On April 9, 2026, CAFII held its first reception event of the year. Graciously hosted by CUMIS/Co-Operators, the evening was a great success. Attendees helped themselves to hors d’oeuvres and drinks while listening to CAFII’s excellent guest speaker, Paula Allen, Global Leader and VP of Research, Insights, and Strategic Communications at TELUS Health, discuss mental health and the workplace. After the speeches, attendees continued to mingle and enjoy the rest of their night. Below is a summary of Ms. Allen’s speech.
Paula Allen began her keynote address to CAFII by explaining how, early in her career, she was struck by how mental illness physically alters a person’s brain, a process that can actually be clinically observed. A brain, for example, is structurally altered due to ongoing clinical depression. This is why she is dedicated to helping people protect their brains, something that is so precious and important yet also so fragile.
This has not always been easy, as stigma around mental illness has been a major impediment to focusing the required attention on it. But there has been a real evolution in recent years in the recognition that mental illness is not something to be ashamed of, although much more still needs to be done. Part of this evolution is the recognition by industry and government that failing to address these issues leads to economic penalties. A remarkable 60% of disability claims are related to mental health issues.
As laudable as the commitment to responding to these realities is, it has to be balanced against the private sector’s ability to manage the costs associated with the impact of mental health issues. The impact on ROI is real but not sustainable in the long term. There is already strong pressure to rein in these costs and establish stronger controls over claims. Focusing on the quality of care will be paramount, and there will need to be a focus on more than just access to care; businesses will also need to ensure that benefits payments are financially sustainable over the long term.
As a result, a reckoning is coming. While industry is to be commended for recognizing the reality of mental illness, we also have to recognize economic realities, and companies cannot forever increase the sums they spend on claims related to mental health issues or arising from mental health problems. The depth of the problem is immense: 36% of working Canadians are at high risk of mental health problems, 40% say they are under constant stress, 28% feel angrier than ever, and the problem is worse among young Canadians—and these statistics are worsening with each passing year.
The key to overcoming these mental health challenges is healthy relationships. Human evolution has hard-wired us to respond to threats, and we can calm those concerns through social bonding. But our society is pushing individuals in the opposite direction, towards greater and greater isolation, and isolation is a prime cause of mental health issues that result in anxiety and stress. Society and the structure of work have become increasingly unhealthy, with all the pernicious outcomes associated with that tendency. Young people are at the greatest risk, and there is a real concern that some of these tendencies will translate into permanent dysfunctions and problems. Fully 27% of the population feels helpless, and a significant proportion of young people report that “poor mental health is their fate.”
Given the enormity of these challenges, open and frank talk about them is paramount. Toxins are everywhere in our environment and our lives, and they must be recognized and addressed. A focus on a healthier, happier societal and work environment is required—but achieving such systemic change is not easy. Canada, to add to the challenge, is behind other countries in addressing these matters, including by governments. But the cost of not doing so will force the issue and cause governments to explore ways of reducing the toll of societal mental health triggers. We have seen this story before—we have dealt with infectious disease threats (clean water, vaccines); we have dealt with safety issues in the workplace (regulatory and legislative initiatives, along with cultural shifts in what risks are acceptable for workers); we have dealt with preventable cancers (taxes on cigarettes and public efforts to attack smoking). The issue of our time is rapid change amid a lack of predictability, something the human brain is not equipped to handle. The human brain prefers pain to uncertainty, yet our business environment often leaves workers in a constant state of uncertainty. The economic costs of doing so will force change. We saw an example in 2025 in Australia, when a university forced downsizing in such a callous way that a Court found it unacceptable and forced it to cease and desist. We will see similar developments in Canada. The economics of mental health problems on businesses and societies will cause governments in Canada to address these issues, in some way or another.
Ms. Allen concluded her talk on an optimistic note, urging leaders to take up the challenge. We can and must be interested in our lives and those of our colleagues, and strive to make the environment we operate in healthier and happier. This includes being inclusive, being team-oriented, being kind, having a sense of purpose, and making decisions. On the last point, Ms. Allen returned to her earlier observation: the human brain does not tolerate uncertainty well, and uncertainty leads to poor mental health outcomes. So make decisions to reduce that uncertainty—even if it may not be the best decision, make it anyway, and your colleagues and teams will appreciate you for it.
The talk garnered great interest, and the energy in the room was undeniable. Ms. Allen was warmly received, and the applause was genuine. At the ensuing reception, there was much commentary on how motivating and impactful her remarks were, especially for their twin benefits of grounding in scientific research and a foundation of sincere humanity.
