Perception gap on wellbeing exposed in UK manufacturing, says Make UK 

A new report from manufacturers’ organisation Make UK has revealed a clear gap between how manufacturing leaders view workplace wellbeing and how it is experienced on the shopfloor, raising questions about how effectively health support is embedded across UK workplaces. 

The State of Wellbeing in UK Manufacturing, based on two anonymous surveys of 250 senior decision makers and 200 shopfloor workers conducted in January 2026, found that 71 per cent of senior leaders believe their board is “leading the way” on safety issues, compared with 64 per cent of shopfloor employees. On health issues, 64 per cent of leaders say their board is leading the way, while just 48 per cent of shopfloor workers agree  

The findings point to what the report describes as a “perception gap” between leadership intent and employee experience. Leaders report taking proactive steps on health and safety, yet many employees describe their organisations as reactive, particularly when it comes to stress and wider wellbeing.  

This divergence matters in the context of rising work-related ill health across the UK. Health and Safety Executive (HSE) statistics cited in the report show 1.9 million workers were suffering from work-related ill health in 2024/25, with 35.7 million working days lost. More than half (52 per cent) of reported cases were categorised as stress, depression and anxiety. The annual cost of work-related ill health reached £16.4bn, up from £14.5bn the previous year.  

For employers, the financial impact is direct. Approximately 25 per cent of the annual cost of workplace ill health falls on employers, including sick pay, replacement labour and claims.  

Despite this, the report suggests psychological health still lags behind physical safety in terms of structure and visibility. According to senior decision makers, 84 per cent of companies have provided training on manual handling and 78 per cent on chemicals and substances. Just 54 per cent say they have provided training on stress. When shopfloor employees were asked the same question, that figure dropped to 33 per cent. 

Risk assessments show a similar pattern. While 83 per cent of senior decision makers report having suitable and sufficient risk assessments in place for manual handling, only 52 per cent say the same for stress. Of those completing a stress risk assessment, 52 per cent created an action plan and just 50 per cent completed the identified actions. The report argues that many manufacturers have built strong frameworks on paper, with policies and procedures in place, but these are not always understood or experienced consistently by employees.  

Chris Newson, environment, health and safety director at Make UK, said: “The number of fatalities in UK workplaces has fallen consistently since the introduction of the Health and Safety at Work etc. Act in 1974, establishing the UK as a global leader in workplace health and safety. This is a significant and hard-won achievement. However, while fatalities remain an important indicator, an over-reliance on them can risk masking wider issues. The data suggests that trends in wellbeing and long-term ill health are worsening with the size of the problem growing, not shrinking. This demands a more rounded approach to workforce health.”  

Employees themselves draw a clear link between wellbeing and performance. Across the survey, workers said improved wellbeing provision would lead to better morale, higher productivity and reduced absence. Half (50 per cent) said more training and development would improve their sense of wellbeing.  

The report also highlights structural gaps in support. Thirty per cent of companies surveyed do not have an employee assistance programme, and only 60 per cent have an occupational health provider. Of those with a provider, 65 per cent rate them as reactive rather than proactive.  

Make UK warns that regulatory pressure is increasing. The Government-commissioned Mayfield Review has called for a more prevention-driven approach to workplace health, while the HSE has stated it will focus proactive inspections entirely on health in 2026.  

Jenny Rimell, head of HR consultancy and training at Make UK, said: “Now more than ever, organisational resilience depends on managers being equipped with the soft skills to foster wellbeing and psychological safety, creating the conditions for open dialogue and proactive prevention, rather than reactive responses to absence.” 

Make UK concludes that manufacturers must make wellbeing visible and tangible, close the perception gap through clearer communication, and give psychological health the same rigour as physical safety  

For UK employers more broadly, the message is clear: policies alone are not enough. If wellbeing is to support productivity, retention and resilience, it must be understood, experienced and trusted by the workforce it is designed to protect.