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Following Mental Health Awareness Week, legal experts Richard Hough and Thorrun Govind consider a group which is often overlooked in wellbeing conversations: pharmacist proprietors…

Pharmacist proprietors (PPs), who balance the dual responsibilities of providing clinical care and business ownership and management, are facing a unique and intense set of challenges that threaten both their personal wellbeing and the sustainability of their businesses.

The 2024 Workforce Wellbeing Survey by the Royal Pharmaceutical Society (RPS) revealed a profession under strain. A staggering 87 per cent of pharmacy professionals were found to be at risk of burnout, and 35 per cent considered leaving their roles due to workplace stress.

While these figures reflect a broader crisis across the sector, PPs are particularly vulnerable due to the additional pressures they face as a result of pharmacy ownership. They are the backbone of community pharmacy.

High-risk environment for chronic stress, emotional exhaustion and burnout

They are not only responsible for delivering safe and effective patient care in their community pharmacies but also for managing staff, ensuring regulatory compliance, maintaining financial viability, and navigating increasingly complex supply chain issues. This convergence of responsibilities creates a high-risk environment for chronic stress, emotional exhaustion and burnout.

One of the most pressing issues is the sheer volume of work. Many owners are forced to cover staff shortages themselves, regularly working punishingly long hours without adequate rest.

This relentless pace leaves little time for recovery, leading to fatigue and impaired decision making. Unlike employees in larger organisations, independent pharmacy owners frequently lack access to peer support or internal HR resources, making it harder to share burdens or seek help.

Financial pressures further compound the problem. With rising operational costs, reduced margins, and delayed NHS payments, many owners are under constant financial strain to keep their businesses afloat. For those who have invested personal savings or taken on debt to fund their pharmacy, the stakes are even higher.

Wellbeing is neglected in favour of keeping the business running

The fear of financial failure can be overwhelming, especially when it threatens not just a livelihood, but a legacy. The emotional toll is equally significant. PPs often feel a deep sense of responsibility for their staff and communities.

This can lead to self-sacrifice, where their own wellbeing is neglected in favour of keeping their business running and supporting others. Over time, this can result in isolation, anxiety, and depression.

Ironically, for a profession that is so adept at engaging in difficult discussions with their patients on mental health issues, within the profession itself these conditions remain largely unspoken.

The 2024 RPS survey also highlighted the growing issue of abuse in the workplace. Forty-two percent of pharmacy professionals reported experiencing verbal abuse in the previous six months with nearly half attributing this to frustrations arising as a result of medication shortages.

For PPs, who are often the first point of contact for complaints and conflict resolution, this adds another layer of emotional challenge.

These challenges are not just personal; they carry legal implications. Under the Health and Safety at Work Act 1974, PPs, as employers, have a legal duty to ensure the health, safety, and welfare of their employees.

This includes managing work-related stress as a health and safety issue. Employers are expected to conduct risk assessments and take steps to mitigate mental health risks in the workplace.

Additionally, the Equality Act 2010 requires employers to make reasonable adjustments for employees with mental health conditions that meet the definition of a disability.

This is defined as a condition that has a substantial and long-term adverse effect on day-to-day activities. Failure to do so can result in claims of discrimination, which carry significant legal and financial consequences.

The consequences of these pressures are far-reaching. Burnout among owners can lead to reduced service quality, increased staff turnover, and even business closure.

It also poses a risk to patient safety, as stressed and fatigued professionals are more prone to errors. Moreover, owners who neglect their own mental health may inadvertently create a workplace culture where stress and overwork are normalised, perpetuating the cycle for their teams.

Addressing these risks requires a cultural shift within the profession. Pharmacist proprietors must be encouraged and supported to prioritise their own wellbeing.

This includes accessing mental health resources, building peer support networks, and delegating responsibilities where possible. Ultimately, the health of the pharmacy sector depends on the health of its leaders.

By acknowledging and addressing the specific risks faced by pharmacist proprietors, the profession can move towards a more sustainable and compassionate future.

Richard Hough is a partner and head of healthcare at Brabners LLP and a former pharmacist. His co-author Thorrun Govind is a solicitor at Brabners, a pharmacist and TV health expert.