Canada's Private Sector Union

Mental Health Survey Results

UFCW members across Canada shared thoughtful and sometimes difficult experiences about mental health at work, and this summary reflects their voices. It shines a light on the realities of modern workplaces, while also showing the resilience, solidarity, and commitment members bring to every shift.

The goal isn’t just to describe what’s happening, but to spark change. Change in how employers approach safety and staffing, and change in how we support one another as human beings.

As you explore these findings, you’ll gain a clearer picture of what members are navigating and where meaningful improvements can be made. The message running throughout is clear: improving mental health at work is not only possible, it’s something we can accomplish together through awareness and collective action that respects the dignity of every worker.

Learn more about this in the Introduction of the report. (pages 1 – 6)

Who We Are: How the survey worked and what workers think

More than 1,400 UFCW members completed the survey, and the demographic snapshot shows how identity, job roles, and communication needs shape mental health at work.

The data reflects the union’s diversity: most respondents identified as women, gender-diverse members are represented, and nearly 22% did not disclose sexual orientation—highlighting ongoing concerns about privacy and stigma.

Members work in many customer-facing or physically demanding roles, which increases stress, fatigue, and demand for de-escalation skills and mental health supports.

Overall, meaningful mental health support starts with knowing who UFCW members are, how they work, and how they learn.

Demanding Roles

Full-time, public-facing jobs increase need for mental health and de-escalation support.

Inclusive Workforce

Majority female with gender-diverse members—policies must reflect inclusive language and respect.

Disclosure Gaps

22% didn’t share sexual orientation—stigma and confidentiality concerns remain.

Literacy Barriers

11% face literacy issues—need multilingual and accessible mental health resources.

Preferred Learning

Members favour visual, hands-on training over lectures—support webCampus and steward-led sessions.

Learn more about members and their preferences (pages 7 – 17)

Workplace Satisfaction, Stressors and Available Support

Many UFCW members enjoy their jobs when teamwork, respect, and fair treatment are present. But nearly a third report little or no enjoyment due to toxic culture, lack of recognition, inconsistent leadership, poor communication, and staff conflict. These issues affect how safely people work, whether they feel valued, and how they show up to their shift. A common theme is pressure to work unsafely because of understaffing, broken equipment, lack of breaks, or unrealistic expectations.

Nearly 4 in 10 members say mental health supports are inadequate, and many don’t even know what exists. Workers note employers often “talk about” mental health without meaningful follow-through, increasing stigma, burnout, and preventable stress. This section shows how culture, leadership, and safety standards directly intersect with mental health.

Work satisfaction depends on teamwork and respect
—poor leadership and toxic culture drive dissatisfaction.

Unsafe work conditions are too common;
many feel pressured despite staffing and equipment issues.

Customer abuse is widespread;
management support is often lacking.

Most mental health supports falls short;
members seek accessible, trustworthy, trauma-informed resources.

Learn more about stress, workplace satisfaction, and support (pages 18 – 25)

Mental Health Symptoms, Safety Practices and Disability Impacts

This section focuses on the emotional, physical, and psychological impacts of work on members. It reflects how workers feel during shifts and what happens when supervisors and employers ignore mental health. Over half reported anxiety and fatigue linked to work, and more than a third reported anger, irritability, and poor sleep, clear signs of chronic stress. Only 14% reported no symptoms, showing these issues are far too common.

Yet mental health remains mostly unspoken at work. Forty-two percent said it has never been raised in meetings, most were unsure if Joint Health and Safety Committees address it, and 60% didn’t know if violence risk assessments were done. Disability adds pressure: over 25% reported pain-related disabilities, more than 1 in 5 reported mental health disabilities, and most said disability worsened their mental health.

Most members report anxiety, fatigue, and other serious mental health symptoms from work.	Only 14% reported no symptoms—mental health struggles are the norm, not the exception.
Only 14% reported no symptoms—mental health struggles are the norm, not the exception.	Over 1 in 5 report mental health disabilities—many face stigma, silence, and no support

Members want mental health treated as a real, visible workplace priority—not an afterthought.

