It’s often viewed as a world of precision, discipline, and even glamour. But behind the polished uniforms and strict operational standards lies a truth that is rarely addressed openly—the mental health crisis impacting aviation professionals. From air traffic controllers and pilots to aviation fire fighters and ground staff, the mental and emotional toll of working in this high-pressure environment is profound.

Despite public commitments to employee wellbeing, there remains a troubling disconnect between what aviation companies say and what actually happens on the ground.

Aviation is an industry where mistakes are not just costly—they can be catastrophic. Air traffic controllers and pilots work in an environment where every decision carries the weight of human lives. This expectation of ‘perfection’ fosters a culture where admitting to stress, fatigue, or mental health struggles feels unsafe.

While aviation authorities and organisations highlight safety as a core value, many who work within the industry experience a disconnect between official policies and on-the-ground reality. Psychological safety—the belief that one can speak openly without fear of punishment or judgement—is often more aspirational than actual.

Controllers and pilots know that admitting to mental health struggles can raise questions about their fitness to perform. This fear leads many to suffer in silence, pushing through exhaustion and emotional strain without seeking support.

The mental and emotional toll of working in aviation is often hidden behind a professional facade. High workloads, rotating shifts, and the pressure to make split-second decisions under intense scrutiny all contribute to chronic stress.

Common mental health challenges within the industry include:

✅Chronic Stress and Burnout: Long hours, excessive overtime requests, constant vigilance, and the responsibility for human lives create the perfect conditions for burnout.

✅Sleep Disturbances: Irregular shifts, particularly those required to make up for operational resourcing deficiencies, disrupt natural sleep patterns, leading to fatigue and cognitive impairment.

✅Anxiety and Hypervigilance: The high stakes of the job foster a state of constant alertness, which can be difficult to switch off even when off-duty. This can negatively impact quality of life outside the workplace.

✅Isolation: The culture of self-reliance discourages vulnerability, making it hard to seek emotional support from colleagues or loved ones.

Studies show that aviation professionals experience increased rates of anxiety, depression, burnout, and post-traumatic stress. Yet, despite these challenges, mental health remains an uncomfortable topic within the industry—something acknowledged in policy statements but rarely addressed with meaningful action.

Aviation companies often promote their commitment to employee wellbeing through glossy mental health campaigns, recruitment drives, internal support programs, and public declarations of care. However, these gestures frequently fail to translate into practical support for employees in distress.

While many companies claim to foster open discussions about mental health through the use of a “just culture” model, employees who disclose mental health concerns have faced detrimental career repercussions that range from lengthy stand downs to termination of employment.

As a consequence of numerous historical precedents, the lack of trust in systems currently in place to protect the individual can inadvertently punish those who are struggling. The lack of clarity, the variability in the way policies and procedures are applied, inconsistent interpretations and excessively complicated pathways to return to work, often make non-disclosure the “safest” option.

A 2022 survey by the International Civil Aviation Organization (ICAO) revealed that 45% of aviation professionals hesitate to seek mental health support due to fears about job security. Seeking mental health support may trigger medical reviews, loss of certification, or removal from duty with significant implications for an individual’s livelihood. This reality discourages early intervention, allowing small struggles to grow into significant crises and leading many to suffer in silence.

Aviation professionals need access to confidential support channels that do not trigger punitive consequences. Peer support programs, anonymous counselling, and independent mental health services play a crucial role in breaking down barriers to help.

Employee Assistance Programs (EAPs) are common in the industry, but many aviation workers describe them as token gestures rather than effective solutions. In fact, some managers have explicitly recognised that, “we know our EAP is not fit for purpose, but we can’t get out of our contract.”

The quality of the mental health support provided through EAPs is often generic in nature and lacks the specialised understanding needed to address the unique pressures of aviation work, leaving those in need unable to access effective help.

In one case, an air traffic controller who sought counselling following a traumatic incident faced prolonged scrutiny and was ultimately removed from operational duties. Despite being encouraged to access mental health resources, their decision to seek help led to professional consequences that significantly impacted their career trajectory. Such experiences reinforce the belief that admitting to mental health struggles is professionally risky.

Similarly, pilots have shared stories of being grounded for extended periods while undergoing mental health evaluations, with little transparency or support from their employers. One pilot described their experience as “a bureaucratic maze with no end in sight,” noting how the lengthy and often opaque processes involved in medical reviews exacerbated their anxiety and depression. This creates a vicious cycle where seeking help becomes more harmful than remaining silent.

For many, the emotional burden extends beyond the workplace. Struggles with relationships, substance use, and physical health often emerge as coping mechanisms in an environment where genuine emotional expression is rare.

Employers publicly champion work-life balance yet demand constant availability and flexibility from their staff as a consequence of chronic under-resourcing. Controllers are often required to manage irregular shift patterns and changes of shift with minimal notice, disrupting their sleep cycles and personal lives. The constant need to be available for overtime due to short-staffed rosters leaves little room for meaningful recovery or family time, leading to chronic fatigue and mental exhaustion.

The minimum requirement is that controllers have 1 day off following 10 consecutive shifts, meaning they can work 20 shifts in 21 days. An article published by the Herald Sun in February 2025 claims that overtime hours worked in some locations has reached as high as 800 additional hours per annum with no relief on the horizon due to the long lead in times required to permanently fill positions.

