SHARED ACCOUNTABILITY: MENTAL HEALTH IN THE MBR INDUSTRY
Mental health is not a topic we often tackle in the motor body repair (MBR) industry. It’s complex, uncomfortable, and often seen as “not our job.” But if you’ve spent time in a busy workshop, you know that this conversation is long overdue.
The average motor body repair workshop is a high-pressure zone. Tight job cards, difficult clients, sometimes low repair volumes, insurers breathing down your neck, costly re-do’s – and yes, the occasional hungover staff member on a Monday morning. Add in cashflow challenges, performance issues, and a national backdrop of a struggling economy, poverty, crime, and under-serviced communities – and you’ve got a workplace that’s under more emotional strain than we would like to admit.
If you take a drive through most townships where many of our workers live: uncollected rubbish, broken sewerage pipes, drug hotspots, and families struggling with violence or addiction. It’s no surprise that stress, trauma, and burnout are walking through our gates each morning wearing overalls.
When a stressed-out foreman lashes out at an overwhelmed apprentice, it’s easy to label it as poor management. But more often than not, it’s a symptom of deeper emotional stressors – across all levels of the business. Post COVID-19, mental health and wellness became a buzzword in the workplace. People began speaking openly about anxiety, depression, and burnout. And that’s a good thing. But now we’re left with the bigger question: whose job is it to manage this?
What the law says
South African legislation is quite clear on the subject:
Section 8 of the Occupational Health and Safety Act (OHSA) requires that employers provide a work environment that is safe and healthy – which includes psychological safety.
The Labour Relations Act (LRA) supports fair treatment and dispute resolution – key to preventing toxic environments.
Section 24 of the Constitution guarantees everyone the right to a workplace that’s not harmful to health or well-being.
These are not just altruistic aspirations but enforceable rights. And ignoring them can have legal consequences for businesses.
Is your organisation toxic?
Perhaps a good starting point for employers is to honestly assess what constitutes an unduly stressful or toxic workplace environment.
In the Motor Body Repair industry, toxicity may not always manifest through shouting matches or open conflict. Many times, it is subtle, systemic, and slow-burning.
Common warning signs may include:
- Unrealistic production targets
- Lack of recognition or constructive feedback
- Gossip, cliques, and divisive team dynamics
- Poor leadership, micromanagement, or unclear direction
- A culture of silence where staff are afraid to speak up
- Chronic absenteeism or substance abuse quietly ignored.
These issues, left unaddressed, can chip away at the organisation’s morale and performance over time.
According to the South African Depression and Anxiety Group (SADAG), 1 in 4 South African employees has been diagnosed with depression, and 60% report that it negatively affects their ability to perform at work. In hands-on, high-pressure environments like ours, these figures are likely to be even higher — just less frequently reported. (SADAG, 2022)
Finding the balance: When mental health support shouldn’t be misused
While awareness around mental wellness is thankfully growing, there’s an uncomfortable truth we need to confront: mental health can sometimes be misused as a cover for poor performance. Chronic absenteeism, ongoing negligence, or repeated refusal to take responsibility should not be casually dismissed under the umbrella of “mental health.”
As HR consultant Zanele Ntshangase told BusinessLive: “Mental health should be supported, not exploited. The trick is to create structures that are both empathetic and firm.”
Support systems are essential – but so is accountability. Employees have a duty to communicate, seek help when needed, and show up consistently. Likewise, employers must keep clear records, apply progressive discipline when necessary, and request medical evaluations if mental health challenges are affecting job performance.
There’s a clear line between being compassionate and being taken advantage of. A healthy workplace culture knows the difference – and acts accordingly.
Simple, practical interventions employers can start with:
Supporting mental health in the workshop doesn’t mean turning managers into therapists or spending thousands of rands. Even small, low-cost interventions can make a meaningful difference. Here’s where employers can begin:
- Draft a mental wellness policy that outlines both the support offered and the behavioural expectations from staff.
- Partner with affordable Employee Assistance Programmes (EAPs) or NGOs like the South African Depression and Anxiety Group (SADAG) for counselling referrals. (Contact SADAG at 0800 456 789 or visit www.sadag.org)
- Train supervisors to recognise early warning signs such as sudden aggression, withdrawal, fatigue, or mood swings.
- Encourage open-door communication – staff should feel safe raising concerns without fear of judgement or retaliation.
- Show appreciation. A simple “thank you” after a tricky respray or a tough day goes further than you think in boosting morale.
- Clarify roles and responsibilities. Vague expectations and inconsistent feedback increase anxiety. Clear communication reduces confusion and tension.
Final thoughts: we maintain our tools – why not our people?
Think about how we treat our equipment. Compressors are serviced. Booths are cleaned. Tools are calibrated to perfection. But the people using those tools are often running on empty.
The truth is, people aren’t machines. They feel. They fatigue. They fall apart. But unlike machines, they can reflect, adjust, and rebuild – if the environment allows it.
The best MBR employers are those who can hold two truths at once: that mental wellness matters, and that every team member must contribute meaningfully.
By Busi Maile
