Building a Foundation for Well-Being and Mental Health in Construction

Mental health in construction is a challenge, with more than 20% of workers in the construction industry known to have experienced a mental health condition. These conditions range from anxiety and depression to stress-related disorders, and often stem from the demanding nature of the work, job insecurity, and long hours spent on-site.

However, construction workers have historically faced an even more alarming statistic: a greater risk of taking their own lives. Sobering research by MATES in Construction has shown increased suicide mortality in construction workers relative to other workers in Australia.

However, on a brighter note, the study also saw a steady decline in suicide rates among construction workers since 2001. While encouraging, it still underscores the importance of meaningful change to safeguard the mental health of construction workers.

TradeMutt’s Edward Ross attributes this decline to increased awareness of mental health and well-being, as more individuals and organisations recognise its importance in the workplace.

“Thankfully, we now live in a time where people understand the importance of mental health,” Edward says.

“But it is also important to remember that acknowledgement is only the first step. Mental health in construction is an issue that requires time and investment, both financial and non-financial, to bring meaningful change.”

Investment in the mental well-being of your workers is not only a moral obligation - it’s a smart business decision. In an industry that relies heavily on the performance of its workforce, prioritising mental health should be a top consideration for firms.

• Enhance productivity and efficiency: Mentally unhealthy workplaces cost Australia up to $39 billion each year due to lost participation and productivity. Invest in mental well-being, for workers are more likely to focus better on tasks, make fewer errors and contribute to smoother project execution, cost savings and increased profitability.

• Reduce absenteeism and employee turnover: Mental health costs Australian businesses $4.7 billion per annum in absenteeism. Invest in culture and well-being to help reduce the frequency of absenteeism and your firm’s employee turnover rate, saving on recruitment and training costs.

• Improve safety and legal compliance: Minimise accidents and reduce the potential legal and financial liabilities associated with workplace injuries.

• Boost reputation and work culture: Boost employee morale and build a positive workplace culture to help attract top talent, build positive client relationships and open doors to new opportunities.

When it comes to mental health in construction, Edward says firms need to invest in their people.

“Overall, construction firms need to be better at prioritising their employees,” he says.

“In the past as a society, we haven’t done a great job educating people in help-seeking behaviour or upskilling them in relationships and finance. We’re starting to see the repercussions of this now.

“From an organisational perspective, there is often a major disconnect between a person’s productivity and the reinvestment into that person to maintain said productivity.

“Organisations need to make a larger investment in people and culture to ensure staff longevity and well-being, and to maintain their bottom line. If your staff turnover is high and you’re struggling to meet project deadlines, you’re in big trouble!”

What this investment looks like will differ between firms, but Edward says it starts with a cultural change.

“At TradeMutt and TIACS, we try to set a strong cultural example,” Edward says.

“We invest back into our staff by offering a four-day work week. Every team member also gets one-on-ones with their manager - with no longer than a month between each meeting.”

That said, Edward has identified some key areas that construction firms can prioritise to support workers on and off the job site:

• Educate and build awareness: Provide access to training, workshops, employee assistance programs and hotlines.

• Promote work-life balance: Encourage reasonable working hours and discourage excessive overtime, where possible.

• Host employee check-ins: Ensure managers check in on employees regularly to discuss their well-being, workload, and any issues they face.

• Provide feedback mechanisms: Create channels for employees to provide feedback anonymously or otherwise, allowing them to voice concerns or suggest improvements.

Edward says that leading by example is one of the best ways to encourage change.

“You ultimately can’t force people to prioritise mental well-being. All you can do is set a strong example and hope others do the same.”