The report—“Our Nurses. Our Future. Care for Nurses, Boost the Economy”—argues that global health and economic resilience depend on caring for nurses as a strategic priority, not a “nice to have.” ICN synthesizes new evidence that chronic underinvestment in nurses’ working conditions and well-being is eroding care quality, driving turnover and absenteeism/presenteeism, and weakening national economies. The second half of the report gives an action framework—the Caring for Nurses Agenda—with seven domains and detailed interventions organizations and governments can implement now.

The crisis in one page

Demand is rising while supply and retention lag. In ICN’s 68-country pulse with National Nursing Associations (NNAs), 61.7% report a moderate or large increase in demand for nurses since 2021. Nearly 40% rate their workforce’s ability to meet demand as “poor” or “very poor,” and vacancies in many high-income countries are growing—evidence of persistent shortfalls and mounting pressure on staff.

It’s not just headcount; it’s design and funding. Some countries paradoxically face both shortage and nurse unemployment due to funding constraints and planning failures—pushing qualified nurses to migrate for better pay, which worsens inequity and drains source countries.

Burnout, unsafe conditions, and low pay are the accelerants. Long-standing staffing gaps, unsafe work environments (including violence), and inadequate pay feed burnout and attrition, threatening safe care and stretching remaining teams thinner.

Presenteeism is a hidden tax. Showing up ill or depleted (presenteeism) cuts productivity nearly four times more than absenteeism in many sectors and is widespread among nurses (studies report 32–94% prevalence). It increases errors and costs while lowering satisfaction and performance.

The economic stakes are enormous. A single nurse departure can cost US$36,918 in replacement and productivity loss; preventable patient harm consumes about 13% of global health spending (~US$606 billion annually). Overall, poor health among health workers accounts for ~2% of health expenditure. Conversely, each US$1 invested in health systems can return US$2–4; investing in the workforce can raise capacity ~20%. Global analyses estimate US$11.7 trillion in potential value from healthier workforces, with US$100–300 billion of direct opportunity value tied to nurses’ productivity alone.

Bottom line: Caring for nurses is the most cost-effective patient safety investment health systems can make—and a lever for national economic growth.

The Caring for Nurses Agenda (7 domains) and what they actually mean

ICN’s framework lays out seven domains that, together, rebuild a healthy, high-performing nursing workforce. Each domain includes specific interventions; below are the essentials.

Ensure adequate staffing and the right skill mix
Use evidence-based workforce planning; match competencies to patient needs; monitor load in real time and flex roles and rosters to dampen demand spikes—so nurses aren’t chronically overloaded.
Invest in the right resources and equipment
Guarantee reliable access to functioning equipment, consumables, ergonomic setups, and integrated digital tools that reduce administrative burden and support teamwork. Maintain inventories and update tech intentionally.
Create safe and decent working conditions
Implement comprehensive safety protocols and PPE; enforce zero-tolerance policies and protective infrastructure against workplace violence; protect breaks with quiet rest spaces. Treat decent work as dignity, rights, and work-life balance—not perks.
Support education, professional development, and full scope of practice
Invest in quality education and continuous development; modernize policy and regulation so nurses can practice to the top of their license; expand advanced practice roles; and build clear career paths, leadership pipelines, and nurse-led research.
Build supportive, high-performance team cultures
Embed person-centred care in decisions; involve nurses in quality improvement with rapid feedback loops; cultivate a just culture (learning from errors); formalize mentorship and peer support; ensure open, trust-based communication and nurse participation in decisions; promote inclusion and visible recognition.
Improve nurses’ access to healthcare and well-being support
Provide confidential, flexible access to preventive care (including vaccines), treatment, rehab, telehealth, and after-hours clinics tailored to shift work. In high-risk settings (e.g., conflict zones), add trauma and post-exposure care; offer psychological first aid and lifestyle supports (nutrition, rest facilities).
Provide fair, competitive pay
Align pay with education, responsibilities, and contribution; implement transparent bands; adjust to market levels; link incentives to progression; and provide comprehensive benefits (retirement, adequate paid leave). Equity and transparency matter to retention.

Why these seven? Together they reduce turnover and injuries; curb absenteeism and presenteeism; prevent avoidable harm; and lift productivity—improving care while protecting budgets and unlocking macro-economic value.

Evidence that action pays for itself

A 24/7 peer support program for clinicians showed a net saving of US$22,576 per nurse, with US$1.81 million saved annually via reduced turnover and absenteeism—quantifying the payback from structured well-being support.
WEF/McKinsey estimate the largest share of returns from workforce health come via productivity gains and reduced presenteeism, worth US$2–9 trillion globally.
At system level, every US$1 invested in health yields US$2–4; boosting nurse health and resourcing can raise capacity ~20%—a direct lever for access and cost control.

How to use this report (your action playbook)

Below is a practical way to turn the Agenda into measurable improvements. Pick your lane (government/health system; hospital/clinic leadership; nurse leaders/teams; educators; partners) and start with the 90-day plan.

