UK Work Related Stress Statistics | Latest HSE Figures

In this blog, we’ll explore what work-related stress is, the factors that contribute to it, and how it compares to previous years. We’ll also delve into its impact on both employees and employers, and discuss strategies that companies can employ to address this growing concern.

To help you better understand the situation, we’ll be including a detailed graph of work-related stress statistics, along with the current HSE figures in full. This will offer a clear picture of the current state of work-related stress in the UK.

UK Work-Related Stress Statistics Chart

These are the UK stress statistics according to the Health and Safety Executive (HSE), covering ten years up to the most recent release.

A Decade of UK Workplace Stress Data (2015/16 to 2024/25)

Source: HSE annual statistics releases. The 2019/20 to 2021/22 caveat is the HSE’s own.

What the HSE Stress Statistics Data Actually Shows

The HSE have been tracking workplace stress statistics for years, and the chart above shows how things are gradually getting worse as time goes on.

From 2015/16 to 2018/19, the numbers were already climbing. The number of workers affected by work-related stress, depression or anxiety rose from 488,000 to 602,000, which shows a steady upward trend. This was already a concern before anyone had heard of COVID-19.

Then came the pandemic period. The HSE flags 2019/20 through to 2021/22 as not directly comparable to other years, given the disruption to working patterns and data collection. What we do know is that the numbers during those years were high, and when things returned to somewhat normal working conditions, stress patterns did not fall back.

By 2022/23, 875,000 workers were affected. In 2023/24 there was a modest dip to 776,000 which was briefly encouraging. But the 2024/25 data tells a different story.

Nearly 964,000 workers were affected by work-related stress, depression or anxiety, which is the highest figure in a decade of tracking. Working days lost hit 22.1 million, and stress now accounts for 62% of all working days lost to work-related ill health in Great Britain.

To put that in plain terms, almost one million people are struggling with their mental health because of work. And the trend is not correcting itself.

Source: HSE key figures and HSE working days lost, 2024/25.

It is worth seeing where all those lost days actually go, because it puts the scale of the stress figure in context. Stress, depression and anxiety cost more working days than every workplace injury in the country combined, roughly five times over.

Source: HSE working days lost, 2024/25.

What is Work-Related Stress?

Work-related stress is a significant and growing issue in today’s fast-paced work environments. It’s a response that can occur when the demands of a job exceed an individual’s capacity to cope.

This imbalance can lead to both physical and psychological health issues, affecting productivity and overall quality of life.

Stress can manifest in various ways, including feelings of being overwhelmed, anxious, irritable, or depressed. Physically, it can lead to headaches, sleep disturbances, and even more serious health complications over time.

It’s important to remember that a certain level of stress can be a normal part of work and can even be beneficial in motivating us. However, when stress becomes chronic and unmanageable, it can have serious consequences.

What Factors Contribute to Work-Related Stress?

Work-related stress can be triggered by a variety of factors. Understanding these can help employers and employees alike to better manage and mitigate stress in the workplace. Here are some of the key contributors.

Excessive Workload

When employees are consistently given more work than they can reasonably handle, it can lead to chronic stress. Long hours, tight deadlines, and high expectations can all contribute to an overwhelming workload.

Lack of Control

Feeling a lack of control over one’s work or workplace decisions can be a significant source of stress. This can include having little input into one’s duties, how work is done, or changes in the workplace.

Poor Work Environment

A work environment that is physically uncomfortable or emotionally toxic can lead to increased stress. This can include factors like poor lighting, excessive noise, or a culture of bullying and harassment.

Job Insecurity

In an uncertain economy, worries about job security, layoffs, or redundancy can be a major source of stress.

Work-Life Imbalance

In today’s connected world, the lines between work and personal life can often blur, leading to stress. This can be especially true for remote workers or those with demanding or irregular schedules.

Lack of Support

A lack of support from management or colleagues can leave employees feeling isolated and unsupported, increasing stress levels.

Remember, different people react to these factors in different ways. What may be stressful for one person might not be for another. The key is to recognise these potential stressors and take steps to address them.

The HSE groups the same territory into six Management Standards, and these are the areas a stress risk assessment is expected to cover.

If you want a head start on assessing these, our free stress risk assessment template is built around all six.

How do Stress Statistics Compare with Previous Years?

When we look at the stress statistics for the UK and compare them with previous years, we can see some clear trends.

In 2015/16, 488,000 workers were affected by work-related stress, depression or anxiety. By 2018/19 that had risen to 602,000, so the numbers were climbing well before the pandemic.

The HSE asks us not to compare 2019/20 through to 2021/22 directly with other years, because working patterns and data collection were both disrupted. What we do know is that the figures during those years were high and did not fall back afterwards.

By 2022/23 the figure was 875,000. In 2023/24 it dipped to 776,000, which looked like a correction at the time. The 2024/25 figure of 964,000 is the highest in the decade, and shows a continued increase in work-related stress, depression and anxiety cases, highlighting the growing concern of mental health in the workplace.

Why Are the Stress Statistics Still Rising?

The honest answer is that there’s no single cause of rising workplace stress, but there are some patterns that keep coming up.

The HSE’s own data consistently points to workload, lack of managerial support, and poor working conditions as the primary drivers of work-related stress. These aren’t new problems. But the pandemic appears to have accelerated them, and the shift to hybrid and remote working, while beneficial for many, introduced new pressures around always-on culture, blurred boundaries and isolation that organisations are still working out how to manage.

