Mental Health in the Construction Industry

Mental Health in the Construction Industry: A Briefing

Executive Summary

The Australian construction industry faces a severe mental health crisis, with workers being six times more likely to die from suicide than from a workplace accident. Young construction workers are more than twice as likely to take their own lives compared to other young Australian men. Under work health and safety (WHS) laws, employers have a legal responsibility to manage mental health hazards, also known as psychosocial hazards, in the workplace.

Key psychosocial hazards prevalent in construction fall into three categories: unhealthy work relationships (e.g., bullying, harassment), poor job organisation (e.g., excessive workload, lack of worker control), and unsafe job conditions (e.g., dangerous tasks, witnessing trauma). Employers are mandated to follow a risk management process of identifying these hazards, consulting with workers, and implementing effective controls. This briefing outlines the critical statistics, legal obligations, and a practical framework for creating a mentally healthy workplace, including a five-step action plan for supporting workers who may be experiencing mental ill-health.

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I. The Scale of the Mental Health Crisis in Construction

Mental ill-health is a serious and pervasive issue within the building and construction industry, with statistical evidence highlighting a disproportionate impact on its workforce.

• Suicide Rates: According to Mates in Construction, Australian construction workers are six times more likely to die by suicide than through an accident at work.
• Youth at Risk: Young men in the construction industry are more than two times more likely to die by suicide than other young Australian men.
• General Prevalence: The Australian Institute of Health and Welfare notes that at any given time, one in five people are experiencing mental ill-health, a statistic that underscores the importance of workplace support.
• Vulnerable Populations: The risk of harm from mental health hazards can be elevated for certain workers, including those who are younger, older, new to the organisation, from diverse linguistic or cultural backgrounds, or who have previously experienced a traumatic event.

II. Employer Responsibilities and Psychosocial Hazards

While not all instances of mental ill-health are work-related, employers have a clear duty under WHS laws to ensure that work-related mental health hazards are effectively managed. These hazards are formally known as psychosocial hazards.

In the context of construction, these hazards commonly include:

• Unhealthy Work Relationships and Interactions:
  • Bullying or harassment by supervisors or co-workers.
  • Lack of support from supervisors.
  • Unreasonable or aggressive behaviour.
  • Incidents of workplace violence.
• Poor Job Organisation:
  • Excessive workloads or unrealistic timeframes ("too much work to do in not enough time").
  • Workers have no say or control over how their job is performed.
  • A lack of clarity regarding job roles, instructions, or expectations.
• Unsafe Job Conditions:
  • Being assigned tasks that are inherently dangerous or pose a physical safety risk.
  • Witnessing traumatic events on-site.

III. A Framework for Managing Workplace Mental Health Risks

Employers and site supervisors are expected to proactively manage psychosocial risks through a systematic process of identification, consultation, and control.

Step 1: Identify Hazards

The first step is to recognise and identify any issues within the workplace that may constitute psychosocial hazards.

Step 2: Consult and Communicate

Effective management requires open communication. Employers should consult directly with workers to understand their perspectives, for example, by holding a "Mental Health in Construction Toolbox Talk."

Step 3: Implement Controls

Once hazards are identified, suitable controls must be put in place to manage the risk. Recommended controls include:

• For Relationships and Interactions:
  • Establish a zero-tolerance policy for bullying, aggression, and violence.
  • Proactively create a positive and supportive work environment.
  • Ensure leadership leads by example in their conduct and communication.
• For Job Organisation:
  • Plan work ahead of time to ensure adequate resources and scheduling.
  • Allow sufficient time for jobs to be completed safely and to a high standard.
  • Properly sequence trades to avoid conflict and delays.
  • Provide clear instructions and empower workers by allowing them to give feedback and have control over the safest and most effective ways to work.
• For Job Safety:
  • Maintain a physically safe working environment.
  • Ensure all necessary safety equipment is available when needed.

Beyond these specific controls, it is critical to foster a workplace culture where mental health and well-being are integrated into all safety conversations. Workers must be aware of the support systems available to them. For comprehensive guidance, employers can refer to the Code of Practice for Managing Psychosocial Hazards at Work.

IV. Action Plan: Supporting Workers in Need

Supervisors do not need to be mental health experts, but they should be equipped to have early conversations and connect workers to professional help. The following five-step action plan provides a guide for supporting a worker who may be struggling.

1. Know the Signs and Act Early
   • Be observant of changes in a worker's mood, behaviour, performance, or appearance.
   • Look for signs such as increased absenteeism or a decline in their usual standard of work.
2. Start the Conversation
   • Find a suitable private time and place to discuss the changes you have noticed.
   • If the worker is not ready to talk, let them know that support is available whenever they need it.
3. Connect to Support
   • Reassure the worker that "it’s OK to not be OK."
   • Encourage them to contact professional support services. If they are willing, offer to contact the service together.
4. Plan and Make Changes
   • Offer practical workplace adjustments, such as modifying work days/hours or reducing their workload.
   • Ensure the work environment is safe and communicate and model acceptable workplace behaviours. Small changes can significantly aid in recovery.
5. Stay Connected
   • Maintain regular contact with the worker, whether they are at work or on leave.
   • Review their recovery progress and make further adjustments to their work as needed.
   • Agree on a communication plan regarding what information, if any, will be shared with the rest of the team.

It is also important to encourage workers to adopt positive coping strategies like exercise and hobbies, while advising that using alcohol or drugs as a crutch can worsen their condition and increase the risk of on-site injuries.

V. Key Support Services and Resources

A variety of free, confidential, and professional support services are available for workers, supervisors, and business owners.

24/7 Support for Workers

Workers can also use the SafeWork NSW "Speak Up Save Lives" app to report unsafe work conditions.

Additional Support Options

• A General Practitioner (GP), psychologist, or psychiatrist.
• A trusted manager, friend, or family member.

Resources for Supervisors and Small Businesses

• mentalhealthatwork.nsw.gov.au: Provides information and resources on managing workplace mental health duties.
• Beyond Blue (beyondblue.org.au): Offers free and confidential support specifically for small business owners.
• safework.nsw.gov.au: General information on work health and safety.
• SafeWork NSW Customer Experience: 13 10 50.

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