Masculinity, Suicide Prevention and Mental Health in the Construction Industry

World Suicide Prevention Day – 10th September

Masculinity, mental health and suicide are tightly interwoven in the UK. For men across ages and professions the cultural pressure to be “strong”, stoic and self-reliant creates barriers to asking for help. Those barriers are tightened in male-dominated sectors such as construction, where long hours, insecure work, physical strain and workforce culture combine to produce one of the highest suicide rates by industry in the country.

This piece is written for men who may be struggling, for families and friends who want to help and for employers, managers and HR teams in construction who want to take meaningful action. It is also written for the wider public: to explain how masculinity and suicide prevention intersect and what practical steps we can take, today.

The scale of the crisis in the UK the facts that demand action

Suicide rates in England and Wales increased in 2023, reaching levels not seen in decades. In 2023 there were several thousand registered suicides in England and Wales, and the overall suicide rate rose, with men making up around three quarters of those deaths. Office for National StatisticsSamaritans

Men are disproportionately affected: the male suicide rate is several times higher than the female rate and men in middle age (particularly those aged around 45–49) show some of the highest rates. Samaritans

The construction industry is a major concern. Analyses and charity reporting show that construction workers are significantly more likely than average to die by suicide a frequently-quoted figure is that about two construction workers take their own lives each working day, and that recorded construction suicides numbered in the hundreds in recent measurement years (for example, 507 construction-occupation suicides recorded in 2021, 700 in 2023). The construction sector’s suicide rate per 100,000 has been reported at levels substantially above the national average. Lighthouse CharityUK Parliament Committees

These are not abstract numbers. They are fathers, brothers and friends. They are colleagues whose absence is felt on site and at home.

What we mean by “masculinity” and why it matters for mental health

Masculinity is not a single thing

Masculinity describes a set of traits, roles and expectations associated culturally with men. It covers a wide range of behaviours from positive qualities such as responsibility, loyalty and protectiveness, to harmful norms like emotional suppression and aggressive competitiveness. Masculinity is culturally constructed and varies across time, class and communities.

Stoicism: philosophy versus cultural shorthand

“Stoicism” originally refers to a classical school of philosophy (Seneca, Epictetus, Marcus Aurelius) that emphasised rational acceptance of what we cannot control, reflection and self-discipline. In modern, everyday speech the word “stoic” is often used to mean “don’t show emotion” a much narrower and sometimes damaging interpretation.

When stoicism becomes shorthand for emotional suppression it prevents people from processing grief, stress or anxiety. True stoic philosophy includes self-examination and resilience-building not silence until breaking-point. Reframing stoicism to include emotional literacy can make it a resource, not a trap.

“Man up” and the cost of enforced silence

Phrases like “man up” and cultural rituals that reward emotional toughness send a clear message: vulnerability is weakness. In workplaces where that message is normalised, men are far less likely to disclose distress, book counselling or tell a manager they’re struggling. This cultural silence is a major contributor to preventable suicides.

Why construction is so often at the centre of this problem

The statistics above point to a stark truth: the construction industry faces unique and compounding risk factors. These include:

1. A male-dominated culture that can discourage help-seeking

Construction remains predominantly male at many levels. That dominance can reinforce outdated norms about how men should behave, encouraging stoicism and mockery of emotional expression.

2. Job insecurity, short-term contracts and financial pressure

Many site workers, subcontractors and specialist tradespeople work on short contracts or on a self-employed basis. Gaps between jobs, late payments and seasonality create sharp financial stress, which is a well-known suicide risk factor.

3. Long hours, shift patterns and fatigue

Early starts, long days and rotating shifts (including night work on some projects) disrupt sleep and recovery. Chronic fatigue reduces emotional resilience and can magnify anxiety and depressive symptoms.

4. Isolation and being away from support networks

Large projects can involve travel, overnight stays and temporary accommodation; this dislocates workers from family and local supports. Small crews or lone working in particular can mean problems go unnoticed until they are critical.

5. Physical risks and injury

Injury can lead to prolonged time off work, loss of identity tied to physical capability, financial strain and isolation all of which increase mental health risk.

