The construction industry builds our world. Yet behind the hard hats and steel-toed boots lies a troubling reality - construction workers are dying by suicide at alarming rates. 

With September marking National Suicide Prevention Awareness Month and Construction Suicide Prevention Week falling on September 8-12, 2025, industry leaders need to take action about the high prevalence of suicide in construction. According to the Centers for Disease Control, male construction workers had a 75% higher rate of suicide than men in the general population in 2023. These aren't just statistics, they represent fathers, brothers, sons and colleagues whose lives might have been saved with the right intervention. 

The Perfect Storm: Why Construction Creates Mental Health Risk 

The construction industry creates a unique confluence of factors that elevate suicide risk. Research from the National Library of Medicine identifies multiple workplace stressors that compound to create psychological distress: inappropriate safety equipment, toxic workplace cultures, excessive workloads, extended hours, chronic physical pain, inadequate supervisor support, organizational injustice and financial instability. 

The Center for Construction Research and Training reveals that 2.5% of male construction workers report experiencing suicidal ideation, while 30% cite regular psychological distress. When combined with the industry's higher rates of workplace injuries leading to opioid dependency, the mental health crisis becomes even more acute. 

These factors don't exist in isolation. They create a cascading effect where physical demands, job insecurity, workplace injuries and social isolation combine to overwhelm even the most resilient individuals. 

Beyond Awareness: Strategic Leadership Actions 

While awareness campaigns serve an important purpose, true leadership requires implementing comprehensive mental health strategies that address root causes rather than merely responding to crises. 

• Create Psychologically Safe Work Environments. Leaders must foster workplace cultures where vulnerability is viewed as strength, not weakness. This means training supervisors to recognize distress signals and respond with empathy rather than dismissal. Regular check-ins should become as routine as safety briefings. 
• Implement Comprehensive Employee Assistance Programs. Move beyond basic EAPs to offer robust mental health support including on-site counseling services, stress management workshops and peer support networks. Consider partnering with mental health professionals who understand the unique challenges of construction work. 
• Address Financial Stressors Proactively. Financial uncertainty significantly contributes to mental health struggles. Leaders can implement more predictable scheduling, provide financial wellness education and offer emergency financial assistance programs to help workers navigate unexpected hardships. 
• Redesign Work Practices. Examine how work is structured and assigned. Can excessive overtime be reduced? Can physical demands be managed more effectively? Can technology reduce some of the most stressful aspects of project management? These operational changes can significantly impact worker wellbeing. 
• Build Community and Connection. Combat isolation by creating opportunities for meaningful connection among workers. This might include team-building activities, mentorship programs or simply designated spaces and times for informal interaction. 

The Business Case for Mental Health Investment 

Beyond the moral imperative to protect workers, mental health initiatives deliver measurable business benefits. Reduced turnover, decreased absenteeism, lower workers' compensation claims and improved productivity all result from comprehensive mental health support. Companies that invest in worker wellbeing consistently outperform those that don't. And more companies are recognizing this fact. 

In 2025, just under half of employers (49%) will deploy anti-stigma campaigns, and nearly 70% will offer manager training to help managers recognize and support employees with potential mental health challenges, according to Business Group on Health. 

Moreover, the next generation of construction workers increasingly expects employers to prioritize mental health. According to SHRM, Gen Z is vocal, values-driven and unafraid to leave workplaces that don’t meet expectations, including strong mental health benefits. Companies that fail to address these concerns will struggle to attract and retain top talent. 

Moving Forward Together 

The statistics surrounding suicide in construction are sobering, but they're not insurmountable. Every construction leader has the opportunity and responsibility to create workplaces where mental health is prioritized alongside physical safety. 

Take advantage of National Suicide Prevention Week to audit your current mental health resources, engage in honest conversations with your teams and commit to specific improvements.  

Remember that help is always available: 

• Call or text the Suicide and Crisis Lifeline at 988 
• Visit the American Foundation for Suicide Prevention (www.afsp.org) for comprehensive resources on risk factors, warning signs and prevention strategies 
• Explore partnership opportunities with the Construction Wellbeing Foundation 

The men and women who build our communities deserve workplaces that support their mental health as diligently as we protect their physical safety.