The Hidden Risk: Mental Health on Site
In construction we talk a lot about physical hazards, but far less about the psychological ones that quietly shape our behaviour every day. Poor mental health doesn’t just cost us sleep — it costs us focus, judgement, situational awareness, and communication. HSE’s latest figures show that nearly a million UK workers experienced work‑related stress, anxiety, or depression in 2024/25, making it the leading cause of work‑related ill health. And as those pressures rise, so does the risk of accidents. When the mind is overloaded, safety slips through the gaps. If we can keep our people mentally healthy, we don’t just save lives from suicide — we prevent injuries, near misses, and tragedies that never needed to happen.
When Mental Strain Becomes a Safety Issue
What often gets overlooked is how mental strain steadily erodes a person’s ability to work safely.
Overload, fatigue and anxiety chip away at concentration and slow reaction times. Workers under chronic pressure are more likely to miss hazards, take risks they normally wouldn’t, or misunderstand what a colleague is telling them. Research shows that burnout, long hours, and excessive demands lead to more mistakes, especially in environments where people have to make quick decisions in dynamic conditions.
This is where mental health stops being a wellbeing issue and becomes a safety issue — because every task on a construction site depends on clarity, focus, and good judgement.
A Real Story Behind the Statistics
And this isn’t just numbers on a page or statistics to prove a point. Many of you will either have met, seen or heard about Jason Anker. Since 2009, Jason has been one of the most inspirational and motivational speakers for health and safety. Jason fell from a 10’ ladder in 1993 and has been paralysed below the waist since then. For many years Jason told us that we needed to take a moment to consider the risk before doing anything, but following a lot of self-reflection Jason now recognises that he was in a bad place leading up to his accident. His marriage was struggling, he had debts and the night before the accident he had drunk heavily, all of which he now recognises impaired his decision-making.
If only someone had stopped to ask Jason how he was or had recognised that he wasn’t in a good place.
The Employer’s Role in Creating Safe Conditions
Employers have a vital role in creating conditions where people can think clearly and work safely. Pressure will always exist in our industry, but it does not need to be constant or harmful. One of the most powerful things leaders can do is structure work in a way that doesn’t push people past their limits. We have long been warned that excessive workloads, lack of control and understaffing are major factors that damage mental health and contribute to unsafe behaviour. When programmes are realistic, supervision is supportive and workers are able to speak up early, both wellbeing and safety improve.
Psychological Safety on Construction Sites
Psychological safety plays a huge part in this. A recent survey found that workers who feel safe to raise concerns communicate better, collaborate more effectively, and perform more consistently — all of which directly reduces the chance of accidents.
In practice, that looks like managers “checking in”, listening without judgement, and responding constructively when someone says they’re struggling. It means treating mental health conversations the same way we treat conversations about defective equipment or unsafe conditions — something to be addressed, not avoided.
Making Support Visible and Accessible
Support must also be visible and accessible. Many workers, particularly in male‑dominated environments like construction, still worry about the stigma of admitting they’re struggling. Surveys show more than half of UK employees don’t feel comfortable discussing mental health at work.
Making support routes clear — whether that’s trained mental health first aiders, external helplines, or simply a known point of contact — can make it easier for someone to speak up before things reach crisis point. The Building Mental Health charter has always championed this openness: the idea that it’s okay not to be okay, and that asking for help is a sign of strength rather than weakness.
The Individual Role: Recognising the Signs Early
But individuals also have a role, and it’s not about “fixing yourself.” It’s about recognising the signs that your mind is carrying too much — the times when you are more distracted, more irritable, or making small mistakes that feel out of character. Stress affects concentration, communication, and physical functioning, all of which increase accident risk.
Noticing these signals early gives people the chance to talk to a colleague, slow down, or ask for support before a near miss becomes something worse.
Looking Out for Each Other
Looking out for each other matters just as much as looking after ourselves. A quiet check‑in with a co‑worker, a moment spent listening, or simply noticing when someone seems “off” can be the earliest and most effective form of intervention. Supportive workplaces improve wellbeing, inclusion, and performance — in other words, they make us safer.
Mental Health and Physical Safety Go Hand in Hand
Ultimately, keeping people mentally healthy is not separate from keeping them physically safe. They are two sides of the same responsibility. When we reduce pressure where we can, talk openly about how we feel, and create places where people are supported rather than stretched, we protect far more than productivity. We protect each other.
Acknowledgement
Chris would like to thank Jason Anker for allowing him to use his story for this article and would encourage all of you to watch out for any opportunity you get to hear him speak about the “f-it score”.