The UK’s healthcare system is under unprecedented pressure. NHS waiting lists remain at record levels and continue to grow faster than capacity can withstand. Health conditions that could have been treated early are progressing to more complex stages, with a signficant socio-economic impact. Long-term sickness is at its highest in decades, labour market participation has weakened, and employers across all sectors are feeling the consequences in rising absence, reduced productivity and increasing numbers of workers who simply cannot access timely care.
This is a national economic challenge and corporates have a pivotal role to play. As employers, we rely on a fit, healthy and engaged workforce. Yet the reality is that many employees are unable to get the support they need when they need it. If the UK is to restore economic resilience, we must rethink the relationship between employers, government and the healthcare system.
This is where government policy must evolve. Employers are willing to do more, but existing frameworks do not always enable them to act at scale. Occupational health is a prime example. The evidence in favour of early occupational health intervention is overwhelming, yet provision remains patchy. Smaller employers struggle to fund support, while larger organisations often face tax disincentives. If the government is serious about reducing pressure on the NHS and boosting workforce participation, it needs to create clearer, smarter incentives for corporate involvement. Reforming P11D taxation on employer-funded health benefits would be a powerful step, allowing companies to offer more without penalising employees for accessing essential services.
Corporate involvement in health has historically been fragmented, with little alignment between wellbeing initiatives, occupational health programmes and broader employee benefits, resulting in. in disjointed and underused support systems. Evidence shows that when employers implement integrated employee health programmes, more employees return to work earlier, most achieve positive outcomes following psychological support ,and a majority avoid absence after intervention.
The recent Keep Britain Working Review reinforces a truth employers have understood for some time: that work and health are inseparable. Healthier employees are more productive, more engaged and more likely to remain in work. As the nature of work changes, the terms of employment must evolve accordingly. Healthcare support can no longer be considered a ‘nice to have’ or an optional add-on. Benefits structures need to reflect this shift, ensuring employees have access to timely clinical support, psychological care, preventative screening and credible rehabilitation services.
Corporates should also take a critical look at the healthcare products and services already offered. Many organisations introduced digital solutions, virtual GP access, mental health apps and wellbeing platforms at pace during the pandemic. While these can be hugely valuable, their impact is limited when they sit in isolation. The challenge is to bring them into a coherent ecosystem that guides employees to the right support at the right time.
Creating this cohesion requires strong governance and a willingness to view employee health through an integrated lens. Wellbeing initiatives should not be separate from occupational health strategies. By linking these, corporates can identify risks earlier, direct employees to appropriate support quickly, and avoid duplication of services.
But employers cannot carry the responsibility alone. To really catalyse the system, government must provide a policy environment that recognises the vital role corporates can play. This means incentivising early intervention, addressing tax barriers, and supporting wider access to occupational health for all sectors. It also means acknowledging that the UK’s economic strength is directly tied to a workforce that can access effective healthcare promptly.
As leaders, we must accept that the healthcare landscape has changed. Waiting for the NHS to recover to pre-pandemic capacity is not a viable strategy, and relying solely on the state to deliver timely care is no longer realistic.
Corporates have both a responsibility and an opportunity to help the workforce stay healthy and in work. By aligning wellbeing, occupational health and benefits into a unified strategy, by seeking greater value from existing offerings, and by working with government to create an environment that empowers employers to act, we can significantly reduce pressure on the NHS and help rebuild the health of the nation.
