According to the Health and Safety Executive, in 2023/24 some 776,000 workers in Britain reported work‑related stress, anxiety or depression. That represents nearly half of all self‑reported work‑related ill health and resulted in an estimated 16.4 million working days lost.
The campaign emphasises that while stress in itself can be a normal reaction to pressure, when it becomes chronic or unmanaged it can undermine health, wellbeing and performance.
For workplace and facilities professionals, Stress Awareness Week serves as an important prompt but the challenge is ongoing. With hybrid working models, blurred boundaries between home and office, and increasing demands on mobility, connectivity and collaboration tools, the potential stressors are evolving.
The week’s theme highlights that stress management cannot be an after‑thought; it must be strategic and embedded within workplace culture. Resources provided via the campaign recommend proactive steps like:
Updating risk assessments to reflect current working patterns
Encouraging conversations around key drivers of stress: demands, control, support, relationships, role and change
Embedding routines (micro‑breaks, ergonomics, mindful transitions) and training managers to recognise early signs of strain
It’s timely for workplace professionals to reflect:
Are your stress risk‑assessments up to date, especially given shifts in how work is delivered post‑pandemic?
Is your workplace design supporting transitions between remote and in‑office modes, including access to quiet spaces or break‑out zones?
Is the technology and infrastructure enabling flexibility without amplifying cognitive load?
Are leaders modelling behaviours that normalise taking breaks, disconnecting, and discussing stress openly?
While the week of awareness has passed, the underlying issues remain. Organisations that treat stress management as a one‑week event risk losing ground. The best‑performing workplaces view wellbeing and stress resilience as a continuous journey, from workspace design to technology adoption and culture change. The takeaway is clear: Strategic stress management is not separate to workplace operations; it’s central to them.