Applying industry insights to make an impact on mental health
This Rail Wellbeing Live 2026 session shines a light on one of the most pressing challenges facing the rail industry today. In this thoughtful and practical talk, Isabel Masetti, Health and Wellbeing Analyst at the Rail Safety and Standards Board, explores how better use of insight and data can help organisations move from simply measuring stress to actively reducing it.
As you watch the session above, here are the key themes, standout moments and ideas that bring the conversation to life.
Why work-related stress matters more than ever
Isabel opens by grounding the topic in a clear definition. She explains that work-related stress is “the adverse reaction people have to excessive pressures or other types of demand placed on them.”
From the start, the message is clear. Stress is not just an individual issue. It is a system-wide challenge that needs a coordinated response.
Data from across the rail industry highlights the scale of the challenge. Mental health related absence remains one of the top contributors to sickness absence, accounting for 12.33% of cases in recent reporting.
At a national level, the picture is equally stark. Millions of working days are lost each year due to stress, anxiety and depression. This reinforces Isabel’s point that rail is not alone, but it does have an opportunity to lead.
A data gap hiding the real story
One of the strongest themes in the session is the gap between what organisations know and what they need to know.
While many rail organisations are collecting data, Isabel points out that it is often inconsistent or incomplete. In some cases, stress is grouped together with other conditions. In others, it may not be recorded at all.
She notes that “the categories used to document work-related stress absences varied widely across businesses.”
This lack of consistency makes it difficult to see the full picture, spot trends or take meaningful action. In some cases, cultural factors also play a role, with stress being recorded under more acceptable labels such as physical illness.
There is also a missed opportunity when it comes to deeper analysis. Many organisations collect demographic data but do not regularly use it to understand patterns or risks.
A reactive system that needs to shift
Another key finding is that much of the current approach to stress management is reactive.
Support is often triggered once someone is already struggling, rather than preventing issues earlier. Isabel highlights that organisations tend to focus on individual cases rather than looking at the wider organisational picture.
She explains, “there was a missed opportunity there to be investigating some deeper insights.”
This insight sits at the heart of the session. To create real change, the industry needs to move upstream.
That means identifying risks early, understanding root causes, and designing systems that reduce pressure before it builds.
The role of leadership and line managers
The session also explores the human side of the issue, especially the role of line managers.
Managers are often the first point of contact for employees experiencing stress, yet many feel underprepared. Isabel notes that they may lack the confidence or training to have effective conversations.
At the same time, there are practical challenges. Some managers have large teams or work across shift patterns, making regular one-to-one support difficult.
She highlights a further complexity: if the source of stress is the manager themselves, employees are unlikely to raise it in that setting.
This is why the session calls for better training, clearer processes and alternative support routes.
The impact of stigma
Stigma remains a significant barrier across the industry.
Isabel describes how stress is still seen as a taboo subject in many workplaces. This can lead to underreporting and a reluctance to speak openly.
She explains that “employees were often seeing this as a taboo topic and therefore potentially avoiding raising it.”
Changing this culture will take time. It requires consistent effort, visible leadership and a safe environment where people feel able to speak up.
Moving from insight to action
A highlight of the session comes during the audience questions, when Isabel is asked how organisations can move from measuring stress to actually reducing it.
Her answer is simple but powerful. “Being able to identify what those stressors are… you are then able to put in place the control measures that can then mitigate what their stresses are.”
This idea runs throughout the session. Better data is not the end goal. It is the starting point for meaningful action.
Practical next steps for the rail industry
The session closes with a clear set of priorities for the future. These include:
- Standardising how stress is defined and recorded across the industry
- Improving data integration to create a full organisational view
- Shifting from reactive responses to proactive risk assessment
- Strengthening training and support for line managers
- Creating a more open culture around mental health
There is also a strong call for collaboration. Organisations are keen to learn from each other and share what works.
As Isabel puts it, there is real value in “taking a more collaborative approach and learn from each other.”
A conversation that continues
This session is not just a presentation. It is an invitation to the industry to reflect, collaborate and take action.
The insights shared offer a clear direction for 2026 and beyond. They also remind us that improving mental health at work is not about one initiative or one team. It is about changing systems, behaviours and culture together.
Watch the full session above to hear the discussion in Isabel’s own words and explore how your organisation can be part of the shift.