The Fire Industry Association and Mates in Mind highlight why mental health must be treated as a core safety issue in the fire sector, where rising pressures, high responsibility and complex working environments place increasing demands on the workforce
The fire industry plays a critical role in safeguarding lives, property, and infrastructure across the UK. It is a sector defined by precision, compliance, and accountability – where failure is not an option. Yet, while the industry has made significant strides in managing physical risk, a less visible but equally important challenge remains: protecting the mental health of its workforce.
As expectations on fire safety continue to grow, driven by regulatory change, increased scrutiny, and the complexity of modern buildings, the pressures placed on those working in the sector are intensifying. From engineers and installers to inspectors and consultants, professionals are operating in environments where responsibility is high and margins for error are minimal. In this context, mental health is not a peripheral issue. It is central to performance, safety, and long-term resilience.
Mental health is something we all have. It exists on a spectrum, fluctuating over time and influenced by both our professional and personal lives. However, the distinction between “work” and “life” has become increasingly blurred, particularly in industries where deadlines are tight, workloads are reactive, and teams are often geographically dispersed. Within the fire sector, where lone working and time-sensitive callouts are common, this blurring can intensify pressure and reduce opportunities for informal support.
It is also important to recognise that mental health is not limited to diagnosed conditions. Experiences such as stress, low mood, or feeling overwhelmed – often described as mental ill-health are widespread and can significantly affect day-to-day functioning. Left unaddressed, these experiences can escalate, impacting not only individuals but also teams, organisations, and ultimately the quality-of-service delivered.
Cost to business
The scale of the challenge is reflected in national data. Across UK workplaces, poor mental health is estimated to cost businesses £56 billion each year through absenteeism, presenteeism, and reduced productivity. Stress, depression, and anxiety account for nearly half of all work-related ill health and over half of all working days lost due to ill health. These figures are not abstract; they translate directly into operational disruption, increased costs, and reduced effectiveness.
Employer action
Despite this, there remains a significant gap between intention and action. Many organisations recognise the importance of supporting mental health, yet implementation is inconsistent. Research indicates that while almost half of employers report offering regular workload reviews, only a small proportion of employees say they actually receive them. Similarly, although a majority of organisations record absences related to stress or mental health conditions, far fewer have comprehensive policies or structured training in place.
This gap is particularly evident at management level. Confidence in identifying and addressing mental health risks remains low, with fewer than one in ten managers reporting that they feel equipped to carry out stress risk assessments. This is a critical issue, not least because employers have a legal duty to assess and manage stress in the workplace in the same way they would any other health and safety risk. The Health and Safety Executive has made it clear that mental health must be treated as a core component of workplace safety, and recent investigations into organisational failures suggest that enforcement in this area is likely to increase.
For Government Business readers, this issue extends beyond individual organisations. Public sector bodies have a significant role to play in shaping expectations across supply chains. Procurement decisions increasingly take into account not only cost and quality, but also social value and ethical practice. Ensuring that contractors and partners are actively supporting workforce wellbeing is becoming an essential part of responsible procurement.
In the context of the fire industry, this is particularly important. The reliability of fire safety systems depends not only on technical competence, but on the people responsible for designing, installing, and maintaining them. A workforce that is overstretched, unsupported, or struggling with mental health challenges is more likely to experience reduced concentration, increased errors, and lower overall performance. Conversely, organisations that invest in wellbeing tend to see improvements in engagement, productivity, and retention – factors that directly contribute to better service outcomes.
Improving mental health
Recognising these challenges, the Fire Industry Association has partnered with Mates in Mind, a charity with extensive experience in improving mental health across construction and related sectors. This collaboration reflects a shared understanding that meaningful change requires both industry leadership and specialist expertise.
Mates in Mind’s work is grounded in the principle that mental health should be approached proactively rather than reactively.
“Too often, organisations focus on support only when someone reaches crisis point. What we advocate is a preventative approach – equipping all employees with the skills, clarity, confidence and environment in which it is safe to talk about mental health. Through creating a culture which focuses on identifying and mitigating the risks that cause mental ill-health, and putting continuous, comprehensive and effective interventions in place, organisations can ensure that no one reaches crisis point and mental health awareness becomes everyone’s responsibility,” says Samantha Downie, managing director, Mates in Mind.
A common challenge, support is only provided at the point of crisis, when individuals are already struggling significantly. While access to services such as helplines and Employee Assistance Programmes remains essential, these represent only one part of a broader approach. Preventative measures – those that address underlying risks and build resilience are equally, if not more, important.
In practice, this means creating workplace cultures where mental health is openly discussed, where employees feel empowered to speak up without fear of stigma, and where managers are equipped with the skills and confidence to respond appropriately. It also involves taking a structured approach to understanding current provision, identifying gaps, and implementing targeted interventions.
The Mates in Mind Supporter Programme has been developed to guide organisations through this process. Beginning with an assessment of existing practices, it enables organisations to build a clear picture of where they are and where they need to improve. From there, tailored action plans can be developed, supported by training, resources, and ongoing guidance. The aim is not simply to introduce isolated initiatives, but to embed mental health into the fabric of the organisation, ensuring that improvements are sustainable over the long term.
Evidence from organisations that have engaged with this approach is encouraging.
Many report increased confidence among employees in discussing mental health, greater awareness of available support, and a noticeable shift in workplace culture. In some cases, this has translated into earlier interventions, with colleagues stepping in to support one another before issues escalate. These changes, while sometimes subtle, can have a profound impact on both individual wellbeing and organisational performance.
For the fire industry, the opportunity is clear. By integrating mental health into existing safety frameworks, organisations can build on their strong foundations in risk management and compliance. This does not require abandoning established processes but rather expanding them to include psychological as well as physical considerations.
Leadership has a crucial role to play in this transition. When senior figures demonstrate a commitment to mental health by prioritising it in strategy, allocating resources, and modelling open behaviour – it sends a powerful message throughout the organisation. Equally important is ensuring that this commitment is translated into practical action at all levels, from line management to frontline delivery.
“The leadership approach is paramount: recognising we are all fallible, and we all require support and encouragement. As an organisation and community, we have a responsibility to look after each other and help build resilience. That is through collaboration, integration, compassion and kindness, which needs demonstrating daily. That is the leadership challenge: recognising the essence of resilience and putting it into practice.” says Andrew Ledgerton-Lynch OBE, COO of the Fire Industry Association.
The partnership between the FIA and Mates in Mind represents an important step in this direction. By combining industry insight with specialist knowledge, it provides a platform for raising awareness, sharing best practice, and supporting organisations on their journey towards better mental health.
Ultimately, the goal is not simply to reduce harm, but to create environments in which people can thrive. Work has the potential to be a positive force for mental health, providing structure, purpose, and social connection. Realising this potential requires a deliberate and sustained effort, but the benefits for individuals, organisations, and the wider sector are substantial.
As the fire industry continues to evolve, so too must its approach to safety. Protecting those who protect others is both a moral imperative and a practical necessity. By placing mental health at the heart of this effort, the sector can strengthen its resilience, enhance its performance, and ensure that it remains fit for the challenges ahead.