A study published in the Journal of Construction Engineering and Management, by Centre for Business Innovations & Sustainable Solutions (CBISS) Director, Professor Sukanlaya Sawang and her colleagues at Queensland University of Technology, Australia (Dr Rebecca Langdon, Professor Lisa Bradley, Professor Cameron Newton), explores the role of social capital and social support in the mental health of infrastructure workers. The research highlights a crucial opportunity for infrastructure organisations to play a more active role in supporting distressed workers. Infrastructure sectors such as construction, mining, and energy experience disproportionately high levels of psychological distress and suicide risk. The paper reports alarming figures: close to 30% of workers surveyed fell into the severe psychological distress category, and suicide rates in infrastructure remain significantly higher than national averages.
What the Research Found
The study’s key insight is both surprising and deeply concerning:
Distressed workers actually reported having more social connections than non-distressed workers – yet they were receiving less meaningful support when they needed it.
In other words, having lots of contacts (social capital) does not guarantee access to real support. Many workers with high distress are not leveraging their networks to get emotional, practical, or informational help.
One finding particularly relevant to employers is that some distressed workers were more likely to turn to work colleagues than to partners or family members for support, especially for emotional or companionship needs. This opens a significant window for organisational intervention.
Why This Matters
The research reinforces that traditional approaches focusing only on individual coping skills or resilience training are insufficient. Prior studies have already shown that isolated resilience programmes do little to shift mental health outcomes in construction workers.
Instead, the authors argue for a multi-level intervention strategy that includes:
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workplace-level environmental changes,
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individual-level support, and
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access to treatment pathways.
This paper contributes to the second layer—building support through peer relationships.
Reflection
This research challenges common assumptions that “people just need to reach out more” or “bigger networks equals better support.” The evidence suggests that many distressed workers feel unable—or unwilling—to draw support from those closest to them, possibly due to:
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fear of burdening family,
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lack of emotional communication skills,
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stigma around vulnerability,
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long working hours and time spent away from home.
Workplaces where workers spend most of their time may therefore be one of the most viable environments to intervene. The construction site, depot, workshop, or engineering office could become a protective space rather than a risk environment.
What Can Industry Do? Practical Recommendations
Based on the evidence presented, there are several actionable steps organisations can take:
1. Invest in peer-support capability
Training programmes such as mental health first aid, connector training, or peer-listener models can equip workers with skills in empathy, active listening, and identifying risk. This doesn’t replace therapists—it opens the door to them.
2. Build structured social connection opportunities
Simple practices such as planned team check-ins, buddy systems, and safe spaces for discussion can break down barriers that stigma reinforces.
3. Recognise the role of supervisors
Supervisors and managers should be supported to develop psychologically safe communication skills—not just technical leadership.
4. Consider flexible policies supporting work-life balance
Many workers struggle because they are physically and emotionally distant from family support networks. Adjusting rostering and remote work patterns where possible may improve coping capacity.
5. Monitor outcomes, not participation
Tick-box wellbeing initiatives without cultural change risk worsening stigma. Evidence-based evaluation is key.
Looking Ahead
Industrial environments pride themselves on safety. Yet mental health safety is often treated differently from physical safety. This research makes clear that if workplaces develop stronger support mechanisms through colleague relationships, they could significantly reduce distress and ultimately save lives.
At CBISS, we believe this work offers an opportunity to rethink how organisational cultures nurture belonging, connection, and humanity—particularly in high-risk sectors. Social capital already exists in abundance. Now we need to ensure it is activated and accessible.