Learn about symptoms, safety practices, and disability impacts (pages 26 -35)

Trust, Inclusion and Access to Mental Health Support

A major barrier to workplace mental health is trust. Programs don’t help if workers don’t feel safe using them. Only 28% felt comfortable disclosing concerns to management due to fear of judgment, lack of confidentiality, and fear of punishment. Access is limited too: only 19% had used employer resources, and over 75% were unaware of them or avoided them because they felt unsafe. Just 17.5% knew about accommodations like flexible scheduling or quiet spaces, showing that supports that are invisible or untrusted may as well not exist.

Diversity and inclusion also shape trust. Thirty-one percent said discrimination harmed their mental health, yet only a quarter felt employer programs reflected diverse experiences. Even peer support is limited by fear of gossip or judgment. By contrast, trust in the union is strong: nearly 73% looked to UFCW for help with grievances, and over half recognized its role in accommodations, though fewer knew about UFCW’s mental health education efforts.

	Just 19% have used employer mental health resources; most avoid them or feel unsafe.
	Only 27% say programs are inclusive; 61% don’t know if disclosure policies even exist.
	Fewer than 18% know of any mental health accommodations in their workplace.
	Only 28% feel safe disclosing mental health concerns at work—fear and silence dominate.
Union support is strong—but mental health training and visibility need greater promotion.

	Only 35% have time or support to practice self-care at work.
	Over 50% say work harms their sleep and personal time.
	Only 1 in 4 say employers take work-life balance seriously.
Important contract proposals: mental health benefits, sick leave, and protected break time. Learn about trust, inclusion, and mental health support (pages 36 – 52)

Self-Care, Work-Life Balance and Collective Bargaining Needs

Rest, recovery, and balance are three parts of mental health that are often overlooked at work. It explores when members actually find time to care for themselves, whether employers support work-life balance, and what workers want to see at the bargaining table. Only about a third said they had opportunities for self-care at work, and the main barriers were lack of time, workplace pressure, and supervisor judgment. Member comments describe environments where even basic needs like sitting down, eating properly, or catching a breath are discouraged or policed.

Members also identified mental health benefits, adequate breaks, and mental-health-related sick leave as important bargaining issues, alongside concerns about irregular shifts, long commutes, and inconsistent scheduling. Only one in four felt employers meaningfully discuss work-life balance while others said it’s treated as a box-checking exercise. The takeaway is clear: self-care isn’t just an individual task—it’s shaped by staffing, scheduling, and bargaining rights.

Learn more about Self-Care, Work-Life Balance and Collective Bargaining (pages 53 – 60)

Final Thoughts on Mental Health and the Workplace

What UFCW members are saying:

Living wages, full medical and dental for all workers, adequate staffing is important. And not hiring racist, misogynistic and substance dependent managers would be a start.
The company doesn't take any complaints seriously, especially if it is about management.
Not enough staff, always running around, no time for breaks.
Schedules are made without thinking of work-life balance or mental strain.

The final pages bring the findings together and explore what they mean for UFCW members. Mental health in unionized workplaces is complex and shaped by culture, trust, and inclusion, not just individual coping strategies alone. Members are not asking for perfection, but for dignity, respect, and workplaces where humanity matters. They showed strong resilience and community spirit, often leaning on co-workers or outside supports to get through difficult days. But resilience is not the same as sustainability; without reforms in training, staffing, and accommodations, the burden of coping will continue to fall on individuals instead of systems designed to support them.

The report shows that unions have a key role in closing gaps left by employers, particularly around trust, bargaining, and education. Members already see UFCW as a reliable source of support for grievances and accommodations, and building on that trust means investing in steward and rep training, stronger bargaining language, and public advocacy for safer and more inclusive workplaces.

See more member comments on mental health and workplaces (pages 61 – 64)