The Business Case for Saving Young Lives

When confronted with the youth mental health epidemic, it’s tempting to view it solely through social policy or individual tragedy. However, there’s another perspective – one that speaks directly to the core of business: what this says about our workforce and our responsibility to them.

I’ve had the privilege of working alongside thousands of young people at Valvoline Instant Oil Change in their first real job, fresh out of high school. What I see every day is a stark reminder that this generation’s struggles didn’t arise overnight. The statistics are clear: youth suicide rates increased by more than 60% from 2007 to 2021, followed by a cautiously hopeful decline.

The reality remains that young people continue to report unprecedented levels of anxiety, loneliness, and financial stress. These aren’t just numbers; they’re lives, full of potential and talent being squandered due to our collective inaction.

Businesses like Valvoline have a unique opportunity – and responsibility – to make a meaningful impact. We can no longer sit idly by while our young employees struggle to find purpose, stability, and connection. By creating pathways for growth and fostering communities of belonging, we can help strengthen the pride, purpose, and resilience in this generation.

The forces driving this crisis are complex, but social media has played a significant role in amplifying mental health challenges among young people. The CDC’s 2023 Youth Risk Behavior Survey revealed a disturbing link between frequent social media use and higher levels of persistent sadness and hopelessness among high school students.

However, it’s not just external pressures that are to blame – the changing landscape of adulthood itself is also a factor. With nearly two-thirds of Americans over 25 lacking a bachelor’s degree, the traditional path to stability is becoming increasingly difficult to navigate. Soaring college costs have made higher education feel out of reach for many young people.

That’s where employers can make a real difference. At Valvoline, we’ve seen firsthand what happens when you pair real training with real investment in people. Our technician training program provides certifications within months, enabling young people with no automotive experience to move quickly from entry-level roles into leadership positions.

But skills alone aren’t enough. Young people need workplaces where they feel connected and supported – a sense of belonging that extends beyond the workday. We’ve implemented team-based structures, with managers working side-by-side with their teams, coaching and developing them every day. This teamwork builds confidence, strengthens belonging, and often spills over into community activities and shared experiences.

Employers can also make a positive impact by offering mental-health resources – counseling, wellness programs, and other benefits that support total well-being. It’s especially crucial in industries like ours, where men working in auto repair and maintenance roles have a suicide rate twice that of men in other sectors.

This isn’t complicated; it doesn’t require a policy brief or a government program. All it needs is business leaders to recognize the value and worth of their young employees – to invest in them, support them, and create environments where they can thrive. The generation coming up behind us doesn’t have time for us to wait.

The decision to act lies not with policymakers, but with CEOs who understand that their teams are their greatest asset. If we want a workforce that’s capable of driving innovation, growth, and progress, we need to start by giving them the support they need to survive – and thrive.