Mental Health - Investment or Cost?

Mental health - accountants may not yet be able to count it, but it counts plenty. A corporate agenda which gives added or improved wellbeing interventions on the one hand, only to take other more expensive benefits away with the other can ultimately cost a business dear. Setting out to introduce a good thing only to hide a not so good thing may be a norm in the heat of the political arena, but evidenced studies tell us that when trust and psychological safety are eroded, commitment, loyalty and, ergo productivity suffer.

Flexible working practices have long been regarded by industry leaders and policy makers as offering ‘mutual benefit’ to workers and enterprise. Whilst flexible working patterns can be seen to increase worker control and choice (resulting in positive effects on health outcomes), in instances where flexibility is seen by employees as driven by ‘bottom-line’ organisational interests (such as a shift toward fixed-term contracts, involuntary zero- hour or part-time employment), this has resulted in unequivocally negative mental and physical health effects.

It has been widely reported that the suicide rate within the UK construction industry is 3x higher than the national average and CIOB’s own research revealed over 80% of workers experienced stress or anxiety due to working practices and procedures.

Of course, we’re all used to and well versed in the physical safety measures across the construction industry, hard hats and safety boots, but we’re some way off establishing a ‘psychological hard hat’. We know that hundreds of millions of pounds are lost due to sickness – much of it down to stress, anxiety and depression. It is not beyond our collective power to develop and implement a series of measures that mitigates the stigma, eases the pressures (faced by employers and employees), and brings everyone working in the industry a peace of mind that is currently missing for too many. As the US National Safety Council have argued, making work environments ‘psychologically safe’ is the basis of all safety. Safe work environments create the conditions for better performance. If we all look out for each other on site and off, then many of the psychosocial factors that affect the quality and quantity of work being produced will gradually dissipate.

Trained staff, safe spaces, mental health literacy and a business process that starts from a position of help (investment) rather than punish (cost) will reap rewards.

A growing number of initiatives designed to tackle mental health issues in the workplace have emerged in recent years. Mental Health First Aid trains employees in mental health literacy so they can offer informal yet informed support to those in need and encourage them to seek further help.  One of the most successful intervention programmes around psychological wellbeing in the construction sector more specifically is the MATES initiative operating in Australia. The programme aims to raise awareness of suicide as a preventable problem, build stronger and resilient workers, provide help and support, and collaborate with researchers to present best practice approaches around mental health to the industry. Core interventions include training and assistance which aim at breaking down taboos and providing guidance on having conversations with each other about suicide and ill mental health. There is also an external support network who support workplace volunteers to create onsite support networks, prevent suicide and establish mentally healthy worksites.

A blueprint published in 2018 also sets the Australian Building and Construction industry at the forefront of mental health protection internationally through its efforts to provide mental health and suicide prevention literacy.