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Why a Behavioural Risk Management

Chasing the competitive edge in today’s corporate world has moved far beyond staying abreast of the most current technological, financial or managerial practices. The world’s most powerful companies increasingly agree that the most profitably leveraged area for enhanced performance lies in the development of a company’s most vital asset: Its people.

While the emotional and behavioural difficulties that can impact employees are often relatively less visible than more obvious threats to an organisation’s competitive positioning, the potentially damaging and costly ramifications of personal problems are beyond dispute. For example:

  • The World Health Organisation estimates that depression will become the most significant contributor to the burden of disease (the time spent suffering with a disease or illness) by the year 2020. Of the 10 leading causes of disability worldwide.
  • The World Health Organisation estimates that depression will become the most significant contributor to the burden of disease (the time spent suffering with a disease or illness) by the year 2020. Of the 10 leading causes of disability worldwide in 1990, measured in years lived with a disability, five were psychiatric conditions: unipolar depression, alcohol use, bipolar disorder, schizophrenia and obsessive-compulsive disorder.
  • The Canadian Mental Health Association estimates that reduced productivity due to the impact of personal problems on employees costs companies between 3.5 and 5% of payroll.
  • The European Foundation’s 1996 Survey on Working Conditions in the European Union found that 28% of workers reported stress-related health problems (the second most reported problem after back pain, at 30%).
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