The impact of Mental Health on UK Trades

A large majority of tradespeople report mental health struggles such as anxiety and depression. A 2023 report called Behind the High Vis - a Mental Health White Paper published by On the Tools found that 93% of UK tradespeople have been impacted by mental ill health in some way, with 73% of all UK tradespeople surveyed experiencing mental ill health right now or in the past. A further 20% had not personally experienced mental ill health but knew another tradesperson who had. Lone working, financial worries, and job pressures are common causes. 

Duty of Care

UK employers - including SMEs - have a legal “duty of care” to protect workers’ health, safety, and welfare. This includes mental as well as physical health. Employers must take reasonable steps to prevent harm and stress in the workplace. 

Key Legislation

Health and Safety at Work etc. Act 1974

Requires employers to ensure a safe working environment “so far as is reasonably practicable” for all employees, which includes preventing work-related stress and other mental health risks. 

Equality Act 2010

Protects people with mental health conditions (if they are classed as a disability) from discrimination in employment. Employers must not treat someone unfairly because of a mental health condition and may need to make “reasonable adjustments”. 

Management of Health and Safety at Work Regulations

Employers must assess and manage workplace risks, including psychosocial risks like stress and burnout. There isn’t a separate “Mental Health at Work Act,” but mental health is covered across these pieces of law. 

Poor mental health leads to absenteeism, reduced productivity, and lost working days. According to HSE data from 2024-25, almost 1.9 million workers reported work-related ill health, with 964,000 people suffering stress, depression, or anxiety due to work. This contributed to millions of lost working days. For small businesses or sole traders specifically, many report mental health-related absences affecting their operations and team dynamics. 

Reasonable adjustments are practical changes an employer must make to remove or reduce disadvantages faced by someone with a disability.

Under the Equality Act 2010, a mental health condition can count as a disability if it:

• Has a substantial (more than minor or trivial) effect, and
• Is long-term (has lasted, or is likely to last, 12 months or more), and
• Affects day-to-day activities (e.g. concentration, sleep, communication, decision-making).

If that threshold is met, the employer has a legal duty to make reasonable adjustments.

Importantly:

• You do not need a formal diagnosis for adjustments to be considered.
• Once an employer knows or could reasonably be expected to know about the issue, the duty applies.

Working Hours & Patterns

Adjusting when or how long someone works.

Examples:

• Later start times for someone with depression or medication side effects
• Shorter working days temporarily during recovery
• Phased return to work after sickness absence
• Avoiding excessive overtime
• Flexible hours to attend therapy or GP appointments

Workload & Targets

Adjusting what or how much work is expected.

Examples:

• Reducing workload during high-stress periods
• Adjusting productivity targets
• Allowing more time for tasks
• Temporarily reallocating the most stressful duties
• Avoiding constant deadline pressure where possible
• Especially relevant in construction, manufacturing, logistics, and service trades.

Job Role or Duties

Changing certain tasks that worsen mental health.

Examples:

• Reducing customer-facing work for someone with severe anxiety
• Limiting lone working if it increases distress
• Avoiding high-conflict tasks (complaints handling, confrontations)
• Swapping tasks within a team where possible
• Adjustments do not have to be permanent.

Location & Working Environment

Adjusting where or how work is carried out.

Examples:

• Home or hybrid working (where feasible)
• Quieter workspace away from noise or pressure
• Allowing someone to work with a trusted colleague instead of alone
• Providing a calm space for breaks or decompression
• For site-based trades, this might mean adjusting site allocation, not removing site work altogether.

Breaks & Rest

Allowing additional or flexible breaks.

Examples:

• More frequent short breaks
• Time out during panic attacks or high anxiety
• Flexibility around break timing
• Permission to step away without penalty
• These can be very low cost and highly effective.

Support & Supervision

Changing how someone is managed or supported.

Examples:

• Regular one-to-one check-ins
• Clear written instructions instead of verbal only
• Consistent supervision instead of multiple managers
• A named contact person for support
• Mental health first aider access
• This helps prevent misunderstandings and escalation.

Communication Adjustments

Adjusting how information is shared.

Examples:

• Written follow-ups after meetings
• Clear expectations and priorities
• Advance notice of changes to schedules or sites
• Avoiding last-minute demands where possible
• Allowing time to process information
• This is particularly helpful for anxiety, PTSD, ADHD, and depression.

Time Off for Treatment

Allowing time for recovery or treatment.

Examples:

• Paid or unpaid time off for therapy
• Flexibility for medical appointments
• Temporary reduced hours without penalty
• Adjusting absence triggers linked to mental health
• Remember that penalising mental health-related absence can be discriminatory.

Training & Awareness

Adjustments that reduce stigma or misunderstanding.

Examples:

• Mental health awareness training for managers
• Training colleagues on respectful communication
• Adjusting disciplinary processes to account for illness

This protects both the employee and the business.

Failure to make reasonable adjustments can lead to:

• Disability discrimination claims
• Employment tribunal awards (often uncapped)
• Reputational damage
• Increased sickness absence and staff turnover

Small businesses tribunals often focus on effort and engagement, not money.

Reasonable adjustments are about fairness, not favouritism.

They are practical steps to help someone stay in work and work safely.

For most SMEs, reasonable adjustments are:

• Low-cost
• Temporary
• Flexible
• Based on conversation, not policy overload

Handled well, they reduce absence, improve loyalty, and protect the business legally.

Trade Direct is authorised and regulated by the Financial Conduct Authority. The company is a leading UK independent broker providing a wide range of policies to tradesmen and construction workers.

This note is not intended to give legal or financial advice, and, accordingly, it should not be relied upon for such or regarded as a comprehensive statement of the law and/or market practice in this area. In preparing this note we have relied on information sourced from third parties and we make no claims as to the completeness or accuracy of the information contained herein. You should not act upon information in this bulletin nor determine not to act, without first seeking specific legal and/or specialist advice. We and our officers, employees or agents shall not be responsible for any loss whatsoever arising from the recipient’s reliance upon any information we provide herein and exclude liability for the content to fullest extent permitted by law.