Mental health in the workplace is no longer a once-a-year conversation. Across East Africa, HR executives are increasingly embedding wellbeing into everyday business strategy, recognising that employee performance and retention are closely linked to psychological health. HR leaders share the steps their teams are taking to destigmatise mental health and prioritise holistic wellbeing.
The foundation of any mental health strategy begins with culture, specifically, the creation of safe spaces where employees feel comfortable being vulnerable. Rosemary Nakuya, HR director at Hariss International, notes that in the modern workplace, mental health has ceased to be a taboo subject.
“At our organisation, the focus is on creating an environment where employees feel free to open up when they are struggling. This culture of openness is underpinned by a robust employee assistance programme (EAP) integrated directly into their medical insurance. By ensuring staff have a dedicated number to call for professional support, we provide a safety net that is both accessible and confidential,” Rosemary says.
While creating an environment for dialogue is essential, leaders are finding that they must also actively “listen” to the unspoken needs of their teams to prevent stress before it starts. Daniele Enganeben, human resources director at British American Tobacco (BAT) Kenya, takes this a step further by "checking the pulse" of the organisation through structured listening sessions.
“By identifying the root causes of workplace stress rather than just treating the symptoms, my team has targeted action plans that cover financial, social, emotional and mental wellbeing. We also provide 24/7 access to professional counselling through a permanent EAP, ensuring that support is a constant resource not just a reactive measure,” she adds.
Recognising that mental and physical health are two sides of the same coin, many human resources leaders are integrating physical activity into the daily work routine as a natural outlet for stress. Susan Mataka, head of human resources at Kakira Sugar, leverages the company’s vast estate to provide extensive physical outlets for stress.
“This entity facilitates sports including rugby, boxing and table tennis across eight stadiums, recognising that physical health is a foundational component of mental resilience. Beyond sports, Kakira Sugar dedicates the entire month of October to staff engagement and mental wellbeing, utilising four permanent counsellors, specialised in both social and medical issues, to provide on-site support,” Susan notes.
This shift towards holistic wellness is echoed by Erica William Mboya, head of human resources at I&M Bank Tanzania, who observes that social connection is a vital buffer against workplace isolation.
“My team hosts regular TGIF (thank God it's Friday) social events to help employees unwind and strengthen interpersonal connections outside of formal work tasks. These informal gatherings are balanced with monthly sessions led by medical providers who tackle high-impact topics such as burnout. By providing employees with the tools to recognise the early signs of stress, the HR team empowers them to take control of their own mental health journey,” Erica adds.
As organisations build these support systems, the effectiveness of any policy often hinges on the authenticity of the leaders who implement them. There is a growing consensus that for mental health initiatives to
take root, leadership must lead with empathy and personal vulnerability.
Mumbi Kahindo, chief people officer at Absa Bank Kenya, advocates for integration rather than balance, recognising that the pressure to keep work and life in separate boxes often creates more stress for employees, particularly those managing family responsibilities.
“I champion for flexible hours and proper maternity policies not as a favour, but as a necessary standard that allows employees to manage different parts of their lives without the fear of burnout,” she says.
It is no longer about how much an employee can endure, but about how well an organisation can support them through change. James Koraro, head of people and culture at Transnep Insurance Brokers, emphasises that building resilient teams requires managing generational diversity and understanding the "why" behind every policy.
“Whether it is through phased maternity returns or providing safe spaces for open forum conversations, the focus is on creating a system that adapts to the human being, rather than forcing the human being to adapt to an inflexible system,” James points out.
This perspective is poignantly reinforced by Wandera Kweyu, head of human resources at Jambojet, who brings a deeply personal lens to the discussion.
“Managing a mental health condition while navigating high-pressure corporate environments has given me a unique perspective on the importance of support systems. My experience underscores the ultimate goal for all East African CHROs, moving from awareness to a place of genuine inclusion, where every employee, regardless of their mental health status, has the support they need to thrive,” Wandera explains.
