As we progress through 2026, workplace mental health remains one of the most pressing concerns facing UK employers. Despite growing awareness and investment in wellbeing initiatives, the latest statistics paint a sobering picture: mental health conditions have reached record levels and are now the single largest cause of work-related ill health in Great Britain.
Understanding the scale and impact of workplace mental health challenges is essential for HR leaders and employers who want to protect their workforce and their bottom line. In this article, we present the latest workplace mental health statistics (backed by the most recent data from the Health and Safety Executive (HSE), CIPD, Deloitte and other authoritative sources) to help inform your employee wellbeing strategy for 2026 and beyond.
The Scale of the Problem
Record Numbers Affected by Work-Related Mental Health Issues
According to the HSE’s latest statistics (2024/25, published November 2025), 964,000 workers in Great Britain are currently suffering from work-related stress, depression or anxiety (either new or long-standing cases). This represents approximately 2,770 cases per 100,000 workers, more than double the rate recorded when annual records began in 2001/02.
Mental health conditions now account for 52% of all work-related ill health cases, making them the primary driver of workplace illness. This has resulted in an estimated 22.1 million working days lost due to work-related stress, depression or anxiety alone.
The trend is deeply concerning: work-related stress and mental health issues have been on an upward trajectory for years, with rates accelerating since the pandemic and continuing to climb through 2024 and into 2025.
The Gender Gap
The burden of workplace mental health issues falls disproportionately on women. The latest HSE data reveals that women are 25% more likely to report work-related mental health issues than men, with rates of 3,220 per 100,000 female workers compared to 2,580 per 100,000 for male workers.
From the age of 25, stress appears and continues throughout a woman’s working life, with pressure peaking for those aged 25-34 and remaining high at 35-44 years (ages when many women are juggling family responsibilities such as caring for children and elderly parents).
The Youth Mental Health Crisis
Younger workers are facing unprecedented mental health challenges in the workplace. Recent research shows that 18-24 year olds report feeling stressed for an average of 11.3 days per month, compared to the UK average of 10.3 days. However, there’s a worrying breakdown in trust, with only 56% of 18-24-year-olds feeling comfortable discussing stress with their manager (a dramatic drop from 75% just one year earlier).
This collapse in trust amongst younger workers represents one of the most concerning trends emerging as we enter 2026, particularly as Gen Z continues to make up a larger proportion of the workforce.
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The Financial Cost
£51 Billion Annual Cost to Employers
Deloitte’s 2024 mental health research reveals that poor mental health costs UK employers approximately £51 billion per year. Whilst this represents a decrease from £56 billion in 2021, it remains significantly higher than the £45 billion recorded in 2019, demonstrating that despite some improvements, the overall cost remains stubbornly high.
The largest component of this cost is presenteeism (when employees are physically at work but unable to perform at full capacity due to mental health issues). Presenteeism alone costs employers around £24 billion annually. The remaining costs are split between staff turnover and absenteeism.
The Rising Cost of Sickness Absence
The CIPD’s 2025 Health and Wellbeing at Work survey found that the average number of sickness absence days has risen sharply to 9.4 days per employee per year (the highest level in more than 15 years). This compares to 7.8 days in 2023 and 5.8 days in 2022, representing a concerning upward trend that shows no signs of reversing as we enter 2026.
Mental ill health is now the leading cause of long-term absence (accounting for 41% of cases) and the second most common cause of short-term absence, with stress contributing significantly to both categories.
Total Days Lost
In 2024/25, work-related ill health and injuries resulted in an estimated 40.1 million working days lost across Great Britain, placing enormous pressure on both workers and businesses. The estimated cost of injuries and ill health from current working conditions stands at £22.9 billion (2023/24 figures).
The Employee Experience
How Work Affects Employee Wellbeing
The impact of work on employee mental health is stark. According to the CIPD’s latest employee survey, 25% of employees believe work has a negative impact on both their mental and physical health. When scaled to the UK labour workforce, this represents around eight million employees (a staggering figure that underscores the urgency of addressing workplace wellbeing in 2026).
