Mental Health in the Agriculture Industry

Author: Nicole Mahieux, Nick Canning & Kendal Tremblay


Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture.


Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide.

This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue.


There are a range of compounding pressures makes farming one of the most mentally taxing professions.

These include:

1.Financial Stress & Unpredictability

Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty.


2. Isolation

Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns.


3. Stigma

Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.


4. Limited Access to Supports

Rural communities often lack accessible, affordable mental health services. Over 50% of Canadian producers lack high-speed internet, which limits access to online support and resources. Confidentiality concerns further reduce uptake of available services.


5. Blurring of Work and Home Life

Unlike many professions, farmers often live where they work, making it difficult to separate professional stressors from personal time.


6. Access to Firearms

A difficult but basic truth is that firearms—commonly used in farming—can increase the risk of suicide when mental health deteriorates.


The Data is Clear—and Concerning

  • In 2022, Canada reported 4,850 suicide deaths, a rate that has been rising.
  • Males accounted for 75% of suicide deaths, with middle-aged adults (30–59) being most affected.
  • Alberta reported 503 suicides in 2023, with Southern Alberta accounting for 57 of those lives lost.
  • A national survey of over 1,100 farms found that 45% of farmers reported high stress, 57% experienced anxiety, and 35% showed signs of depression.


Mental health struggles don’t always look the same, but common signs include:

  • Withdrawal from social circles
  • Loss of interest in activities
  • Persistent sadness, irritability, or mood swings
  • Sleep disruption and fatigue
  • Increased substance use
  • Difficulty concentrating or making decisions


Understanding these signs is the first step in prevention.



What Can HR and Communities Do to Support Agricultural Mental Health?

Supporting farmers means building a culture where mental health is acknowledged, supported, and prioritized. Here’s how we can act:


1. Foster Awareness and Reduce Stigma

Normalize conversations around mental health. Reiterate that "It’s okay to not be okay." Use workplace platforms to regularly share mental health messaging and resources.


2. Ensure Access to Resources

Whether through Employee or Family Assistance Programs, local health services, or national helplines, make sure support is visible, accessible, and confidential. If your workplace lacks support, ask why—and explore alternatives.


3. Create Connection Opportunities

Social connection is a protective factor. Initiatives like community gatherings, support networks, and peer check-ins help reduce isolation. Organizations like the Potato Growers of Alberta have set great examples. Attending events in communities can be a great way to have conversations with others and foster relationships.


4. Tailor Solutions to the Farming Community

Rural and agricultural workers need mental health supports that reflect their realities—flexible, mobile, private, and stigma-sensitive. Programs like Buddy Up, which are designed for men, show promising impact.



5. Train Your Team

Mental Health First Aid training can equip workplaces and communities to recognize signs and respond early. Investing in mental health literacy builds resilience and saves lives. There are many resources for workplace wellness and investing in wellness programs improve teams focus and engagement.



HR Leaders: Your Role is Critical

It’s time for HR professionals to lead the change in agricultural mental health. This means speaking up, removing barriers, and ensuring support is embedded into workplace culture—not just during crises, but every day.

Agriculture is the backbone of our economy and our food systems. Let’s make sure the people behind it are not overlooked.


Let’s build a culture where every farmer, feedlot worker, butcher, and everyone who plays a role in keeping food on our tables feels seen, heard, and supported.




The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Jessica Jaithoo December 4, 2025
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
By Jessica Jaithoo December 2, 2025
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.
By Bailey Beauchamp December 1, 2025
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