The Fire Committee met on Tuesday 13 January 2026 to discuss the wellbeing of London's firefighters and to review the London Fire Brigade's (LFB) financial submissions. The Committee heard from experts about the significant mental health challenges faced by firefighters, including exposure to trauma, stress, anxiety, depression, and burnout, and noted the financial challenges facing the LFB, particularly the depletion of reserves.

The meeting focused on two main areas: the wellbeing of London's firefighters and the LFB's financial submissions. Regarding firefighter wellbeing, extensive discussions took place with academics, union representatives, and LFB officials about the increasing number of firefighters experiencing stress, anxiety, and depression. Experts highlighted the high exposure to trauma, the impact of shift work and workload on sleep, and the prevalence of burnout. The FBU raised concerns about the adequacy of current support systems and the need for greater recognition of occupational health risks. The LFB outlined its comprehensive wellbeing strategy, which aims to shift from a treatment model to a preventative one, and detailed various support services available. The Committee also heard about initiatives like Walk and Talk 999, a peer support network for emergency service workers.

In terms of financial submissions, the Committee reviewed the LFB's draft Reserves Strategy, Medium-Term Financial Strategy for 2026/27, and draft Statement of Assurance for 2024/25. These documents highlighted the financial challenges facing the LFB, including a projected budget gap for 2026/27 and the depletion of the Fire Safety Improvement Reserve, which had previously funded the Modern Firefighter Training Programme. The Committee noted the LFB's commitment to protecting frontline delivery and regulatory capabilities despite these financial pressures.

The Wellbeing of London's Firefighters

The Committee heard from a panel of experts, including Professor Rowena Hill from Nottingham Trent University, Dr Carolina Campo-Donico from the University of Lancashire, and Dr Jo Yarker and Dr Danielle Lamb from the London Centre for Work and Health, about the mental health challenges faced by firefighters. They discussed the increasing number of firefighters off work due to stress, anxiety, and depression, noting that this is not unique to the profession but is exacerbated by the nature of the work. Professor Hill highlighted the need to contextualise these issues within wider societal trends and cautioned against assuming a definitive increase in mental health issues solely due to the occupation, suggesting that increased reporting and reduced stigma may also be contributing factors.

Dr Campo-Donico presented findings from a large-scale survey conducted by the Fire Brigades Union (FBU), indicating high rates of trauma exposure among firefighters. More than half of respondents reported mental health consequences from responding to incidents, with only a quarter seeking professional help. The survey also revealed significant issues with sleep disturbances, with around a third showing signs of clinical sleep disturbance, strongly linked to shift work, workload, and mental health in London. Symptoms of anxiety and depression were widespread, affecting roughly two-thirds of respondents, while burnout was reported by just under half. The survey also noted that firefighters often normalize trauma responses, such as increased irritability or sleep problems, as part of the job.

The discussion also touched upon the potential impact of secondary employment on firefighter wellbeing. While specific data on the correlation between additional jobs and mental health issues was still being analysed, it was acknowledged that over half of survey participants held at least one additional job, which could contribute to sleep deprivation and burnout.

Professor Rowena Hill introduced the concept of moral injury, suggesting that some burnout, depression, and anxiety experienced by firefighters might stem from situations where their morals and values are compromised by organisational demands or societal expectations. This can occur when firefighters witness significant need that cannot be met within statutory obligations. Dr. Danielle Lamb elaborated on moral injury, explaining it as a syndrome that can lead to diagnosable mental health disorders, and noted its prevalence in military and healthcare settings. She suggested that firefighters might experience moral injury patterns similar to those in the military due to demographic similarities, and highlighted the betrayal aspect of moral injury, where individuals feel let down by senior figures or institutions.

The Committee heard that the role of a firefighter has evolved, with fewer calls now involving actual fires and a greater proportion relating to false alarms, rescues, road traffic collisions, and mental health incidents. These emotionally demanding calls, coupled with long service lengths and high call volumes, lead to sustained exposure with limited opportunities for decompression. Concerns were also raised about firefighters feeling uncomfortable discussing mental health with management due to fears of career repercussions, and a lack of transparency in how complaints are handled.

