Mental health has never lent itself easily to measurement. There are no scans to detect loneliness, no metrics to capture quiet despair. It is often a silent struggle, especially among those who are trained to appear composed.
At Mpower, we have seen this unfold across various uniformed services in high-pressure jobs. The emotional cost of duty often runs deep, tucked behind routines, uniforms, and a culture where silence is seen as strength. So, when we began hearing from within the Central Industrial Security Force (CISF), stories of rising stress, breakdowns, and a growing emotional strain, it did not come as a shock. It came as a confirmation of what we already knew: that those who protect us are often the least protected when it comes to mental well-being.
It was a call for change. And it needed to be systemic, compassionate, and rooted in understanding. That is how Project Mann took shape. And today, a quiet shift is underway, measurable, visible, and deeply encouraging. Since the programme began, the CISF has reported a 40% reduction in suicides.
The men and women of the CISF operate under conditions that most of us would find hard to imagine. I remember the story of Pradeep, an officer who was on duty when his eldest niece, newly married, fell suddenly ill. He was devastated, but could not leave his post or be with his family. The weight of helplessness stayed with him. He thought about reaching out, but held back, afraid of being judged or talked about. So, he kept it to himself and carried on.
His story is not uncommon. Within the CISF, long hours, constant vigilance, and emotional isolation are part of the structure. The hierarchy is rigid, leave is scarce, and many find themselves turning to unhealthy coping mechanisms. But when cases of suicide and self-harm began to rise, the silence could no longer be justified. That is when the CISF took the path-revealing step of partnering with Mpower to launch Project Mann — a quiet, considered effort to bring stigma-free, confidential mental health support to personnel across the country.
We knew that support could not be effective if it was distant, complicated, or conditional. It had to be immediate and accessible, not just during a crisis, but well before it.
With that in mind, 20 psychologists were deployed across more than 70 locations in India, including the Parliament. To complement this, a 24/7 helpline was activated, ensuring immediate and confidential access to support. It has managed over 24,000 calls, enabling real-time assistance and ongoing well-being checks. Over the past few years, the initiative has reached over two lakh CISF personnel through therapy sessions, awareness workshops, and ongoing psychological support.
I have heard this transformation in the voices of those whom we have reached out to.
“We often move from duty to home and back without pause. We do not realise what patterns we are forming in ourselves,” shared Subhakanta Das, from the CISF unit at the Taj Mahal. “These sessions have helped us understand work-life balance and taught us how to spot the early signs before things spiral. Indirectly, Project Mann is protecting the protectors.”
Savita, another officer, spoke of a deeply personal shift.
“I was overwhelmed by family issues. The anxiety and depression were hard to explain, even to myself. But after just a few sessions with the Project Mann counsellors, things began to shift. The guidance was gentle, thoughtful, and it helped me feel positive, more hopeful.”
The initiative began in 2020, and the CISF has reported a 40% reduction in suicides. However, perhaps the most telling change is not in the statistics; it is in the mindset. When we began this journey with the CISF, therapy was not a comfortable word. Now, officers are reaching out not just at breaking point, but earlier, when the pressure first begins to build.
This shift has been possible because of shared intent. CISF leadership has been proactive, helping create programmes that are both structured and sensitive to ground realities.
This initiative has underscored the need for mental health care to be both preventive and curative, empowering individuals to recognise distress early and ensuring appropriate support when needed. The path forward lies in institutionalisation. Just as we have in-house medical and culinary personnel, psychological support must also be embedded within the forces or workplace to ensure sustainable change in the mental well-being of the workforce in any sector.