In this latest episode of Build & Thrive, Jennie Armstrong welcomes a very special guest: Stuart Mace, the newest team member at Construction Health & Wellbeing.
This conversation is more than an introduction. It is a deep dive into why the construction industry must move beyond good intentions and start tackling the root causes of work-related stress and psychosocial risk.
If you prefer to listen or watch, this episode is available as both a podcast and video. But if you would like a detailed overview of the key themes, insights and practical takeaways, this blog will walk you through them.
The Person Behind the Role
Before discussing systems and standards, Stuart shares something more personal. His journey into workplace health and wellbeing is deeply rooted in lived experience.
Reflecting on his upbringing and personal values, Stuart explains how those foundations shape how he shows up at work. He also speaks candidly about his wife’s mental health decline over the last five to six years and how that experience changed his perspective.
“It was kind of really looking at… what are my next best steps to be that good husband?” – Stuart Mace
That experience fuelled his decision to focus on meaningful work that makes a difference.
His professional background is equally distinctive. Starting in health and fitness science, Stuart went on to spend 16-17 years in recruitment, eventually interviewing over 10,000 candidates. That experience gave him unique insight into why people leave organisations.
“Money is very rarely the driver to move away. It’s the psychosocial hazards in the organisation.” – Stuart Mace
That sentence alone should give every construction leader pause.
Why People Really Leave
One of the most powerful insights from Stuart’s recruitment career is this: people rarely leave because of salary alone. They leave because of:
- Poor relationships
- Excessive demands
- Lack of communication
- Toxic cultures
- Feeling unheard
In other words, psychosocial hazards.
These are not abstract concepts. They are everyday workplace realities that, if left unmanaged, lead to churn, absence, burnout and reduced performance.
Jennie reinforces the business case:
“There’s organisations that do this well. There’s so many other benefits with people working well, performing better… the retention.” – Jennie Armstrong
Construction already understands risk management. The challenge is extending that mindset beyond physical safety and into psychological safety.
Stress: The Word That Makes People Roll Their Eyes
In construction, the word “stress” can still trigger scepticism. As Jennie notes, some see it as “playing the stress card” or not coping with hard work.
Stuart challenges that perception.
He explains that today’s workforce is fundamentally different:
- Multiple generations working side by side
- Blurred boundaries between work and home
- Technology driving constant connectivity
- Increased cognitive load
- Societal pressures and information overload
“There’s only so much cognitive load we can take.” – Stuart Mace
He also highlights growing regulatory scrutiny. The Health and Safety Executive has begun issuing notices relating to psychosocial risks, and other countries such as Australia and New Zealand are further ahead in legislation.
Ignoring psychosocial hazards is no longer a viable strategy.
“Ignorance is not a defence. If it’s happening, it’s happening.” – Stuart Mace
Stress Risk Assessments: Why They Feel So Difficult
Despite being skilled in risk management, many organisations struggle with stress risk assessments.
Why?
Stuart suggests several reasons:
- Fear of what they might uncover
- Uncertainty about how to respond
- Discomfort with difficult conversations
- Confusion between organisational and individual responsibility
A key misconception is that organisations must eliminate all stress. That is not realistic.
As Jennie explains, it is about risk minimisation “to as low as reasonably practicable.” Some external stressors cannot be removed, but internal ones often can.
Another powerful point emerges around care and attention.
Jennie notes that often the most meaningful part of the process is simply being listened to:
“Just the process of having someone… understand them… feeling like someone is paying attention and caring… is the powerful part.” – Jennie Armstrong
Stuart agrees. Consultation is critical.
“The answers already in your workforce. You just need to want to listen to them and then be able to act upon them.” – Stuart Mace
Moving Beyond Policy-Driven Thinking
A recurring theme in the episode is the danger of defaulting to policy rather than people.
Stuart shares an example of a project manager who followed policy rather than considering what was best for an individual struggling with workload.
He reframed the question:
“What do you think is the next best right thing for that individual?” – Stuart Mace
Rigid application of policy may protect the organisation on paper, but it does not always protect the person.
