A Comprehensive Safety Culture Must Include Mental Health

By ERIC SIMMONS

The construction industry knows how to manage risk.

Professionals identify hazards, build systems to control them and empower their teams to respond. Yet one of the most serious threats facing construction workers today frequently goes unrecognized until it reaches a breaking point.

In a typical year, more construction workers lose their lives to suicide than to onsite accidents. Construction consistently ranks among the industries with the highest suicide rates. In 2021, 56 out of every 100,000 male construction workers died by suicide, compared with 32 per 100,000 male workers across all industries, according to the Centers for Disease Control and Prevention. The National Alliance on Mental Illness reports that nearly two-thirds of U.S. construction workers experienced anxiety or depression in 2025, a sharp increase from 54 percent just one year prior.

This threat reaches every corner of the field, and industry professionals must bring to it the same focus, discipline and accountability they dedicate to physical safety.

Understand the Root Causes

Construction workers face a distinct combination of pressures that fuel these statistics. Tight deadlines, physically demanding conditions, extended hours and prolonged time away from family create a heavy burden. In a field that has long celebrated toughness and self-reliance, many workers feel reluctant to acknowledge struggles or ask for help.

As a result, many keep their difficulties hidden. When workers receive no relief, those burdens do not simply fade. They grow. Without healthy outlets or meaningful support, some workers turn to alcohol, drugs, reckless behavior or other harmful coping strategies. These choices may begin as attempts to manage stress, physical pain, anxiety or isolation, but they frequently mask the underlying issue while making it worse over time.

Integrate Mental Health Into the Safety Plan

The construction industry has long recognized physical dangers and made meaningful progress in preventing and managing injuries. Companies dedicate time and resources to constantly educate workers about safety practices, and the moment a worker gets hurt, the team responds. Coworkers administer first aid, supervisors coordinate care and many companies use stay-at-work or return-to-work programs to keep injured employees connected throughout recovery. Mental health deserves that same level of urgency and attention. Too often, it does not receive it. When someone faces a mental health challenge, the path forward is rarely clear.

Safety is not one-dimensional. The industry builds systems to identify hazards, prevent incidents and manage the ones that occur. The tools that support mental health differ from those designed to prevent physical injuries, but the approach follows the same logic: recognize, prevent and manage.

Train Leaders to Recognize the Signs

The greatest barrier between a struggling worker and the help they need is often the stigma tied to asking for it, particularly when mental health is involved. When site leaders openly treat mental health as a legitimate concern, they signal to every worker on the crew that speaking up is acceptable. That kind of culture does not develop through a handout at orientation. Leaders build it by showing up, asking the right questions and listening without judgment. When repeated consistently, those behaviors establish trust, deepen connections and create the conditions for honest communication.

Field leaders genuinely care about the people they lead, and many can sense when something is wrong. Increased irritability, withdrawal, declining performance, shifts in mood or statements suggesting hopelessness are all potential warning signs. Without the right tools, however, leaders may inadvertently avoid the very conversations that could make a difference. No one expects field leaders to act as clinicians or to resolve psychological struggles on their own, but organizations can equip them to spot behavioral changes that may signal something more serious and to connect workers with appropriate resources.

Create a Strong Network of Resources

Building trust and fostering connection help identify and prevent mental health crises, but organizations also need concrete resources to back those efforts. No single solution addresses every need, just as no single factor creates mental health risk. Resources can take many forms. Employee Assistance Programs deliver professional support when workers need it most. Wellness initiatives help employees improve both physical and mental health. Community involvement programs generate opportunities for connection and a sense of purpose. Flexible time-off policies give workers space to rest, recharge and address personal challenges before they escalate. Financial wellness resources help reduce one of the most persistent sources of stress. No single program solves every problem, but together they form a stronger, more reliable support system.

At Helix Electric, we have developed a broad set of resources to support mental health across our workforce. Our Employee Assistance Program gives all employees immediate, around-the-clock access to support for stress, anxiety, depression, substance abuse, relationship challenges, grief and emotional well-being, 365 days a year, through in-person or virtual visits. Our wellness program provides training and tools on a range of topics to improve overall employee health. Our Helix Helping Hands program creates opportunities for employees to support their communities and build stronger connections with one another. Our flexible paid time off policy allows workers to step away and handle personal challenges without sacrificing income, and our retirement and financial planning resources help build long-term financial stability.

Build a Culture That Supports Every Worker

Strong safety cultures rest on awareness, not only of hazards but of people. Mental health is not separate from safety. It is a fundamental part of it. The tools are available. The knowledge exists. What matters now is the willingness to act, to build workplaces where workers feel supported, leaders feel prepared and no one has to carry the weight alone.

If you or someone you know is struggling, call or text 988 to reach the Suicide and Crisis Lifeline.

Eric Simmons is the vice president of risk management at Helix Electric. He is a nationally recognized speaker on mental health, suicide prevention and construction safety culture.