Key findings include:
- Less than half of employees feel work positively affects their mental health
- Only a third say the same for their physical health
- 23% of employees report feeling exhausted
- 21% report feeling under excessive pressure
More than two-thirds of employees experienced a health condition in the past year, with the most common being:
- Backache or musculoskeletal issues (51%)
- Anxiety (43%)
- Sleep problems (43%)
- Depression (24%)
Work was found to be a significant contributing factor, with:
- 62% of anxiety cases attributed to work
- 53% of depression cases attributed to work
- 84% of RSI cases attributed to work
Burnout Reaches Critical Levels
Deloitte’s 2024 research found that 63% of UK employees are experiencing at least one characteristic of burnout (such as feelings of exhaustion, mental distance from their job, or decline in performance at work). This represents a significant increase from 51% in 2021 and suggests that burnout has become endemic in UK workplaces.
The Mental Health UK Burnout Report 2025 found that 21% of workers needed time off work due to poor mental health caused by stress, with younger age groups (18-24, 25-34, and 35-44) showing increases in absences related to stress. As we move through 2026, addressing burnout must be a priority for organisations seeking to maintain a healthy, productive workforce.
The Comfort Crisis
Despite increased awareness, many employees still feel unable to discuss mental health openly at work. Recent research shows that:
- Only 13-14% of employees feel comfortable discussing their mental health in the workplace
- 45% feel uncomfortable discussing mental health concerns with their manager, fearing negative repercussions
- 52% of employees feel more engaged and productive when their organisation offers mental health resources
However, there are signs of progress: 60% of workers say they feel comfortable discussing stress levels with a line manager, up from 57% the previous year. This suggests that whilst significant stigma remains, efforts to normalise mental health conversations are beginning to have an impact.
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The Main Causes
The top factors negatively impacting employee mental health are:
- Poor relationships with colleagues (75% cite as impacting mental health)
- High workload (69%)
- Line managers not helping staff perform well (63%)
- The increasing cost of living (60% of all workers, 65% of working parents)
- Job security concerns (22%)
For physical health, employees cite similar factors:
- Poor relations with colleagues (63%)
- High workload (51%)
- Exhaustion (45%)
These findings highlight that workplace culture and management practices play a crucial role in employee wellbeing (areas where organisations have direct control and the ability to make meaningful improvements in 2026).
The Impact on Working Parents
One of the most striking findings from recent research concerns the impact of children’s mental health on working parents and, by extension, on employers (an issue that is likely to remain significant through 2026).
Children’s Mental Health Affecting the Workplace
Deloitte’s 2024 research found that 46% of working parents are concerned about their children’s mental health. Of those parents:
- 50% say it impacts their performance at work
- 10% take up to five days off per year to support their children
- 32% have looked to reduce their working hours
- 1 in 100 working parents have left their jobs entirely due to their child’s mental health
The cost of working parents’ concern about their children’s mental health is estimated at £8.3 billion annually to UK employers, due to reduced performance, time off work, and staff turnover.
This represents a significant hidden cost that many organisations fail to account for in their wellbeing strategies, and one that forward-thinking employers will need to address in 2026.
Key Industries and Occupations
Certain sectors and occupations show statistically higher rates of work-related mental ill health than the all-industry average:
Highest-risk occupations:
- Doctors and other health professionals
- Teachers
- Health and social care workers
Main causes identified by HSE:
- Workload, particularly regarding tight deadlines
- Too much work or too much pressure or responsibility
- Lack of managerial support
- Violence and bullying
- Organisational changes at work
- Role uncertainty or lack of clarity about job purpose and responsibilities
These sectors continue to face particular challenges as we enter 2026, with many still recovering from the pressures of recent years whilst facing ongoing resource constraints and systemic pressures.
