A Conversation Between Erinda Shah and Dharmesh Katrodia

Editorial Perspective:

Mental health at work is no longer a side conversation—it is a business priority. Stress, burnout, and emotional fatigue are not just employee concerns but organizational risks. The financial sector, in particular, faces unique pressures—high performance expectations, long working hours, and the lingering impact of post-pandemic stress.

Deutsche Bank India has taken a proactive approach, embedding mental health into leadership strategies, training managers, and creating a network of Mental Health First Aiders (MHFAiders). To understand how workplace mental health is evolving and the role of leadership in shaping it, We sat down with Dharmesh Katrodia, Director CB and IB CFO India Lead, Deutsche Bank India.

Below are excerpts from our recent webinar, part of the ongoing MHFA Talk series.
This is not a full transcript but a carefully curated summary of the key points and insights shared during the conversation. The goal is to offer you a quick yet meaningful glimpse into the discussion — highlighting powerful moments and important takeaways around mental health in the Indian context. For the full, uncut version of the conversation and all the valuable perspectives shared, we encourage you to watch the complete video. Let’s dive in!

Erinda: Mental health is now a global workplace issue, yet there’s still a gap between policy and real cultural change. How has Deutsche Bank approached this challenge?

Dharmesh: The key challenge is moving beyond awareness. We’ve all seen workplaces run mental health campaigns, but if employees don’t feel safe to speak up, these efforts fall flat.

At Deutsche Bank, we focus on sustained action. Our approach has been to embed mental health into everyday work culture—not as a separate HR initiative, but as a core leadership responsibility.

Our Mental Health First Aider (MHFA) Program has been a game-changer. It has built a network of trained employees across departments who act as trusted peer supporters. Employees feel more comfortable speaking to a peer before seeking professional help, which removes the stigma.

We also ensure leadership involvement—when senior executives actively talk about mental well-being, it normalizes conversations. Managers receive training, so they are not just responsible for performance but also for recognizing signs of distress in their teams.

Editorial Insight:

One of the biggest workplace mental health challenges is stigma. A 2024 BMC Public Health study found that 75% of employees hesitate to disclose mental health struggles due to fear of judgment or career impact. The challenge is not just offering support resources but creating an environment where employees feel safe to use them. Deutsche Bank’s peer-led model through MHFAiders is an example of how to bridge this gap.

Erinda: The banking sector operates in a high-stress environment. What were some of the key mental health challenges you identified?

Dharmesh: The biggest challenges were:

• Post-Pandemic Stress – Hybrid work, increased workloads, and lingering pandemic-related burnout affected employees across levels.
• Stigma Around Seeking Help – Employees feared discussing mental health would impact career growth or professional image.
• Work-Related Stress & Burnout – Long working hours, client demands, and performance-driven roles led to chronic stress and exhaustion.
• Limited Awareness & Early Intervention – Many managers and employees couldn’t recognize early signs of distress, leading to delayed action.
• Access to Support – Traditional Employee Assistance Programs (EAPs) required employees to initiate contact, which many hesitated to do.

We realized early on that mental health resources must be easily accessible, stigma-free, and built into leadership training.

Editorial Insight:

A 2023 Gallup report found that only 14% of Indian employees describe themselves as "thriving", while 86% report struggling or suffering. The financial sector’s demanding nature makes employees particularly vulnerable to stress and burnout. Companies must go beyond offering EAPs and actively train managers and peer supporters to intervene before stress escalates into mental health crises.

Erinda: There’s often a disconnect between leadership commitment and actual implementation. What actions have been most impactful in driving change at Deutsche Bank?

Dharmesh: The most effective strategies have been:

• Leadership Involvement – Senior leaders actively discuss mental health, normalizing conversations and reducing stigma.
• Managerial Training – We trained line managers to recognize early signs of distress and provide non-judgmental support.
• MHFAider Network – Having trained peer supporters available across teams ensures employees always have someone to talk to.
• Holistic Well-being Initiatives – We integrate mental health check-ins into team meetings, offer mental wellness webinars, and even host art therapy sessions.

