Jobs with High Rates of Sick Leave Due to Mental Health Issues Beyond Nursing and Childcare

In "Jobs That Support People," Are the Hearts of Workers Protected?

Calming the person on the other end of the phone. Supporting the lives of those who need care. Watching over the safety of children and addressing the concerns of parents.

Jobs that take on someone's troubles are indispensable to society. However, when those who provide support become exhausted, where does that burden go?

German newspaper WELT reported on a new survey by AOK, highlighting differences in mental health burdens depending on the profession. Amid concerns about employment and household finances, the limitations of viewing workplace mental health as solely an individual issue become apparent.

However, if we determine the danger of a job solely based on headlines like "Professions Prone to Mental Illness," we misunderstand the survey's intent. It's important to focus on both the job titles and the working conditions behind them.

Notable were jobs such as those in call centers

In the data released by AOK on October 8, 2026, the following professions showed high numbers of sick leave due to mental illness in 2025.

*These are classifications based on German occupational categories and do not fully align with Japanese qualifications or occupational categories.

It's important to note here that "39 cases per 100 people" does not mean "39% of people developed the illness." This refers to the number of sick leave occurrences, which is different from the number of people or the rate of new occurrences.

Moreover, just because sick leave due to mental illness is recorded does not mean that work is the sole cause of all cases. This table should be read as a clue to investigate the burdens and support systems in detail, rather than as proof that certain professions inevitably cause illness.

"Busy" Combined with "Unchangeable by Oneself"

Observing the top jobs, it's noticeable that it's not just about having a large workload. These jobs involve dealing with emotions, lives, and safety of others, while being in situations where it's difficult to change circumstances based on one's own judgment.

Professor Steffi Riedel-Heller from Leipzig University, involved in the survey, points out that having little discretion in response to high demands, and not receiving sufficient recognition or support from others, are significant burdens in the workplace.

For example, consider the following scenarios. These are not individual cases from the survey but examples to think about workplace structures.

A representative handling customer complaints is required to respond politely. However, they do not have the authority to change fees or contracts. Care workers are required to provide detailed responses to users but cannot increase the staff for the day.

There is a gap between the responsibilities demanded and the authority actually available.

Simply saying "Let's switch our mindset" does not solve the problem, as the same issues will remain the next day. It's necessary to consider both the ability of individuals to respond calmly and the organization's capacity to provide manageable workloads and decision-making authority.

Do Not Interpret a 42% Increase as "42% More Sick People"

According to AOK data, the number of days unable to work due to mental illness increased from 284 days per 100 members in 2016 to 403 days in 2025, a growth rate of about 42%.

Additionally, the average duration of sick leave due to mental illness in 2025 was 28.5 days per case, noticeably longer than the 5.7 days for respiratory illnesses.

However, these numbers cannot simply be rephrased as "42% more people with mental illness in society."

The records of sick leave involve not only the state of illness but also factors such as whether a diagnosis can be obtained, whether the condition can be communicated to the workplace, and whether it leads to treatment or rest. Professor Riedel-Heller also notes that there is now more recognition, discussion, and treatment of conditions than before.

The increase in numbers may not only reflect a rise in burden but also the possibility that previously unseen conditions are now becoming visible. If the sole goal is to reduce sick leave, making it difficult to take necessary rest would not solve the problem.

On Social Media, Calls to "Change Workplace Systems"

In the social media posts reviewed, there were opinions advocating for not placing the burden solely on individuals and calling for early prevention. However, the following are examples of public posts by experts and organizations and do not represent the overall public opinion.

The German Burnout Prevention Association (DBVB) introduced the AOK report on LinkedIn, stating that mental illness also involves personal life and economic concerns, and emphasized the need for companies to understand work burdens, support management, and ensure employee discretion. Prevention should not start only after employees have been on leave for weeks.

Comments on the same post also reflected the need to enhance prevention in companies.

Professor Riedel-Heller, in her LinkedIn post, organized initiatives into three stages: creating a workplace that maintains health, providing early support when issues arise, and ensuring a smooth return to work after illness.

What these communications have in common is the perspective that mental health measures should not be limited to training individuals to withstand stress. Along with providing information on consultation services, there is a need to reconsider the very way of working that requires consultation to endure.

In Japan, "Medical and Welfare" Cases Are Also High

In Japan, the relationship between work and mental health is also a significant issue.

According to the Ministry of Health, Labour and Welfare's report published in July 2026, there were 4,958 claims for workers' compensation related to mental disorders due to work-related accidents in fiscal year 2025, an increase of 1,178 cases from the previous year, with 1,082 cases approved.

