Last year’s cyber-attack on Jaguar Land Rover sent ripples of disruption across the UK automotive sector. While headlines focused on operational impacts, at Ben we heard from the people behind the scenes — those who were anxious about income, job security, and what the future might hold.
Events like this tend to amplify pressures that have been quietly mounting for years. Stress has long been the leading health and wellbeing issue in automotive, with over half of workers reporting high stress levels and many struggling to find enough time to rest and recover. This reflects an industry that has been operating at pace for a long time, and it is not unique to automotive. Across the UK, work-related stress, anxiety, and depression now account for more than half of all work-related ill health cases, with millions of working days lost and mental health-related sickness at its highest level in over a decade.
The automotive sector faces a particularly intense set of challenges. Technological change — from electrification and automation to software-driven vehicles and AI — is relentless, demanding constant upskilling and fostering an underlying fear of obsolescence. Even positive transformation can feel overwhelming when it is continuous. Simultaneously, businesses are dealing with tight margins, supply chain disruption, and rising costs, all of which place heavier workloads and longer hours on their people. Conversations with workers across the sector, from apprentices to senior leaders, reveal growing concerns about work-life balance, fatigue, and financial strain.
Financial wellbeing is closely intertwined with mental health. Many automotive workers worry about money, and some face difficult daily choices as a result. Concerns about paying bills or supporting families naturally affect focus, resilience, and overall wellbeing. Nearly one in six workers have skipped meals due to money worries, while a majority are concerned about their financial situation. The JLR disruption added another layer of uncertainty, particularly for smaller suppliers, compounding stress and anxiety for those already under pressure.
Shocks and disruption are part of modern business, whether driven by economic conditions, technological advances, or global events. The key question is how we improve resilience so that people are better supported when pressure rises. Too often, stress and burnout are framed as individual issues, yet they are shaped by workload, culture, financial wellbeing, and the wider, complex environment people navigate. Supporting health and wellbeing means creating conditions in which people can perform and thrive — not just during crises, but as part of everyday operations.
Early, proactive support makes a tangible difference. Organisations that encourage open conversations, monitor workload, promote recovery, and support financial wellbeing tend to see stronger engagement, lower absence, and improved productivity. Investing in people is a practical step toward long-term performance, not merely a “nice to have.” At Ben, we work with employers and individuals to raise awareness of tools and services that support wellbeing, fostering a preventative approach.
Automotive has always been defined by innovation and resilience. Applying the same long-term thinking to the health and wellbeing of its workforce is essential. When we look after the people who power this sector, we strengthen the entire industry. Last year’s JLR disruption serves as a reminder of how interconnected the automotive ecosystem is, and how critical it is to provide support for those at its heart. Prioritising wellbeing is not just good for workers — it is vital for a competitive, innovative, and sustainable automotive sector.
