The Soaring Cost of Sickness: Why UK Organisations Must Rethink Workplace Wellbeing

According to a recent report by the Institute for Public Policy Research (IPPR), employee sickness cost the UK economy over £100 billion in 2023, a staggering £30 billion increase from 2018.

This isn’t just about numbers as the biggest highlighted concern is the holistic wellbeing of employees across the UK. Behind these statistics are individuals' struggling to attend work due to a combination of physical and mental health conditions. Unfortunately, many organisations still foster a culture where staff feel pressured to “push through” illness, or worse, are questioned about whether they're "sick enough" to justify time off.

Is The Current Approach To Organisational Wellbeing Enough?

While most UK organisations have Human Resources (HR) teams and either internal or outsourced Occupational Health Services (OHS), the continued rise in workplace sickness highlights the growing complexity of employee wellbeing. An important question is whether current approaches fully reflect the holistic understanding of mental health and wellbeing needed to effectively support staff. In many cases, the emphasis understandably remains on facilitating a return to work, but there is growing recognition that longer-term, preventative strategies may be key to breaking the cycle of burnout, sickness, and reduced productivity.

So, What Is Organisational Wellbeing?

At its core, true organisational wellbeing goes far beyond policies, tick-box strategies or one-off mental health campaigns. It’s about creating a dynamic, inclusive culture of wellbeing, a culture where every employee feels supported, valued, and heard.

Importantly, culture change must start at the top but most importantly it can’t stop there. Leaders must engage all levels of staff in the conversation. Wellbeing should not be something done to employees, but developed with them.

The Pillars of a Positive Wellbeing Culture

The journey begins with a thorough understanding of your organisation’s current wellbeing landscape, you have to ask the following questions: where are the strengths and where do improvements need to be made?

From here, lasting change requires consistent, embedded practices and not just reactive solutions. This could include:

• Regular, meaningful wellbeing workshops

  
  

• Dedicated wellbeing champions or mentors

  
  

• Ongoing training and support for managers

  
  

• Clear communication channels for staff to express their needs

  
  

• Managers leading on key wellbeing strategies and activities 

  
  

Whatever the approach, the aim is the same: to build an environment where wellbeing is not an afterthought, but a lived value.

If your organisation is ready to move from reactive policies to proactive, lasting wellbeing change, The Awe Collective offers tailored assessments and guidance to support your journey.

Get in touch and let’s start creating a workplace where everyone can thrive.