The Business Case for Action
Return on Investment
Despite the substantial costs, there’s compelling evidence that investing in workplace mental health delivers strong returns (making it not just an ethical imperative but a sound business decision for 2026):
- Deloitte’s research shows that for every £1 spent on supporting mental health and wellbeing, employers receive approximately £4.70 back in increased productivity
- Mental Health Foundation research indicates a return of around £5 for every £1 invested in mental health interventions
- Universal interventions (available to all employees) provide the highest ROI at £6.30 for every £1 invested
These figures make clear that wellbeing investment should be viewed not as a cost, but as a strategic investment that delivers measurable returns.
The Impact of Poor Mental Health on Performance
When employees feel that work negatively affects their mental health, they are:
- Less likely to be satisfied in their role (37% vs 93%)
- More likely to quit (34% vs 14%)
- Less likely to recommend their employer (29% vs 77%)
- Less willing to go above and beyond (39% vs 69%)
- Less likely to make innovative suggestions (54% vs 72%)
Happy employees are 13% more productive on average, demonstrating the clear link between wellbeing and performance.
In an increasingly competitive labour market, these statistics underscore why mental health must be a strategic priority for organisations in 2026.
Turnover and Retention
16% of employees are planning to leave their jobs in the next 12 months, with 59% citing mental health and wellbeing-related issues as somewhat, largely or entirely the reason. This represents a significant driver of the ongoing retention challenges facing UK employers, particularly in sectors where talent is already scarce.
Positive Developments
Growing Organisational Focus
There are encouraging signs that more organisations are taking workplace wellbeing seriously as we enter 2026:
- 57% of organisations now have a stand-alone wellbeing strategy, up from 44% in 2020
- 74% of respondents say health and wellbeing is on senior leaders’ agendas, up from 61% five years ago
- 75% of line managers now buy into the importance of wellbeing, up from 58% five years ago
- 89% of organisations focus their wellbeing activity on mental health
- 29% expect their wellbeing budget to increase over the next 12 months
These trends suggest that the message about the importance of workplace mental health is getting through at senior levels, creating a foundation for more comprehensive action in 2026.
Support for Life-Stage Issues
Organisations are increasingly providing support related to employees’ life-stage challenges:
- 75% support employees with caring responsibilities for young children
- 67% provide support for those experiencing bereavement
- 67% support those managing chronic health conditions and disabilities
- 66% offer support for neurodiversity
This more holistic approach to wellbeing recognises that employees’ lives outside work significantly impact their wellbeing and performance at work.
The Role of Flexible Working
Research shows that flexible and hybrid working arrangements can have positive effects on wellbeing and absence:
- 36% of organisations with employees working from home report that sickness absence rates have decreased, compared to just 16% reporting an increase
- Hybrid working correlates significantly with positive perceptions of mental health (66% of hybrid workers rate their mental health as good, compared to 59% of those with no homeworking option)
- Organisations are twice as likely to report that productivity has increased rather than decreased as a result of homeworking
However, 35% of organisations also report that presenteeism has risen because of employees working from home, highlighting the importance of managing boundaries between work and personal life. As hybrid working becomes more established in 2026, organisations will need to address this challenge proactively.
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Challenges Remain
Gaps in Support
Despite progress, significant challenges persist that organisations must address in 2026:
- Only 64% of organisations taking steps to identify and reduce stress believe their efforts are effective
- Only 29% of organisations train line managers in mental health, though 73% of those that do say managers are confident in having sensitive discussions
- Only 38% of HR respondents believe line managers in their organisation are equipped to have sensitive conversations around mental health
- Almost 1 in 5 organisations are not doing anything to improve employee health and wellbeing
- One-third of employees believe mental health support in their workplace is inadequate and want more active help from their employer
These gaps represent significant opportunities for improvement in 2026, particularly in the critical area of line manager capability.
Budget Pressures
Finding the budget on top of rising business costs is the top challenge cited by 39% of organisations when it comes to wellbeing initiatives. However, cost-effectiveness is considered by 56% of organisations when selecting health-related benefits.
Given the strong ROI evidence, the challenge for 2026 is helping senior leaders understand that wellbeing investment pays for itself whilst competing priorities vie for limited resources.