These multi-level interventions have shifted workplace culture—employees are now proactively engaging in mental health conversations instead of waiting for a crisis.

Editorial Insight:

One of the key indicators of successful workplace mental health programs is employee engagement. Companies that integrate mental health into leadership strategy see higher program participation, reduced absenteeism, and improved retention. Deutsche Bank’s MHFAider network is an example of how to make mental health support more accessible and employee-driven.

Erinda: Many companies struggle with sustaining mental health initiatives. How do you ensure Deutsche Bank’s efforts remain long-term and not just an annual campaign?

Dharmesh: Mental health isn’t one-and-done—it’s a continuous process. Our key strategies for sustainability include:

• Embedding Mental Health in Business Strategy – We don’t see it as an HR initiative but as a leadership responsibility tied to performance and retention.
• Regular Reinforcement & Training – MHFAiders receive ongoing refresher training to ensure they stay confident and effective.
• Feedback & Data-Driven Approach – We collect employee feedback to refine programs based on real workplace needs.
• Everyday Mental Health Integration – Mental health isn’t just discussed on specific days. It’s part of team meetings, one-on-ones, and leadership town halls.
• When mental health is treated as a continuous conversation, employees feel supported year-round, not just during campaigns.

Editorial Insight:

Research shows that companies that treat mental health as a strategic priority rather than an HR initiative see higher productivity and employee retention. The key takeaway? Mental health should be integrated into daily work culture, not treated as a separate initiative.

"Advocating Mental Health as a Way of Life" The turning point of the conversation

One of the most defining moments of the conversation with Dharmesh Katrodia was his powerful reflection on leadership’s role in sustaining mental health efforts. While many organizations treat mental health as a campaign or annual event, Deutsche Bank has taken a different path—one rooted in consistency and lived culture.

"We've taken an active role in advocating mental health, day in, day out. It's how we live; it's a way of life. For us, it's not an initiative where you show up, talk for a day, and then move on."

Dharmesh said during the session, emphasizing the role of leadership in turning intention into lasting impact. He shared how Deutsche Bank’s leadership doesn’t just sponsor well-being programs—they embody them. From participation in town halls and internal forums to sharing personal mental health journeys, senior leaders actively normalize these conversations.

This consistent visibility and engagement send a clear message: mental health is not a side topic or a wellness checkbox—it is embedded in how Deutsche Bank operates every day. By making it a cultural cornerstone rather than a compliance requirement, they’ve ensured the initiative is sustained, respected, and evolving with the needs of employees.

Editorial Insight:

Research supports the idea that leadership buy-in is one of the most significant predictors of successful mental health initiatives. When mental health is championed at the top, it filters through the entire organization—shaping norms, reducing stigma, and making support more accessible.Now the conversation continues..

Erinda: What results have you observed since implementing these strategies?

Dharmesh: We’ve seen significant cultural shifts:

• Higher Psychological Safety – Employees feel safe discussing mental health.
• Increased Participation – More employees are engaging in mental health programs.
• Early Intervention & Support – With trained MHFAiders, issues are addressed before they escalate.
• Stronger Support Networks – Employees now have trained colleagues for emotional support.

We’ve created an environment where mental health is no longer a taboo subject, but a critical workplace conversation.

Erinda: If you could leave one key message for other organizations, what would it be?

Dharmesh: Mental health is a leadership priority, not an HR task. When leaders commit to normalizing mental health conversations, organizations thrive. At Deutsche Bank, our philosophy is:

"One conversation at a time."

Every open discussion brings us one step closer to a mentally healthier workplace.

Final Thoughts from Erinda Shah:

Deutsche Bank’s approach proves that mental health cannot be an afterthought—it must be embedded into leadership strategy, peer support, and daily workplace culture. The challenge now is for more organizations to step up and make workplace mental health a sustained commitment, not a seasonal initiative.

The conversation starts now. Is your workplace ready?