The human side of security: Why mental health matters in FM

In facilities management, security teams are often the visible face of an organisation’s operations – greeting staff, handling incidents, and maintaining safety day and night. Yet while their presence is constant, their challenges are often invisible. Behind the calm professionalism of the security guard lies a role defined by long hours, exposure to risk, and emotional strain. For FM leaders responsible for safe, efficient, and sustainable environments, understanding and supporting the mental health of security personnel is a core part of operational resilience.

Recognising the issue is the first step to resolving it, and the rising mental health pressures in the security industry should take their rightful place on the FM agenda this World Mental Health Day.

The fact is that guards regularly endure long, unsociable shifts, deal with verbal and physical abuse, and operate in high-stress, high-risk environments with minimal recognition or support. The effects are undeniable. Research from the University of Portsmouth shows nearly 40 per cent of security guards report symptoms of post-traumatic stress disorder (PTSD), and large numbers experience burnout, anxiety, or depression. Yet the mental health needs of this workforce have too often been overlooked by employers.

The research showed that 64 per cent[1] of security guards suffered verbal abuse at least once a month – with 50 per cent[2] of these as regular as once a week – and 43 per cent of respondents reported threats of violence at least once a month, sometimes even on a daily basis. These figures are a stark reminder that security staff are at greater risk of workplace trauma than almost any other part of the FM supply chain.

The statistics are alarmingly stark. Aside from high rates of PTSD, studies show that security officers are significantly more likely than the general workforce to experience workplace violence, emotional exhaustion, and poor sleep quality. The result is a workforce that’s stretched too thin, both emotionally and mentally as well as physically.

Investing in wellbeing isn’t just a moral obligation, but it also makes good business sense. Guards who feel supported are more engaged, resilient, and effective under pressure. Meaning employers benefit from lower turnover, reduced absenteeism, and stronger performance in situations where professionalism and calm decision-making matter most.

Even though it makes commercial sense, research[3] consistently shows that many employers fail to provide adequate mental health and wellbeing support for security guards, with some managers unaware of -or dismissive toward – the seriousness of these challenges.

This shortfall underscores the urgent need for greater industry-wide conversations around this, focused interventions, and broader acknowledgment of the mental health risks inherent in security roles. Awareness and support needs to come from the top, down – and employers are in a strong position to make improvements. World Mental Health Day is the perfect opportunity for those in the industry to actively review internal practices and explore new ways to prioritise team wellbeing.

Normalise mental health

The first step is to normalise talking about mental health in a traditionally unflinching profession, removing the need for guards to suffer in silence – fearing judgment or professional consequences if they speak up. Open conversations can also help others recognise their own symptoms as signs of a deeper issue. It’s so essential that we equip managers and team leaders with the knowledge to recognise and address mental health issues within their own teams, as well as creating a workplace culture where talking about mental health in a peer-to-peer setting is encouraged and stigma-free. It might seem like a minor step, but being able to talk about sensitive issues like these goes a long way to creating change.

Policies matter

While many employers are already taking steps in the right direction, there’s value in ensuring that any formal wellbeing policies are tailored to the specific realities of security work — rather than relying on generic documents designed for other sectors.

Highlighting existing resources from charities such as MIND or PTSD-charities can also help raise awareness of where individuals can seek more support. Promoting these services actively, rather than just burying them in an employee handbook, or expecting employees to research support options for themselves, encourages uptake and offers a clear path to help for those that might feel isolated with their issues.

Notice changes

Managers are often the first to notice changes in staff behaviour, but don’t always know how to respond to that information. Some organisations are introducing mental health first aiders to give teams a dedicated, approachable point of contact on shift. Others are providing training to help leaders feel confident having supportive conversations when they’re needed. Training and equipping managers to know what to do if they do notice early warning signs of stress or trauma can prevent issues from escalating.

Small Steps, Big Impact

Individually, these changes may seem modest – normalising conversations, introducing tailored policies, signposting to resources, or training managers to notice the signs. But together, they can transform the way security teams experience their work. For guards who often feel invisible, even small gestures of recognition and support can significantly reduce stress, boost morale, and make them feel more loyal to both employers and their team.

Facilities management sits at the crossroads of people, place, and performance –  and that means it carries a unique responsibility to lead on mental health. Employers have the power to shift the culture of the industry, making it one where mental health is openly acknowledged, properly supported, and genuinely prioritised.

World Mental Health Day serves as a reminder that mental wellbeing matters — not just in theory, but in practice. Across the security industry, we all have a part to play in building environments where mental health is openly acknowledged, properly supported, and prioritised.

Building mental health awareness into site culture, contract design, and leadership behaviours is a statement about the kind of industry FM wants to be: one that values its people as much as its performance. Meaningful change doesn’t always require sweeping reform. Sometimes, it’s the accumulation of small, human acts of care that make the biggest difference. For those who keep our buildings, people, and assets safe, those acts can be truly life-changing.

By Zoe Woodley, Founder and MD of MatchUp Recuitment. 

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