In a sector operating under sustained pressure, wellbeing is a strategic advantage says Chris Newson, Director, Health, Safety & Environment at Make UK.
In a world where the UK domestic political agenda is dominated on a daily basis by what seems an endless stream of crises, policymakers appear to have forgotten the adage, “It’s the economy, stupid”. And if there is one ticking timebomb that is acting as an anchor on economic growth, it is the rising tide of ill health and absence due to stress, depression and anxiety.
In this context, workplace wellbeing is becoming a critical enabler of organisational performance. Robust wellbeing systems support not only the attraction and retention of talent, but also engagement, productivity, and long-term workforce sustainability.
Manufacturing remains one of the most critical pillars of the UK economy. It supports millions of jobs, anchors regional economies, drives exports, and underpins national productivity and innovation.
Yet, the sector is operating in an environment of sustained pressure. Businesses face ongoing cost challenges, economic uncertainty and political instability, alongside geopolitical tensions and global trade volatility that continue to reshape markets and supply chains.
New research – commissioned by Make UK and conducted anonymously and independently with senior decision makers and shopfloor employees across the manufacturing sector – reveals a sector that has built strong foundations but now needs to deliver tangible results. In particular, there is a clear, almost shocking divergence between the attention given to physical issues and risks compared to wellbeing related issues.
Most striking among the findings, is a clear perception gap between leaders and the shopfloor. Manufacturers have activity in place – policies, procedures, risk assessments and training – but these are not consistently understood or experienced. Wellbeing policies exist, but many employees do not know what they include. Risk assessments are carried out, but not everyone sees the implementation. Training is common for physical health, but less so for psychological health. The result is a system that looks robust on paper but doesn’t always translate into clarity or confidence on the ground.
The human impact is real. Many employees report mixed or worsening wellbeing, and they are clear about the consequences: lower morale, reduced productivity and increased absence. Crucially, they believe that better wellbeing support would improve their performance and attendance.
Companies should ensure wellbeing is felt as a business priority and that employees are aware of what support is available. Policies must be communicated consistently, be visible and felt on the ground, not hidden away in documents. And, wellbeing must be given the same priority and, treated with the same rigour as, physical safety with consistent training on promoting mental health.
The Make UK research shows a sector that has already done much of the hard work. The findings offer a powerful mandate for action. Wellbeing is not a “nice to have” or an add on; it is a strategic advantage.
