Mental health at work in 2026: positive signals... which should not mask the essentials

Mental health: a dynamic state, always influenced by work

The World Health Organization (WHO) defines mental health as a state of well-being that allows everyone to reach their potential, cope with normal life challenges, work productively, and contribute to the community. This definition recalls a key reality: mental health is neither fixed nor solely individual. It is constantly evolving, under the influence of personal, social... and professional factors.

In 2026, this dynamic dimension is more visible than ever. After several years of strong post-Covid tensions, The mental health of French workers is beginning to improve. But this dynamic remains fragile, unequal according to profiles and strongly conditioned by the capacity of organizations to take concrete action.

What is the status of the mental health of workers in 2026?

According to the Mental Health Barometer & QVCT 2026 Qualisocial x Ipsos-BVA, 22% of workers say they are in poor mental health to start the year 2026. That's nearly 6 million people.

This proportion is down compared to 2025 (—4 points), or approximately 810,000 fewer workers in poor mental health. A positive development, which suggests a possible return to pre-Covid levels (estimated between 16% and 18%) by 2030, if the current dynamic continues.

However, the situation remains worrying: in 2019, before the health crisis, around 4.6 million workers were affected by poor mental health. The improvement is real, but there is still a long way to go.

Contrasting developments according to profiles

The progress is neither homogeneous nor automatic.

• In 2026, 74% of women say they are in good mental health, compared to 79% of men. While there is still a gap (5 points), it has narrowed significantly in one year: Women's good mental health improved by 5 points between 2025 and 2026, compared to only 2 points for men.
• Some sectors are experiencing a net improvement (public administration, accommodation-catering, press, communication and media), often after a very deteriorated situation in 2024.
• Conversely, lMental health is on the decline in industry And stay at one alarming level in the medico-social.

These differences remind us of an essential reality: mental health does not improve “by itself.” It progresses where conditions really change.

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What is taking a toll on mental health today?

In 2026, the causes of deterioration in mental health are changing.

Les individual factors come out on top (38%), in front of the national context (32%) And the occupational factors (21%). In other words, nearly 8 out of 10 workers cite causes that are not directly related to work as a priority.

But beware of the false conclusion: work remains a major determinant.

• 21% of workers cite work as the main cause of degradation.
• 47% include it in their top 3 factors with the most negative impact.

A shift in individual fragility

In 2025, lack of confidence in the future was the main individual driver of deterioration. In 2026, they are now:

• low self esteem
• emotional imbalance,
• the low rebound capacity,

which appear to be the strongest determinants.

Those affected present up to +30% more risk of poor mental health. An important signal: these levers are known, measurable and actionable, in particular through management, recognition, psychological support and the regulation of tensions.

The real (but limited) effect of the Great National Cause

56% of workers have heard about the Great National Cause dedicated to mental health in 2025. For those who have been exposed to it, the impact is real:

• 71% believe that mental health is less taboo in society
• 61% say they find it easier to talk about it at work.

On the other hand, this mobilization has not yet produced a massive effect on the concrete mechanisms put in place in organizations. Speech progresses more quickly than action.

Mental health and performance: a stronger link

In 2026, the link between mental health and work performance is clearly strengthened.

Workers with very poor mental health show:

• — 33% commitment to work,
• — 45% propensity to recommend their employer,
• a marked drop in QVCT energy, dedication, and satisfaction.

Nevertheless, a sign of vigilance is emerging: involvement at work tends to be maintained despite deteriorated mental health. A worrying dissociation, which can mask risky hyper-commitment situations and herald an increase in long-term stoppages for psychological reasons.

Prevention: an increasingly clear polarization between organizations

In 2026, nearly one in two employees still did not have access to any mental health preventive measures in their organization.

• 35% don't have any devices
• 21% benefit from minimal prevention,
• less than a quarter have a comprehensive prevention plan (primary, secondary and tertiary).

However, the impact is unquestionable

When prevention is complete:

• +26% of employees in good mental health,
• +90% of employees in very good mental health,
• +38% recommendation from the employer,
• +34% commitment to work,
• a significant improvement in all sustainable performance indicators.

The divide is widening between “thoughtful” organizations, which are making progress, and those that do not act, whose indicators are deteriorating.

QVCT, a central lever for sustainable mental health

The 2026 results confirm a key point: improving mental health requires work itself.

The priorities expressed by employees are clear:

1. Working conditions, health and safety.
2. Work relationships and the atmosphere.
3. The organization of daily work.

On these first two subjects, satisfaction is declining, even though they are identified as priorities.

Data shows that an average gain of 10 QVCT points allows:

• +4 mental health points,
• +7 sustainable performance points,
• —1.2 absenteeism points,
• —3.4 turnover points.

Conclusion: 2026, the year of choice

The year 2026 marks a turning point. Workers' mental health is improving, but this improvement remains fragile, uneven, and reversible.

The numbers are clear: mental health is no longer just about individual well-being. She became a strategic indicator of performance, commitment and sustainability of organizations.

Businesses now have a choice:

• suffer the effects of poor mental health,
• or invest sustainably in QVCT, management and prevention to create truly supportive work environments.

The momentum is on.

It remains to be seen who will decide to speed it up...

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