The baking industry is well-known for its early mornings, long work hours, and demanding schedules, which can make it tough to prioritise our physical health let alone our mental health. Baking Business spoke to those in the know to find out more about the warning signs, as well as how we can support our own mental health, and what businesses can do to support their employees.

When it comes to forging a career in the baking industry there are a few factors that are considered to go hand-in-hand with the work: namely long hours, early starts, a demanding workload and high-pressure work environments where perfection can be expected. However, it also can’t be denied that the potential stress and social isolation that can go hand-in-hand with this work due to these can take a heavy toll on our mental health.
Unfortunately, this fact has been confirmed by a study released in 2022 that revealed Australian hospitality workers and chefs were significantly more likely to commit suicide than the general population, while research undertaken by the Federal Government between 2006 and 2017 also reported male chef suicide rates were 1.4 times that of males in other occupations and female chef suicide rates were higher again at 3.9 times that of females in other occupations.
But what can be done about this?
According to The Burnt Chef Project CEO and founder Kris Hall the answer is plenty—on both a personal and business level.

Talking business

The Burnt Chef CEO Kris Hall

Kris founded The Burnt Chef Project after going through his own experiences with mental illness while working in the industry. The realisation something needed to be done was compounded by his observations of the immense stress and resultant mental health struggles that were prevalent right across hospitality.
“The hospitality and baking sectors demand long hours, often with high physical and emotional strain. These pressures may lead to increased risk of mental health challenges such as exhaustion, stress, and isolation that build up over time. The constant demand for perfection can compound these feelings,” he said.
“Without proper support, this can result in anxiety, depression, or even burnout. We need to acknowledge that a mentally healthy workforce isn’t just good for individuals but is crucial to sustainable business success.”
Noting in years past mental health has previously been something of a taboo topic in the industry, Kris said he’s seen significant advancements—particularly post-pandemic—when it comes to people more readily speaking up when they’re struggling as well as businesses putting practices in place to support their staff from the outset.
“There’s been a concerted effort to address mental health head-on; enduring it is no longer ignored. People are more willing to speak up, which is encouraging, and it’s becoming clearer that to retain talent workplaces must support mental health as part of the overall culture,” he said.
“The pandemic highlighted the need for mental health support like never before. It forced businesses to take a closer look at employee wellbeing, and since then, mental health conversations have become more prevalent across various sectors. This increased awareness is a positive shift, but it’s only the beginning—consistent action and commitment to mental health are required to make real, lasting change.
So what are some of the things businesses can do to help support their staff? Kris said taking a closer look at overall business structures is a good place to start.
This can include implementing mental health initiatives and clear policies that priortise staff wellbeing, or even offering structured work hours and scheduled breaks, alongside support networks and access to mental health resources.
“This can greatly improve staff morale,” he said.
“Training leaders to recognise mental health concerns and promoting a culture where discussing mental health is normalised and respected are also essential steps. [As is] offering practical support like flexible scheduling or directing the staff to resources—this can make a difference.
“I’d like to emphasise that mental health is a shared responsibility. While individual self-care is important, creating a supportive and understanding work environment is equally essential.”

On an individual level

Basix 4 Blokes founder Richard Paterson

On a more personal level, being aware of the signs someone is struggling with their mental health is another vital component.
Unfortunately these can vary dramatically from the well-known and often cited symptoms like persistent negative moods and a significant decline in social interactions, to other symptoms like sudden changes in behaviour—think increased irritability or detachment—or even decreased productivity while at work.
Kris said for those in leadership positions the signs may be even more difficult to detect as they can include factors like over-working, neglecting their own personal needs or becoming overly critical.
It’s also important to remember, he said, that indicators can also present physically, whether that’s fatigue, frequent sickness or neglecting personal care.
At the end of the day, Kris said it really all boils down to remaining observant of those around us, and to be compassionate and proactive if any of these signs do appear.
“If a colleague is struggling, start by creating a safe, open space for them to share, letting them know you’re there to listen,” he said.
“For individuals who feel they need help, it’s essential to prioritise self-care, reach out to trusted people or seek professional help such as mental health therapy or counselling.”
Basix4Blokes founder Richard Paterson is another person who is passionate about helping to tackle the stigma surrounding mental health challenges in Australia, particularly when it comes to men speaking up.
Richard said it was becoming increasingly clear the old-fashioned rhetoric of “macho men” who bottle up their emotions rather than expressing them simply doesn’t work.
“We are seeing this now through pushes to address the issue,” he said.
“I am on a campaign to destigmatise men talking to each other about their health, because this is simple, doable and powerful.”
However, it’s easier said than done. Richard said he believed the newest challenge we’re facing is the fact that although the awareness surrounding mental health has increased, understanding about it has not.
“This evidenced by the elevation in severity and prevalence of mental health problems,” he said.
“I think we have taken a negative approach, in that we are talking about treatment much more than prevention.”
Richard agreed with Kris’s advice that if we see a colleague, family member or employee whose demeanour has changed significantly externally, it is a strong indicator that something is going on.
“A fundamental principle of human behaviour is that our external world is an indicator of our internal world. Being alert to any behaviour changes is a good starting point. Most commonly, it could be an elevation or a decline in sensitivity—what used to get a response no longer does, or vice versa,” he said.
“A decline in pleasure is a common sign too. When our internal world is uncomfortable, we tend to ruminate on the bad stuff and gradually create a belief that the world and life are crap. This will tend to lead to a decrease in pleasure capacity because what we focus on grows.”
With this in mind, rather than leaping into action, Richard believes the first step we should take to promote a healthy environment or relationship should centre around empathy. Namely, it’s important to try to see things from the other person’s perspective.
“This means learning how to ‘actively listen’, which is a superpower. This means to really listen to what the person is actually saying. It’s like listening with your heart and not feeling obliged to advise. When we are struggling, we actually don’t want advice. We want to be heard,” Richard said.
“The next step is to normalise their struggle. Avoid using terms like ‘you’ll be right’, or ‘just have a few beers and it will be OK’. Or even worse, ‘just get over it’, or ‘harden up’. Instead give legitimacy to what they are struggling with.”

Where to turn

Below are some contacts if you, or someone you know, is struggling.
BeyondBlue
Phone: 1300 22 46 36

Lifeline
Phone: 13 11 14

SANE Australia
Phone: 1800 187 263