Companies that intentionally focus on their employees’ mental well-being will reap the benefits of a happier, healthier workforce. Photo via Getty Images

Conversations surrounding mental health have come to the forefront of business and is an imperative aspect that cannot be ignored by business leaders.

Approximately 20 percent of Americans, which is 50 million people (about twice the population of Texas), are experiencing a mental illness, 15 percent of Americans had a substance use disorder in the past year and nearly 5 percent, over 12.1 million adults, reported serious thoughts of suicide (Mental Health America). Notably, certain professions, such as construction, exhibit higher suicide rates, (CDC). With these staggering numbers, the foundation of workplace safety extends beyond physical well-being to encompass psychological health.

The landscape has undergone a transformation, stemming from the pandemic, and the stigma of mental health concerns and seeking help has loosened. Recognizing that September is Suicide Prevention Month, below are three ways businesses of every size can actively support the mental well-being of their employees.

Be Open

Long hours, physical strain and financial pressures can take a toll on employees. Many people are apprehensive to talk about mental health issues and feel it may show a sign of weakness.

Helping employees move mental health topics into everyday conversation begins with open communication. When leadership and managers listen to employees, they create an outlet for them to freely discuss their experiences and act if needed. Leadership sets the tone, and when leaders openly discuss mental health, it creates a ripple effect that encourages employees to feel more comfortable sharing their own experiences. By taking the lead in breaking the silence, leaders play a crucial role in dismantling the stigma surrounding mental health issues, fostering a workplace culture where open conversations and support are not just welcomed but embraced.

At Skanska in Houston and North Texas, we have gone as far as providing mental health first aid courses, which we call our “green sticker” program. Those who are willing to go through the training on how to talk with colleagues who may need to discuss challenges are given a green sticker to wear on their hard hat. This signifies to everyone on a job site that they are trained to discuss mental health issues and life’s challenges. In turn, these first aiders can direct them to the right resources for more in-depth assistance. Doing a simple thing like this helps break the silence and promotes mental well-being on the job site and in the workplace.

Provide Support

Shifting the workplace culture to include more open discussions has an incredible impact on employees. There are also policies companies can establish to make mental health and well-being more actionable. Employers can offer rotating mental health days or offer flexibility, which makes it easier for workers to ask for time off for a doctor’s visit or therapy session.

Also providing benefits like an employee assistance program (EAP), which is an anonymous way employees can seek mental health services or other resources for the root of the problem, such as financial and legal counseling, shows support. Employer-sponsored health screenings promote overall employee wellness, but it is another avenue where employees can address their own mental health and wellbeing in a private setting.

Stay Focused

Mental health and wellbeing concerns are much harder to spot than physical ailments, but they can have dire consequences if they are not addressed. Once the conversations start and the support is in place, it is not a time to become complacent. Leadership and managers need to continue to have regular conversations with their staff, which can help pinpoint when someone is struggling. Regular training for staff, even if they are not a mental health first aider, will help everyone stay vigilant in taking care of their own and watching out for their colleagues’ mental health.

There are numerous stressors in the workplace and when they are coupled with personal stressors, workers can be stretched thin. Companies that intentionally focus on their employees’ mental well-being will reap the benefits of a happier, healthier workforce.

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Dennis Yung is executive vice president and general manager at Skanska, one of the world's leading project development and construction groups, where he oversees building operations for Houston and North Texas.
In a world of driver-less cars and artificial intelligence, companies have an increased need to focus on safety in the workplace. Getty Images

How to mitigate increasing tech-related risks in the workplace, according to this Houston expert

Play it safe

New technologies — driverless vehicles, delivery drones, and AI — are making an accelerated push into operational excellence across industries, and are generating a lot of attention. Hype notwithstanding, we need to also think also about safety and risk and how to prevent safety incidents before they occur so that safety operates in partnership with new technologies and innovation.

Today, safety as process that is wrapped into ones' organizational culture requiring companies to look beyond intended performance and innovation breakthroughs, to their own assumptions about safety. And how it works and does not work, despite best efforts, financial investments and operations programs that are intended to create a culture that is incident free in the workplace.

