We believe that best practices for workplace well-being and mental health can be built on the following pillars:

1 in 5 Americans

  • Assessing what we know: examine and share existing knowledge from the many nonprofit organizations, healthcare providers and business leaders who are already making progress to identify the best evidence-based practices
  • Promoting well-being: promoting mental well-being and “brain fitness” as equally important to physical health and fitness and reduce work-related risk-factors for mental health
  • Increasing awareness and reducing prejudice: educating on mental health issues to create an informed, responsive and understanding workplace
  • Assisting and intervening: assisting employees at risk, providing mental health first aid
  • Connecting the dots: ensuring resources for employees and their families with
    mental health issues are understandable, available, coordinated and affordable

These workplace principles are supported by benefits resources that are organized and coordinated.

we stand behind

  • Patient-focused coordination of employee well-being programs, employee assistance programs and healthcare benefits functions
  • Equal availability of mental and physical care without bureaucratic, cost or out-of-network roadblocks
  • Better quality and outcomes through evidence-based care and measured outcomes, thus improving patient lives while reducing waste
  • Integration of physical and mental care both to provide better outcomes and reduce costs
  • Use of technology to solve organizational and resource issues

System change takes time, and we advocate a tactical approach. We ask our CEOs and their teams to commit to driving these goals, and in the short term to convene a group to review our priority areas for initial gains that we believe will pave the way.

For more about the One Mind Initiative At Work
The business case
at work faqs

CEOs care about the well-being of their employees and their families, and are needed to push through changes that involve many different constituencies. They set the direction for innovation and collaboration that can drive achievable changes and benefit millions of people across the globe.

we need you

Every successful social, medical or civil rights movement has drawn inspiration from key leaders. In the workplace, CEOs are the engine for change. Join us.

Frequently Asked Questions

  1. Taylor, S. Working Our Lives Away. Psychology Today. 2014. ›View article

  2. Centers for Disease Control and Prevention, Workplace Health Promotion, Workplace Health Strategies, Depression. ›View article

  3. Brockway, L.S. Depression at Work: Is It You or the Job? Everyday Health. 2013. ›View article

  4. Leopold RS. A Year in the Life of a Million American Workers. New York, New York: MetLife Disability Group; 2001.

  5. Stewart WF, Ricci JA, Chee E, Hahn SR, Morganstein D. Cost of lost productive work time among US workers with depression. JAMA. 2003 Jun 18;289(23):3135-3144.

  6. Campbell KP, Lanza A, Dixon R, Chattopadhyay S, Molinari N, Finch RA, editors. A Purchaser’s Guide to Clinical Preventive Services: Moving Science into Coverage. Washington, DC: National Business Group on Health; 2006.

  7. Council for Disability Awareness, Long-Term Disability Claims Review, 2012

  8. World Economic Forum. 4 things leaders need to know about mental health. January 18, 2015. ›View article

  9. Milliman. Economic Impact of Integrated Medical-Behavioral Healthcare: Implications for Psychiatry. April 2014.

  10. U.S. Department of Health and Human Services. Mental Health: A Report of the Surgeon General. Rockville, MD: U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services Administration, Center for Mental Health Services, National Institutes of Health, National Institute of Mental Health, 1999. ›View article

  11. U.S Department of Health and Human Services. Mental Health Myths and Facts. ›View article