Providing support is only useful if people can find it and feel comfortable using it. The Casey Group recognised that employees working on construction sites could face particular barriers, from limited visibility of available help to uncertainty about starting a personal conversation.

In its submission to The SHE Show Inspiring Change Awards 2026, Casey describes a three-year effort to make wellbeing more accessible and more openly discussed. The approach combines leadership training, workplace visits and dedicated time for the whole business to focus on health and wellbeing.

Conversations with employees, managers and Health & Safety Representatives identified three challenges. Support was not always visible on live sites, discussions often began only when someone was already struggling, and some managers wanted to help but lacked confidence in how to approach the subject.

Casey responded by taking support to the workforce. Its Health & Wellbeing Roadshow visits offices and live construction sites, bringing access to advice on subjects including mental health, musculoskeletal health, nutrition and financial wellbeing. This makes participation more practical for colleagues whose work keeps them away from an office.

The company also introduced its Wellbeing & Health Day, closing the business so every employee has the opportunity to attend. By making working time available, leaders give participation a visible place alongside project commitments. At the time of the submission, Casey was preparing to hold its third event.

Previous events included speakers Jason Fox and Ricky Hatton, who shared personal experiences and encouraged discussion about seeking support. Practical advice and opportunities for conversation complement the speaker sessions. Employees’ suggestions help shape subsequent events, keeping the agenda connected to their needs.

The day forms one part of a continuing approach. Welfare conversations, visits and year-round activities provide other routes into discussion, so someone does not have to wait for a scheduled event to ask for help or raise an issue. Different opportunities also recognise that people may feel more comfortable participating in different settings.

Leadership capability is a major element. Casey reports 72 trained Mental Health First Aiders across the business, including every director, senior leader, line manager and Health & Safety Representative. The company describes this network as a way to make support visible and improve confidence in having early wellbeing conversations.

Leaders also attend activities and take part in discussions. Their involvement helps demonstrate that wellbeing is a subject people can raise at work. Employee feedback from welfare meetings, site visits and previous events informs how support develops, giving colleagues an ongoing role in shaping the approach.

Casey reports that employees increasingly suggest topics, share their experiences and look out for colleagues. It also describes managers becoming more confident in recognising when someone may need support. These observations indicate how the company believes conversations have changed; the submission does not provide a quantified measure of improvements in employees’ health.

The distinction matters when assessing impact. Training numbers and the availability of activities demonstrate investment and reach, while changes in everyday experience need continuing attention. Casey’s account places particular value on employees initiating conversations themselves, rather than relying entirely on managers to begin them.

For the wider SHE community, the practical lesson is to consider access as well as availability. Casey makes time for participation, takes support to live sites and develops the people who have daily contact with teams. Keeping those routes active throughout the year gives wellbeing conversations a place within normal working life and creates opportunities for employees to influence what support comes next.

Based on The Casey Group’s submission for The SHE Show Inspiring Change Awards 2026. Programme progress is as reported in September 2026.