The post-pandemic economic environment hasn’t helped either. Job insecurity, rising costs and organisational restructuring have all added to the pressure people feel at work. When people feel financially stretched and professionally uncertain at the same time, stress compounds quickly.

What the data suggests, and this is the part that should concern HR and People leaders most, is that these aren’t temporary pressures. The 2023/24 dip raised hopes that numbers might be correcting. The 2024/25 figures put that to rest. Nearly a million workers affected and 22.1 million days lost is not a blip. It’s a signal that something structural is going on, and that the default organisational response hasn’t been enough.

The question isn’t whether workplace stress is a problem. The data makes that clear. The question is what organisations are actually doing about it.

What is the Impact of Work-Related Stress on Employees and Employers?

Work-related stress has a profound impact on both employees and employers, affecting not just the individual’s health but also the overall productivity and success of an organisation.

Impact on Employees

For employees, chronic work-related stress can lead to a range of physical and mental health issues. These can include headaches, sleep disturbances, high blood pressure, and even increased risk of heart disease. Chronic stress can lead to anxiety, depression and burnout.

It can affect an individual’s ability to concentrate, make decisions, and perform their job effectively. Over time, this can impact job satisfaction, morale, and relationships with colleagues.

Impact on Employers

For employers, the impact of work-related stress is often seen in the form of decreased productivity and increased absenteeism. When employees are stressed, they are more likely to take sick leave, leading to a loss of work hours. At 22.9 days per case on average, that is most of a working month for every person affected.

Moreover, high levels of stress can lead to higher staff turnover, as employees may choose to leave a stressful work environment. This can result in additional costs for recruitment, training and onboarding of new staff.

Work-related stress can also lead to a negative work culture, affecting the overall morale and productivity of the team. In severe cases, it can even lead to reputational damage if not addressed appropriately.

What Workplace Stress Costs Employers

The working days lost figure is striking enough on its own. But translate 22.1 million lost days into financial terms and the picture becomes harder to ignore.

According to the HSE’s own figures, the combined annual cost of workplace injuries and work-related ill health to the British economy reached £22.9 billion in 2023/24. That covers all conditions, but given that stress accounts for 62% of all working days lost to work-related ill health, a significant portion of that figure traces back to stress, depression and anxiety.

Zoom out further, and Deloitte’s 2024 Mental Health and Employers report puts the total cost of poor mental health to UK employers at £51 billion a year. That figure breaks down into three areas, around £24 billion lost to presenteeism (people who turn up to work but are not functioning properly), £7 billion to absenteeism, and £20 billion to staff turnover driven by poor mental health.

The presenteeism figure is particularly worth sitting with. The most visible cost of stress is absence. But the hidden cost, people who are physically present but mentally checked out, is three times larger.

What the Deloitte research also shows is that this is not a one-way problem. For every £1 invested in employee mental health support, employers see an average return of £4.70. The cost of inaction is real. But so is the benefit of getting it right.

How Can Companies Address Work-Related Stress?

Addressing work-related stress is crucial for maintaining a healthy and productive workforce. Here are some strategies that companies can employ.

Promote a Healthy Work-Life Balance

Encourage employees to take regular breaks and make sure they’re not consistently working long hours. Promote flexible working arrangements where possible to help employees balance their work and personal life.

Improve Communication

Open and honest communication can help to alleviate stress. Regular team meetings, one-to-ones and feedback sessions can help employees feel heard and understood. It’s also important to communicate clearly about job roles and expectations to avoid confusion and stress.

Provide Support

Offering employee wellbeing services can make a significant difference. This could include access to counselling services, mental health resources, stress management training or wellbeing workshops. Regular health and wellbeing check-ins can also be beneficial.

Foster a Positive Work Environment

Creating a positive and supportive work environment can help to reduce stress. This includes promoting teamwork, recognising and rewarding hard work, and dealing with conflicts in a constructive manner.

Encourage Physical Activity

Physical activity is a great stress reliever. Encourage employees to stay active by offering gym memberships, organising team sports events, or promoting active commuting.

Training for Managers

Provide training for managers to help them recognise the signs of stress and respond appropriately. They should be equipped to support their team members and direct them to available resources.

Remember, every employee is unique, and what works for one person may not work for another. It’s important to take a personalised approach to stress management and regularly review and adapt your strategies.

One thing worth being honest about. Compliance and culture are two different things. Ticking a box on a risk assessment doesn’t reduce the number of people lying awake on a Sunday night. And a workshop genuinely helps people carrying a heavy but reasonable load, but it will not fix understaffing, and pretending otherwise is how wellbeing programmes get a bad name.

Addressing work-related stress is not just beneficial for employees but also for the overall success of the company. With awareness, understanding and proactive strategies, it’s a challenge that we can address.

Sources

1. Health and Safety Executive, Health and safety at work summary statistics for Great Britain, 2024/25 release, published November 2025.
2. Health and Safety Executive, Working days lost in Great Britain, 2024/25.
3. Health and Safety Executive, Management Standards for work-related stress.
4. Deloitte, Mental health and employers: the case for investment, 2024.

The HSE publishes annually each November. This page carries the 2024/25 release and will be updated when 2025/26 lands.

Author Tyler Lowe, Health & Wellbeing Speaker