When firmly in place, an effective safety culture instills an environment where employees differentiate between events which, while detrimental to performance, have low probability of generating an incident, and those with seemingly minimal impact on performance, yet high probability of escalation into full-blown safety incidents, accidents and sometimes deaths.

Six safety principles

Creating safety in the workplace requires a new and different mindset which incorporates six sustainable safety behaviors:

  1. Leadership consistently practice positive regard and good intent to articulate, demonstrate and reinforce employee behaviors that exemplify a commitment to safety.
  2. Leadership clearly communicate safety objectives and provide employees information to enable and empower employees to make value-based decisions and set priorities consistent with their levels of accountability and roles in the organization.
  3. Leadership supports employees identifying real and perceived barriers to a safe environment in compliance with policies, regulations and risks.
  4. Leadership practice positive employee regard to encourage, and assume good intent to accept, constructive challenges to policies and practices that have little or no value.
  5. Leadership support and create an environment in which commitment to identify risks during the course of one's work activities and take action, when first seen, creates a mindset that will genuinely transform the organization.
  6. Leaders are visible and consistently viewed by employees as champions of safety every day.

Safety mindset threats

Many current safety efforts occur after the incident takes place. In other words, after an injury happens — someone falls off a lift, for example — actions are taken to prevent similar injuries in the future. This is known as reactive safety and is not an ideal solution. If we can determine the why of an accident, safety can become proactive.

An effective safety program trains everyone, and encourages safety precautions, as well as strives to understand and reduce risk, rather than waiting for an accident to occur.

With an effective safety program in place your focus is always on preventing injuries before they occur and targeting 80 to 90 percent of the risk. Through utilization of this kind of process worker-controlled program, precautions can prevent injuries, reinforces these behaviors, identifies and removes systems, conditions and obstacles that make it difficult or impossible to take the right precautions.

In addition, employees may be practicing vicious compliance, in contrast to authentic commitment to process safety, in which they follow management's policies, procedures and other mandates "to the letter", even in situations where other choices would make more sense.

The workforce may act unilaterally based on their own assumptions, for example:

  • "They talk a good game about process safety, but I know it's really about getting the work done. I'll operate to get the desired production rate, even if this pushes the equipment to its limit." Indeed, the oft-ignored employee assumption and resulting belief is that production trumps process safety.
  • Employees' reliance upon personal experience to evaluate risk of low-frequency events: "As an employee, my experience teaches me that I've worn my personal protective equipment 100 times and there has never been an incident. So, if I don't wear it this one time, especially since I am so busy, it seems to me that the associated risk of an incident is quite low. So, why does management constantly 'get on me' about wearing it? Aren't there more important issues facing us?"

Routine behavior often includes silence or compliance, but with little challenge of issues or conversation about what could or might happen. As a result, management may perceive that all is well when in fact employees have significant concerns and issues.

To avoid major safety incidents, both known and unknown, an organization can take process safety to the next level by:

  • Exploring and challenging deeply-held beliefs, values, and assumptions by examining the underlying antecedents of process safety behaviors and utilizing new technology systems that shut down operation when a safety situation is first detected before an incident occurs.
  • Achieving the desired operational discipline, including paperless documentation, setting expectations, defining critical cyber secure procedures, and linking executive bonuses to achieving safety goals.
  • Focus on practicing a leveraged safety program that delivers results in the most effective and efficient mean possible by frequently focusing on decreasing threats, risks and increasing attention and communications to prevention, detection and correction.

The ultimate effective safety process and program relies upon effective use of new technologies in the workplace self- and organizational awareness, and the constant, never-ending focus on safety everyday and minute that we spend in the workplace.

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Mark Hordes is principal at Houston-based Mark Hordes Management Consultants LLC, an organizational consulting advisory.

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Houston space co. adds local colleges to university alliance

space schools

Houston’s Axiom Space has added 26 new members to its University Alliance—including two from Houston—to support the next generation of space exploration.

Engineers, researchers and students from the partnering universities will be dedicated to advancing microgravity research, technology development and commercial innovation in low-Earth orbit.

