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<\/p>\nCivil and infrastructure engineers are proud of the infrastructure they create and the positive impact it has on society.<\/p>\n
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Janet Young is the ICE Director General and Secretary<\/p>\n
But like any other profession, there are unique pressures. Long hours, extensive travel, demanding deadlines and uncertainty can contribute to significant stress.<\/p>\n
People are behind every project, and it is our responsibility to ensure that they are supported, valued and able to thrive.<\/p>\n
That is why I warmly welcome the Construction Leadership Council\u2019s new Mental Health in Construction Joint Code of Practice and encourage all ICE members to engage with it and champion its adoption.<\/p>\n
The case for action is undeniable. The construction industry continues to experience disproportionately high rates of poor mental health and sadly, suicide. Suicide rates among men working in UK construction are almost four times higher than the national average, a stark reminder that we must do more to address this issue.<\/p>\n
However, it\u2019s not something that can be tackled by one organisation.<\/p>\n
Our industry is interconnected, with clients, consultants, contractors and suppliers all influencing the environments in which people work. Meaningful change therefore requires collective action.<\/p>\n
That is the real strength of the joint code of practice. It provides a common framework that can be adopted across organisations of different sizes and disciplines, creating shared expectations and a consistent approach to improving wellbeing. By working together, we can reduce stigma, encourage open conversations and ensure that support is available when it is needed.<\/p>\n
Too often, conversations around mental health begin only when someone has reached crisis point, so a key component of the code is prevention.<\/p>\n
It recognises that we must address the underlying factors that can contribute to poor mental health before they become overwhelming.<\/p>\n
Drawing on research and industry engagement, it identifies five key areas that affect workforce wellbeing: working patterns, operational demands, workplace culture, financial pressures and access to support.<\/p>\n
The ICE has long championed the importance of health, safety and wellbeing, and we remain committed to supporting our members. Additionally, the ICE Benevolent Fund provides dedicated support to member and their families during challenging times.<\/p>\n
We have excellent foundations in place, but we can go further.<\/p>\n
I urge all ICE members to review the CLC\u2019s code, consider how its principles can be embedded, and contribute to building a healthier, more supportive construction industry.<\/p>\n
Together, we can ensure that no one faces mental health challenges alone.<\/p>\n