A Growing Issue: Mental Health in Construction

Mental health is increasingly recognised as a critical workplace safety concern, especially in the construction industry. Despite employing over 400,000 workers in New South Wales, the industry faces unique challenges due to its high-pressure environments, hazardous conditions, and traditional "tough guy" culture that often stigmatises mental health discussions.

The NSW Government’s Healthy Minds, Safer Sites campaign, as part of the Psychological Health and Safety Strategy 2024-2026, seeks to address these issues head-on. Backed by a $5.6 million investment, this program delivers advice, resources, and education to help employers proactively manage psychosocial hazards.


Understanding Psychosocial Hazards

Psychosocial hazards refer to workplace factors that can trigger stress and lead to mental health issues or exacerbate existing conditions. In construction, common hazards include:

  • Harassment and bullying: Interpersonal conflicts, including sexual or racial harassment, remain prevalent.
  • Work pressure: Tight deadlines, long hours, and physically demanding tasks create significant stress.
  • Exposure to trauma: Workers may encounter distressing events, such as accidents or injuries on-site.
  • Violence: The physical nature of construction work can sometimes lead to conflicts escalating into aggression.
  • Unsafe environments: Hazardous physical conditions add another layer of risk.

These hazards not only affect individual wellbeing but also increase absenteeism, turnover, and workers’ compensation claims, costing Australian businesses up to $39 billion annually.


Why Employers Must Take Action

Data highlights the urgent need for employers to focus on mental health:

  • Workers’ compensation claims for psychological injuries are three times more expensive and require longer recovery periods than physical injuries.
  • From 2019 to 2024, there were nearly 900 claims for mental stress in NSW construction, with harassment and bullying as the leading causes.
  • Psychosocial risks are often underreported, as employees may fear stigma or career repercussions.

Employers have both a legal obligation and a business incentive to address these issues. Failure to manage psychosocial hazards can result in compliance action from SafeWork NSW Inspectors, as well as reputational damage and rising insurance premiums.


Actionable Steps for Employers

Employers play a vital role in fostering mentally healthy workplaces. The following steps can guide them in effectively managing psychosocial risks:

1. Identify Hazards

Assess the workplace to pinpoint factors that may harm mental health. Common areas to evaluate include:

  • Excessive workloads or unclear roles.
  • Physical safety risks, such as poorly maintained equipment.
  • Workplace culture, particularly attitudes toward mental health.

2. Engage Workers

Collaboration is key to success. Employers should:

  • Consult employees to understand their concerns and experiences.
  • Involve workers in designing solutions to manage risks.
  • Provide avenues for anonymous feedback to encourage openness.

3. Implement Solutions

Introduce measures to address identified risks, such as:

  • Providing training on conflict resolution and stress management.
  • Establishing clear policies against bullying and harassment.
  • Improving job design to ensure fair workloads and role clarity.

4. Monitor and Adapt

Workplaces are dynamic, and risk management should be too. Employers should:

  • Regularly review and update their mental health strategies.
  • Measure the effectiveness of interventions, such as changes in absenteeism or employee feedback.
  • Stay informed about best practices and legal requirements.

5. Promote Support Resources

Make support accessible to all employees by:

  • Sharing information about free mental health services
  • Training managers to recognise and respond to mental health issues.
  • Creating an inclusive culture where seeking help is normalised.


Real-World Example: Western Earthmoving Works

Western Earthmoving Works Pty Ltd demonstrates how prioritising mental health can lead to tangible benefits. By fostering a culture of open communication and inclusivity, the company has:

  • Reduced absenteeism and improved retention rates.
  • Increased worker motivation and productivity.
  • Strengthened team cohesion and workplace morale.

Executive Director Graham Ragg credits their success to creating an environment where employees feel safe and supported, enabling them to thrive both personally and professionally.


Benefits of a Proactive Approach

Investing in mental health isn’t just about compliance, it delivers long-term value for businesses, including:

  • Financial savings: Preventing psychological harm reduces workers’ compensation claims and associated costs.
  • Enhanced productivity: Employees who feel supported are more engaged and perform better.
  • Improved reputation: Businesses with a strong focus on mental health are more attractive to clients and potential hires