Workplace Profiles

2021 Thriving Workplace Score



of 19







The Construction industry includes construction of buildings, bridges or roads, site preparation, bricklaying, roofing, electrical and carpentry or painting services.

Graph – Thriving Score for the Construction Industry over time

Industry Thriving Score: Progress over Time

Workplace mental health and wellbeing in the Construction industry dropped slightly in 2021 to 67.0 out of 100, however is still performing well compared to other industries (ranking 4th out of 19), and ahead of the national average of 65.6.

The largest drop was in the leadership domain (down 1.0 point) followed by connectedness and culture. Positively, gains were seen in both the capability and policy domains.

This graph depicts the Thriving Score for the Construction Industry over time

Graph – Thriving Score for the Construction industry over time

What’s working well

Workers in the Construction industry continue to report feeling connected and committed to their teams. Over half of workers (54.2%) also feel their workplace is highly supportive of workers mental health and wellbeing. 2021 saw gains in some capability measures, in particular, team leaders ensuing workers have the resources they need to succeed in their roles and workers having access to mental health and wellbeing information and training.

Areas to focus on

Commit to training leaders with a policy

Although the policy domain score increased in 2021, there is still room for improvement. Particularly in relation to having a policy for leaders to have regular mental health and wellbeing training, which was the lowest scoring indicator for the industry.

What you can do?

If you need support developing, or updating, your mental health policy sign up to get an obligation-free call from of our Workplace Wellbeing Consultants who can help you through the process.

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Support staff to support each other

Another focus area for the industry is around staff having the knowledge and skills to support each other’s mental health and wellbeing. With nearly half (47.5%) of workers in the industry reporting experiencing a mental health condition in the last 12 months, it’s important workers have the knowledge to recognise when someone may be struggling and the skills to provide support.

What you can do?

This would be a great opportunity to build capacity in staff to learn more about mental health and wellbeing and how to take care of themselves to ensure they stay mentally well, even through challenging times.

To learn more about why the workplace is an ideal environment to support people’s mental health and explore some steps you can take to support a colleague, download the Peer Support booklet

Download the SuperFriend Peer Support Booklet

Or learn more about caring for your own wellbeing and engage in a confidential module to check-in on your wellbeing.

Get tips on managing your mental health and make your own self-care action plan
SuperFriend: Wellbeing check-in and action plan

Within this industry…


of workers have experienced a mental health condition* in the last 12 months
*Refer to Technical report notes


of workers feel their workplace is highly supportive of workers’ mental health and wellbeing


of workers plan to stay with their workplace for the next 12 months

Psychosocial Risk Profile

Psychosocial risks are workplace operations that increase stress and reduce mental wellbeing.
Read more

Inappropriate workload


Low recognition


Poor change management


Poor management support


Low job control


Poor role clarity


Poor workplace relationships


Poor working environment


Traumatic events



Table – Psychosocial Risk Profile for Construction industry

Highest Psychosocial Risk

The highest psychosocial risks facing the Construction industry are poor change management, inappropriate workload and
low recognition.

How can you manage this risk?

Poor change management

Change management, rewarding and recognising good work, and workload management are all impacted by how leaders engage with workers.

Remember that change impacts everyone differently. For change to be a success, workers must be continuously involved and informed. There should be no big surprises if leaders are communicating effectively and providing individual support throughout the change process.

  • Manage what is in your control and actively seeking clarification from senior leaders or other experienced staff either in a one-on-one conversations or via written communication where you can properly digest and explore concepts which sit uncomfortably with you
  • Learn to leave stress at work and detach through learning about our own stress response or stress in general
  • Engage in wellbeing practices that support you switching off and enjoying yourself when you are away from work.
  • Have a realistic exploration of the organisation’s history, readiness and ability to change before engaging in change
  • Gauge who is best placed to help co-design and facilitate change
  • Involve every layer of the organisation and seek to include all leaders with the company vision, equipped to manage change and motivated to support the change
  • Create ownership and buy-in in all levels through identifying solutions to the shared vision
  • Increase communication and clarity to ensure all workers feel supported
  • Although the change process is important, people matter. In person and one-to-one conversations are supportive and appreciated. This will support greater cohesion and a stronger collective vision and buy-in with any change.

Low recognition

When considering an inappropriate workload, whether that is too much or too little, it is important to explore actions such as:

  • Prioritising the most important tasks to be completed where workload is too high
  • Teaming up workers where workload is low, to support (and build connections) and perhaps learn new skills to add to your own skillset, or share some of your skills with others
  • Supporting workers to manage stress levels and know when they are being pushed to the limit, and
  • Focusing on what is controllable and realistic when workload is high, and check-in with workers often to see how they’re going.

Inappropriate workload

Think about implementing new strategies where there is low recognition. Through valuing each team member and recognising good work, each individual will feel more connected to the team, improving connectedness and culture. Examples of this may be:

  • Celebrating achievements e.g., weekly team meetings shout outs, lunch/coffee/pub voucher as recognition of good work, and
  • Incorporating regular, immediate and specific feedback via in-person chat to acknowledge effort, excellence and skillset.

Learn More

Ensure you’re equipped with knowledge about the positive and negative implications of change and have strategies to effectively manage change with SuperFriend’s Best Practice Approach to Managing Change presentation.

SuperFriend’s Best practice approach to Change Management Presentation

SafeWork Australia have information about psychosocial risks in the Construction industry. Read more in the link below.

SafeWork Australia: Mental Health in Building and Construction

Watch this case study from Heads Up about Delnas Metal Roofing.

Heads Up: Delnas Metal Roofing Case Study

Give leaders the knowledge and skills they need to support their teams mental health with SuperFriend’s Mental Health Essentials for Leaders course.

Mental Health Essentials for Leaders course
Learn more about how SuperFriend can help