Respect. Praise. Manaaki. Mates & Mental Health in Construction.
Poor mental health in construction isn’t just a conversation we need to have – if we’re honest, it’s long past that. It’s a call-to-action.
And while it’s easy to throw stats around - real stories from real people are what cut through the noise. Like we said before, we’re not here to be preachy. We’re here to break the silence and open-up some honest kōrero.
This time, we’re hearing from someone who’s seen the toll this industry can take – from long stretches away from home, to the drinking culture and the bravado that fuels stigma on too many worksites… Mason has got a few things to say about his experience with how we’re handling (and mishandling) mental health in the construction sector.
“Working away from home cost me more than I expected.”
Like a lot of workers in construction, Mason took a job that required working away from his whānau. But when the contract stretched out longer than expected, so did the cost – and it was a big one that he couldn’t have accounted for.
“I was working overseas. Originally it was meant to be short-term, but things changed with the company I was working for. I ended up being away from my family for a lot longer, and it contributed to the breakdown of my relationship...”
Mason’s story isn’t unique - many have paid a personal price for the demands of the job. But in our industry, those stories often go untold. And that silence? It can fuel feelings of isolation, loneliness, and unhealthy coping habits - like the drinking culture used to mask deeper issues. When you start reshaping your life to fit the role, the pressure piles on. Left unchecked, it’s a straight path to burnout - or worse.
In New Zealand, construction workers report significantly higher levels of work-related stress, with studies linking long hours, job insecurity, and physical exhaustion to strained personal relationships, increased rates of divorce, and elevated mental health issues such as anxiety and depression.
“We’ve got the 80:20 rule backwards.”
When asked how the industry is currently tackling mental health, Mason gets straight to the point:
“MATES in Construction has this stat - you’re six times more likely to lose someone to suicide than to a workplace accident. But when I look around at how we allocate time and energy, it’s all poured into risk assessments and health and safety plans. We’re putting 80% of the effort into 20% of the problem.”
The 80:20 rule, also known as the Pareto Principle, states that roughly 80% of outcomes come from 20% of causes. It’s a way to identify what’s most effective or impactful - and in this instance, Mason is pointing out that our proportions and focus are all wrong.
It’s not that safety protocols aren’t important - they are. But the mental safety of workers needs to be on that same level. Right now, it’s not. Nor is it the only area we are falling short.
“We need more women in this industry.”
The work environment on many construction sites still has a long way to go. It’s not just the long hours, or the high-pressure deadlines. It’s the toxic “man-up” culture. It’s the casual discrimination like misogyny that still goes unchecked. We love banter, but can you distinguish the difference between friendly fire and systemic prejudice?
“I think the shift that’s needed - is to get more women in the industry. I've been exposed to a lot of workplaces where misogyny, sexism and discrimination to women and minorities is commonplace. You have to make sure that you call it out when you hear it, to shift the mindset of what’s okay.
They say you become the six people you most surround yourself with, and I think that it’s important to keep yourself in check - to make sure you're influencing the people around you in a positive way, rather than succumbing and accepting the negative thoughts and actions that are portrayed.”
He’s right. If we want an industry that’s safe mentally and emotionally, we need to challenge the culture as it stands now no matter who is on site – and work to achieve an all-round healthier environment.
But let’s be honest: it’s easier said than done. Change doesn’t happen in echo chambers. And right now, too many sites are stuck in a loop - where bad behaviour is brushed off, and silence is seen as strength. If we don’t make room for different voices, different perspectives, and real accountability, we’ll keep spinning our wheels.
“Allow intervention - without discrimination or barriers”
When it comes to resources and support for mental health in the construction sector, often you take what you can get - and Mason doesn’t shy away from making use of what’s available.
“A lot of companies offer the Organisational Counselling Program (OCP) or the Employee Assistance Program (EAP) which provides counselling services. I have used these, and they have been very helpful. Being able to access professional help quickly and without cost is important to allow intervention - without discrimination or barriers. It can be a lifeline.”
Whilst there are support systems out there, some are evidently more effective than others and it can vary from person to person and experience to experience. The first step is making sure those services are known and accessible rather than just a tick-box exercise.
One additional benefit of these kinds of services is that they are anonymous. So, anyone can use them without fear of being outed — a real concern in the current climate where our perceived weaknesses can be weaponised against us. Accessibility and confidentiality is everything.
Normalising the use of these services is just as important as making them available. When leaders actively promote and model the use of mental health support, it helps break down stigma and builds trust. It sends a clear message that seeking help is not only acceptable, but encouraged. In high-pressure environments, creating that kind of culture can make all the difference.
“Stability, belonging, self-esteem – a job should help meet those needs”
Mason reflects on how much energy we put into our work - and how little we often get back when we’re struggling.
“When I look at Maslow’s hierarchy of needs - you can say that holding a job helps to address these needs. Such as feeling safe by having a stable income. Feeling loved by coworkers and belonging in the industry that you're working in… as well as building self-esteem through the meaningful work that you are doing - which helps in building confidence to reach self-actualisation.”
When talking to how our work and personal lives intermingle – Mason has a point that there needs to be a more symbiotic relationship – one where the individual and the company thrive and bounce off one another, growing together in a more cohesive way.
“Some people say that a job is just that, a job – however, work uses a lot of a person’s energy and should give back to the person who is giving the energy.”
What does he mean? Well, you could deduce it’s not rocket science and it’s simply about giving back. Investing in people and creating a culture of real peer support. Celebrating connection and being more open to shared experiences. And above all, building a workplace that feels like walking in to see whānau, not like you’re clocking in to a hostage negotiation. POV: you’re the hostage and the negotiator.
“Working at BPM, you can see the comradery between workers and their strong bonds that are built through shared experiences such as HYROX, Christmas parties and office banter. This helps to facilitate open and honest communication between workers and ultimately helps to build a strong culture where everyone feels like they can be heard and share”.
“We’re all human.”
Where to from here? What does the future of mental health in construction look like?
Mason’s hopeful, but realistic.
“I think organisations like MATES are doing the mahi and helping move the conversation forward… Being isolated and feeling alone - that’s something that really doesn't help mental health. I had a boss who always complimented me whenever he had the chance. He always said that compliments are free, but they mean a lot to the people that receive them. I've carried that with me, ensuring to give positive praise whenever I can.
I think the strong and personal connection with direct reports and/or boss is important. Being able to share some personal struggles helps to build rapport and empathy which ultimately leads to better outcomes.”
It’s the little things that break the silence and build a bridge. Respect. Praise. Manaaki.
But it’s not just about good vibes. It’s about responsibility - from top down and bottom up. It’s about building up our industry to a place where people feel safe enough to speak up. And where they know they’ll be heard.
“At the end of the day everyone in the industry is human. We're all just trying to do a job to make a bit of money. Everyone is doing the best they can with what they have. And when you approach situations with manaaki, you're more likely to get the outcomes you want, as well as build rapport with those people you are working with.”
So, we pass it off to you. What do you think?
Get Help & Support
In an emergency please dial 111 if you think you or someone else is at risk of harm
You can also, escort the person to the nearest hospital emergency department, or phone your local DHB Mental Health Crisis team
Visit www.mentalhealth.org.nz/get-help/in-crisis/ for more information.Free phone or text 1737 to communicate immediately with a counsellor
You can also reach out through the MATES in Construction Helpline: 0800 111 315