Craig, HR Director at Seddon, explained that wellbeing programmes are often designed around office workers, who are easy to reach through email, intranets, webinars and campaigns. In construction, where people work across sites, supply chains and mobile teams, that approach often falls short.

Site-based workers can face financial, physical, mental and safety pressures all at once, yet they are often the least likely to see or use the support available. When support appears to be built around office routines, it can create a two-tier culture and reduce trust among operational teams.

Craig Carney, HR Director at Seddon, said: “Wellbeing cannot simply be designed centrally and distributed evenly. If support only works well for the people easiest to reach, it is not yet working well enough.”

Craig set out how Seddon shapes its wellbeing support around the way its people work. Site communications are reinforced through digital screens, toolbox talks and face-to-face briefings. Mental health conversations are built into site routines, and financial wellbeing support is shared through operational channels. Seddon’s Jordan’s Conversation initiative is also championed by operational teams, so it is part of everyday site life rather than a standalone campaign.

Craig also stressed the importance of listening to site workers before launching new programmes. Annual surveys can be too slow for fast-changing sites, so shorter, regular check-ins and informal conversations give a more up-to-date picture of how people are feeling.

By tailoring the language, timing and channels it uses for different groups, and building trust through consistent action rather than policy statements, Seddon aims to make sure its support reaches the people who need it most.

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