World Suicide Prevention Day 2026

More than 720,000 people die by suicide worldwide every year, according to the World Health Organization, with the consequences extending through families, friendships, workplaces and communities. The International Association for Suicide Prevention, in partnership with the World Health Organization, established World Suicide Prevention Day in 2003. This year marks the third and final year of the 2024–2026 theme “Changing the Narrative on Suicide”, accompanied by the call to action “Start the Conversation”.

But changing the narrative is not simply about encouraging somebody experiencing suicidal thoughts to speak. It also requires challenging stigma, improving access to appropriate support and creating environments where people feel safe enough to ask for help. An organisation may offer an Employee Assistance Programme (EAP), counselling or mental health training, but those measures have limited value if employees fear that speaking openly about serious distress could damage how others perceive, treat or promote them. The evidence also suggests that some employees may be dealing with several pressures at once.

SPOTTING WHEN SOMETHING MAY BE WRONG

Someone experiencing severe distress will not necessarily tell colleagues, friends or relatives what they are going through. Movember therefore encourages people to pay attention to changes from somebody’s usual behaviour. Potential signs can include changes in sleep or eating, neglecting personal care, withdrawing from social situations, missing activities they would normally enjoy, becoming unusually quiet or irritable, or talking more about death, dying or hopelessness. Dr Zac Seidler, Global Director of Men’s Health Research at Movember, said: “Each year we witness the toll of silent suffering, and it’s obvious that something needs to change. We all have a role to play in preventing suicide, and it starts with recognising the signs of poor mental health in those around us. It’s often small changes in behaviour that can signal someone in real distress. Reaching out and checking in, can make all the difference; in fact, it might just save their life.” It means helping people recognise when a colleague appears significantly different from their usual self – and giving them enough confidence to check in.

MEN CONTINUE TO ACCOUNT FOR MOST SUICIDE DEATHS

The gender disparity remains stark. The latest finalised figures from the Office for National Statistics recorded 6,190 suicides in England and Wales in 2024. The suicide rate among men stood at 17.6 deaths per 100,000, compared with 5.7 per 100,000 among women – meaning the male rate was more than three times higher. Men aged 50 to 54 recorded the highest suicide rate of any age and sex group, at 27.5 deaths per 100,000. Movember’s international Real Face of Men’s Health research repeatedly identifies suicide as a major contributor to premature male mortality. In Australia, suicide is the leading cause of death among men aged 15 to 44, while men account for around four in every five suicide deaths in Ireland. The evidence reinforces a persistent reality – men are disproportionately likely to die by suicide, even though suicidal distress can affect anyone.

WHY TELLING MEN TO ‘TALK MORE’ IS NOT ENOUGH

Movember’s research challenges the idea that men who hesitate to seek support simply refuse to look after themselves. Expectations around masculinity and self-reliance can matter. Stigma, poor experiences of healthcare, limited access to appropriate support, social isolation and fears about how others may perceive help-seeking can also discourage men from reaching out. Movember’s Irish research is particularly relevant for employers because GPs identified fear about potential career consequences, alongside stigma, expectations of self-reliance and inadequate support networks, as potential barriers to men seeking mental health support. That raises an important question: What good is workplace mental health support if employees do not believe it is safe to use?

Fair Play Talks has previously explored how employers can create more supportive workplaces around suicide prevention. Earlier coverage also highlighted practical steps employers and colleagues can take when they are worried about somebody’s mental health. The latest evidence suggests those conversations remain crucial – but organisations also need to provide the confidence, psychological safety and infrastructure that allow them to happen.

ASK, LISTEN, ENCOURAGE ACTION AND CHECK IN

Movember recommends a simple four-step approach known as ALEC, originally developed by R U OK?, for starting a conversation with somebody who may be struggling.

