Bruce Morton
Senior Loss Control Consultant
This content discusses suicide and mental health. If you or someone is in immediate danger, call your local emergency number or, in the U.S., call or text 988 (U.S. Suicide & Crisis Lifeline) for immediate support.
According to a 2024 Occupational Safety and Health Administration (OSHA) report, the construction industry has higher suicide rates compared with many other sectors. Employers and industry groups are increasingly focusing on workplace mental health in response.
Estimates vary, but public‑health authorities and many studies report that a substantial proportion of people who die by suicide had an identifiable mental‑health or substance‑use condition. Early identification and treatment are generally associated with better outcomes. Cultural and practical barriers in construction can make early help harder to access; employers can take operational steps to reduce those barriers while referring clinical matters to licensed health professionals.
Key contributing factors
Workforce makeup
According to the Bureau of Labor Statistics, the U.S. construction workforce is predominantly male; men generally have higher suicide rates than women. Evidence from the CDC also indicates women in construction may have elevated suicide risk relative to women in other sectors.
Workplace culture and conditions
Cultural norms that prize toughness can discourage people from acknowledging mental‑health concerns or seeking help.
- Fear of shame or judgment for admitting problems
- High‑stress, deadline‑driven work with long hours and fatigue
- Seasonal work and layoffs that strain family finances and relationships
- Extended periods working away from home and limited control over job tasks or schedules
- Chronic pain from physical work, which can increase risk for substance misuse
External factors
The COVID‑19 pandemic has exacerbated some existing stressors and introduced new challenges for many workers.
Why early help matters
Outcomes are generally better when mental‑health and substance‑use conditions are identified and treated early. Employers can take practical, operational steps to reduce barriers and create safer workplaces. Clinical assessment and treatment decisions should be made by qualified health professionals.
A practical three‑part approach for employers
Consider a proactive program built around prevention, identification, and response. Where clinical concerns arise, refer employees to licensed clinicians, EAPs, or community resources.
Prevent problems where possible (operational steps):
- Promote awareness of mental‑health risks and regularly share information about supports and how to access them.
- Include mental‑health resources and access information in new‑hire orientation.
- Make it easier for employees to find mental‑health services; explain how confidentiality generally applies and advise employees to consult EAP vendors or benefit documents for specifics.
- Remind employees about mental‑health benefits during annual renewals and benefit communications.
- Frame supports as contributing to overall health, family wellbeing, and on‑the‑job performance.
Identify who may be at risk (nonclinical actions):
- Observe for signs of increased stress, marked changes in behavior, or sustained declines in performance.
- Offer training for supervisors and peers to recognize warning signs and to hold confidential, supportive conversations that encourage help‑seeking.
- Empower colleagues to check in with one another and to connect people to resources early; emphasize these are supportive, nonclinical conversations.
Have a response plan for crises (refer to clinicians):
- When safety concerns arise, promptly refer the employee to a licensed mental‑health professional or crisis services to assess risk and, if appropriate, develop an individualized safety plan.
- Identify who should be part of an employee’s workplace support team and ask the employee what they find helpful.
- Review leave, schedule, and accommodation policies regularly and consider temporary adjustments when clinically appropriate and consistent with company policy and applicable law; consult legal counsel on accommodation and leave obligations.
- When suicidal risk is identified, follow clinical guidance and reputable public‑health recommendations on reducing access to lethal means.
- Plan for extra support during economic downturns, layoffs, or furloughs, as these events can be triggering.
- Provide compassionate support after a suicide death and follow recognized postvention guidance from authoritative sources.
Leadership responsibilities
Management should demonstrate ongoing support by:
- Acknowledging that employees may face life challenges, mental‑health conditions, and substance‑use disorders.
- Assessing the company’s readiness to respond and identifying gaps in supports and benefits.
- Communicating regularly about mental‑health promotion, suicide‑prevention priorities, and how employees can access help.
- Making clear what supports exist and how employees can access them; availability and coverage depend on benefit plan terms and carrier/provider networks.
- Providing access to appropriate training, assessment resources, and referrals to licensed mental‑health services or EAPs.
Industry resources such as the Construction Industry Alliance for Suicide Prevention (CIASP) and public crisis lines like 988 (U.S. Suicide & Crisis Lifeline) are available for immediate support and additional guidance.
How Marsh McLennan Agency (MMA) can support your organization
MMA can help you assess needs, identify potential resources, and coordinate with vendors and carriers. We also offer a Mental Health Toolkit for employers to use as a starting point for planning. Contact your MMA representative to discuss next steps and available tools.
Marsh McLennan Agency (MMA) is an insurance broker and does not provide healthcare or insurance coverage. Coverage and benefit determinations are made by insurers and governed by policy language and carrier practices. MMA can assist with planning and vendor coordination, but implementation of clinical programs, medical treatment, and final coverage decisions are the responsibility of licensed providers, insurers, and third‑party vendors; named resources are provided for convenience and do not imply endorsement.
