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Contents 

(1) Why does workplace mental health matter?

(2) What are employers expected to do?

(3) Why is stress a growing safety risk?

(4) Mental health in construction: what's changing?

(5) How does fatigue impact safety at work?

(6) Mental Health Training & Qualifications 

(7) How can employers take action?

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Introduction

Workplace mental health is changing - and so are the expectations on employers.

For many organisations, support has traditionally started when someone is already struggling. But there is a clear shift towards something more proactive: giving people the skills, confidence and understanding to look after their mental wellbeing everyday.

This isn't about replacing support when it's needed. It's about strengthening it and building a healthier workforce.

So the question is...

Are we doing enough to support our people before challenges arise? 

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1. Why Does Workplace Mental Health Matter? 

Employers across the UK are being encouraged to take a more active role in supporting mental wellbeing.

Campaigns such as World Mental Health Day continue to highlight the importance of integrating mental health first aid alongside physical first aid as part of a well-rounded approach to workplace wellbeing. 

Research from organisations such as the Chartered Institute of Personnel and Development (CIPD) and the World Health Organisation shows that stress and mental health challenges remain some of the leading causes of absence and reduced productivity.

This is not a niche issue; it affects every workplace, of every size.

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2. What Are Employers Expected to Do? 

There is a growing expectation that employers take a more structured and proactive approach to workplace mental health.

The Health & Safety Executive (HSE) has updated its First Aid at Work guidance (L74) to make it clear that mental health should be considered as part of first aid needs assessments, not just physical injuries.  

This reflects a wider understanding that 'health' includes both physical and mental wellbeing, and that both should be considered when assessing workplace risk. 

Alongside this, employers are increasingly expected to demonstrate how they are identifying and managing psychosocial risks such as stress in the workplace, not just documenting policies.

In practice, this means moving beyond written procedures and showing evidence that:

  • Mental health risks are being considered alongside physical safety risk
  • Supervisors planning a key role in spotting early warning signs
  • Conversations around wellbeing are happening in the workplace
  • Appropriate support and training are in place 
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3. Why is Stress a Growing Safety Risk?

Work-related stress is now recognised as a key health and safety concern, not just an employee wellbeing issue.

The Health and Safety Executive has made reducing work-related ill health - including stress - one of its main priorities for 2025-2026.  

In practice, this means stress should be treated in the same way as other workplace risk: identified, assessed, and managed, not left to chance or handled only after issues arise.

When stress is not addressed early, it can contribute to a range of issues, such as:

  • Increased absence and sickness levels
  • Reduced concentration and performance
  • Higher staff turnover
  • Lower morale across teams 
It also has a direct link to safety, particularly in higher-risk environments where fatigue, pressure and distraction can increase the likelihood of mistakes and incidents. 
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4. Mental Health in Construction: What's Changing? 

In construction, the conversation around workplace safety is evolving beyond physical hazards alone.

There is growing recognition that mental health, stress and fatigue all play a significant role in day-to-day site safety, performance and overall wellbeing.

The industry continues to face well-known pressures including:

  • Tight deadlines
  • Demanding and physically intensive workloads
  • Changing project conditions
  • Job insecurity and seasonal work patterns
  • Time away from home and family 

For employers, contractors and clients, this means taking a broader view of risk - one that considers both physical safety and the human factors that influence it. 

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5. How Does Fatigue Impact Safety at Work? 

Fatigue is increasingly recognised as a serious workplace safety risk, particularly in higher-risk industries such as construction.

When people are tired, their ability to think clearly, react quickly and make safe decisions is reduced, which can increase the likelihood of mistakes, near misses and accidents on site.

Fatigue can be caused by a range of workplace factors, including:

  • Long work hours
  • Early starts and late finishes 
  • Limited rest between shifts
  • Physically demanding work
  • Travel time to and from site
While Working Time Regulations set clear expectations around hours and rest, employers are expected to consider how work is planned in practice, not just what is written in policy. 

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6. Mental Health Training & Qualifications 

Now that we've explored how mental health, stress and fatigue are becoming part of everyday workplace safety, it's helpful to look at what mental health training actually involves and the types of courses available.

Mental health refers to our emotional, psychological and social wellbeing. It affects how we think, feel and behave, including how we manage stress, interact with others and make decisions in everyday life. Mental Health training is learning how to recognise, understand and respond to poor mental health issues in the workplace. It can range from short awareness sessions to more in-depth qualifications such as Mental Health First Aid. 

Training options include: 

Adult Mental Health First Aid (First Aider)

An accredited course that aims to teach how to recognise signs of poor mental health and provide initial support. 


Suicide First Aid

Training that helps individuals recognise when someone may be at risk and respond appropriately. 

Additional Training

While mental health first aid is essential, many organisations are now also focusing on practical, skills-based training to support everyday working life, not just when problems occur. These include:

Stress Awareness and Management e-learning course 

Helping individuals recognise stress early and manage it before it escalates. 


Resilience Training E-Learning Course 

Building the ability to cope with pressure, change, and workplace challenges. 


Communication Skills E-Learning Course 

Supporting better conversations, listening skills and colleague support. 


Mental Health Awareness for Managers E-Learning Course

Equipping managers and supervisors to confidently support their teams. 

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7. How Can Employers Take Action?

Supporting mental health at work doesn't need to be complicated. It starts with recognising it as part of everyday health and safety, and giving people the skills to respond in the right way. 

For many organisations, that means taking a more structured approach, combining awareness, practical skills and the right level of training across teams.

At HSS Training, we support organisations across the UK to embed practical mental health skills into everyday working life.With over 400 courses, 80+ experienced trainers and more than 60 locations nationwide, we can tailor training to suit your team, whether you're introducing mental health training for the first time, or building on existing skills and knowledge.

Our approach is simple, understand what you need and deliver training that works in practice.

If you'd like to explore mental health training for your organisation, you can speak to our team via live chat, email training@hss.com or call 0345 605 0006.