The issue of banter descending into bullying was also discussed, with experts highlighting the difficulty in drawing clear lines and the need for robust policies and fair resolution processes. While age was not seen as a definitive factor in behaviour, workplace dynamics and the presence of strong role models were considered crucial in shaping acceptable conduct.

The discussion also explored suicide prevention strategies, emphasizing the importance of immediate teams and line managers in identifying distress early. Confidentiality was highlighted as a significant barrier to reporting struggles, with a need for accessible and trustworthy support structures.

Dean Corney, founder of Walk and Talk 999, shared his personal experience and the initiative's success in providing a safe space for emergency service personnel to talk. He stressed the importance of informal support networks and the benefits of peer support, particularly for men who may find it harder to open up.

The LFB's wellbeing strategy was discussed, with Deputy Commissioner Spencer Sutcliffe confirming that while the overall wellbeing offer is comprehensive, tailoring support to specific occupational groups is an ongoing process. He acknowledged that different stressors impact different vocational groups, such as operational staff facing trauma and control room staff dealing with stressful calls.

Gareth Cook from the FBU expressed concerns about the cost of living crisis and the rise of the far-right, suggesting these broader societal issues contribute to firefighters' stress. He also highlighted the need for individuals to understand their own emotional needs and when to say no to protect their wellbeing.

The Firefighters Charity, represented by Joss Gaynor, Director of Impact and Service Partnerships, confirmed their ongoing collaboration with the LFB, providing support services nationally and delivering health information sessions.

Financial Submissions

The Committee reviewed the LFB's draft Reserves Strategy and Medium-Term Financial Strategy (MTFS) for 2026/27, which forms part of the LFC's Budget Submission to the Mayor. The MTFS outlines the Brigade's financial plans for the period up to 2028-29.

Key financial challenges identified include a projected budget gap of £12.2 million for 2026/27, which requires further funding or savings. This gap is partly attributed to the rollout of the Modern Firefighting Training Strategy, which was previously supported by earmarked reserves that are now depleted. The Brigade is facing significant funding pressures nationally, with a real-terms reduction in funding compared to 2010.

The LFB's budget submission emphasizes protecting frontline delivery and regulatory capabilities. Investments have been kept to a minimum, with a focus on operational training and firefighter development. Savings proposals totalling £6.2 million are proposed for 2026/27.

The report also detailed the LFB's capital programme, including significant planned investment in a new LFB Headquarters and refurbishment of fire stations. The capital strategy aims to align with the Community Risk Management Plan (CRMP) and Mayoral priorities, focusing on sustainability and the transition to a zero-emission fleet.

The Reserves Strategy outlines the Brigade's approach to managing reserves, distinguishing between earmarked reserves for specific purposes and the general reserve for unforeseen expenditure. The LFC aims to maintain its general reserve at a minimum of 3.5% of core GLA funding, though it has fallen below this level due to recent savings and expenditure. The strategy highlights the need to rebuild reserves to adequate levels.

An Equality Analysis was conducted on the budget proposals, noting potential mixed impacts across protected characteristics and socio-economic backgrounds. While investments in equipment and people services are seen as positive, savings derived from efficiency drives could disproportionately affect staff if they lead to workforce cuts or reductions in support services. Mitigation actions include ongoing monitoring, individual Equality Impact Assessments for specific programmes, and engagement with representative groups.

The Climate Budget analysis detailed the LFB's commitment to achieving net-zero carbon by 2030, outlining funded commitments for energy efficiency in buildings and fleet decarbonisation. However, significant uncertainties remain regarding the funding required to achieve these goals, with potential scenarios ranging from full resource availability to scarce resource availability, impacting the timeline for achieving carbon neutrality.

The Committee also noted the LFB's draft Statement of Assurance for 2024/25, which provides an overview of financial, governance, and operational matters. This statement highlighted improvements in performance, particularly in responding to major incidents, but also identified areas for further improvement, including recruitment of a more diverse workforce and confidence in processes for dealing with poor behaviour.

The Committee was recommended to note these reports and delegate authority to the Chair, in consultation with party Group Lead Members, to agree any output arising from the discussion.

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