Dame Carol Black published her seminal Working for a healthier tomorrow review of workplace health. The report states

We must act now to build on the emerging consensus around a new approach to health and work in Britain. We will not be able to secure the future health of our nation without it.

Dr Steven Boorman’s NHS Health and Well-being Final Report was published. It says

NHS organisations generally were not giving priority to staff health and well-being. Indeed, many NHS organisations displayed behaviours that were incompatible with delivering high-quality health and well-being services and support for staff. In particular, staff health and well-being services were often reactive rather than proactive, focused on responding to sickness and ill-health rather than actively promoting good health and well-being and a positive culture of workplace safety. There was a widely-held view that staff health and well-being was not seen as a priority either at organisational or local management level.

The Francis Report identifies that an institutional culture ascribed more weight to positive information about the service than to information capable of implying cause for concern. It goes on to say that

 …there is a failure to tackle challenges to the building up of a positive culture, in nursing in particular but also within the medical profession.

With the publication of the Berwick Report, titled A promise to learn – a commitment to act, in his letter to Senior Government Officials and Senior Executives in the Health Service, Don Berwick writes

…acting on rare and outlying behaviors and on exceptional cases of poor performance – though necessary, will not create an overall far safer and better NHS; it cannot. A culture of learning can. And the likelihood of such a culture’s thriving in the NHS depends, more than on anything else, on how you, the senior leaders, behave, speak, and invest.

The BMA report Supporting health and wellbeing at work states

Keeping doctors healthy will have important benefits for the NHS by improving staff engagement, reducing costs associated with absence and turnover, and improving patient outcomes. An employer focus on the health and wellbeing of staff will have a long lasting and positive impact in terms of patient care and value for public investment.

The price of fear: Estimating the financial cost of bullying and harassment to the NHS in England, stated

…the cost of bullying and harassment to be around £2.281 billion per annum to the NHS in England. These costs included sickness absence, employee turnover, sickness presentism, litigation and industrial relations costs.

The Nursing and Midwifery Council Leavers’ survey 2020 reported that

21,800 nurses, midwives and nursing associates left the register between July 2019 – June 2020.  Some of the reasons leavers gave included: retirement (51.9%); staffing levels (10.9%); too much pressure, stress and poor mental health (22%); and negative workplace culture, bullying, poor management and difficulty raising concerns (18.1%).

The Health Services Executive publish their report on Work-related stress, anxiety or depression statistics in Great Britain. Statistics for work-related stress, anxiety or depression statistics show that by top-level industry, stress, depression or anxiety is most prevalent in Education and Human health and social work activities. Statistically higher rates of stress, depression or anxiety were also found in the smaller occupational groups of Health professionals and Teaching and other educational professionals.

The main work factors cited by respondents as causing work-related stress, depression or anxiety were workload pressures, including tight deadlines and too much responsibility and a lack of managerial support.