Start the conversation: suicide prevention at work
Content warning: This blog discusses suicide and suicidal thoughts. Details of sources of support are included below.
September 10th marked World Suicide Prevention Day. Its theme, “Changing the Narrative on Suicide”, comes with a simple call to action: “Start the Conversation”. The aim is to challenge stigma, replace silence with support, and encourage safe, honest conversations about suicide.
For employers, starting that conversation may feel difficult, but the need is clear. In 2024, 7,147 deaths were registered as suicides in the UK, equivalent to almost 20 every day. In England and Wales the highest suicide rate was among people aged 50 to 54, underlining why this is also a workplace issue.
Suicide as a workplace issue
People spend a significant part of their lives at work. Colleagues and managers may therefore notice changes in someone’s behaviour, mood or performance that are less visible elsewhere.
Work can also contribute to distress. Excessive workloads, bullying, discrimination, disciplinary action, redundancy and job insecurity can all be significant stressors. The HSE’s suicide-prevention guidance reminds employers of their responsibility to assess and manage risks to workers’ mental as well as physical health.
Equally, work can be an important protective factor. Routine, purpose, supportive colleagues and a sense of belonging can provide stability when other parts of someone’s life feel hopeless.
Prevention, intervention and postvention
The 2025 British Standard, BS 30480:2025 provides a framework covering three connected areas:
- Prevention: creating a psychologically safe culture, addressing workplace stressors, training staff and making support easy to find.
- Intervention: recognising possible warning signs, asking directly about suicide, listening without judgment and knowing how to obtain help.
- Postvention: responding after a suspected suicide, including sensitive communication, support for those affected and steps to reduce further risk.
Prevention: Bringing the topic out of the shadows
Central to prevention is the promotion of good mental health in the workplace. Talk about mental health and stress within teams. This will help reduce or remove any stigma attached to mental health issues and provide a supportive, understanding environment. Special consideration should be given to workers who are less ‘visible’ in the workplace (for example, field workers or those working from home). Keep in touch with them. Tackle potential mental health triggers such as bullying and discrimination. Consider the impact of workplace change, redundancies and job security.
Intervention: Starting the conversation safely
Managers are not expected to diagnose someone or provide therapy. Their role is to notice, ask, listen and connect the person with appropriate help. Where there is genuine concern, it is appropriate to ask clearly: “Are you thinking about harming yourself?” Asking this question does not put the idea into someone’s head.
Employers should support managers with suitable training, a clear crisis protocol and readily available support information. Managers should also understand the limits of confidentiality and how concerns should be escalated. If someone is in immediate danger, call 999 and, where it is safe to do so, do not leave them alone.
Postvention: Sensitive support
Bereavement by suicide can bring particular complexities, including shock, trauma, guilt and unanswered questions. Employers should respond flexibly and avoid intrusive questioning. Support might include compassionate leave, temporary adjustments to duties or hours, occupational health input and sensitive contact during any absence. Useful guidance can be found in the Support after Suicide Partnership’s Finding the Words: How to support someone who has been bereaved and affected by suicide.
The employee should be consulted about what, if anything, they want colleagues to be told. Colleagues should be asked to respect their privacy and avoid speculation or sharing unconfirmed information.
Where a member of the workforce dies by suicide, or the death is suspected to be a suicide, the employer should follow a postvention plan covering communication and support. The death should not be described as suicide unless this has been formally confirmed. Before communicating with the wider workforce, the employer should consult the family about what information they are comfortable being shared, and respect their wishes wherever possible.
Support should be made available to affected workers, with individual support plans where appropriate. Employers should recognise that trauma, guilt and complicated grief may accompany bereavement by suicide and that some employees may require continuing support.
Five first steps
A practical guide accompanying BS 30480 identifies five initial steps:
- Recognise the issue and commit to action.
- Build awareness and understanding.
- Share clear support pathways.
- Be prepared to help.
- Plan for support and recovery after a suicide.
HR teams can begin by reviewing the Standard and HSE guidance, identifying and assessing workplace stressors, auditing relevant policies and establishing clear internal and external support pathways. Plans should include remote, lone and field-based workers, who may be less visible to managers and colleagues.
Starting the conversation cannot remove every risk. But a calm, compassionate question may be the first step towards someone receiving the help they need.
Anyone needing support can call Samaritans free on 116 123, day or night. If someone is in immediate danger, call 999.