National police survey highlights challenges in officer and staff wellbeing

In addition, more than 50 per cent said they experience persistent physical fatigue.

Published on Wednesday (August 6) the survey is the largest employee voice exercise for UK policing, with more than 40,000 participants from 33 forces.

The survey provides an unprecedented insight into the lived experience of police officers and staff across the UK, shining a light on the pressures people face, but also the strong foundations that exist.

Andy Rhodes, service director for the NPWS, said: “First of all, as always, I want to thank every single person who took the time to complete the survey. Your honesty matters. This is a vital moment for policing to listen, understand, and act. We now have the clearest picture yet of where the service is – and what needs to change.

“Wellbeing isn’t just ‘nice to have’, it’s critical for you, your family, your team, and the public you serve. This is about us all working together to create a culture where everyone feels valued, supported, and able to thrive.”

The survey found that the challenges that must be addressed include: 45 per cent of respondents reported often feeling burnt out; 55 per cent said they experience persistent physical fatigue; and one in three reported experiencing a physical assault in the past year.

Officers working in high-risk roles (eg, response, CID and public protection) showed higher levels of emotional exhaustion and lower wellbeing.

Other findings include:

• 58% of those who had experienced discrimination didn’t report it; and
• 60% find it difficult to take enough breaks.

The NPWS said strengths policing can build on include:

• 80% of respondents said their team pulls together to get the job done;
• 81% feel trusted to do their job;
• 89% feel confident in their knowledge, skills and experience to do their job;
• 67% continue to feel proud of the work they do;
• 65% identified their line manager as their most trusted support pathway; and
• 67% know how to access health and wellbeing support should they need it.

Mr Rhodes continued, “But this survey is not just about collecting data – it’s about taking action.

“The results will directly influence work happening at both a local and national level. They will also inform the police reform agenda, the NPCC Workforce Strategy, and the delivery of the Police Covenant.”

At a national level, the NPWS is already providing programmes, tools and support that directly tackle some of the challenges raised:

• Continuing its investment in mental health and suicide prevention, including the new national Mental Health Crisis Line, plus work with forces on self-assessing against the national suicide action plan;
• Launching the ResetU app this autumn to address fatigue, sleep, and recovery, alongside national fatigue risk management training;
• Scaling up the national trauma support model, including tools for high-risk roles and early intervention systems;
• Peer debriefing and supervisor support courses and support for robust peer support models;
• Providing national guidance and leadership support through the National Police Health and Wellbeing Strategy and Workforce Prioritisation Guidance; and
• Strengthening the OK Family Life Toolkit, which provides direct support to officers, staff and their families.

But the NPWS says there is more to do, and alongside the College of Policing and NPCC, is committed to continuing this work.

Chief Constable Sir Andy Marsh, chief executive officer of the College of Policing, said, “Wellbeing in policing isn’t a luxury – it’s an essential necessity. Every officer, member of staff and volunteer deserves to feel safe, supported, and valued in their role. These results are a powerful reminder that behind every statistic is a person, a family, a team.

“My whole working life I’ve known individuals who carry the weight of what they’ve seen long after their shift ends, and I continue to listen to them when I have the privilege of meeting them. Their voices matter, and they are the heartbeat of our service.

“I am also proud of the resilience and professionalism shown by our people every day. But pride alone is not enough, and we must listen, learn, and lead with empathy. We must support our own, so they are better equipped to look after the public and care for their own wellbeing. In this respect our duty of care to victims of crime and the wider community must start with our own workforce.

“Leadership is at the heart of this and whenever I meet colleagues, I often hear that the best of times at work feature good leadership and the most difficult of times are made better by good leadership. As leaders, we have a duty to act on policy, but with compassion. That’s why the College of Policing, alongside the NPWS and NPCC, is committed to embedding wellbeing into the very fabric of policing. From trauma support and fatigue management to suicide prevention and family life resources, we are building a new support system which cares for the individual.”

Chief Constable Gavin Stephens, chair of the NPCC, said: “Policing is full of incredible public-spirited individuals, and it can be an extremely fulfilling profession where officers, staff and volunteers can make a genuine difference to their communities.

“However, working within policing often means being faced with some of society’s most difficult problems. This can take its toll – with stressful, fast-paced situations and repeat exposure to trauma affecting our workforce in many different ways.

“Day to day, our officers and staff deal with a huge variety of complex situations, including deep-rooted and complicated problems. Whether working in public, within family settings or increasingly tackling online harms, there are significant emotional strains. In the public setting, colleagues are often filmed by onlookers as they carry out their duties.

“The survey results published today are deeply worrying, but sadly not unexpected. Whilst the feedback describes the positive elements of a police workforce who feel trusted, capable, and proud, it also describes a workforce who are exhausted, with high levels of burnout described, alongside low levels of general wellbeing. This is very concerning indeed, and change must happen. Put simply, we are asking too much of those working within the service, and the feedback through this survey demonstrates the serious nature of the reality on the ground.”

He added: “We recognise that it is not only the nature of police work which affects individual’s wellbeing, but also things such as insufficient resource to meet public expectations, complex and changing criminality, degraded facilities, systems and technology, and constant change.

“These are elements that need to be addressed urgently for the service, and this is why the Government’s programme of Police Reform must be a priority. It is only by taking a wide-ranging and holistic look at policing, for the first time in decades, that essential, meaningful and long-lasting support to our workforce can be achieved. Colleagues in policing want to be trusted, capable and well, so we can concentrate our full efforts on the public we serve.”

Tom Gash, managing director of Leapwise, which ran the survey on behalf of policing, said: “It’s very clear that the police workforce needs urgent attention. The data show that levels of burnout and emotional exhaustion in policing are far higher than in the NHS and armed forces. Those who work in policing are also more likely than other public servants to be frustrated by inadequate software, training and leadership support.”