What we heard
A paradox at the centre of the work
Mission-driven work does not sit easily with mental health. 65% of respondents said their work has a positive effect on their wellbeing, a source of purpose and resilience that keeps people in the sector. But 71% also named overwork and job insecurity as major factors harming their mental health, alongside moral injury (30%), vicarious trauma (29%), and isolation (22%). Purpose alone, the findings suggest, is not enough to offset the structural strain built into how many organisations operate.
Two groups stood out for the depth of impact: temporary staff and those in intergovernmental organisations. 82% of temporary staff cited overwork or job insecurity, and 44% reported moral injury, nearly double the rate among permanent staff. In IGOs, 42% of respondents pointed to moral injury and 25% to direct trauma, notably higher than at NGOs.
Awareness is rising. Action lags behind.
70% of respondents reported a moderate or high level of awareness of mental health as a workplace issue, a sign the conversation is no longer taboo across the ecosystem. Yet nearly half said their organisation still pays insufficient attention to it, and only 55% feel safe discussing mental health concerns openly at work. Among staff on temporary contracts, that figure drops to 35%.
Resources exist, but are not even, or visible.
Webinars and training (32.6%) and flexible working arrangements (32.6%) are the most common resources organisations provide, followed by counselling or therapy access (21.7%). But 17% of respondents did not know what support was available to them, and more than 15% said their organisation offered none at all. Outside work, people turn most often to mindfulness and meditation (43%) and therapy (39%), often independently of what their employer provides.
“What is missing is the acknowledgement that we are all human.”
— Survey respondent
What people are asking for
Respondents were clear about the direction of change needed. A majority (60%) called for clearer boundaries and better workload management. Close to half (48%) want regular wellbeing check-ins built into how their organisation operates, and 30% of respondents want easier access to counselling and therapy. The message is less about new programmes and more about structural change to how mission-driven organisations operate.
