Why workplace wellbeing is critical for the property and construction industry

In the property and construction sector, the focus is overwhelmingly on bricks, schedules, and budgets. But if we want to build stronger, more resilient organisations, we need to recognise that one of the most critical foundations is how people feel, connect, and show up at work, writes Nick Rusling of the Greater Manchester Wellbeing Series.

The Greater Manchester Wellbeing Series focuses on workforces across the region fostering mental wellbeing and social connections through running, walking, meditation and mindfulness. Workplace wellbeing is more important than ever.

According to a recent KPMG survey, 45% of full-time professionals now say they feel “isolated and alone” at work at least some of the time. That’s nearly double the share from a year earlier.

In construction, the issue is more acute. The 2025 CIOB Mental Health in the Built Environment report reveals a worrying mental health crisis in the industry. Over a quarter (26%) of workers said they’ve experienced suicidal thoughts. But only 56% of organisations have a formal mental health policy.

In an industry where teamwork, coordination and reliability are everything, such a trend should ring alarm bells.

Construction is particularly vulnerable because of the way the industry is structured. Long hours, uncertain pipelines of work, tight margins, and delayed payments all contribute to stress, anxiety, and fatigue. This matters, not just for individuals, but for the performance and sustainability of companies.

When mental health is ignored, it undermines productivity, increases turnover, and can lead to catastrophic outcomes.

On-site or in the office, every successful build or development depends on teams who trust each other, communicate openly, and feel safe. In a tight labour market, organisations will win not just on salary, but on culture and belonging. In construction and property, embedding wellbeing into how you operate becomes a competitive advantage.

Nick Rusling is the former owner of the Manchester Marathon. Credit: Tom Pitfield

What does this mean in practice?

From my experience leading mass-participation sporting events, I’ve seen what happens when people feel connected, supported, and seen. It doesn’t just transform individuals; it changes how organisations operate, how teams collaborate, and how work is delivered.

For construction firms, wellbeing should be a strategic priority and embracing this could deliver real ROI: lower attrition, higher engagement, better-quality delivery.

In regions like Greater Manchester and across the North, we have a real opportunity. That is why we’ve created the Greater Manchester Wellbeing Series[PT1] : comprising two flagship events designed to improve mental, physical, and social wellbeing. We are inviting organisations of all sizes to participate.

The Greater Manchester Wellbeing Series aligns seamlessly with the combined authority’s community-led Live Well strategy, which seeks to shift the focus from crisis to prevention. Greater Manchester was selected for this UK first series, because the region leads when it comes to genuine collaboration and setting global standards for workplace wellbeing.

We are proud to have the support of Mayor Andy Burnham for this initiative. He agrees with us, saying: “Wellbeing shouldn’t be a privilege; it should be something everyone can take part in. The Greater Manchester Wellbeing Series gives every organisation, large or small, the chance to make movement and mindfulness part of everyday life. It’s a great example of our city region’s inclusive approach to health and work.”

For those of us delivering developments, infrastructure, and regeneration, the most important ‘build’ of all is the one we are doing with our people. When they feel connected, capable, and energised, the projects reflect it. The bottom line improves. The reputation grows. The region thrives.

• Nick Rusling is chief executive of the Greater Manchester Wellbeing Series