Mental Health dominates HSE Workplace Statistics – 2023/2024

Duty of Care

Workplace wellbeing has become a significant focus for businesses, particularly in the UK, as part of broader initiatives to enhance employee health, satisfaction, and productivity. Employers have a duty of care to ensure the physical and mental health of their workforce, which includes taking proactive steps to foster a healthy work environment.

Key figures for Great Britain (2023/24)

On 20 November 2024, the Health and Safety Executive (HSE) released its annual summary statistics of workplace injuries and ill health covering the period April 2023 to March 2024.

The statistics reveal continuing high levels of both workplace ill health and workplace stress, anxiety and depression with a rising annual cost to the economy estimated at over £21 billion. In this article, we summarise the main headlines and provide insight on the main causes.

Summary

Summary statistics booklet 2024 (PDF)

- 1.7 million working people suffering from a work-related illness, of which
  - 776,000 workers suffering work-related stress, depression or anxiety
  - 543,000 workers suffering from a work-related musculoskeletal disorder
- 2,257 mesothelioma deaths due to past asbestos exposures (2022)
- 138 workers killed in work-related accidents
- 604,000 working people sustained an injury at work according to the Labour Force Survey
- 61,663 injuries to employees reported under RIDDOR
- 33.7 million working days lost due to work-related illness and workplace injury
- £21.6 billion estimated cost of injuries and ill health from current working conditions (2022/23).

Data from the Labour Force Survey identifies the industries with higher-than-average rates of work-related stress, depression or anxiety per 100,000 workers – human health and social work activities top that list

Statistically, females had significantly higher rates of work-related stress, depression or anxiety overall (3,200 per 100,000 workers) compared to the all workers rate (2,610 per 100,000 workers) with females between the ages of 25-34 having the highest rate (4,280 per 100,000 workers). Males were significantly lower (2,070 per 100,000 workers).
On the issue of workplace size, small workplaces (with less than 50 employees) had a statistically significantly lower rate of work-related stress (1,670 per 100,000 workers) while large workplaces (with 250 employees and over) had a statistically significantly higher rate (2,780 per 100,000 workers), notes the HSE.
While Safer Highways suggests that stresses induced by the pandemic may have been responsible for the slightly raised number of suicides that year (507 construction workers), it adds that the previous five-year average of 482 suicides still shows that construction workers are 10 times more likely to die by suicide than as a result of a workplace fatality.

Change over time

Prior to the coronavirus pandemic, working days lost per worker due to self-reported work-related illness or injury had been broadly flat. The current rate (1.25 working days lost per worker) is similar than the 2018/19 pre-coronavirus level.
A chart showing how the working days lost rates have changed over time can be found in the Historical picture statistics in Great Britain report (PDF) .

Workers with poor mental health take more risks and are more likely to be injured at work, stats reveal

Analysis by IOSH magazine found that poor mental health may have been a contributory factor in some of the 60,645 work-related injuries collated under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR), and included in the HSE’s summary statistics for Great Britain 2023.

Conclusions

Notwithstanding the welcome fall of 80,000 cases compared to 2022/2023. this year’s summary statistics continue to be dominated by both workplace stress, anxiety and depression alongside rising levels of Musculo-skeletal disorders. The cost to individuals, employers and the Government continues to rise and now stands at £21.6 billion compared to £18 billion seen in 2021/2022.

Health & Wellbeing Strategy – The Business Case

Create an Open & Inclusive Culture

Bring Positive Mental Health to the Forefront

To develop a Positive Wellbeing Culture – Senior Management must lead to initiate and support a workplace culture that embraces health in all aspects and doesn’t differentiate mental health and physical health at any costs. This will encourage the employees of mental health issues to come forward without any fear of discrimination.

Recent thinking reflects a more positive business case, and growing evidence showing a positive link between the introduction of wellness programmes in the workplace and improved engagement and performance levels.

Top Focus Areas for 2024/25

When it comes to employee wellbeing, it can be hard to cut through the noise and work out what really matters – and what really makes a difference.

It’s clear that as we head into 2025, workplace wellbeing is set to focus on addressing both improving employee engagement and providing meaningful changes as part of a wellbeing strategy. So with this in mind, here’s the key takeaways;

Mental wellbeing Prioritise initiatives to address stress, burnout, and psychological safety in your work environment.
Holistic approach to everyday health Recognise the interconnectedness of physical, mental, and emotional wellbeing and how these all impact your employees’ health and wellbeing.
Proactive & preventative healthcare Consider how you can offer early intervention and personalised preventive strategies.
Benefits & challenges of hybrid working Consider the importance of remote and flexible work arrangements to your employees and tailor support for the unique wellbeing needs that can arise from these setups.
Maintaining employee engagement Evolve your wellbeing & employee strategies to bolster connection, motivation, and a sense of purpose.
Personalised wellbeing options Leverage modern technology and data for customised health and wellbeing solutions.
Digital access to health & wellbeing Seek out new ways to integrate telemedicine, health apps, and wearable tech to form comprehensive wellbeing strategies.

There’s no ‘one-size-fits-all’ approach to designing a health and wellbeing strategy; its content should be based on the unique needs and characteristics of the organisation and its workforce. If you are interested in what we can offer, let’s simply have a chat, if you are interested.

Our Toolkit (link below)

What is included?

Within this ‘Toolkit’ we will give you positive strategies on how to implement a ‘Workplace Wellbeing Strategy’. We will outline the roles and responsibilities within a business. We include legislation, data and facts and benefits about ‘Supporting Mental Health at Work’.

We give you a comprehensive list of Workplace Wellbeing Ideas and Strategies; including a complete guide to ‘Mental Health Resources Toolkit’.