News February/March 2026 www.pwemag.co.uk Plant & Works Engineering | 07 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 age old adage of ‘it’s the economy stupid’. And if there is one ticking timebomb that is acting as an anchor on the potential for 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. During Covid manufacturing was one of the sectors facing the highest levels of duress, having to manage the competing issues of operating in order to maintain vitally needed products and supplies whilst doing so in a safe and secure manner. 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 turn those foundations into something tangible, consistent and felt by its people. In particular, there is a clear, almost shocking divergence between the attention given to physical issues and risks such as handling and substances, compared to wellbeing related issues. Most striking among the findings, is a clear perception gap between leaders and the shopfloor. Leaders believe they are taking proactive steps on health and safety, yet many employees experience something different on the ground. This divergence reflects a communication and visibility challenge. This perception gap presents a clear opportunity for the sector. 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. The appetite for change is real and shared across the workforce. While there are practical steps employers can take there are overarching principles for any organisation wishing to improve its wellbeing performance and that involves a culture of buy in across the business from top to bottom. This is essential if companies are to remove the ‘Culture of Fear’ that the ‘Keep Britain Working’ (taskforce??) refers to. Companies should ensure wellbeing is felt as a business priority and that employees are aware of what support is available to them with leadership visible on the issue. 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 addon, it is a strategic advantage. All the evidence from companies who make it a business priority is that it improves morale, strengthens loyalty, and helps manufacturers attract and retain the talent they need for the future. The opportunity now is for more organisations to follow this path. By MAKE UK chief executive, Stephen Phipson MAKE uk - the manufacturers’ organisation monthly news comment and Michaela Plunkett, Business Development Manager, in Monaghan. 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