Let us know if we can provide you with more information about the impact of burnout and what can be done about it.

BURNOUT is the biggest

occupational hazard of the 21st century.

Twelve is offering integrated solutions for an issue that in today’s work force is experienced in epidemic proportions - occupational burnout. Burnout is the biggest occupational hazard of the 21st century. It has emerged as an important concept in the 1970s, and it captured something very critical about people’s experience with work. It continues to do so today, some 50 years since its introduction to psychological literature and to cultural discourse. Both then and now, burnout has been a concept that seems to ring true to a common experience among people. It has inspired researchers to study it and try to better understand what it is and why it happens. It has inspired practitioners to figure out ways to cope with it, prevent it, or combat it. It is a phenomenon that has been increasing everywhere, creeping into every corner of the modern workplace and accounting for tremendous organisational, sectorial and societal costs.


Burnout is a psychological syndrome emerging as a prolonged response to chronic interpersonal stressors on the job. Burnout is characterised by exhaustion, cynicism, and reduced effectiveness. Engagement is the positive antithesis of burnout and is characterised by vigor, dedication, and absorption in work. Hence, building engagement and creating a positive organisational culture is the best approach to preventing burnout.  The World Health Organisation has only just recently recognised "burnout" in its International Classification of Diseases (ICD), which is widely used as a benchmark for diagnosis and health insurers. There is a strong business case for organisations to invest in efforts to reduce employees’ burnout and promote engagement in the current working climate.

Why bother addressing burnout

in your organisation?


Burnout, stress, and work-related fatigue are pervasive and increasing bases for disability claims in the post-industrialised world. Challenges associated with chronic exhaustion and low engagement with work have a direct and on-going impact on a company’s bottom line. 

Many companies are experiencing a crisis of engagement and aren't aware of it.


Companies with highly engaged workforce outperform their peers by 147% in earnings per share.


Corporate burnout is affecting the mental health of 20 percent of top performers in UK businesses. Studies suggest that only 2 in 5 employees are working at peak performance in UK and it has been argued that disengaged and unhappy employees cost the British economy almost £46 billion in 2017 in low productivity and lost working days. Moreover, it was suggested that presenteeism from mental ill health alone costs the UK economy £15.1 billion per annum, in what is almost twice the business cost as actual absence from work (£8,4 billion per annum sickness absence costs).


Employers have a moral and legal responsibility to create positive workplaces.


Burnout provides an urgent signal of serious problems in the quality of work-life for employees.


Problems, leading to burnout, e.g., unsafe work assignments or abusive workplace relationships, are crucial problems that need to be addressed.


By addressing burnout at an organisational level, you can support your employees' wellness, and improve their job satisfaction and quality of work.


In the contemporary global environment, engaged employees who bring creativity and focused customer relationships to their work make the difference between success and failure.


Preventing burnout is an essential pre-requisite for building engagement.

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