The events industry is exciting, creative, and rewarding. It is also physically exhausting, emotionally demanding, and characterised by irregular hours, insecure work, and high-pressure environments. The combination of these factors makes event workers particularly vulnerable to mental health difficulties. As an organiser, you have both a moral and practical responsibility to support the mental health of the people who work at your events.
The mental health landscape in events
Several features of event work create specific mental health risks. The work is often seasonal and insecure. Freelancers, who make up a large proportion of the events workforce, may experience periods of intense, exhausting work followed by periods of no work at all. This cycle of feast and famine creates financial stress, uncertainty, and difficulty maintaining a stable routine, all of which are risk factors for anxiety and depression.
Working hours in events are long and antisocial. Build days that start at dawn, performances that run until midnight, overnight security shifts, and multi-day events where staff work for days on end with minimal rest all take a toll. Sleep deprivation, disrupted circadian rhythms, and separation from family and friends compound the physical demands of the work.
The work itself can be emotionally challenging. Staff dealing with large crowds, intoxicated or aggressive individuals, medical emergencies, and welfare incidents are exposed to stressful and sometimes traumatic situations. Security staff, stewards, welfare teams, and medical staff are particularly affected, but anyone working at events may encounter distressing situations.
The culture of the industry has historically normalised overwork and emotional suppression. Phrases like "the show must go on" and a macho culture in parts of the technical crew world have made it difficult for people to admit they are struggling. This is changing, but slowly.
Creating a supportive environment
Supporting mental health starts with the working environment and culture you create. This is not primarily about providing formal mental health services (though those matter too) but about building an operation where people feel valued, supported, and able to speak up when they are struggling.
Reasonable working conditions
The single most impactful thing you can do for your team's mental health is to provide reasonable working conditions. This means sensible shift lengths with adequate breaks, scheduling that allows for proper rest between shifts and across multi-day events, access to food, water, and shelter, and a clean, comfortable staff area where people can decompress away from the public.
These are basic operational requirements, but they are frequently compromised in the events industry under pressure of time and budget. Protecting these basics is a concrete act of care for your team's wellbeing.
Good communication
Uncertainty is a significant source of stress. Keep your team informed about what is happening, what is expected of them, and what the plan is if things change. Last-minute schedule changes, unclear role descriptions, and being left in the dark about important decisions all increase anxiety and reduce people's sense of control.
Psychological safety
Create a culture where people feel safe to say "I am struggling," "I need help," or "I cannot do this." This requires active effort, because the default in many event environments is to expect people to push through. Team leaders and managers should model openness about their own challenges and respond supportively when team members raise concerns. A team member who says they need a break or cannot continue should be met with understanding, not criticism.
Recognising the signs
Train team leaders and supervisors to recognise common signs of mental health difficulty. These may include changes in behaviour (someone who is normally sociable becoming withdrawn, or someone who is usually calm becoming irritable), visible signs of distress (tearfulness, agitation, panic), impaired concentration or decision-making, withdrawal from the team or the work, increased use of alcohol or substances, and comments suggesting hopelessness, worthlessness, or thoughts of self-harm.
Recognising these signs does not mean diagnosing a mental health condition. It means noticing that someone may be struggling and responding with care and concern. A simple "Are you okay? You seem a bit off today" can open a conversation that leads to meaningful support.
Practical support measures
Mental Health First Aiders
Consider training one or more members of your team as Mental Health First Aiders (MHFA). MHFA England offers a two-day course that trains people to recognise the signs of mental health conditions, provide initial support, and guide someone towards appropriate professional help. Having a trained MHFA on your team provides a known, accessible point of contact for anyone who is struggling.
Employee Assistance Programmes
If you employ staff on a permanent or long-term basis, consider providing access to an Employee Assistance Programme (EAP). These confidential services offer counselling, advice, and support to employees experiencing personal or work-related difficulties. Many EAP providers offer telephone and online counselling that is available 24/7.
Industry support organisations
Signpost your team to industry-specific support organisations. Backup, the charity for the technical entertainment industry, provides a 24/7 helpline (0333 005 0299) offering emotional support, counselling, and financial assistance to anyone who works or has worked in the entertainment technology industry. Music Support provides help for anyone in the music industry dealing with mental health issues or addiction. The Samaritans helpline (116 123) is available 24/7 for anyone in emotional distress.
Display contact information for these services in staff areas, include them in briefing materials, and mention them at team briefings. Normalising the availability of support makes it more likely that people will use it when they need it.
Post-incident support
After a significant incident at an event, whether it is a medical emergency, a serious security incident, an accident, or any other traumatic event, the people involved may need specific support. Do not assume that because someone is a professional they are unaffected by witnessing distressing events.
Provide an opportunity for those involved to talk about their experience, either informally with their supervisor or more formally through a structured debrief. This should be voluntary, not mandatory. Do not force people to relive traumatic experiences if they are not ready. Follow up in the days and weeks after the event, as the effects of trauma can be delayed. Offer access to professional support if needed.
Addressing structural issues
Many of the mental health challenges in the events industry are structural rather than individual. Insecure work, unpredictable income, the expectation of constant availability, and the normalisation of overwork are industry-wide problems that cannot be solved by individual organisers alone. However, every organiser can contribute to a healthier industry by paying fairly and on time (financial stress is a major contributor to poor mental health), offering the most stable and predictable working arrangements possible, pushing back against unreasonable working hours and expectations, and advocating within the industry for better working practices.
The events industry asks a lot of the people who work in it. The least we can do is look after them properly. Supporting mental health is not just the right thing to do; it leads to better performance, lower turnover, fewer incidents, and a more professional operation. It also helps build the kind of events team that people actually want to be part of, which is ultimately good for everyone involved: the staff, the performers, and the audience. As you think about building your event team, making wellbeing a core part of your approach from the start will pay dividends in every way that matters.
