Zurich published The Value of Mental Health on 29 April 2026. Its analysis covers Australia, Chile, Germany, Malaysia, the United Arab Emirates and the United Kingdom. The insurer reports that productivity impacts could approach 5% of GDP by 2030 in some countries, with much of the burden falling on individuals, families and employers outside formal protection systems.
These are projections in an insurer’s report, not measured savings from an employer programme. They can inform discussion about protection gaps but should not become a financial promise for a particular organisation. Countries and time horizon remain part of the interpretation.
Examine how support is reached This editor recommends reviewing the route from an employee’s initial request to appropriate help. Identify the role of assistance programmes, insured services, occupational health and workplace management. Each service should explain what it provides, what it does not assess and how someone is referred onward. The review should identify who takes responsibility when an issue cannot be resolved within the first service contacted.
Communication is part of that route. Employees should find relevant information without explaining a health concern to several unrelated teams. Managers need guidance on obtaining professional support and handling a request appropriately. Their role should be understandable without asking them to diagnose a condition or evaluate medical evidence. A simple referral process should also explain how to obtain advice when a manager is unsure what to do.
Use evidence that fits the decision This editor recommends separating access measures, feedback and financial analysis. Service use shows engagement with a resource; it does not alone establish health improvement or reduced absence. Agree which evidence fits each question and how limitations will be reported. The provider should explain what its reporting can support rather than leaving the employer to infer an outcome from a participation total.
Privacy belongs in reporting arrangements. Aggregate information can identify a service gap while clinical details remain within authorised professional channels. Understand how complaints and unresolved referrals reach the responsible provider without unnecessarily widening access to personal information. Responsibilities for reviewing a service concern should be documented and connected to the employer’s existing governance process.
The report invites attention beyond the visible cost of a contract. A practical response starts with clear access and handovers, then uses proportionate evidence to review whether support addresses identified gaps. The employer can use that review to choose a next action and establish when its effect will be examined.
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