Work-related stress is widely discussed in the UK, yet its depth and impact are often underestimated. According to the Health and Safety Executive (HSE), an estimated 776,000 workers experienced work-related stress, depression or anxiety in 2023/24, accounting for around half of all work-related ill health cases (HSE, 2024). These conditions resulted in approximately 17 million working days lost, highlighting the scale of the issue not only for individuals but also for organisations.
Work-related stress rarely appears suddenly. For many professionals and frontline workers, it develops gradually through sustained responsibility, emotional exposure, high caseloads, and pressure to maintain performance. Over time, this can manifest as exhaustion, reduced concentration, emotional withdrawal, or a diminished capacity to manage complexity. Mental Health First Aid England reports that significant numbers of UK employees experience moderate to high levels of workplace stress, often without accessing timely support (MHFA England, 2024).
From an organisational perspective, stress has tangible consequences. The HSE notes that the average number of days lost per case of work-related stress is higher than for many physical injuries (HSE, 2024). Beyond absence, stress can contribute to presenteeism, reduced decision-making quality, and increased staff turnover. These outcomes affect service delivery, organisational stability, and long-term sustainability.
The context of UK work has also shifted in recent years.
Post-pandemic working arrangements, increased economic uncertainty, and workforce shortages have intensified pressure across many sectors. Research indicates that while flexible working can support wellbeing, it does not automatically mitigate stress where workloads, emotional demands, or role ambiguity remain high (ONS, 2023). Younger workers, in particular, report higher levels of stress-related absence, suggesting that generational factors and early-career pressures also play a role (ONS, 2023).
Many organisations rely on Employee Assistance Programmes (EAPs) as their primary mental health provision. EAPs can be helpful for short-term or practical concerns, but their time-limited and problem-focused nature can limit effectiveness where psychological strain is cumulative or role-related. The Stevenson-Farmer Review of Mental Health and Employers emphasised the need for broader, more psychologically informed approaches to workplace wellbeing, including access to appropriate therapeutic support (Stevenson & Farmer, 2017).
Independent psychotherapy offers a complementary form of support. Unlike internal services or EAPs, independent provision is clearly separated from management and HR processes, offering confidentiality and continuity. This separation is particularly important for staff and leaders who may feel constrained about disclosing vulnerability within organisational structures. Independent therapeutic spaces allow individuals to explore experience, meaning, and emotional impact over time, rather than responding only to symptoms or crises.
Evidence suggests that early access to supportive psychological interventions can reduce the likelihood of stress becoming entrenched, potentially preventing longer-term absence or burnout (Stevenson & Farmer, 2017). When individuals have space to reflect and process pressure before it escalates, they are more likely to maintain capacity, resilience, and engagement with their roles.
Addressing work-related stress therefore requires more than policy statements or reactive interventions. It involves recognising stress as both an individual and systemic issue, and providing layered support that reflects the complexity of modern working life. Organisations that take this approach are better placed to sustain staff wellbeing, retain experienced workers, and maintain effective performance over time.
Work-related stress is not simply a personal failing or a sign of weakness. It is often a rational response to sustained demands and responsibility. Creating structures that acknowledge and respond to this reality is essential for the health of both individuals and organisations within the UK workforce.
References
Health and Safety Executive (HSE) (2024). Work-related stress, depression or anxiety statistics in Great Britain 2023/24. Available at:
https://www.hse.gov.uk/statistics/causdis/stress.pdf
Mental Health First Aid England (2024). Key workplace mental health statistics for 2024. Available at: https://mhfaengland.org
Office for National Statistics (ONS) (2023). Measures of national wellbeing: Work-related stress and mental health. Available at: https://www.ons.gov.uk
Stevenson, D. and Farmer, P. (2017). Thriving at Work: The Stevenson/Farmer Review of Mental Health and Employers. London: Department for Work and Pensions.