For Ministries of Health & payers

Commit to safe staffing: set/strengthen staffing standards, fund skill-mix models, and require real-time workload monitoring across providers. Tie financing to safe staffing compliance and publish dashboards.
Modernize scope and careers: update regulation so nurses practice to full scope; fund advanced practice roles; mandate career ladders and CPD access.
Protect against violence: require zero-tolerance policies, incident reporting, and post-incident psychological support; enforce compliance.
Pay fairly: benchmark national bands to education/responsibility; index pay; guarantee benefits.

For hospital/clinic executives

Resource the work: fix supply chains, maintain critical stock, and invest in integrated EHR and team tools that remove admin friction.
Make “decent work” visible: PPE availability; ergonomic stations; protected breaks with quiet rooms; well-publicized anti-violence measures.
Stand up a well-being service line: confidential mental health access, flexible clinic hours for shift workers, telehealth, and post-exposure/critical-incident support. Track uptake and outcomes.
Culture by design: embed a just culture, quality huddles, nurse-led QI, and formal mentorship for new and senior nurses; create participatory forums where nurses shape decisions. Recognize contributions routinely.

For nurse leaders & teams

Real-time load management: adopt simple digital dashboards to flag overload and trigger flexing/redistribution.
Mentor and be mentored: pair new hires with trained preceptors; create peer-support rosters; normalize debriefs after incidents.
Own quality: bring frontline ideas into rapid-cycle tests; share feedback from patients and staff to guide weekly improvements.

For educators & professional bodies

Align curricula with evolving scope and expand pathways into advanced practice; integrate resilience and system-level advocacy (so responsibility doesn’t fall only on individuals).

For donors/partners

Fund the “last mile”: mentorship infrastructure, nurse-led innovation funds, and technology that reduces administrative load. Expect ROI in retention, quality, and safety.

A 90-day starter plan

Days 0–30: Baseline & protect the essentials

Map risk & harm: measure vacancy rates, overtime hours, missed breaks, incidents (violence, needlesticks), falls, med errors, and time-to-fill vacancies.
Guarantee breaks & PPE: designate rest spaces; enforce protected break schedules; validate PPE stocks.
Switch on confidential access to care: partner for out-of-hours clinics and tele-MH; publish access instructions to all staff.

Days 31–60: Build capacity & culture
4) Dynamic staffing pilot: implement a real-time workload tool on two units; set trigger thresholds for escalation and redeployment.
5) Mentorship & peer support: train mentors; adopt a structured debrief protocol after safety events.
6) Violence prevention: roll out zero-tolerance policy, reporting channels, and post-incident psychological first aid.

Days 61–90: Cement growth & incentives
7) Career pathways: publish internal ladders, advanced practice opportunities, and funded CPD time.
8) Pay transparency: share bands and progression criteria; review equity across units.
9) Nurse-led QI: charter two nurse-designed projects (e.g., reducing falls or missed care) with data support and monthly showcases.

What to measure (and report to boards, payers, and staff)

Workforce: turnover; time-to-fill; vacancy rate; overtime hours; proportion of shifts meeting safe staffing; skill-mix balance.
Well-being: absenteeism; presenteeism (via validated scales); missed-break rate; uptake of mental-health and post-exposure services.
Safety & quality: violence incidents; needlestick exposures; patient falls/med errors; length of stay; preventable harm index.
Economics: cost of vacancy; cost per turnover; savings from reduced agency use; ROI of well-being programs (use the Johns Hopkins RISE figures as a benchmark for targets).

Reporting these quarterly builds the case that “care for nurses” is a safety strategy and a financial one.

The report’s conclusion, in plain terms

We cannot meet the realities of aging populations, chronic disease, climate-related emergencies, and widening inequities without a well-cared-for nursing workforce. The evidence is unambiguous: underinvestment in nurses harms patients and budgets; investing in their conditions and well-being pays back in safety, productivity, and national prosperity. The Caring for Nurses Agenda is a concrete roadmap; execute it with urgency and measure what matters.

If you only do five things this quarter

Enforce protected breaks and rest spaces.
Launch a confidential, nurse-friendly access-to-care pathway (telehealth + flexible clinic hours).
Stand up a zero-tolerance violence program with reporting and psychological first aid.
Pilot real-time workload monitoring with staffing escalation triggers.
Publish transparent pay bands and an internal career ladder tied to CPD and advanced practice roles.

One last proof point for skeptics

This isn’t about perks. It’s about lowering preventable harm, retaining expertise, and freeing up billions now absorbed by turnover, presenteeism, and avoidable complications. The data show workforce health investments are among the highest-ROI moves available to health systems and governments today.

Disclaimer

This article is for general information and education only and does not constitute medical, legal, financial, or employment advice. Policies and benefits vary by country, payer, and employer; always consult your clinical leadership, human-resources team, legal counsel, and relevant regulations before implementing any program. If you need medical care or feel unsafe at work, use your local emergency procedures immediately (e.g., call 911 in the U.S.). Mention of third-party organizations (e.g., ICN) does not imply endorsement or affiliation.

Source

International Council of Nurses (2025). International Nurses Day 2025: Our Nurses. Our Future. Care for Nurses, Boost the Economy. Geneva: ICN. (Summary based on the Chinese-language PDF edition provided.)

Healthcare News & Policy

ICN 2025: Care for Nurses, Boost the Economy Summary & 90-Day Action Guide