6. Patchy access to mental health provision

Although larger firms may offer Employee Assistance Programmes (EAPs) or counselling, many smaller employers and subcontractors do not have formal support systems. On-site welfare provision varies widely across the industry. Charities and industry partnerships have stepped in but coverage is not universal. Lighthouse Charity+1

All of these features are common in construction and together make the occupational context especially hazardous for mental wellbeing which helps explain why the industry’s suicide rate is substantially higher than the national average. Lighthouse Charity

Understanding warning signs: what to look out for on site and at home

Suicidal behaviour is complex, but there are signals that someone may need help. Not every person shows obvious signs, but some patterns commonly precede crisis:

• Observable withdrawal – avoiding colleagues, family or social interaction.
• Marked changes in behaviour – agitation, unusual irritability or excessive risk-taking.
• Expressing hopelessness or being a burden – saying things like “I can’t take this anymore” or “You’d be better off without me.”
• Sleep and appetite changes – chronic insomnia or significant overeating/under-eating.
• Alcohol or substance misuse escalation – using substances to cope or self-medicate.
• Giving away possessions or making arrangements – sudden practical steps that look like “putting affairs in order.”
• Verbal hints – even indirect statements about not wanting to be around.
  
  

On site, these signs can present as decline in work quality, repeated lateness or abrupt absence. At home they may appear as withdrawn moods, arguments or uncharacteristic silence. Spotting these changes early and responding compassionately is vital.

How to have a life-saving conversation: practical phrases and steps

People worry that asking about suicide might “give someone the idea”; evidence shows the opposite. A calm, direct, non-judgemental approach creates space for disclosure.

Practical steps to start a conversation

1. Choose the right time and place  quiet, private and without distractions. If on site, step away from the crowd where possible.
2. Be direct but gentle you could say: “I’ve noticed you seem down lately. Are you thinking about hurting yourself?” or “You haven’t seemed yourself are you okay?”
3. Listen without interrupting or rushing – allow silence, avoid minimising their feelings and resist offering instant solutions.
4. Acknowledge and validate “That sounds really tough. I’m glad you told me.”
5. Ask about safety – if someone says they have a plan or means, take that seriously. Ask about immediacy: “Do you have a plan or timescale?”
6. Help them connect to support – offer to contact their GP, a counsellor or a helpline with them; keep the option practical and simple.
7. Follow up – arrange to check in and do so. Small, regular contact matters.
   
   

Phrases that help

• “I’m worried about you because…”
• “You’re not a burden to me.”
• “I’m here to listen, tell me what’s going on.”
• “Do you have thoughts of ending your life right now?”

If someone is in immediate danger

• Call emergency services (999) if a person is at immediate, serious risk.
• Remove access to means where practicable and safe.
  
  

The practical role employers and site managers should play

Construction employers have a moral and legal duty to protect workers’ health mentally as well as physically. Practical measures that make a difference include:

1. Normalise mental health in the same way as physical safety

Toolbox talks are standard practice for physical hazards make mental health a regular item too. Normalising mental health briefings reduces stigma and increases awareness.

2. Train managers and supervisors

Line managers are often the first port of call. Training to spot signs of distress, respond appropriately and refer to support is essential. A trained manager can be the difference between someone getting help and someone slipping into crisis.

3. Ensure confidential access to support

Provide clear, confidential routes for counselling and coaching. For mobile or self-employed workers, signpost industry charities (e.g. Lighthouse, Mates in Mind) and make external services like Onward Shift easy to find and use.

4. Make working arrangements flexible where possible

Consider phasing, redeployment or short periods of lower-pressure work for those returning from injury or experiencing mental health challenges.

5. Tackle the financial and administrative stressors

Make payment schedules reliable, signpost financial advice services and support staff through sick pay or hardship channels where possible.

6. Create peer support and buddy systems

Peer networks disrupt the “alone” story. A buddy system encourages monitoring of wellbeing and opens informal routes to talk.

7. Remove toxic banter and challenge “man up” culture

Leaders must call out language and behaviour that dismisses mental health concerns. Cultural change is driven from the top down.

These steps are practical, evidence-based and crucially, affordable relative to the human and financial cost of inaction.

What Onward Shift offers – tailored, practical, confidential support

At Onward Shift we specialise in mental health support for the construction sector because we understand the industry’s specific challenges: mobile workforces, short contracts, changing employers and a culture that can discourage help-seeking.

Our core services include:

• Confidential 1-to-1 counselling – short or longer-term, with qualified therapists experienced in male mental health and workplace pressures.
• Coaching for resilience and practical change – aimed at improving coping strategies, sleep, stress management and practical planning when work is disrupted.
• Site-based training and toolbox sessions – short practical workshops that introduce mental health awareness in a language that resonates on site.
• Manager training in mental health first response – empowering supervisors to spot and respond to signs of distress.
• Culture change programmes – working with leadership to embed wellbeing into policies, site practice and recruitment.
  
  

We aim to make reaching out easy and unremarkable. If someone on site needs support, Onward Shift can be a first step – confidential, practical and focused on outcomes. (Visit: www.onwardshift.com)

Realistic examples: how small interventions can save lives

Below are anonymised stories that reflect common patterns and how early, practical responses helped:

Story 1 – The quiet foreman
A foreman began missing morning briefings and snapping at his crew. A colleague asked if he was OK; he admitted money worries after a separation. A manager offered a confidential chat and referred him to counselling. Within weeks he had a plan for debt advice and counselling; six months later he reported feeling more in control and returned to full duties.