Ask. Ask how the person is feeling and mention changes you have noticed. Movember suggests prompts such as, “You haven’t seemed yourself lately – are you feeling OK?” If someone says they are “fine” but you still feel concerned, trust your instincts and ask again.
Listen. Give the person your full attention without judgement. You do not have to diagnose the problem or immediately find a solution.
Encourage action. Help them think about practical next steps, involve other trusted people where appropriate and seek professional support when needed.
Check in. Follow up. A message, phone call or follow-up conversation can remind someone that people still care about them.
The principle is particularly important when considering men’s mental health. Support does not always have to begin with the person who is struggling finding the words to ask for it. Sometimes somebody else needs to notice.

SUICIDAL THOUGHTS CAN BE INTERRUPTED

Samaritans’ World Suicide Prevention Day campaign offers an important and hopeful message: people can interrupt suicidal thoughts. In a survey of people with lived experience of suicidal thoughts, 60% said someone close to them, such as a friend or family member, had interrupted those thoughts, while 14% said a stranger or someone they did not know had done so. The charity stresses that people do not have to be experts to make a difference. Small interruptions and acts of connection can help someone experiencing suicidal thoughts. Sometimes it may be a colleague rather than HR, occupational health or a clinician who first notices that something is wrong. The message from Movember and Samaritans is therefore remarkably similar: Notice. Ask. Listen. Stay connected.

MOST EMPLOYEES WANT TO HELP – BUT MANY DO NOT KNOW HOW

Research from Mental Health First Aid England (MHFA England) reveals a significant gap between people’s willingness to help and their confidence in doing so. In a nationally representative survey of 2,000, 74% said they would ask a colleague if they feared that person might be experiencing suicidal thoughts. Yet only 40% said they would feel comfortable talking about suicide with a colleague. More than half – 52% – said they lacked the confidence or skills to ask somebody directly about suicide. Another 43% worried about how the person might react, while nearly 29% feared that asking could “put the idea in their head”.

“It’s not a lack of compassion that holds people back, it’s a lack of comfort, confidence, clarity and sometimes permission,” said Sarah McIntosh, Chief Executive of MHFA England.

“Changing the narrative means making suicide something we can talk about safely, in the workplace and beyond, not something to fear or avoid.” The research also revealed gaps in organisational strategy. Just 37% of respondents said suicide prevention was part of their employer’s mental health and wellbeing strategy. And while 65% felt confident signposting somebody to support, only around one in three said they actually knew where to direct a colleague who needed help. Respondents said measures including confidential mental health services, training for managers, wider suicide-prevention education, Mental Health First Aiders, peer-to-peer support and normalising conversations about suicide could make a difference. “Suicide prevention must be embedded into an organisation’s mental health and wellbeing strategy. It requires a considered, proactive approach.” The challenge for employers may therefore be less about persuading people to care and more about giving them the confidence, permission and infrastructure to act when they do.

YOUNGER WORKERS MAY BE MORE WILLING TO ASK

More than eight in 10 employees aged 18 to 24 (82%) said they would ask a colleague about suicide if they were concerned, compared with 77% of 25-to-34-year-olds. That dropped to 67% among employees aged 55 to 64 and 60% among those aged over 65. Younger people were also somewhat more comfortable discussing suicide, although confidence remained far from universal. Hannah Buckland, Junah Director and MHFA England Instructor Member, said the findings challenge negative stereotypes about young people being “too sensitive”, arguing instead that sensitivity can become a strength. “Their willingness to have open, compassionate conversations could help shift the culture of silence around suicide,” said Buckland.

The findings complement other recent evidence on younger men’s mental health. As Fair Play Talks reported earlier this year, one in five Gen Z men said they had taken mental health leave, putting them broadly level with Gen Z women. However, the research also indicated that young men taking mental health leave were less likely to return to work afterwards – suggesting employers need to consider not only disclosure, but the support provided afterwards.

WHAT SHOULD A MANAGER ACTUALLY SAY?

Wood advises managers who are concerned about somebody to make the initial conversation as informal and relaxed as possible. “Listen more than talk,” she advised. She recommends active listening that is genuine, accepting and empathetic, accompanied by simple, open and curious questions such as:

“How are you feeling at the moment?”
“Do you want to have a chat?”
“I’m worried about you, are you OK?”
“How long have you felt like this?”

“What worked for you before?”

