The Intermediary –- June 2026 - Flipbook - Page 95
B RO K E R B U S I N E S S
Opinion
From awareness
to action
F
or the past five years,
the Mortgage Industry
Mental Health Charter
(MIMHC) has helped
shine a light on the
wellbeing challenges
facing our profession.
We have encouraged conversations,
challenged stigma, created
opportunities for connection and
trained Mental Health First Aiders
across the sector.
Through our annual surveys,
we have also built what is arguably
one of the industry’s most valuable
evidence bases around mental health
and wellbeing.Yet one question
continues to emerge: what practical
support can organisations provide to
prevent people reaching crisis point in
the first place?
The reality is that most people
working within our industry do
not suddenly become overwhelmed
overnight. Stress, fatigue and
declining wellbeing oen build
gradually over time.
Long working hours become
normalised. Recovery time
becomes squeezed. Physical activity
reduces. Sleep quality deteriorates.
Relationships come under pressure.
People continue to perform externally
while struggling internally.
If we are serious about improving
wellbeing outcomes, we need to shi
more of our focus towards prevention.
The encouraging news is that many
organisations across the mortgage
sector are already taking positive steps.
We are seeing businesses introduce
wellbeing champions, create more
flexible working arrangements,
establish employee support networks
and provide Mental Health First
Aid training. Initiatives such as
Walk & Talk, run clubs, Lunch &
Learn sessions and peer support
communities have demonstrated the
power of bringing people together.
However, awareness activities
alone are not enough. Employees
increasingly tell us they want support
that is practical, accessible and
relevant to the realities of modern
working life.
They want to build resilience,
not simply recover from burnout.
They want leaders who understand
wellbeing, workplaces that encourage
healthy behaviours and resources that
are easy to access when needed.
This is why the Mortgage Industry
Mental Health Charter is excited
to begin developing its partnership
with Claritee.
Practical support
Claritee’s approach aligns closely
with MIMHC’s belief that wellbeing
should not be viewed solely through
the lens of intervention. Instead, there
is a significant opportunity to create
preventative support that empowers
individuals to proactively manage
their wellbeing.
Over the coming weeks, MIMHC
and Claritee will work together
to explore how this partnership
can evolve into something
meaningful and impactful for the
mortgage community. Importantly,
this will not be about creating
solutions based on assumptions. The
development of the partnership will
be shaped by the evidence.
Every year, hundreds of
professionals contribute their
experiences through the MIMHC
Mental Health and Wellbeing Survey.
The findings from the 2026 survey
will play a critical role in determining
the next phase of this partnership.
We will listen carefully to what
individuals are telling us. What are
the biggest barriers to maintaining
good mental health? Where do people
feel unsupported? What preventative
interventions would genuinely
improve their wellbeing? How can
organisations equip their leaders
more effectively? The answers to these
questions will help shape the support
offered. This approach also aligns
JASON BERRY
is group sales director at Crystal
Specialist Finance and
co-founder of The Mortgage
Industry Mental Health Charter
closely with MIMHC’s Foundation
Focus Strategy, which centres
around six key pillars: Healthier
Balance, Confident Leadership,
Wellbeing in Business, Stronger
Connections, Personal Resilience and
Sustained Impact.
These pillars provide a framework
for moving beyond awareness
campaigns towards creating
measurable, long-term improvements
in wellbeing outcomes.
Ultimately, wellbeing cannot be
reduced to a single initiative or annual
awareness week.
It is influenced by leadership
behaviours, workplace culture,
relationships, physical health,
psychological safety and the habits we
build every day.
The mortgage sector has made
significant progress in opening up
conversations around mental health.
There is now an opportunity
to build upon that foundation by
introducing preventative support
that is evidence-led, practical and
designed with the realities of our
profession in mind.
There is still much work to do, and
the detail will continue to evolve over
the coming weeks and months. But
the intention is clear. We want to
listen. We want to learn.
Most importantly, we want
to help create solutions that
genuinely support the people behind
the profession.
If the mortgage industry can
continue to embrace that mindset,
we have an opportunity not only
to improve individual wellbeing
outcomes, but to build healthier
businesses and a stronger, more
sustainable profession for everyone. ●
June 2026 | The Intermediary
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