Avetta: addressing the stigma of male mental health
The World Health Organisation states one in four will be affected in their life by mental illness, while WHO estimates two-thirds will not seek medical help.
Although it is easy to focus within construction or building sites on the visible health and safety risks, with these kinds of statistics, employers and managers can no longer ignore this trend, not only does poor mental health Affect people’s personal life, but in terms of business success, mental health can reduce productivity, with a direct tie to loss of profit.
“A US$1 investment in treatment for depression and anxiety leads to a return of US$4 in better health and ability to work,” according to the World Economic Forum.
With this in mind Avetta highlights the importance of enacting a healthy workplace from the top with upper management, down through an organisation. Senior leaders have a duty to foster an environment that ensures workers feel comfortable to discuss mental health issues. In addition to a mental health program being delivered consistently to all stakeholders within an organisation.
For more information on how you can implement this approach within your organisation take a look at Avetta’s webinar, which discusses:
Breaking the stigma of hiding mental health issues versus medical health issues
Implementing programs to discuss mental health
Making mental health discussions commonplace within the workplace and not something that is off-limits
Going beyond and taking the next steps to raise awareness of signs, symptoms, effects and impact of mental health issues
According to the Centres for Disease Control, currently construction sites in the United States have a suicide rate of 53 people per 100,000 which is four times higher than the general population, in addition to suicide being the biggest killer of men under 45 in the UK.
Image source: Avetta
It is believed that stress is the primary factor, with one in 10 males revealing they are ‘significantly stressed’ due to feeling considerable pressure to succeed in their roles.
“We raise boys and men not to cry, not to show emotions. That is amplified further when you’re working in a high-pressure sector which is incredibly competitive,” commented Poppy Jaman, Chief Executive of the UK’s City Mental Health Alliance8
Injuries also play a part in mental distress, In 2014, 45% of injured workers were more likely to be treated for depression than non-injured workers.
The stigma of mental illness can be deadly for those in sectors traditionally dominated by men. To find out more about why male mental health is a critical issue around the world and the steps organisations need to take, download Avetta’s whitepaper addressing these key issues.
In the white paper Avetta discusses:
How stereotypes play a role in the current mental health problems
Why it's important to be aware of mental health issues within an organisation
How employers can address male mental health
For more information about how your organisation can assess how companies within your direct supply chain manage mental health awareness, visit Avetta.
For more information on procurement, supply chain and logistics topics - please take a look at the latest edition of Supply Chain Digital magazine.
Pandora and IBM digitise jewellery supply chain
Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery.
The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales.
A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.
Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs.
Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption.
"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added.
Pandora’s pivot to digital
The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand.
“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”
Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”.