One in five UK workers fail to take full annual leave 

More than one in five UK employees are not taking their full annual leave entitlement, with workload pressure and workplace culture driving what one provider has described as a “quiet crisis of rest”. 

The findings come from The 2026 Annual Leave Report: The Great British No-Break, published by leave management software provider Timetastic in January 2026. The survey of 6,000 UK workers aged 18 to 55+ explores leave habits, mental health and workplace culture. 

The report found 20.7 per cent of respondents do not expect to use their full annual leave allowance this year. More than a quarter (28 per cent) said they typically have between one and five days of leave left unused, while 26 per cent reported finishing the year with more than 15 days remaining. 

When breaks are delayed, the impact on wellbeing is clear. Nearly half (45 per cent) said leaving leave too long negatively affected their mental health and performance. All respondents in this group said their stress at work increased. By contrast, 89 per cent said their mental health improves when they take their leave. 

The data also highlights a culture of “leave guilt”. Eleven per cent of workers said they feel pressure not to take annual leave. Women reported slightly higher levels of pressure (11.7 per cent) than men (10.6 per cent). 

Workload remains a key barrier. Among those who did not take their full entitlement, 21.3 per cent cited workload and timing issues. A further 39.6 per cent pointed to allowance and carry-over constraints, suggesting policy design and administration can also prevent staff from taking breaks. 

Mid-level managers appear particularly affected. More than a quarter (26 per cent) of general managers and supervisors said they feel pressure not to take leave, compared with just one per cent of senior management and six per cent of directors. 

Sarah Crammond, Service and Support at Timetastic, said: “While senior leaders may have more control over their schedules, those entering the workforce today are navigating a culture where ‘always-on’ availability is often mistaken for commitment. 

“It suggests that while younger workers value their wellbeing, they may still feel the weight of traditional work ethics that prioritise ‘grind’ over recovery”. 

Long gaps between breaks are common. Almost a quarter (24.7 per cent) said they had gone six months or more without taking annual leave, while 29 per cent reported waiting four to five months between breaks. 

The report also explored attitudes to more flexible leave policies. Only one per cent of respondents currently have access to unlimited leave. However, 67 per cent believe removing restrictions on the number of days they can take would improve their mental health. 

Personalised leave appears to have a positive impact. Eighty-nine per cent of respondents said additional days such as birthday leave or wellbeing days improve their mental health. 

For UK employers, the findings reinforce the link between annual leave and workplace health and wellbeing. Untaken leave, prolonged periods without rest and perceived pressure not to switch off all increase the risk of stress and burnout – with consequences for productivity, retention and long-term absence. 

The report suggests organisations should review how leave is communicated, managed and modelled by leaders. Transparent workforce planning, visible holiday calendars and senior leaders taking their own leave may help shift cultures where rest is seen as an inconvenience rather than a business necessity.