Story 2 – The subcontractor away from home
A self-employed plumber who travelled between projects started drinking heavily and declined invitations. A site buddy noticed and reached out; they shared a tea break and the plumber admitted feeling hopeless. The buddy offered to sit with him while he called Samaritans and then helped him access Onward Shift coaching. He later joined a local social group and reported reduced isolation.

These examples show that simple human contact, compassionate listening and practical signposting can change the trajectory.

Prevention strategies that work: evidence and practical programmes

Research and charity impact reports show a combination of the following is effective:

• Whole-site awareness campaigns (toolbox talks, posters, visible helpline numbers).
• Manager training (suicide awareness, how to ask the difficult questions).
• Rapid access to counselling and coaching – lower barriers to getting help.
• Support for self-employed and subcontracted workforce – industry-level outreach and charity partnerships fill gaps.
• Peer support and mental health champions – peer networks increase help-seeking.
  
  

Sector charities (Lighthouse, Mates in Mind), Samaritans, CALM and dedicated providers such as Onward Shift have demonstrated impact through training programmes, helplines and direct support. Industry collaborations that combine organisational policy with on-site practice produce durable improvements in both safety climate and help-seeking behaviour. Lighthouse CharityUK Parliament Committees

Immediate resources and helplines – please save and share

If you are struggling or worried about someone, please use these services. They are confidential and available now:

• Samaritans (UK & ROI) – 116 123 (free, 24/7). You can also email **@********ns.org or visit www.samaritans.org. Samaritans
• Onward Shift – workplace-centred coaching and counselling for the construction industry. Visit www.onwardshift.com for contact details and service descriptions.
• CALM (Campaign Against Living Miserably) – web chat and helpline 0800 58 58 58 (evenings). thecalmzone.net.
• Lighthouse Construction Industry Charity – industry-specific support and helpline. lighthouseclub.org. Lighthouse Charity+1
• Mind – information and local services: www.mind.org.uk.
• NHS – if someone is at immediate risk, call 999 or go to A&E.
  
  

If you’re an employer, keep these names visible on site noticeboards, safety packs and toolboxes.

Practical checklist for sites – 10 immediate actions

1. Add a mental health agenda item to every weekly toolbox talk.
2. Display Samaritans (116 123), CALM and Onward Shift in welfare cabins and site offices.
3. Train at least one mental-health-aware manager and one peer champion per crew.
4. Offer confidential booking slots with Onward Shift or an EAP.
5. Stabilise payroll and payment schedules where possible; communicate transparently about gaps.
6. Create an on-site buddy system for lone workers and roving trades.
7. Make short “how to ask” prompts available for staff (scripts and guidance).
8. Record and review mental-health-related absence patterns as you would for physical hazards.
9. Provide signposting to financial, legal and housing support (stressors beyond work often trigger crises).
10. Promote positive stories of recovery and help-seeking from senior leaders to model vulnerability.
    
    

These are low-cost but high-impact steps that shift culture and reduce risk.

Language matters: how we talk about men’s mental health

Words shape norms. Replace dismissive language with empathetic alternatives:

• Instead of “man up”, try: “You don’t have to go through this alone.”
• Instead of “you’ll be all right”, try: “I can see this is tough, tell me how I can help.”
• Instead of jokingly dismissing sadness as “being soft”, encourage honesty: “Thanks for telling me; I’m here.”
  
  

Small shifts in language change how comfortable people feel to disclose.

A vision for the future: safe sites and stronger communities

Imagine an industry where:

• Mental health is addressed on par with physical safety.
• Managers are trained and confident to respond to distress.
• Subcontractors and self-employed workers have clear, accessible support.
• Peer networks and buddies make it normal to check in.
• Senior leaders model vulnerability and practical help-seeking.
  
  

That future is achievable. It requires leadership, investment and commitment to cultural change. The cost of inaction is measured in lives.

Final thoughts: strength redefined

Being a man is not a single blueprint. Strength can and should include admitting we’re struggling, asking for help and making space for others to do the same. On World Suicide Prevention Day and every day after it, make the call, have the conversation, and check back in.

If you are reading this and considering harming yourself, please call Samaritans on 116 123 now. If you’re in immediate danger, call 999.

If you are an employer in construction and want practical, confidential support to implement the steps above, visit www.onwardshift.com – we work with sites, leaders and individuals to put mental health on the same level as hard hats and toolboxes.