Managers should also be conscious of the inherent power imbalance. “Mitigate power dynamics – be on their level or wavelength. Stay out of judgement,” added Wood. She advises against telling somebody what they “should” do. Instead, managers can take a more supportive, coaching-style approach that encourages the person to explore appropriate help.

SIDE-BY-SIDE CONVERSATIONS MAY HELP

Even the physical setting of a conversation can influence whether somebody feels comfortable opening up. Wood said this can be particularly relevant when supporting men – or employees experiencing additional pressures linked to discrimination, disability, financial insecurity or social isolation – because discussing poor mental health may carry feelings of embarrassment, stigma or shame. “Men in particular can feel uncomfortable being face to face when sharing emotions and vulnerabilities,” explained Wood. “So think about walking and talking with them, sitting side by side, on a bench overlooking a view, for example. It is literally manifesting subliminal messages of ‘I am with you, alongside you, with you, shoulder to shoulder.’” The broader lesson is to shape difficult conversations around the individual, rather than forcing every disclosure into a formal meeting-room setting.

EARLY SUPPORT CAN STOP PROBLEMS ESCALATING

Starting a conversation can be an important first step, but employers also need clear routes into appropriate professional support when somebody is struggling. Specialist nurse-led support organisation RedArc says early intervention can help prevent mental health difficulties from escalating and ensure people receive appropriate support before they reach crisis point.

It says a thorough clinical assessment can help establish the nature and severity of somebody’s symptoms – including whether they are experiencing a complex mental health condition or difficulties such as low mood, anxiety or depression – and determine what type of support is appropriate.

“It’s encouraging that the stigma around talking about mental health is reducing, and more people feel able to speak up when they’re struggling,” said Christine Husbands, commercial consultant at RedArc. “Reaching out and talking is an important and positive first step, but an assessment from a clinically trained mental health professional is fundamental in assessing risk and putting appropriate support in place.” The point reinforces an important boundary between managers and clinicians. Managers and colleagues can notice changes, check in and help someone access support, but they should leave clinical risk assessment and diagnosis to qualified mental health professionals.

TAKING ACTION WHEN SOMEONE SPEAKS UP

“Every day we see the difference that support from a mental health specialist can make, particularly when it is available as soon as someone begins to experience symptoms, rather than waiting until their condition has become more serious,” Husbands added. “Early intervention gives people the best chance of accessing the right support at the right time.” Organisations need a clear, timely pathway from disclosure or concern into appropriately qualified support, whether through occupational health, an EAP, specialist mental health provision, private healthcare or NHS services. The objective is not to turn the workplace into a clinical environment. It is to ensure that when somebody does speak – or when a colleague notices something is wrong – there is somewhere appropriate for that conversation to go next.

SUBSTANCE USE, MENTAL HEALTH AND SUICIDE RISK

Suicide-prevention strategies also need to recognise the potential relationship between substance use, addiction and mental distress. Dr Georges Petitjean, Clinical Director at Inclusion, part of Midlands Partnership University NHS Foundation Trust (MPFT), and Founder of WARM: The Workplace Addiction & Recovery Movement, said employers should avoid reducing that relationship to a simple question of cause and effect. “Substance use, mental ill health and suicide risk can be closely intertwined,” he said. “Addiction can be both a response to distress and a contributor to further harm, so asking which came first is often less useful than recognising the interaction and helping someone access appropriate support.”

That distinction can be particularly important at work, where problematic substance use may initially be viewed solely through a disciplinary, conduct or performance lens. But substance use can coexist with depression, anxiety, trauma, financial difficulties, relationship breakdown, workplace conflict or other forms of distress. “Employers should not expect managers to diagnose, but they can create a culture where people can seek help early and where concerns are met calmly, directly and compassionately,” added Dr Petitjean. That does not mean overlooking workplace safety or legitimate conduct concerns. It means recognising that a purely punitive response may miss an underlying health issue, while ensuring employees know how to access confidential specialist help.

