Driving change: why industrial leaders must prioritise employee mental health

In the industrial world, from construction sites to manufacturing floors, mental health is often the invisible hazard. Absence rates linked to mental wellbeing are more than three times the national average, yet the issue remains under-addressed. For leaders in the ‘hard hat’ sectors, it’s a pivotal moment to lead with empathy, courage, and commitment to cultural change.

These industries are built on physical resilience, but the emotional toll is often overlooked. Despite growing awareness surrounding mental health, workers often face long hours, isolation, and high-pressure environments in addition to a culture where emotional honesty can feel out of place. The result is a workforce under growing strain, and a sector that’s only beginning to recognise the scale of the challenge.

Leadership plays a pivotal role in shifting workplace culture – especially when it comes to mental health. That means making support visible, fostering peer connection, and creating an environment where conversations about wellbeing feel natural, not difficult. Mental health should be a shared responsibility, supported from the top down, not something employees are left to navigate alone.

Leadership sets the tone

In environments where mental health conversations have long been sidelined, change begins not with policies or posters, but with people, especially those in senior roles. When leaders speak openly about their own experiences, it sends a powerful message: vulnerability isn’t weakness, it’s human. That kind of openness helps dismantle stigma and creates space for others to speak honestly about how they’re doing. Mental health issues rarely arrive out of the blue, and informal check-ins, whether during a morning briefing or over a cup of tea, can help spot the signs early. It’s about building a rhythm of care, not waiting for things to unravel.

Visibility plays a role too. Support only works when people know it’s there and feel safe enough to use it. Resources should be placed where they’ll be noticed; in communal areas, on payslips, during team meetings; and mentioned often enough that they become part of the everyday language of work.

The stigma is still strong, and it’s costing lives

Pirtek’s recent survey of 343 industrial workers revealed that nearly 40% had taken time off due to mental health struggles. The majority had experienced stress, anxiety or depression. Fourteen in every hundred had experienced thoughts of self-harm or suicide.

These figures are troubling, but they reflect a reality that many in the sector know all too well. In physically demanding, traditionally male-dominated environments, it can be difficult to speak openly. The pressure to perform, fear of being replaced, and lack of visible support all contribute to a culture where emotional wellbeing is often sidelined. And while this affects men and women alike, the silence surrounding it can be isolating and harmful.

Community is key

One of the most powerful insights from our conversations with mental health advocates and former military personnel is that the opposite of crisis is often community.

When people feel rejected or alone, they’re more likely to spiral. But when they’re part of a group where nothing is off the table, where they can speak without fear of judgement, they begin to heal. That’s why peer support matters. That’s why informal networks matter. And that’s why businesses must do more to create environments where people feel safe to speak.

Services like Andy’s Man Club, Hub of Hope and the Breakpoint Academy app offer accessible, judgement-free spaces for people to talk. Campaigns such as Under the Hard Hat have also helped raise awareness across industrial sectors, encouraging open conversations and reducing stigma in environments where silence has long been the norm. Employers can build on this momentum by introducing mental health first aiders, employee assistance programmes, and informal peer networks. The more options people have, the more likely they are to reach out before reaching crisis point.

Mental wealth starts with ownership

There’s a growing movement to reframe mental health as mental wealth; something to invest in, not just react to. That starts with self-awareness, but is sustained by culture. When people are encouraged to take ownership of their wellbeing, and supported in doing so, they become stronger assets to their teams, their families and themselves.

As leaders, our duty of care extends beyond the workplace. It reaches into homes, communities, and the wider sector. That responsibility means creating space for honesty, celebrating vulnerability, and ensuring support is both visible and accessible.

Awareness is only the beginning. What matters most is what we choose to do next.

Click here to explore the Under the Hard Hat campaign in more detail and access practical resources for your workplace.

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