Men’s health in the UK has been worsening for more than a decade, and for the first time, the government has formally recognised this crisis with a national Men’s Health Strategy. This is a pivotal moment. After years of fragmented initiatives, inconsistent pilots, and well-meaning but ineffective “awareness campaigns,” we now have a framework that acknowledges the scale of the challenges facing men and boys.
For those working in HR, health and safety, wellbeing, or organisational leadership, one truth is already familiar:
Preventable health harms affecting men are just as relevant in the workplace as at home — and employers are uniquely positioned to address them.
As I noted in a recent four-page interview for BACP Workplace magazine:
“Integrating men’s health into workplace culture change builds psychological safety, reduces stigma, and makes wellbeing meaningful for men.”
Below is a closer look at what the UK Men’s Health Strategy gets right — and where employers will need to step in to ensure real change.
Key strengths of the UK Men’s Health Strategy
1. It names the men’s health crisis clearly
The strategy explicitly recognises that men:
- Die on average four years younger than women
- Spend more of their lives in poor health
- Are disproportionately affected by nearly every major preventable condition
It highlights the five leading causes of death among working-age men: suicide, heart disease, cancers, type 2 diabetes, and respiratory disease. This level of clarity has been missing in national policy and lags four years behind the Women’s Health Strategy.
2. It understands the systems behind men’s health
The strategy correctly identifies that men’s health outcomes are shaped by broader social, economic, and cultural factors, including:
- Poverty and deprivation
- Job insecurity and unsafe or stressful working conditions
- Social inequalities
- Lack of male-focused support services
- Cultural norms discouraging help-seeking
It also acknowledges that men often disengage from health services because these are not designed with men’s needs, psychology, or social context in mind.
3. It recognises the workplace as a crucial setting
A dedicated section notes that men’s working conditions significantly influence their health.
- Most men spend more time at work than anywhere else
- Male-dominated industries often carry higher risks and lower rates of help-seeking
- Workplace culture shapes behaviour and wellbeing
This underscores the opportunity — and responsibility — for employers to take action.
4. It commits to evidence, evaluation, and accountability
Men’s health research has long been underfunded. The strategy pledges to:
- Improve national data collection
- Fund targeted research
- Evaluate interventions
- Determine what works for men
This commitment is essential for evidence-based practice and long-term improvements.
Where the strategy leaves gaps for workplaces
1. Over-reliance on MHFA and EAPs
While the strategy promotes Mental Health First Aid (MHFA) and Employee Assistance Programmes (EAPs), research shows these interventions:
- Do not reduce suicide rates
- Do not consistently encourage men to seek help
- Do not transform workplace culture
- Do not improve population-level mental health
MHFA raises awareness but doesn’t address deeper organisational culture issues.
2. Too many pilots, too little systemic change
Pilots are referenced repeatedly, yet isolated trials do not:
- Shift workplace culture
- Scale impact
- Reduce preventable deaths
- Change societal norms
A crisis that kills thousands of men annually cannot be solved with one-off experiments.
3. Lack of clarity on “Male-Friendly” interventions
The strategy calls for “male-friendly approaches” but provides no practical guidance. Men often disengage when wellbeing initiatives are:
- Corporate or clinical in tone
- Lecture-based
- Delivered solely in formal HR settings
Employers are left without actionable direction.
4. Behaviour change framed too individually
The strategy emphasises apps, lifestyle choices, and personal motivation, but insufficiently addresses:
- Job design and peer networks
- Social influence and leadership behaviour
- Masculinity, identity, and sense of belonging
Men change within communities, not in isolation — which is where workplace programmes like the Manbassador Programme™ are essential.
How workplaces can make a difference
As I told BACP Workplace:
“You cannot lecture men into better health. Interventions must meet them where they are, with trusted peers, in culturally safe and engaging ways. Male-friendly initiatives should be relatable and targeted.”
Research shows men respond best to:
- Camaraderie and trust-building
- Peer networks and practical, hands-on activities
- Authentic stories, not corporate messaging
- Positive male role models
- Social accountability and belonging
From strategy to action: The role of the Manbassador Programme™
The UK Men’s Health Strategy provides the mandate, but employers need a method:
- Structured programmes beyond posters, MHFA, or awareness days
- A proven framework and trained internal network
- A culture shift grounded in trust and relevance for men
The Manbassador Programme™ delivers this: evidence-based, behaviourally informed, and embedded in the environments where men spend most of their lives.
Take the first step: Practical guidance for employers
We’ve created a guide for HR and wellbeing teams:
- Engaging men through male-friendly tactics
- Building trust and enabling early intervention
- Addressing the five leading causes of preventable deaths in working-age men
You can download the guide: 5 Ways to Engage Men in Wellbeing at Work here.
About the author:
Emily Pearson is the Founder and CEO of the Wellbeing Lead Academy and creator of the Manbassador Programme™, the UK’s first workplace men’s health initiative. With over 25 years’ experience in health and social care, she is recognised as a leading voice in workplace mental health and wellbeing. Through accredited qualifications, strategic consultancy and evidence-based programmes, Emily helps organisations embed sustainable wellbeing strategies and empower leaders to create healthier, more inclusive workplaces. Her work has supported hundreds of wellbeing leads and HR professionals to turn wellbeing from a reactive initiative into a core part of business performance.
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