For too long, many workplaces have treated employee health like hairline cracks in a wall. They are easy to ignore at first, but they can spread and threaten the entire structure. By then, the fix is far more costly, and the damage harder to repair.

But health, especially mental health, doesn’t work like that. It’s a pressing issue that demands our immediate attention. Once someone is overwhelmed, burnt out or switched off, it’s often already too late.

The cost isn’t just personal. It ripples through the business in sick pay, lost skills, fragile morale, and the scramble to fill roles that might never have been vacated if support had been provided sooner. The cost of inaction is significant and cannot be ignored.

There’s a growing realisation that prevention isn’t just a buzzword. It’s a crucial strategy. The Financial Times recently highlighted how some UK employers are starting to recognise the importance of this, introducing on-site physios, virtual GPs and more proactive mental health support. It’s less about ticking a moral box and more about facing up to the reality of an ageing workforce, persistent sickness absence and a competitive labour market. Businesses simply can’t afford to be hands-off.

Interestingly, some recent data shows stress levels in the UK have started to level out, or even improve slightly, compared to global figures. But that doesn’t mean the problem is solved; it just means we’re no longer on a steep upward curve. If anything, it makes prevention even more important. We’ve got a chance to stabilise things before they slide backwards.

From where I sit, with nearly a decade spent working alongside organisations on workplace mental health, this shift is long overdue. I’ve seen countless businesses wait until someone is in crisis before taking action, only to discover that by then, the trust is gone or the damage is too serious. On the other hand, I’ve witnessed simple preventive steps pay off: stress risk assessments that flag issues before they escalate, surveys that provide a safe way for people to speak up, and managers who know how to identify strain early. These are the organisations that keep their people, protect their culture and avoid the sharp end of litigation.

It’s also worth recognising this isn’t just about business. Every time workplace stress or neglected mental health issues push someone towards a GP or a waiting list, that burden shifts onto the NHS — a system already stretched to its limits. Prevention at work helps ease some of that strain. It’s a bigger picture we don’t often talk about, but it matters.

The reality is, regulators are starting to expect prevention, too. Employers have a legal duty to identify and reduce risks to mental health, just as they would for physical hazards.

In my view, prevention is the most effective and commercially sound approach a business can take. It’s also one of the simplest. It doesn’t always come with fanfare. It’s rarely something you’d boast about on social media. But it works. It builds trust, loyalty and resilience in a way reactive approaches never will.

So, if you’re still allocating budget to perks or ‘wellbeing days’ without tackling the root causes of stress and disengagement, perhaps it’s time to rethink. Prevention isn’t soft. It’s the smartest move you’ll make for your people, your reputation and your bottom line.