By industry, "Medical and Welfare" had the highest number of claims at 1,288 and approvals at 292.

Again, caution is needed in handling these numbers. Japan's statistics are based on claims and approvals for workers' compensation, while AOK's statistics are based on sick leave of insurance members. The targets and systems differ, so direct comparison of Japanese and German figures is not possible.

Moreover, the number of cases by industry in Japan is also influenced by the number of people working in those industries. Just because the number of cases is the highest does not necessarily mean the risk per worker is also the highest.

Nevertheless, the need to specifically examine staffing, workload, interpersonal burdens, and consultation systems in places where people are supported can be inferred from the data.

Three Questions to Consider in Japanese Workplaces

If we bring this survey closer to Japanese workplaces, it would be a waste to think only about "which professions to avoid." Even within the same profession, daily experiences can vary depending on job distribution and supervisor response.

As a starting point for examination, three questions can be considered.

The first is,Can Difficult Tasks Be Rotated? When a task is prolonged, can the person in charge hand it over to a supervisor or another staff member? Is there a practice of "once you take charge, you must handle it alone until the end"?

The second is,Is There Time and Authority to Meet Demands? While demanding thoroughness, is the response time set extremely short? Is there a situation where responsibility is assigned but the necessary information or authority for decision-making is not provided?

The third is,Does Work Change After Consultation? Does it end with just listening, or can adjustments be made to assigned tasks, working hours, and workload?

These are practical questions considered for Japan based on the survey, not a checklist directly provided by AOK. However, the direction of reviewing both individual efforts and workplace conditions is common.

If you tell someone, "Consult if it's tough," you should also be prepared for what can be changed after receiving the consultation.

Towards Workplaces Where Supporters Are Supported

The occupational data from this time is not meant to label jobs like call centers, caregiving, and childcare negatively.

Jobs that support others have significance and a sense of accomplishment. To continue them for a long time, it's necessary for the workers themselves to receive support.

Are difficult cases continuously assigned just because someone can handle them with care? Is it taken for granted that someone with a strong sense of responsibility cannot take a break?

After looking at the occupational rankings, the question to consider is not "Are people in this job mentally weak?" but whether the workplace provides the necessary time, discretion, and help for the work at hand.

Sources and References

1. WELT:
   https://www.welt.de/wirtschaft/plus6ac75d0b6e0a564ee52e8e3b/psychologie-diese-berufe-machen-besonders-haeufig-psychisch-krank-einer-ueberrascht.htmlWELT

2. AOK: Official Release of Absenteeism Report 2026. Sick Leave Numbers by Occupation and Trends in Absenteeism Due to Mental Illness.
   https://www.aok.de/pp/bv/pm/fehlzeiten-report-2026/AOK Presse

3. Presentation by Helmut Schröder of WIdO: Sick Leave Duration, Occupational Differences, Statistical Background.
   https://www.aok.de/pp/fileadmin/bereiche/unternehmenskommunikation/AOKs_und_ihr_Verband/AOK_Bundesverband/Pressemitteilungen/2026/FZR_2026/26.0449_PK_Fehlzeiten-Report_Statement_Schroeder.pdfaok.de

4. Presentation by Professor Riedel-Heller: Interpretation of Absenteeism Statistics, Workplace Discretion and Support, Concepts of Prevention and Return to Work.
   https://www.aok.de/pp/fileadmin/bereiche/unternehmenskommunikation/AOKs_und_ihr_Verband/AOK_Bundesverband/Pressemitteilungen/2026/FZR_2026/26.0449_PK_Fehlzeiten-Report_Statement_Riedel-Heller.pdfaok.de

5. Ministry of Health, Labour and Welfare: Fiscal Year 2025 "Status of Workers' Compensation for Karoshi, etc." Claims and Approvals for Mental Disorders in Japan.
   https://www.mhlw.go.jp/stf/newpage_74476.htmlmhlw.go.jp

6. DBVB LinkedIn Post: Views and Comments on Workplace Prevention Following AOK Survey.
   https://de.linkedin.com/posts/deutscher-bundesverband-f-r-burnout-prophylaxe-und-pr-vention-e-v_dbvb-burnoutprävention-fehlzeitenreport2026-activity-7515675500548096001-8RDsde.linkedin.com

7. Professor Riedel-Heller's LinkedIn Post: Three-Stage Approach of Prevention, Early Support, and Return to Work.
   https://de.linkedin.com/posts/steffi-riedel-heller-ba1023319_fehlzeitenreport2026-psychischegesundheit-activity-7514265718746644481-buiM