WHAT EMPLOYERS SHOULD DO NEXT

Make suicide prevention part of organisational strategy. Employers should move beyond annual awareness campaigns and consider prevention, intervention and postvention as part of their wider mental health and health and safety approach.
Give managers practical training. Managers need to understand how to recognise significant changes from somebody’s normal behaviour, start sensitive conversations, listen calmly, signpost support and recognise when concerns need escalating.
Create psychological safety before somebody needs it. Employees need confidence that acknowledging serious distress will not automatically affect their reputation, career progression or job security.
Create a clear route into professional support. Managers and colleagues can recognise changes and start conversations, but they should not be expected to clinically assess risk. Employers should ensure people can move quickly from disclosure or concern to appropriately qualified mental health support.
Address the conditions contributing to distress. Bullying, racism, ableism, harassment, discrimination, exclusion, excessive workload and harmful workplace behaviour should be treated seriously. Inclusion, employee relations and mental health cannot operate in completely separate silos.
Recognise substance use as a potential health issue. Problematic substance use may coexist with mental distress, trauma or other difficulties. Employers should provide routes into specialist support alongside addressing legitimate safety, conduct or performance concerns.
Understand intersecting pressures. Employers should not label somebody as vulnerable because of their identity. But they should recognise how disability, discrimination, financial insecurity, relationship breakdown, substance use, caring responsibilities and isolation can overlap.
Support employees through high-pressure processes. Redundancy, grievances, investigations, disciplinary procedures, performance management and public or professional scrutiny can create significant pressure. Fair processes, dignity and appropriate wellbeing support matter throughout.
Audit and communicate existing benefits. Organisations should examine the support already available through EAPs, occupational health, private healthcare and group risk benefits, including life assurance, income protection and critical illness policies.
Make support visible year-round. World Suicide Prevention Day can start a conversation, but distress does not follow the awareness calendar. Internal and external support routes should be repeatedly communicated and easy to locate.
Support people returning after mental health leave or a suicide attempt. Returning to work may require flexibility, workload adjustments, phased reintegration and regular check-ins.
Have a postvention plan. A suicide can profoundly affect colleagues, managers and wider teams. Employers should know in advance how they would support people bereaved or otherwise affected.

IF YOU’RE WORRIED ABOUT SOMEONE

You do not need to be a mental health professional to check in. If somebody seems different from their usual self, Movember’s ALEC approach provides a useful starting point: Ask. Listen. Encourage action. Check in. Mention what you have noticed. Listen without judgement. Encourage appropriate support. And follow up rather than assuming one conversation has resolved everything. Samaritans similarly encourage people who suspect somebody may be suicidal to take action and show that they care. Most importantly, somebody does not need to be an expert to start a potentially important conversation.

IF YOU ARE STRUGGLING YOURSELF

You do not need to wait until you reach crisis point to ask for support. If you are experiencing suicidal thoughts, feeling unable to cope or simply know something is seriously wrong, consider telling somebody you trust and seeking professional help. Employees may also have confidential support available through their GP, EAP, occupational health service, counsellor or workplace healthcare provision. If you or somebody else appears to be in immediate danger, contact the emergency services.

CHANGING THE NARRATIVE MEANS CHANGING WHAT HAPPENS AFTER SOMEBODY SPEAKS

World Suicide Prevention Day’s call to “Start the Conversation” matters. Silence and stigma can prevent people from reaching support. But responsibility cannot rest solely on somebody experiencing severe distress finding the courage to speak. The evidence suggests employers also need to ask whether colleagues can recognise when something is wrong; whether managers have the confidence to respond; whether professional support is easy to access; whether employees trust that disclosure will not damage their careers; and whether bullying, discrimination, exclusion and other workplace pressures are being taken seriously. Men continue to account for a disproportionate share of suicide deaths. At the same time, disability, socioeconomic disadvantage, isolation, discrimination, substance use and other circumstances can add layers of complexity to somebody’s experience.

Employers cannot prevent every suicide. Nor should managers be expected to become mental health professionals. But workplaces can create environments where people are more likely to be noticed, heard, treated with compassion, and connected with the right professional support at the right time. Because starting the conversation matters, and what happens after somebody answers may matter even more.