Written by LDCA Staff, image by ChatGPT

The local ICI construction industry is the engine of our economy and the most significant community builders both on and off site Beneath the safety vests and hard hats there s a growing, silent crisis. The traditional culture of "toughness", the extreme pressures of deadlines, long hours, and physical strain are taking a toll on our workforce.

The good news? The crisis is not going unnoticed. Construction leaders are starting to dismantle the stigma, driven by compelling statistics that prove mental well-being is a critical safety issue.

The Stark Reality: One in Three Report Poor Mental Health

The data from Statistics Canada is clear and sobering:

• 33% of men in the Canadian construction industry report having poor mental health. This figure is alarmingly high and indicates that a significant portion of the workforce is struggling every single day.

• More broadly, an analysis by the Construction Industry Rehabilitation Plan (CIRP) found that 83% of construction workers have experienced a mental health issue (ranging from moderate to severe).
  

These statistics highlight persistent issues like anxiety, depression, and burnout; all of which fundamentally affect safety, productivity, and, most importantly, quality of life. All of this data underscores the urgent need for intervention.

The Call for Change: Workers looking for More Support
While the industry has started to recognize the impact of mental heal the on site, workers feel there is a gap between what's needed and what's provided. The workforce itself is leading the call for more resources and employer engagement.

According to Statistics Canada, 64% of construction workers want their employers to do more to support their mental health.

This overwhelming desire for increased support indicates workers want wellness embedding on the job so that mental health to be treated with the same priority as physical safety. This means:

• Training: Equipping supervisors and crew leaders with training to recognize the signs of distress (like The Working Mind for the Trades).

• Encouraging Open Communication: Normalizing the conversation by making mental health a regular topic in Toolbox Talks, challenging the traditional  cultural norms.

• Access to Assistance: Ensuring every site, regardless of size, has accessible information related to crisis services, peer support, and any available Employee Assistance Programs (EAPs).

Off-Site: Leadership and Culture
Support must extend beyond the jobsite and be driven by leadership that sets a culture of responsiveness through:

• Destigmatizing Help: Leading by example by having senior leaders and managers openly advocate for mental wellness and utilize available resources themselves.

• Better Benefits: Increasing the scope of Extended Health Benefits (EHBs) to provide adequate coverage for therapy, counselling, and addiction services, which often only cover a handful of sessions.

• Flexible Work/Life Balance: Recognizing that long hours, out of town, remote work, and constantly changing schedules can wear on mental well-being.
  

Local Opportunities: Resources in Ontario
For local construction workers and employers, support is available and accessible. Taking the first step, whether for yourself or a co-worker, is the hardest, but the most important.

Are you a Health and Safety leader or  an HR team ember for your LDCA member company, looking to implement a mental health strategy for your workers? LDCA can help. You can register for Mental Health Matters: Constructions’ Silent Struggle, a three-part series presented for professionals  in the construction industry. FIND OUT MORE

Written by LDA Staff and ChatGPT

In the world of construction, success hinges on more than just blueprints and physical labor. It requires leadership that innovates, fosters collaboration, and drives the entire industry forward.

Case in point: There was no local construction association in London, Ontario when the collapse on January 3, 1898, of  City Hall's top floor, resulted in the deaths of 14 people and many other injuries. In the wake of the disaster, (just over four weeks later), several industry  champions mobilized local construction companies to come together to form the London Builders' Exchange (LBE), (this organization would eventually become the LDCA).

The members of LBE, (the third construction association formed in Canada), connected with the Toronto builders, and another exchange in Detroit, selected a Board of Directors and began operating under a core principle that still guide the LDCA over a century later: exceptional leadership is necessary for ensuring the success and the safety of  everyone working in the construction industry.

LDCA’s committed leadership  has demonstrated a steadfastness, which is evident in its continuous advocacy, education and professional development resources, member services, and dedication to safety and community engagement

Advocacy and a Collective Voice
We work to maintain strong relationships with local, provincial, and national government bodies, ensuring local industry's concerns are heard and addressed in policymaking.

During the early stages of the COVID-19 pandemic, LDCA provided daily updates to its members on new health and safety standards, working with government ministries to disseminate new protocols quickly. This proactive approach helped construction sites stay operational and workers safe.

Education and Skill Development
Leadership in construction means preparing the workforce for the future and supporting workforce development. LDCA provides extensive educational and  professional development resources and access to leadership training through our Education partners, CCA, BuildForce Canada and IHSA. We continuously work to find ways to offer  members opportunities so they can stay competitive up-to-date and plan for the future. LDCA recently added courses by Constructing Minds and ESCTT for Microsoft Excel training.

The LDCA also recognizes the importance of attracting a new labour force to the skilled trades. LDCA has led the way for our local Level UP Skilled Trades Fair; initiating on site builds and expanding the scope of the event through member participation. By offering this kind of targeted promotion to middle and High School aged students, the LDCA helps to close the skills gap and build a stronger, dedicated workforce for the future.

Innovation and Business Support
LDCA's leadership extends to fostering innovation and providing crucial business support. The association offers members access to the Link2Build Electronic Plans Room, an exclusive portal with bid opportunities, and a consistent, comprehensive flow of information and updates which impact our industry, including:

• Industry forecasts
• Construction legislation updates
• Health and Safety information
• Green and Sustainable building methods and materials
• New industry technology for improved site safety and management.

LDCA also provides Networking Opportunities which helps keep our members connected helping to build and reinforce industry relationships. The annual How’s Business Symposium is an example of both education and networking combined. LDCA also provides member access to a flow of accessible news and industry updates.

Community Engagement and Safety
LDCA champions a culture of safety excellence via connection s with League of Champions and sits on the Ministry of Labour Skills and Training Health and Safety Committee. We provide resources and training to help member companies develop site safety management programs, which protects workers' lives and thereby protects our industry. The LDCA created an environment where safety is a core value, not just a regulatory requirement.

LDCA's existence is rooted in industry leadership. Our core principle is still that exceptional leadership is necessary for ensuring the success and safety of everyone in the construction industry.