Reasonable adjustments, flexibility and human judgement are essential.
“If you do put in the right interventions, you’re going to get that repaid by that individual.” – Stuart Mace
This is not about being soft. It is about being strategic.
ISO 45003: Less Scary Than You Think
ISO 45003 often feels intimidating. It sounds complex, technical and resource-heavy.
Stuart demystifies it.
If an organisation already holds ISO 45001, they are well on their way.
“If you have 45001, you know how to get 45003… you’re 75% of the way there.” – Stuart Mace
ISO 45003 simply formalises what good psychosocial risk management looks like:
- Identifying psychosocial hazards
- Assessing risks
- Consulting employees
- Implementing controls
- Continually improving
It is not a one-off exercise. It is an ongoing commitment.
Most importantly, it signals something powerful to the workforce.
“It really does demonstrate… that your organisation cares.” – Stuart Mace
Mental Health First Aiders: Valuable but Not a Silver Bullet
Mental Health First Aid has become the default response to workplace mental health challenges.
Stuart offers a balanced perspective.
He believes MHFA is valuable for society and peer support:
“You’ve got an employee holding their hand up and saying, ‘I want to help my fellow colleagues.’ I think that’s brilliant.” – Stuart Mace
However, he is clear about limitations:
“I don’t think the signposting is going to solve an organisational issue.” – Stuart Mace
He also raises a critical risk: organisations may expose volunteers to vicarious trauma without proper protection or support.
“Organisations are exposing their colleagues to a risk… and they’re not protecting them from that.” – Stuart Mace
The lesson is not to abandon MHFA, but to integrate it into a wider psychosocial risk framework. Peer support must sit alongside systemic change.
What Should Organisations Do First?
When asked for a practical starting point, Stuart’s advice is simple:
Gather data.
“I think you’ve got to look at gathering some data as to what is happening in your organisation.” – Stuart Mace
That might include:
- Absence data
- Exit interviews
- Engagement surveys
- Informal consultation
- Stress risk assessments
The goal is to understand root causes, not just symptoms.
“We probably want to tackle root cause.” – Stuart Mace
From there, organisations can:
- Consult meaningfully with employees
- Prioritise key risks
- Implement proportionate controls
- Demonstrate action
- Review and improve
This is standard risk management thinking. Construction already excels at that in the physical domain.
The opportunity now is to apply the same discipline psychologically.
Key Takeaways from This Episode
- Psychosocial hazards are a major driver of staff turnover and absence.
- Stress risk assessments are not about eliminating stress, but managing it responsibly.
- Listening and consultation are powerful interventions in themselves.
- ISO 45003 builds on systems many construction organisations already have.
- Mental Health First Aiders are valuable, but they cannot replace systemic change.
- Ignoring psychosocial risk is increasingly a legal and reputational risk.
- The solutions often already exist within your workforce.
Listen or watch the full episode of Build & Thrive to hear the complete conversation with Stuart Mace and host Jennie Armstrong.
🎧 https://www.buzzsprout.com/2431164
📺 https://www.youtube.com/playlist?list=PLEoibJLDuFnnT3qSQw37LKPG6xlyvCj7B
Join the Conversation!
Do you have experiences or thoughts on addiction and recovery in construction?
Drop a comment below or share this post to help break the stigma. Together, we can make wellbeing part of the culture – not just the policy.
Thank you to GKR Scaffolding for sponsoring the Build & Thrive podcast and supporting our mission to improve health and wellbeing across the construction industry.
At Construction Health & Wellbeing, we help organisations create healthier, happier, and more sustainable workplaces.
Contact us today to learn how we can support your strategy.
Learn more about the people and organisations mentioned in this episode:
Jennie Armstrong: https://www.linkedin.com/in/jenniearmstrong/
Construction Health & Wellbeing: https://constructionhealth.co.uk/
Stuart Mace: https://www.linkedin.com/in/stuartmace/
GKR Scaffolding (sponsor): https://gkrscaffolding.co.uk/
