According to the World Health Organization (WHO), Kenya loses over Sh62 billion annually to mental illness-related costs. Yet despite the heavy toll, mental health remains neglected in many workplaces, where stigma and outdated perceptions persist.

But across Africa, momentum is building. At the recent Mental Health Leadership Programme by Africa CDC, leaders from different sectors echoed the urgency of prioritising mental wellness.

Dr Abdulaziz described the initiative as vital in implementing Africa CDC’s strategy to address high-burden diseases, including mental illness.

“Mental health is no longer a side issue; it’s the next frontier of public health in Africa. Workplaces must become the first line of support,” he said.

Dr Adelard Kakunze, Programme Officer for Mental Health at Africa CDC, urged for modern policies and sustainable financing. He also called on corporate leaders to make mental health visible and measurable.

“Over 50 per cent of African countries still have outdated mental health laws that do not align with human rights,” he noted. “We need leaders who can work across sectors, education, justice, civil society and bring the voices of lived experience into policymaking.”

Among those answering this call, Absa Bank’s Chief People Officer, Mumbi Kahindo, stands out. She represents African women in leadership, pushing to humanise policy.

“We need to lead with heart,” Mumbi said. “Especially those of us in HR and leadership. We know what it’s like to carry silent burdens. Now it’s time our workplaces help carry them too.”

In Kenya, the treatment gap remains wide. Some counties report that up to 93 per cent of primary care facilities lack integrated mental health services.

Experts recommend scaling up WHO-endorsed models like the Mental Health Gap Action Programme (mhGAP), Collaborative Care and Stepped Care to expand access.

Mental health training is also being embedded into health curricula.

Grace Mwangi, Deputy Registrar at Kenya Medical Training College (KMTC) and Director of the Mental Health Leadership and Advocacy Programme in East Africa, calls such reforms “critical in shaping how mental health is prioritised across public institutions.”

Building supportive workplaces is one piece of the puzzle. For mental health to improve nationally, comprehensive policy reform and increased funding are crucial.

Kenya’s Mental Health Policy (2015–2030) aims to integrate mental health into primary care and community systems. But resource constraints and competing priorities have slowed implementation.

“There’s a real need for political will and financial commitment,” says Dr Mazyanga Lucy Mazaba, Africa CDC’s Regional Director for Eastern Africa. “Without sustainable funding, nothing can scale.”

The latest Health Sector Strategic Plan highlights Universal Health Coverage (UHC), with mental health services listed among essential benefit packages. Yet gaps in infrastructure, staffing, and medication persist.

People like Mumbi are leading a quiet revolution, one rooted in care, compassion, and policies that prioritise employee well-being.

“Mental health is still treated as a side issue, something separate from business priorities,” says Mumbi. “But in reality, it’s central to how we operate.”

Mumbi is not merely driving HR policies from behind a desk. She’s a mother, daughter, friend and a leader who understands that behind every employee badge is a person who sometimes breaks.

“Mental health has always been personal to me,” she says. “As a woman in leadership, I’ve seen and experienced the quiet ways mental strain shows up, especially among women who are expected to juggle everything while appearing fine.”

In high-pressure environments like banking, where stress is often the norm, addressing mental health has become not just about wellness, but about business resilience.

According to the WHO Mental Health Atlas (2020) and Kenya’s Ministry of Health, the country ranks fifth in Africa for depression prevalence. Yet mental health receives only 0.01 per cent of the national health budget, approximately 0.0012 dollars per person, far below the WHO’s recommended minimum of 1.16 dollars per capita.

This chronic underfunding is reflected in major service gaps. Only 26 of Kenya’s 47 counties have psychiatric units. With just 140 psychiatrists serving over 50 million people, access to mental health care is severely limited.

Experts warn that for every person receiving mental health treatment, many more go unnoticed, untreated and unsupported.

“In Kenya, mental health conditions contribute to both absenteeism and presenteeism, people showing up to work but not performing optimally, which directly impacts productivity,” explains Dr Mohammed Abdulaziz, Head of Disease Control and Prevention at Africa CDC.

This is not only a health concern; it’s an economic imperative. A Kenya National Bureau of Statistics (KNBS) report identifies financial stress, job insecurity, family pressure and unresolved trauma as leading triggers of poor mental health among workers. According to International Labour Organisation (ILO) World Employment and Social Outlook 2022 report, almost 60 per cent of the world population is in work.

“We realised early on that having a mental health policy wasn’t enough. We had to make mental wellness feel normal, visible and accessible,” says Mumbi.

“We’ve trained managers to identify early signs of distress and initiate empathetic conversations. You can’t be purely performance-driven—you have to be people-centred,” Mumbi adds.

Trust is central to these efforts. “Employees need to feel safe and anonymous when seeking help,” Mumbi says. “We don’t know who calls; we only look at trends to tailor our interventions.”

“We’re encouraging men to be vulnerable and ask for help,” she explains.

The mental health conversation is not confined to HR meetings. Everyone from top executives to junior staff is expected to engage.

“We teach people leaders to look beyond surface-level questions like ‘How are you?’ to more personal follow-ups,” Mumbi explains. “Questions like ‘How’s your mum after her hospital visit?’ or ‘How are your kids settling into school?’ humanise the workplace.”

Leading these changes hasn’t been without resistance. “There’s still a lot of misunderstanding. Some think that therapy and ‘soft’ approaches dilute performance. But we’re showing that the opposite is true, healthier employees make stronger teams.”

Listening is a cornerstone of Mumbi’s approach.

“Women face unique mental health pressures, from unpaid care work to hormonal changes and societal expectations,” she says.

What sets Mumbi apart is her refusal to separate leadership from femininity. In a space often defined by pressure, productivity and results, she brings softness, empathy and care.

“When I first spoke about therapy at work, some people rolled their eyes,” she recalls. “Now, those same people are the ones booking sessions. That shift is beautiful.”

For many employees, simply being seen and heard is transformative.