Rice University and the University of Houston are among the new colleges to join the alliance, which launched with 15 members last year. The University of Texas at Austin and the University of Texas at El Paso have also joined, in addition to international institutions in Europe, Asia and Australia, and others from around the U.S. See full list here.

“Through the University Alliance, Axiom Space is uniting the international research community driven to enable human progress,” Lucie Low, Axiom Space chief science officer, said in a news release. “Together, alliance members are taking the initiative to ensure microgravity research benefits everyone on Earth and our shared goals fulfill a scientific purpose to advance civilization.”

Axiom is building the world’s first commercial space station, known as Axiom Station. The University Alliance “will support and advance space science during the transition from government-led to commercially owned and operated space stations,” the company said in a release. Partnering universities will contribute to the research community by participating in international collaborative scientific initiatives, identifying future research, and bolstering strategic positions in the commercial orbit research field.

Recently, the Rice Space Institute was also selected to lead the U.S. Space Force Strategic Institute 4 in addition to other space-centric partnerships.

“We’re excited to bring our expertise to this global alliance and to benefit from the deep expertise of our partners,” David Alexander, professor of physics and astronomy and director of the Rice Space Institute, said in a news release. “Space is truly a collaborative and global endeavor. Alliances like these are key to progress.”

UH and NASA’s Johnson Space Center expanded their collaboration in 2022. In 2024, UH launched its NASA MIRO Inflatable Deployable Environments and Adaptive Space Systems Center (IDEAS2) via a five-year, $5 million grant.

“As a major public research university located in Space City, the University of Houston has a unique opportunity and responsibility to help lead the future of space innovation, and our participation in Axiom Space’s University Alliance represents a major step forward in that mission,” Karolos Grigoriadis, the Hugh Roy and Lillie Cranz Cullen Endowed Professor and chair of mechanical and aerospace engineering at UH, added in a separate release.

Meanwhile, Axiom recently tacked on an additional $175 million to a previously announced capital raise, bringing the oversubscribed round to a total of more than $525 million. It also has announced plans to launch Swiss and Japanese subsidiaries.

This Houston suburb named one of 10 newest boomtowns in U.S.

Booming 'Burb

What do you get when you combine a city's surge in population, housing growth, and economy? For the Houston suburb of Conroe, it adds up to being America's No. 9 newest boomtown, according to a new survey from SmartAsset.

The personal finance website's just-released report analyzed more than 400 U.S. cities with populations of 65,000 or more to identify places experiencing rapid growth based on five-year changes in economic output, housing units, and labor force size.

Texas is home to the second-highest concentration of new boomtowns in America with 18 out of 75 located in the Lone Star State. Only Florida ranks higher than Texas by just one.

However, Texas nearly locked out the top five most bustling boomtowns in America. Austin suburb Georgetown topped the list, and its Central Texas neighbors New Braunfels (No. 2) and Leander (No. 4) ranked close behind. Dallas-Fort Worth mid-city Lewisville claimed the No. 5 spot. Lehi, Utah ranked in third place.

Conroe has soared in popularity as one of America's most sought-after suburbs over the last several years, boosted by its renter-friendliness and its livability among the millennial generation.

Conroe has seen a 37 percent increase in housing units from 2019 to 2024, with its labor force growing by 33 percent during that time. SmartAsset also determined that Montgomery County's economic output grew at compound annual rates of 4.9 percent.

The report says population booms and "expanding business activity" can create "visible momentum" for an up-and-coming city, but these fast changes can alter a city in ways residents may not expect.

"In recent years, some American cities stand out for attracting people, investment and development at a pace that sets them apart," the report said. "Boomtown status does not mean growth benefits everyone equally, but it does reflect a city’s expanding economic capacity and the new opportunities that come with it."

America's top 10 new boomtowns are:

  • No. 1 – Georgetown
  • No. 2 – New Braunfels
  • No. 3 – Lehi, Utah
  • No. 4 – Leander
  • No. 5 – Lewisville
  • No. 6 – Palm Coast, Florida
  • No. 7 – Nampa, Idaho
  • No. 8 – McKinney
  • No. 9 – Conroe
  • No. 10 – Frisco
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This article originally appeared on CultureMap.com.