What This Means for Employers in 2026
The latest statistics make clear that workplace mental health is not just a wellbeing issue but a business imperative. With mental health conditions costing the UK economy billions annually, driving record levels of absence, and significantly impacting productivity and retention, organisations can no longer afford to treat mental health as an afterthought.
As we progress through 2026, organisations that fail to prioritise mental health will find themselves at a competitive disadvantage in attracting and retaining talent, managing absence costs, and maintaining productivity.
Key actions for employers in 2026:
- Make mental health a strategic priority – Ensure it’s on the senior leadership agenda with dedicated budget and resources. Move beyond awareness to genuine action.
- Train line managers – Invest in comprehensive mental health training for managers, as they play a crucial role in early identification and support. The gap here is significant and must be addressed.
- Create a culture of openness – Work actively to reduce stigma and make it safe for employees to discuss mental health without fear of negative consequences. The low comfort levels amongst employees show this remains a major challenge.
- Offer comprehensive support – Provide a portfolio of support measures that cater to the diverse needs of your workforce, including specific support for working parents concerned about their children’s mental health.
- Take a preventative approach – Focus on early intervention and universal wellbeing initiatives, which deliver the highest return on investment. Prevention is more effective and cost-efficient than reactive support.
- Address root causes – Tackle the main drivers of poor mental health such as excessive workload, poor management practices, lack of role clarity, and toxic workplace relationships. These are within your control to change.
- Measure and evaluate – Regularly assess the effectiveness of your wellbeing initiatives using robust metrics and be prepared to adapt your approach based on evidence. The fact that only 64% of organisations believe their stress-reduction efforts are effective suggests many need to reassess their strategies.
- Optimise flexible working – Where possible, offer flexible and hybrid working arrangements (which have been shown to support better mental health) whilst actively managing the risk of increased presenteeism.
- Support working parents – Recognise that parents’ concerns about their children’s mental health can significantly impact their work performance and provide appropriate support mechanisms.
- Lead by example – Encourage senior leaders to model good mental health practices and speak openly about wellbeing, demonstrating that it’s safe and acceptable to prioritise mental health.
- Close the gender gap – Given that women are 25% more likely to experience work-related mental health issues, ensure your interventions specifically address the factors contributing to this disparity.
- Rebuild trust with younger workers – The dramatic drop in trust amongst 18-24 year olds requires urgent attention. Create specific initiatives to engage this demographic and understand their unique needs.
Conclusion
The workplace mental health statistics for 2026 present both challenges and opportunities. The scale of the problem is significant and continues to grow, with mental health conditions affecting nearly a million workers, costing employers £51 billion annually, and accounting for more than half of all work-related ill health.
However, there’s also clear evidence that organisations which prioritise mental health see tangible benefits in terms of reduced absence, improved productivity, better retention, and enhanced employee engagement. The strong ROI data (approximately £4.70 back for every £1 spent on mental health support) provides compelling justification for investment.
As we move through 2026, the organisations that will thrive are those that recognise supporting employee mental health isn’t just the right thing to do but essential for business success. The statistics show that we cannot afford to continue as we are. Mental health issues are worsening, absence is increasing, and the cost (both human and financial) continues to climb.
The good news is that we know what works. Universal interventions, management training, flexible working, addressing root causes, and creating psychologically safe cultures all deliver results. The challenge for 2026 is turning this knowledge into action at scale.
By creating genuinely supportive work environments, providing appropriate resources, addressing systemic issues like workload and management quality, and fostering a culture where mental health is openly discussed and prioritised, employers can help reverse the tide of workplace mental ill health whilst building healthier, more resilient, and more productive workforces.
The question for every organisation entering 2026 is not whether they can afford to invest in mental health. The evidence shows they cannot afford not to.
At New Leaf Health, we’re committed to supporting organisations in creating mentally healthy workplaces. If you’d like to discuss how we can help your organisation improve employee mental health and wellbeing in 2026 and beyond, either fill out the form below or email enquiries@newleafhealth.co.uk.
