Address core drivers such as excessive workload, unclear roles and poor work-life balance. Simple changes (reasonable hours, flexible work, predictable schedules) lower stress and burnout risk. World Health Organization

   
   

6. Measure, iterate and report

   Track utilisation, absence, employee surveys and wellbeing KPIs. Use data to improve programs and demonstrate ROI.

The business case - short and compelling

• Mental-health problems reduce productivity and increase costs: major global studies estimate tens of billions in lost output annually due to poor mental health. Investing in prevention, early access and return-to-work support yields strong returns, both financially and culturally. Gallup.com+1

  
  

• Employers that invest in mental well-being see reductions in absenteeism and improved retention, outcomes that matter in tight GCC labour markets. Regional reports recommend integrating mental health into benefits to attract talent. McKinsey & Company

A practical rollout checklist

1. Draft a short mental-health policy aligned to national law and WHO guidance. DLA Piper GENIE+1

   
   

2. Contract an EAP with defined KPIs and confidential access (24/7 if possible). Business Group on Health

   
   

3. Add tele-mental-health to your corporate health plan (virtual counselling, CBT apps, triage). Business Group on Health

   
   

4. Train managers (2-hour core course + quick reference cards). World Health Organization

   
   

5. Run an awareness campaign (leadership message + signposting).

   
   

6. Track outcomes quarterly (usage, days lost, survey results).

Cultural sensitivity & stigma - how to get uptake in the GCC

Stigma remains a barrier across many cultures. In the GCC, frame services around performance, resilience and family wellbeing - not just “mental illness.” Guarantee confidentiality, use trusted local providers and ensure materials are multilingual (Arabic + English). Leadership visibility - leaders sharing the why and how - is crucial to normalise help-seeking.

Quick examples - what leading employers are doing

• Large employers offer integrated EAP + tele-therapy packages with manager training and dedicated return-to-work coordinators.

  
  

• Some companies run wellbeing weeks, resilience workshops and confidential check-ins as part of performance cycles. (For practical models and local case studies, consult regional HR partners and health providers.) Business Group on Health+1

Final thoughts & next steps

Mental well-being is a strategic priority, not a separate HR tickbox. For GCC employers, aligning policy with the UAE’s evolving legal framework and the WHO’s evidence-based guidance is both responsible and smart. Start with a clear policy, an EAP/telehealth offer, manager training and visible leadership, then measure and scale.