Wellbeing: good intentions must turn into meaningful outcomes

The construction sector is full of organisations that care deeply about the wellbeing of their people. That may sound like an obvious statement, but it is an important one.

Many construction businesses have invested heavily in mental health and wellbeing initiatives over the past decade – so we know that the biggest barrier to progress is rarely a lack of intent. More often, organisations are operating under intense commercial pressures and focusing on immediate priorities, or they are genuinely committed to improving wellbeing, but struggle to understand whether the initiatives they introduce are having the impact they hoped for.

In both cases, the result can be the same: activity without measurable progress.

The organisations making the greatest difference are those that take a strategic approach. They understand where their risks sit, establish clear objectives and, crucially, measure whether change is actually happening.

That starts with asking some simple but important questions. What are the biggest pressures facing your workforce? Where are people struggling? What are you trying to improve? And how will you know when you’ve achieved it?

Too often, organisations move straight to solutions before fully understanding the problem they are trying to solve.

For construction businesses, this means looking closely at the realities of working life. Long hours, lengthy commutes, time away from family, workload pressures and financial concerns can all affect mental health and wellbeing. Understanding the true impact of these factors should form the foundation of any wellbeing strategy.

Importantly, measurement should never rely on data alone. Metrics matter, but they only tell part of the story. Organisations also need regular conversations with workers to understand how changes are being experienced in practice. A policy that appears successful on paper may not reflect the reality on site, while an initiative that receives mixed reactions initially may ultimately deliver positive long-term outcomes.

Effective wellbeing strategies combine both evidence and experience. Focus groups, informal conversations and regular engagement help organisations understand whether interventions are improving people’s working lives and delivering the intended outcome.

This challenge becomes even more complex when we consider construction’s supply chains.

Many principal contractors have made substantial investments in supporting their direct workforce, but wellbeing cannot stop at organisational boundaries. Construction relies on vast networks of subcontractors, suppliers and specialist partners. If we want to improve outcomes across the sector, we need to think about wellbeing as a shared responsibility.

One example of this in practice is Seddon’s Champions programme, delivered in partnership with Mates in Mind. Recognising that the organisation had reached a relatively mature stage in its own wellbeing journey, the programme focused on helping members of its supply chain strengthen their own approaches to mental health and wellbeing.

Participating organisations were individually assessed, supported in developing action plans and given tailored guidance to help them progress over the course of the programme. Alongside this, they were brought together as a cohort to share experiences, discuss challenges and learn from one another.

The results demonstrated a clear shift from reactive support to proactive wellbeing planning, strong leadership engagement, and increased psychological safety. 89% of the businesses involved maintained or improved their overall performance, with next steps focusing on long-term impact tracking, policy updates, and continued training for managers. 

This combination of individual support and collective learning is critical to deliver sustainable and meaningful change, allowing organisations to build capability at their own pace while creating a stronger, more resilient supply chain overall.

Leadership remains critical throughout this process. Visible, authentic leadership helps create the culture change needed to make wellbeing initiatives successful. People are far more likely to engage when they understand why action is being taken, how progress is being measured and what leaders themselves are doing to prioritise mental health.

And culture itself remains an important consideration. Research conducted by the University of Warwick described the culture with a word that I find very telling – stoic. This stoicism manifests in the form of many workers carrying significant professional, financial and personal responsibility, and being highly willing to support others when they are struggling. Yet they can find it much harder to recognise when they need support themselves. In other words, outwardly managing, but inwardly struggling. 

Beneath that stoicism is a genuine desire to look after colleagues, friends and family members. Conversations around mental health are becoming more common, and organisations are increasingly focused on creating environments where people feel comfortable seeking support when they need it.

There is also growing awareness of neurodiversity across the workforce and what that means for recruitment, communication, retention and workplace support. As organisations seek to attract and retain talent, these considerations are becoming increasingly important.

Construction faces major challenges in attracting talent, adapting to technological change and responding to an ageing workforce, all while delivering the homes and infrastructure the country needs.

For me, this represents a critical opportunity.

The industry has the chance to create healthier, more supportive workplaces for the next generation of construction professionals. There is also a very real urgency behind that ambition.

One critical step is the launch of the Construction Leadership Council’s (CLC) Mental Health in Construction Joint Code of Practice (JCOP), which is designed to help organisations identify mental health hazards, strengthen their mental health strategy, and measure their progress. A joint venture between the CLC’s Mental Health Steering Group, which includes Mates in Mind, industry leaders and academics, the JCOP advocates for a ‘prevention first’ approach to support the industry in identifying the root causes impacting the mental health of the construction workforce. 

This ‘prevention first’ approach will also be central to a campaign launching later this year. Our 1,000 Lost Lives campaign will shine a light on the devastating impact of suicide across the construction industry and the communities connected to it. Behind every statistic is a colleague, friend, partner, parent or child whose loss continues to affect those around them – and it’s imperative that we properly understand the challenges and experiences of those lost lives so we can create the most meaningful change. 

The campaign is intended to encourage action across the sector. Awareness has increased significantly in recent years, but progress depends on organisations continuing to strengthen the practical support available to workers, investing in leadership, improving workplace cultures and addressing the root causes of poor mental health.

The businesses that will lead that change are those that understand their people, listen to their experiences, measure what matters and embed wellbeing into the way they operate every day.

If we can do that consistently, we will create workplaces where people feel supported, valued and equipped to thrive throughout their careers.

To find out more about the Mental Health in Construction: Joint Code of Practice, click here.