Article / 18 Feb 2025

Does construction have a substance abuse problem – and what can it do about it?

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Gateley Legal

Despite efforts to raise awareness of the issue by trade unions, industry bodies, and charities, substance abuse remains a significant problem for the construction industry. Here, we examine the extent of the problem, the reasons behind it, and why a solid policy on drugs and alcohol is the first step towards solving it.

Drug and alcohol abuse in the construction industry is a “widespread and very serious issue.” That’s according to Scottish Plant Owners Association (SPOA) president Callum Mackintosh, in his criticism of a key industry body for failing to prioritise tackling substance abuse.

“Alarming research published by the Considerate Constructors Scheme found that 59 per cent of those surveyed had concerns over the effects of drugs and alcohol in construction, 35 per cent noticed their colleagues under the influence of drugs and alcohol, and 25 per cent agreed that drugs and alcohol affected them at work through tiredness,” he said. “This simply cannot be allowed to continue.”

  • Why is substance abuse more common in construction?

    Certainly, the physically and mentally demanding nature of construction work plays a part. Workers must often meet tight deadlines with small budgets and a frequently reduced workforce, not to mention take extended periods of time away from friends and family.

    “It’s a high-pressure environment,” Worksafe Partnership managing director Mark Carrington said to The Guardian. “A lot of guys are away from family all week, when every night you might be on the booze, you’re in a room by yourself. Loneliness, the drink, the pressure – the banter when it goes too far and becomes bullying.”

    According to a report on mental health in the built environment published by the Chartered Institute of Building (CIOB), an overwhelming majority of respondents had suffered from some form of mental health issue.

    Of the 2,000 respondents, 87 per cent had experienced anxiety, while 70 per cent had experienced depression. Nearly all respondents (97 per cent) had experienced stress, with 26 per cent even having suicidal thoughts. This led to CIOB president Professor Charles Egbu declaring mental health and wellbeing a “silent crisis”.

    “Construction is a high-risk industry, with numerous physical and structural issues,” he said in his foreword to the report. “These run throughout the industry, ranging from long and demanding working hours through to tight and often difficult to reach deadlines. The construction industry’s business model has also led to numerous issues and uncertainty over future workloads, both of which disproportionately affect small and medium-sized businesses.”

    More recent data suggest this trend is not improving. One study, for example, found that 73 per cent of UK builders were experiencing mental health problems every month, while 45 per cent had such symptoms on a weekly basis.

    Considering that 92 per cent of respondents also did not feel comfortable discussing their mental health with others, the real percentage of workers experiencing mental health problems is likely to be significantly higher.

  • What are the risks of substance abuse in construction?

    When frequent stressors of unrealistic deadlines, time pressures, risks of injury, and too much work are not managed effectively, this can lead employees to ‘self-medicate’ through more unhealthy coping strategies, such as drugs and alcohol.

    This is particularly problematic for construction work, the very nature of which carries a greater level of risk than does an office-based job. 
    Activities in construction, such as driving plant machinery or working from height, often require a certain level of skill, coordination, and concentration, all of which are significantly reduced by certain substances.

    Drinking alcohol, for example, slows reaction times, as well as affecting the brain’s ability to process information. It also affects judgement, meaning an intoxicated individual is less likely to adequately assess risk, more likely to underestimate it, and, in some cases, at a greater propensity to indulge in risk-taking, and even dangerous behaviours.

    Substance abuse is not just a risk for individuals and co-workers. Businesses can also lose significantly in terms of productivity and profitability due to absenteeism, high-turnover, and long-term sickness. In fact, it is estimated that drugs and alcohol abuse among employees costs the UK economy more than £7 bn each year.

    In some cases, employers can also be held liable for the behaviour of employees while intoxicated. Under the Corporate Manslaughter and Corporate Homicide Act 2007, for example, an employer could be prosecuted and face an unlimited fine of up to £20m if a driver is under the influence of drugs and/ or alcohol when driving for work.

  • Why is tackling substance abuse an employer’s responsibility?

    Under the Health & Safety at Work etc. Act 1974 (HSWA 1974), employers have a duty “to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all [their] employees.” This includes protecting, not just those who may be suffering with a drug or alcohol problem, but also those around them who may be at risk.

    Under the HSWA 1974, an employer must ensure that plant, systems, and workspaces are well maintained and safe to use. Employees must also be adequately trained and supervised, and work in an environment that is safe and properly provisioned with welfare facilities.

    While all of these elements can help to prevent substance abuse in some cases, there are specific steps that employers must take beyond the general obligations stipulated in the HSWA 1974.

A step-by-step approach to managing substance abuse

  1. Step one: Create a policy

    Every organisation should have a policy that covers its rules on drugs and alcohol, consequences for breaching these rules, and any preventative measures, such as frameworks for providing support where an employee may be struggling. Many construction organisations and trade unions provide templates that employers can use as a starting point, however a policy should include as a minimum:

    • To whom the policy applies. This could include senior management, employees, subcontractors, and other third parties.
    • Why the policy was created. This should include holding employees accountable for their behaviour when at work, but also outline the employer’s responsibilities regarding health, safety, and welfare.
    • The definitions of substance abuse and dependency. Many organisations choose the legal driving limit as a benchmark for their drugs and alcohol policies. Where work is particularly high-risk, or in a hazardous area, however, employers may deem it necessary to impose stricter rules. Policies should also distinguish between abuse and dependency, the latter of which should be approached in a similar manner to any long-term illness.
    • Frameworks for seeking support and reporting concerns. Although highlighting disciplinary procedures is important, it is key for organisations to develop, and communicate, a framework through which employees can voice concerns or seek help before an issue develops into a more significant, long-term problem.
    • Responsibility for overseeing, communicating, reviewing, and updating the policy. Effective policies should always be communicated from the top-down. As such, the policy should make clear the steps management will take to own, and take accountability for, the policy’s implementation, as well as how it will be communicated to the wider business.
    • Additional, specific measures for tackling substance and alcohol abuse, such as screening. This is not something to be implemented lightly, and comes with a raft of additional legal considerations, including how the results of such tests will be used, stored, and processed, as well as an employer’s position should an employee refuse a test. In many cases, drug screening will require its own policy to cover when, where, how, and why it will be enforced, as well as an organisation’s response to specific test results. Before considering implementing a screening policy, businesses should always seek legal advice.

  2. Step two: Raise awareness

    A well-worded, comprehensive policy that no-one knows about is next-to useless. Employers should also consider when, where, and how this policy will be embedded, whether this is at regular intervals throughout the year, or during induction training.

    As a minimum, all employees need to be aware of:

    • the rules on drugs and alcohol abuse for their organisation;
    • the consequences for breaching them;
    • the immediate and long-term risks of substance abuse;
    • spotting signs of drug and alcohol misuse or dependency;
    • where to go for support, advice, or when reporting concerns.

  3. Step three: Develop the culture

    Drug and alcohol abuse is often symptomatic of deeper issues relating to mental health. As such, employers should take the time to examine their workplaces and perhaps even seek feedback from employees. What’s working well? What is missing? Do employees feel valued and supported and if not, why not?

    The stigma surrounding mental health is not a quick fix, but it can be lessened through leading by example. This means establishing a framework that, not only provides clear expectations for employees, but also supports them to speak honestly and openly about their experiences and, where necessary, seek help.

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