Workload is the strongest driver of poor police wellbeing, national report finds

The National Police Wellbeing Service, known as Oscar Kilo, published the first of three "deep dive" reports from its 2026 National Police Workforce and Wellbeing Survey on 19 October 2026. The report, How can we improve the wellbeing of our workforce?, was produced by the research firm Leapwise for Oscar Kilo. It looks behind the headline results published in August at what drives poor wellbeing. Its answer: workload pressure.

The survey ran from 1 June to 29 June 2026 in 33 forces and received 56,677 valid responses (the figures below cover the territorial forces in England and Wales) from officers, staff, specials and volunteers. Across the workforce, 56% said they are often or always fatigued or physically exhausted by work. 45% often or always find their work emotionally exhausting and 44% often or always feel burnt out because of their job. 53% agreed they face unrealistic time pressures and 55% find it difficult to take enough breaks.

Workload is the strongest driver

The researchers modelled which survey answers are most closely linked to wellbeing. Facing unrealistic time pressures and finding it hard to take breaks came out on top. Feeling that pay is unfair was the third strongest factor and is linked to stress about finances. The report says the link between workload and wellbeing holds across roles and ranks, even for the most engaged people and those with the most supportive line managers. In its words, this is "not purely a resilience issue".

The report also compares policing with a 2025 NHS benchmark. 44% of the police workforce often or always feel burnt out, against 32% in the NHS. 45% find their work emotionally exhausting, against 35%. 53% face unrealistic time pressures, against 29%.

Worst at the front line

The pressure is heaviest in local incident response, where 73% are fatigued or physically exhausted by work, 63% are burnt out, 82% face unrealistic time pressures and 87% struggle to take enough breaks. Burnout rises with each step down the ranks: 18% for ACC and above, 36% for superintendents, 39% for chief inspectors, 49% for inspectors, 53% for sergeants and 55% for constables.

For response teams, the modelling suggests workload explains almost all of the gap: if their workload pressure were brought up to the workforce average, their wellbeing would be close to average too. Officers on shifts also report much higher workload pressure. Shorter shifts and avoiding night shifts appear to boost wellbeing by around 10%, the report says.

Unpaid hours and the wish to leave

63% of the workforce work unpaid hours and 44% work an hour or more unpaid each week. The most common reason given was that it helped people manage their workload (40%). Only 37% of the police workforce report not working unpaid hours, compared with 51% in the NHS. Among ranks, 69% of constables and 76% of sergeants work unpaid hours. By function it is highest in incident response (81%), roads policing (70%) and neighbourhood policing (68%).

Workload also shows up in retention. Among people in the survey who said they would like to leave their force, the most common reason was better work-life balance (54%). When people were asked what makes it hard to get health and wellbeing support, the most common answer was lack of time or workload pressure (38%).

Groups that need more than a lighter workload

For some groups, workload does not explain the whole gap. Colleagues with mental health conditions had the lowest score on the report's wellbeing index (3.4). People on limited duties, younger colleagues aged 25 to 34 and neurodivergent colleagues also scored lower even after workload and other factors were taken into account. The report calls for targeted support for these groups, including follow-up after trauma, illness and periods of restricted duties, flexible working and workplace adjustments.

What happens next

The recommendations are for forces and national bodies: streamline internal processes, manage demand better, train managers to manage pressure rather than pass it down and give targeted support. 43% of respondents picked "leaders managing pressure, instead of passing it down" as one of the two leadership areas most in need of improvement. Oscar Kilo says two more deep dives will follow, on leadership and change and on access to wellbeing support. It is not a new rule, so nothing changes automatically.

If work is wearing you down

You do not have to wait for national change. Our guide to burnout in policing covers the warning signs and practical steps. Our guide to shift work and fatigue explains what helps on nights. If you are a constable or sergeant and regularly work past the end of your shift, check whether that time should be claimed. Under regulation 25 of the Police Regulations 2003 and the Annex G determination, you can be compensated, subject to the Annex G conditions, for time worked after a tour of duty ends, on recall between tours or on an early start without due notice (8 hours) on a day you have already completed your normal daily period of duty. Inspectors and above are not paid overtime. Police staff should check their own terms and conditions. Our police overtime guide explains the rates and which ranks are paid. If you are on adjusted or recuperative duties, see restricted duties explained.

Support is available now. The Oscar Kilo Mental Health Crisis Line is confidential and open 24 hours a day on 0300 131 2789. Since September 2026 it is also open to people who have left policing. Police Care UK gives free, confidential support to serving and former officers, staff, volunteers and their families who have suffered harm as a result of policing. Samaritans answer any time, day or night, on 116 123. Our mental health support directory lists other services.