Airspace closures and abbreviated operating hours for a number of control towers are something pilots have become all too familiar with due to an inability to appropriately resource the air traffic control network. The consequence? Delays and cancellations for airlines which flow on to the travelling public.

A report by the ABC states that, “between October 2022 and September 2023, there were 236 events where air traffic control services were not available, which affected almost 1,400 Qantas Group flights.”

This is a direct consequence of the decision to incentivise 140 controllers aged between 56 and 65 to retire towards the end of the COVID pandemic. It’s left those that remain a heavy burden to carry as the systemic protections slowly crumble around them.

One of the primary reasons many controllers remain in the industry despite its undeniable toll is financial security. The remuneration offered to air traffic controllers is substantial, but it often comes at a hidden cost.

The allure of overtime and financial incentives can mask the reality of diminishing returns—both financially and personally. Stress, fatigue, and compromised quality of life diminish the value of monetary compensation.

Controllers who push themselves to meet operational demands risk reaching a breaking point. When mental health deteriorates to the extent that an individual can no longer perform, the financial cushion provided by the job can disappear overnight. The system, which once seemed to reward hard work and dedication, can swiftly discard those who falter under its demands.

Despite corporate rhetoric about psychological safety, many employees fear speaking out about systemic issues.

In 2020 a report into air traffic control workplace culture found more than 50 per cent of its staff reported bullying and harassment. Those who raise concerns about mental health, safety impacts of inadequate training, shift scheduling, unreasonable overtime requests or inadequate staffing are often simply ignored.

Official channels for reporting concerns or misconduct often fail to protect confidentiality or provide genuine support. As a result, employees who speak out risk being labelled as troublemakers, further isolating them from their peers and making them a target for management.

Despite outward efforts to promote cultural reform, many employees perceive a system that remains resistant to change. This environment fosters learned helplessness, where individuals come to accept mistreatment as an inevitable part of their professional reality. Over time, this normalisation of dysfunction can contribute to feelings of chronic frustration, worthlessness and a loss of personal agency.

Many controllers experience symptoms of anxiety, depression, and emotional exhaustion. The coping mechanisms developed to survive in this environment often come at the cost of personal relationships and overall well-being.

When employers override medical advice from independent specialists in favour of a second opinion that serves their interests, what incentive is there for operators to be forthcoming? Does that support the requirements to provide psychological safety in the workplace?

When operational staff who disclose mental health concerns are sidelined indefinitely, required to pay additional costs for medical reviews, or advised by Designated Aviation Medical Experts (DAMEs) to modify the answers on their class 2/3 medical because even medical professionals don’t trust the system—how can individuals be expected to engage in good faith?

This culture of silence discourages meaningful dialogue and prevents organisations from addressing the root causes of stress and burnout.

Research published in the Journal of Occupational Health Psychology shows that untreated mental health conditions increase the likelihood of workplace errors by 37%, a figure that should concern an industry where precision is paramount.

Addressing the mental health crisis in aviation requires more than surface-level commitments. Real change involves creating a culture where seeking help is normalised and free from professional risk. Furthermore, the rhetoric needs to be supported by action. This means:

1️⃣Reforming Medical Certification Processes: Mental health disclosures and requests for support should in no way impact aviation careers. Certification processes must balance safety with compassion, allowing workers to seek help without fear of losing their livelihood.

2️⃣Tailored Mental Health Support: Aviation professionals need access to mental health resources that reflect the specific pressures they face. This includes funding that supports supplementary mental health services, peer support networks and training programs that are fit for purpose.

3️⃣Structural Changes to Scheduling: Work-life balance cannot be achieved through words alone. Employers must provide adequate resources to implement rostering practices that minimise the impact on the wellbeing of their staff, provide predictable schedules, and ensure that adequate rest and recovery time are built into operational plans.

4️⃣A Culture of Accountability: Organisations must hold themselves accountable for the wellbeing of their workforce. This includes actively listening and acting upon employee feedback, addressing concerns without retaliation, transparent communication and accountability around the causal factors that have resulted in the current state of play, and meaningful mental health initiatives.

At the core of the aviation industry are people—individuals dedicated to ensuring the safety and efficiency of air travel. But beneath the professionalism lies the same human vulnerability that affects us all. The truth about mental health in the aviation industry is that many workers are struggling—often silently—while their employers present a public facade of support.

It is time to ask: What are we doing to protect the people who keep us safe?

Fostering genuine psychological safety through meaningful action and providing confidential, stigma-free support, can have a significant impact on an industry where no one should have to choose between their career and their wellbeing.

The aviation industry prides itself on maintaining the highest standards of safety and professionalism. It’s time to extend these principles to support the mental health of the people who achieve those standards.

By addressing the structural barriers that prevent employees from seeking help, and fostering a culture of genuine care and support, the industry can create safer skies for everyone.

Real change begins with honesty, accountability, and a genuine commitment through action that creates a culture where mental health is treated with the same seriousness as physical safety.

The truth is simple: mental health matters, and it is time for the aviation industry to act accordingly.