Behind every one of those deaths lies a web of impact: research shows that for each death by suicide, at least 135 people are directly or indirectly affected. Families, friends, colleagues, service users, clients, and even those who may have simply witnessed a suicide or suicide attempt can carry the effects for years.
For organizations, these realities are not distant statistics. They play out in workplaces of every size and sector. From colleagues navigating the loss of someone they worked alongside, to managers supporting a staff member dealing with bereavement, to customer-facing staff encountering someone in crisis, suicide touches the workplace more often than most of us would like to admit.
Yet despite this, many employers remain unprepared. A lack of knowledge, confidence, or resources, compounded by stigma and discomfort around discussing suicide, often leaves organizations struggling to respond effectively.
The launch of BS 30480:2025 Suicide and the workplace – Intervention, prevention and support for people affected by suicide – Guide marks a significant step forward.
As the UK’s first dedicated workplace standard on suicide, it provides organizations with a practical, principles-based framework to plan for, respond to, and support people when suicide impacts their workplace.
Suicide is often described as ‘relatively rare’, but exposure to suicide is far from uncommon.
Research reveals that one in four adults in the UK have experienced thoughts of suicide, and one in 13 have made a suicide attempt at some point in their lives. These figures mean that every workplace, regardless of size, has people who have been affected.
Further research suggests that around 10% of suicides may be work-related. This does not mean work is the sole cause, but it highlights how employment conditions, stressors, and culture can intersect with broader risk factors.
The implications for employers are profound. Suicide affects not just individual well-being but also organizational performance, trust, retention, and reputation. At its most human level, it creates grief, trauma, and sometimes a heightened risk of suicide among those left behind.
Despite the prevalence of suicide’s impact, many organizations lack a structured approach.
Conversations about suicide are too often avoided because of fear of saying the wrong thing, fear of legal liability, or fear that talking about suicide will ‘put the idea into someone’s head’. The reality is the opposite. Open, compassionate conversations can help reduce risk, while silence can increase it.
Other challenges include:
Stigma and shame, which prevent people from disclosing when they are struggling with thoughts of suicide.
Unclear responsibilities, particularly where workplaces interact with clients, service users, or the public.
Fragmented policies, where suicide-related support is not integrated into existing health, safety and well-being frameworks.
Lack of resources or training, leaving managers unsure of what to do when faced with a crisis.
The absence of preparation means many organizations only confront suicide when tragedy strikes, reacting in the moment rather than having systems in place.
BS 30480:2025 provides a structured, practical framework to help organizations build readiness and resilience. It aims to ensure workplaces are equipped to:
Respond appropriately when suicide touches the organization.
Support those affected, whether employees, clients, or contractors.
Communicate responsibly and sensitively in difficult situations.
Put in place policies and practices that align with wider national strategies.
The standard was developed through wide consultation, bringing together voices from government, industry, and specialist charities and advocacy groups. It is principles-based, adaptable to workplaces of all sizes and sectors, and signposts to specialist advice where needed.
The scope of BS 30480:2025 is deliberately wide-reaching, recognizing that workplaces are diverse and interconnected. It covers:
Policies and systematic approaches to prevention and intervention within an organizational setting.
Guidance on supporting people affected by suicide, whether employees, customers, service users, suppliers, or communities.
Sensitive communication, ensuring language and messaging are handled with care and responsibility.
Processes for monitoring and review, to ensure measures remain effective and responsive to change.
Boundaries, clarifying where statutory safeguarding or medical guidance applies, and where employers should seek specialist expertise.
The standard is applicable across the public sector (such as NHS trusts, schools, police forces, and the armed forces), the voluntary and community sector (including charities, housing associations, and faith settings), and the commercial sector (from construction firms to financial services, freelancers, and contractors).
It is particularly relevant for managers, HR professionals, health and safety teams, occupational health, and those working in organizational development, diversity and inclusion, and employee well-being.
For further information on BS 30480 and how to implement it, discover our Suicide and the Workplace: A Practical First Steps Guide, developed to complement the standard and help organizations to take action in a manageable way.
Implementing BS 30480:2025 is about more than compliance or risk management. It is about leadership, responsibility, and culture.
1. Demonstrating leadership and care
Taking visible action shows employees and stakeholders that your organization is prepared to handle sensitive issues responsibly. It reduces stigma and fosters trust.
2. Reducing the ripple effects of suicide
By putting structures in place to support people affected by suicide, organizations can reduce the intensity and duration of disruption and trauma.
3. Aligning with national strategies
The standard complements existing government and charity initiatives, helping organizations contribute to wider societal goals around reducing suicide’s impact.
4. Protecting organizational resilience
Unprepared responses to suicide can have significant cultural and financial costs, from increased absence and turnover to reputational damage. Being ready helps safeguard against these.
5. Creating sustainable, supportive workplaces
Some of the measures in BS 30480 are generic good practice for healthy organizations, such as clear communication and ongoing evaluation. Others are specific to suicide readiness. Together, they strengthen culture and performance.
Build stronger, healthier workplaces with our full range standards. Explore more workplace culture standards here.
The business case for adopting BS 30480:2025 is compelling.
As we’ve covered, work-related factors are estimated to play a role in one in 10 suicides. Beyond the moral imperative, the financial costs of being unprepared are high: absence, presenteeism, reduced productivity, and turnover all add up.
Conversely, organizations that embed supportive policies and practices often see improved engagement, retention, and reputation. Employees who feel their employer cares about their well-being are more likely to remain loyal, motivated, and productive.
In today’s workplace culture, where expectations around corporate responsibility are high, and scrutiny from stakeholders is increasing, doing nothing is not an option.
As the UK’s National Standards Body, we are committed to shaping a safer, more resilient future for everyone. Discover our free, purpose-led standards that can help you drive positive changes in your organization today.
One of the most powerful contributions of BS 30480:2025 is that it helps normalize the conversation about suicide in the workplace.
With a clear, structured framework, it removes much of the fear that prevents organizations from addressing the issue openly.
By embedding these practices into everyday operations, organizations can foster environments, where talking about suicide is approached with the same seriousness, sensitivity, and responsibility as any other health and safety matter.