Most people working in ambulance, fire and rescue, police and state emergency services (SES) manage the demands of the job well. A culture of camaraderie and loyalty can protect the mental health of workers and contribute to their wellbeing.

However, research indicates police and emergency services workers are at greater risk of experiencing depression, anxiety and post-traumatic stress disorder, and dying by suicide. Between July 2000 and December 2012, 110 police officers, paramedics and fire-fighters took their own lives in Australia.1

The nature of emergency services work means police and emergency services workers routinely face life and death challenges and can witness very distressing situations. Like other workers, they can experience common workplace risks to mental health, such as heavy workloads, high demands, and bullying. Stigma regarding mental health conditions is still prevalent in many traditionally male-dominated occupations, such as emergency services.

Promoting mental health in a police and emergency services organisation

Investing in mental health makes good business and operational sense. Organisations with a positive approach to mental health and safety have increased productivity, improved worker engagement and are better able to recruit and retain talented people.2 They also have reduced absenteeism, risk of conflict, grievances, turnover, disability injury rates and performance or morale problems.3

Research by PwC has shown that every dollar spent creating a mentally healthy workplace will, on average, have a positive return on investment of $2.30.

Taking action


The Framework identifies five core areas of action:



A systematic approach to risk management

Each police and emergency services organisation is different and has specific risks when it comes to mental health. A systematic approach to risk management examines the impact of the community, the organisation, systems within the organisation and individual factors, to build the organisation’s specific risk profile.


Implementation of a mental health strategy



Developing leadership capability

Leadership and management practices strongly influence how workers cope with and manage operational demands. Good leaders know their people and can detect signs that a team or individual may be struggling. It is critical to develop their confidence and skills to have difficult conversations early, and know how to manage situations effectively.


Take action to reduce stigma



Educate and prepare your workforce

There are many known risks and likely events that can occur in police and emergency services roles. Preparing workers for the impact of these situations and providing information and guidance about how to respond effectively is an essential part of developing confident, capable and resilient police and emergency services workers.


There is a wide range of initiatives to promote mental health that should also be considered across the career lifecycle of a police or emergency services worker. Each organisation should think about their specific needs and consider which strategies will be most useful. Suicide prevention needs to be one of the ultimate objectives of any mental health and wellbeing strategy. Learn more about suicide prevention in the workplace.

Next steps

For organisational leaders

For police and emergency services workers at all levels


Get support


Tools and resources

  • The Black Dog Institute and Fire and Rescue NSW developed this video clip telling the story of a fire-fighter who fought depression.

1. Victoria. Dept. of Justice. National Coronial Information System (2012). NCIS fact sheet. National Coronial Information System, Victorian Department of Justice, Southbank, VIC. 

