There is no such thing as ‘one size fits all’ with mental health. Bloomberg has a unique culture, benefiting from an incredibly diverse and multicultural community. A large proportion of the 3,500 employees in our London headquarters are not British nationals. They often have limited family networks locally, and may require additional support as a result.
Bloomberg’s work environment is high-energy and the workforce is dynamic and driven. Face-time, and being physically present, is important and the work we do can be demanding.
Engagement is high among the workforce. In our 2016 Employee Engagement Survey, 85% of our London-based employees said they felt they contribute to the success of Bloomberg in a meaningful way. There is also pressure, however, to deliver the very best of themselves, every day.
When employees attend our onsite health clinics, we need to know if the presenting symptoms such as persistent headaches and skin conditions could be indications of a different underlying problem. Does the fact that many people don’t talk about mental health issues mean they don’t have them, or that they are hiding them, or don’t even realise they have them?
How do you encourage a culture of good mental health? Mental health, wellbeing and workplace productivity are irrefutably linked. Mental wellbeing is on the radar for Bloomberg leaders and managers, and encouraging a culture of good, sustainable mental health is important to our employees and our business.
Bloomberg launched a new