Our Regional Director, Ryan O’Loughlin, spoke to Construction UK Magazine about the important topic of mental health in construction. If you missed the original article, catch up below.
Mental health in construction has become an increasingly urgent issue. From your perspective, what are the biggest drivers behind the mental health crisis facing the industry today?
Mental health has become an increasingly urgent issue in construction, a fact reinforced by the latest report from CIOB – Understanding Mental Health in the Built Environment 2025. It revealed that over the past year, 94% of respondents experienced stress, 84% experienced anxiety, and 27% experienced suicidal thoughts. From our perspective as a contractor, there are several interconnected factors that are driving this silent crisis.
Firstly, there’s a cultural challenge. Many men aren’t conditioned to speak openly about their feelings, and construction environments can sometimes discourage workers from seeking support. On top of this, the fast-paced nature of projects, tight deadlines, and heavy workloads can contribute to high levels of stress. Combined with long hours and physically demanding labour, this often leads to fatigue.
There’s also the reality of working away from family and friends for extended periods, which can result in an increased feeling of loneliness. The cyclical nature of construction can also add another layer of uncertainty around pay and job security, increasing both financial and emotional pressure on workers.
Together, these factors create a perfect storm for poor mental wellbeing, one the industry cannot afford to ignore.
As someone with almost 30 years in the sector, how have you seen attitudes toward mental health evolve over the course of your career?
When I first started on site, there was virtually no awareness or support around mental health and wellbeing. While I was lucky to work in site teams where everyone looked out for each other, there was still very much a ‘macho culture’ where feelings were rarely expressed.
It’s encouraging to see that the willingness to improve mental health and wellbeing in the construction industry has hugely improved in recent years, but I still think there’s still a long way to go.
Support tends to come from companies that have the resources to support their employees with mental wellbeing, but the industry needs to consider smaller organisations and labour-only contractors in the same way they do with health and safety.
You serve as a Trustee and Chair of the Audit and Governance Committee for the Lighthouse Charity. What role does Lighthouse play in supporting workers, and why is its work so vital?
The Lighthouse Charity plays a vital role in supporting the wellbeing of our industry workforce – providing a wide range of free emotional, physical, and financial wellbeing resources. This includes a confidential 24/7 helpline, live web chat service, and text facility, offering information, guidance, and support across a variety of wellbeing issues.
These services are complemented by the charity’s free self-support app and its network of Lighthouse Beacons, who provide a safe space for people to share concerns. It also has a Wellbeing Academy which offers free soft skills and leadership training.
Last year alone, the charity saw a 29% increase in people reaching out for help. It supported over 5,000 families through emergency meal deliveries, counselling, and assistance with daily living costs.
In what ways can construction companies better integrate mental health support into their everyday operations, particularly on-site?
It’s about ensuring that mental health support and help is visible for all construction workers – including the harder-to-reach sub-contractors and labour-only contractors.
This can be done by:
- Creating a culture and environment where it’s permitted to open up about your own struggles and problems.
- Promoting a healthy work-life balance, where being the first in and the last out isn’t seen as a ‘badge of honour.’
- Appointing mental health first aiders and providing them with the appropriate support and training.
- Using toolbox talks and site inductions to signpost workers to available support options and helplines.
- Championing diversity and inclusion in project teams to help create a more understanding environment.
Do you think there's still a stigma attached to mental health in construction, and if so, what needs to happen to break it down?
Yes, stigma still exists – particularly among men, who often feel the need to portray a certain persona and aren’t conditioned to express their feelings openly.
To help break this down, it’s crucial that we provide a safe environment that promotes open and honest conversations, encouraging and normalising talking about mental health. Sharing mental health stories can also be a powerful act of healing and support for both the person who shares it and those who listen to it.
The Lighthouse Charity’s #MakeItVisible awareness site visits are some of the most powerful and engaging talks I’ve experienced.
Given your involvement with the CIOB and RICS, how can professional bodies influence change around wellbeing and mental health in the built environment?
Professional bodies such as CITB, CIOB, and RICS have done some great work aimed at supporting mental health and wellbeing in construction. They have worldwide platforms, and we’ll need their coordinated leadership to ensure the subject remains front and centre.
It’s important that all the organisations in this sphere continue to share best practice and data on the effectiveness of initiatives. It’s an industry-wide problem and collaboration will continue to be key to making further improvements.
You're also passionate about nurturing future talent. How important is mental wellbeing when it comes to retaining the next generation of the built environment workforce?
An industry where workers are four times more likely to die by suicide than the national average is simply not acceptable – and it’s certainly not an attractive proposition for the next generation. If we want to retain future talent, mental wellbeing must be taken seriously.
Improving workplace culture, increasing awareness, and providing support will not only help us save lives, but it will also help to safeguard the long-term sustainability and reputation of the sector.
Could you share any successful initiatives or examples from HBC that have had a positive impact on workforce wellbeing?
We’ve embedded mental health support into our culture with our Employee Assistance Programme and trained Mental Health First Aiders. We also work closely with the Lighthouse Charity – inviting them onto our sites means we can increase the number of touchpoints with both our teams and our suppliers, many of whom don’t have access to Employee Assistance Programmes.
Looking ahead, what would you like to see from the sector – whether policy, culture, or innovation – to ensure mental health is treated as a core part of construction’s future?
A joined-up approach to strategy across the sector. It’s crucial that contractors and supply chains are aligned on mental health as a core priority and that mental health is treated with the same importance as physical safety.
If you enjoyed this article, why not take a look at our mental health roundtable write-up.
