On the occasion of World Mental Health Day on October 10, experts and professionals explored the causes of occupational burnout and how companies might improve by rethinking their organizational focus. A growing emphasis on "psychological capital" is reshaping the business world, moving beyond the traditional focus on "psychosocial risks" and becoming a national priority in 2025 and 2026. Mental health is now seen not as an unavoidable fate but as an area to cultivate for alignment, motivation, and sustained performance. However, tools introduced during the health crisis, such as self-assessment apps, support lines, and internal feedback systems, do not fully address the issue. Some argue that companies may benefit more from rethinking collaboration methods and the meaning of their missions than focusing solely on equipping individuals to keep up with the pace. Before the pandemic, companies generally took a defensive approach, focusing on compliance and managing risks such as work-related stress, harassment, or the social impact of restructuring. The health crisis blurred the boundaries between work and personal life, making mental health a major societal issue. This has been exacerbated by concerns about climate change, constant connectivity, and the rise of artificial intelligence. When launching new platforms, many HR directors initially avoided using the term "mental health," fearing it was too closely associated with mental illness. Efforts have since been made to address these concerns and reduce stigma. At VINCI, a global company employing 300,000 workers across more than 4,000 entities, the focus on mental health has emerged from real-world experiences. The company primarily approaches the issue through prevention. Analysis of near-accidents revealed that the causes are not only physical but also related to organizational and human factors such as fatigue, lack of sleep, and anxiety. In high-risk environments like construction sites, inattention can have serious consequences. While attention to individual signals is important, it does not fully address the issue. Occupational burnout is a product of collective organization, not just an individual or psychological problem. Listening devices and psychological support spaces provide essential help in emergencies but cannot replace a comprehensive work health policy. These solutions are part of tertiary prevention, meaning they offer support after a problem has already occurred. Primary prevention must begin earlier, addressing the meaning of work, workload balance, staffing adequacy, and the quality of tools. Employees can learn to manage pressure, but if the workload is structurally unsustainable, individual approaches have their limits. Psychological support tools can act as a first line of defense before a breakdown, preventing escalation. Without absolving the organization, the listening spaces offered by companies can prevent escalation. When nights worsen or difficult events occur, work is quickly affected. Being able to talk about it at the right time makes a significant difference, with 22% of users reporting they avoided a burnout or sick leave as a result. Managers often find themselves balancing scheduling responsibilities with the need to support their teams, frequently expressing concern about becoming makeshift psychologists. Between 70% and 75% of managers feel inadequately trained or equipped to handle mental health and distress in their employees. Managers should not bear the entire burden, and their role is certainly not to become ad-hoc therapists. The priority is to create a protective framework for everyone — managers and employees alike. At VINCI, the challenge is to teach supervisors to detect early warning signs without intruding into private lives. It is not about judging or analyzing but about creating an environment where everyone feels free to speak and knows they have the right to falter. Young engineers and technicians entering the workforce seek to find meaning and maintain a work-life balance. Companies are not meant to become medical offices or apply digital bandages. Taking care of mental health is not about interference or superficial solutions. It is about rethinking work — its rhythms and organization — so that it adapts to the reality of the human being, rather than waiting for it to break.