In today’s UK, it’s hard to ignore the signs of a health crisis that is deepening with each passing year. Rising obesity, mental health challenges, chronic diseases, and declining overall health are part of the fabric of a system that seems unwilling—or unable—to pivot from the status quo. The figures are sobering: over 64% of adults are classified as overweight or obese, around 17% are on antidepressants, and chronic diseases now affect over half of the population. With children’s health also deteriorating, as 20% of those in Year 6 are already obese, it’s clear that this is not just a crisis in the making; it’s already here.
However, are we truly aware of the implications, or are we sleepwalking into an even deeper crisis? The alarming statistics make one thing clear: change is needed. But as we consider who is responsible for this, we have to ask ourselves if either the government or large corporations have any real interest in making that change. After all, many of the factors contributing to this crisis—ultra processed foods, pharmaceuticals, and even policies around healthcare access—are deeply embedded within the economic system. These industries are lucrative and contribute substantially to the economy, and in turn, may be less incentivised to disrupt the status quo.
The Role of Ultra Processed Food and the Body’s Decline
One of the starkest contributors to this health crisis is the diet of the average Briton. Studies show that about 66% of calories for British teenagers come from ultra-processed foods. These products, high in refined sugars, unhealthy fats, and additives, contribute to the rising rates of obesity and chronic diseases like diabetes and heart disease. But the food industry remains largely unregulated. Why? Because ultra processed foods are profitable, and there is a vested interest in keeping production costs low and consumption high.
Mental Health and Its Economic System
Mental health in the UK is another area of grave concern. A staggering 20% of teenagers have been diagnosed with a mental health condition, and 1 in 7 women are on antidepressants. Yet, mental health support remains inconsistent, inaccessible for most, with only the privileged able to afford going private. As the demand for mental health services increases, so does the profitability of pharmaceuticals and treatment providers. There’s a disturbing question here: does the economic system around mental health actually discourage preventative measures? When a crisis becomes an economic driver, vested interests may hesitate to address the underlying causes.
Is There Any Interest in Change?
If the government and large corporations lack incentives to drive change, who is left to bear the cost of this health crisis? The answer lies in the lives of individuals and with organisations across the UK, which are dealing with the fallout. Businesses face reduced productivity, lost time, and distracted employees as health issues continue to rise. A workforce plagued by chronic illnesses, obesity, and mental health challenges leads to decreased output, strained resources, and higher healthcare expenses.
These organisations have a vested interest in resolving this crisis, as they are increasingly picking up the pieces left behind by a system that prioritises economic gain over well-being. This issue calls for a change in approach that emphasises a prevention-led approach rather than just treatment. There are three pillars: care, consciousness, and competence.
· Care: Organisations should foster total well-being, moving toward a prevention-focused approach by revising outdated people processes that add limited value and implementing new systems to support healthy relationships among colleagues and managers. This means designing data-informed, people-centric processes that help individuals connect meaningfully and thrive.
· Consciousness: We don’t know what we don’t know. Organisations can offer a framework that supports a personalised journey of self-awareness, enabling individuals to discover areas for growth and receive incremental support to improve. With tools that help people understand themselves better, companies can empower employees to grow purposefully.
· Competence: Elevating individual competence involves guiding employees to recognise and prioritise the changes that will have the greatest impact on their personal and professional lives. C-coach’s approach helps individuals assess and build competencies that align with their personal goals, creating a journey toward positive, sustainable change.
Conclusion: A Call for Change Beyond the Economic System
The statistics are undeniable: the UK is facing a body and mind crisis that demands urgent action. We must take ownership of this change ourselves rather than waiting for government intervention, which even with the best intention often lacks the resources or focus to address these issues fully and honestly the cost still comes out of your pocket!
Individuals and businesses stand to gain the most by prioritising well-being and growth. Organisations are the ideal environment to drive this transformation, providing the structure, incentives, support, and recognition needed for meaningful change—resources that are often lacking in personal life.
Moreover, companies that embrace this approach will benefit greatly in today’s climate, where adaptability, resilience, and innovation are essential, and where talent is costly, fragile, and potentially fleeting. By cultivating loyalty and nurturing talent from within, businesses can build a stronger, healthier, more productive and committed workforce—creating a true win-win.
