I have a degree in Pharmacy and more than 25 years of experience in Occupational Health. For almost 17 years, I have been part of the Prevention Service of Hitachi Rail (formerly Thales Group), where I have had the opportunity to launch key workplace initiatives for people’s well-being.
More than ten years ago, we took a step forward and created a specific area dedicated to developing health and well-being among our staff. Safety has always been one of our core values as a company specialising in safety solutions for rail transport. However, introducing the concept of emotional well-being and mental health into the corporate environment was challenging initially. It was not easy at first to demonstrate its importance and convince people that it would have a key impact on the organisation in the medium and long term.
But today, that commitment has paid off. The health and well-being area is fully consolidated and has become a strategic pillar of our company. Its contribution is essential to achieving our sustainability objectives and guaranteeing healthy workplaces where people are central to our efforts.
As Wellbeing, Health & Safety Responsible, what have been the main challenges you have faced in recent years in prioritising mental health in your company?
1. As Wellbeing, Health & Safety Responsible, what have been the main challenges you have faced in recent years in prioritising mental health in your company?
One of the biggest challenges has been to break the stigma associated with mental health in the workplace. A decade ago, talking about emotional well-being was perceived as secondary to other occupational safety or physical health aspects. It took constant awareness-raising and training to ensure that all levels of the organisation understood its importance.
Another challenge has been ensuring that the initiatives we launch are accessible, adapted to the different roles and realities of our workforce, and, of course, specific to each moment. Everyone has their own needs, and these needs change. Prioritising mental health has meant designing diverse, flexible, and sustainable solutions and integrating them as an essential part of our corporate strategy.
And finally, the pandemic was a major test of our ability to respond. It forced us to accelerate digital emotional support initiatives, maintain proximity to offshore teams, and strengthen internal communication so that no one felt neglected during these uncertain times.
Hitachi Rail is a big company with a substantial multinational presence. What strategies do you have to maintain a positive culture of consistent well-being in the face of scalable and offshore teams?
2. Hitachi Rail is a big company with a substantial multinational presence. What strategies do you have to maintain a positive culture of consistent well-being in the face of scalable and offshore teams?
I believe the key is to have an overall strategic framework that ensures coherence yet is flexible enough to adapt to local specificities. This framework is based on three pillars:
Committed leadership: We train our managers to be well-being ambassadors and role models for their teams.
Digital tools and scalable solutions: For example, platforms such as ifeel give us immediate and global access to emotional support and mental health resources, regardless of the employee’s location.
Constant communication and awareness: Global campaigns reinforce the importance of well-being, but we also work hard on local initiatives to ensure that each group’s needs are heard and addressed.
This approach allows us to maintain a uniform vision of well-being while respecting and valuing the diversity of our workforce.
Regarding management, well-being, health, and safety, what are your goals for the coming year?
3. Regarding management, well-being, health, and safety, what are your goals for the coming year?
For the coming year, our primary objectives focus on three areas:
Strengthening prevention: We want to expand training programmes for managers and employees, specifically focusing on the early detection of psychosocial risks and managing work-related stress situations.
Digitalisation and accessibility: We will continue to improve our digital tools to ensure that all employees, regardless of their location or role, have access to well-being resources in an agile and effective way.
Measuring impact: We will enhance the use of clear and consistent KPIs to assess the effectiveness of our well-being initiatives, linking them not only to health metrics but also to productivity, retention, or satisfaction.
Our commitment is to continue evolving and consolidating a culture in which health and well-being are fundamental to collective success.
“Having ifeel in place has significantly improved our ability to provide rapid and personalised support”
How do you measure ifeel's impact on Hitachi Rail, and have you seen a reduction in costs related to mental health problems at work?
4.How do you measure ifeel's impact on Hitachi Rail, and have you seen a reduction in costs related to mental health problems at work?
We measure ifeel’s impact through a combination of qualitative and quantitative metrics. On the one hand, we analyse data related to the use of the platform, such as participation and usage rate and user feedback or satisfaction level.
On the other hand, we look at key indicators such as absenteeism related to mental health problems, work environment or psychosocial surveys, or costs associated with long-term sick leave.
Although it is a process that takes time, we expect to identify a positive trend regarding perceived well-being. Having ifeel in place has significantly improved our ability to provide rapid and personalised support, which in turn strengthens people’s trust in the company.
Do you think large companies with an international presence like yours should have a mental well-being solution like ifeel?
5. Do you think large companies with an international presence like yours should have a mental well-being solution like ifeel?
Absolutely. Companies with an international presence face unique challenges, from managing diverse and offshore teams to meeting sustainability and social responsibility expectations.
Having a solution like ifeel in place not only provides accessible and direct support to the entire workforce but also reinforces the organisation’s commitment to their well-being. This type of platform is essential to promote a corporate culture based on caring for people, which has a positive impact on their motivation, commitment, and productivity.
Moreover, in a global context where mental health problems are on the rise, having tools to prevent, manage, and address these situations is a strategic investment that benefits both people and the business.