To celebrate International Men’s Day on 19th November, KS Civils & Groundworks Ltd has been chosen as Leeds Mindful Employer Network’s Employer Spotlight for the month.
Working in a male-dominated sector known for high suicide rates, KS Civils & Groundworks Ltd ensures it is attentive to men’s mental health and wellbeing. Leeds Mindful Employer Network Project Lead, Leigh Staunton, caught up with Company Director, Karl Smith, to discuss the organisation’s approach to mental health and wellbeing at work.
Please tell us a bit about you and your business
KS Civils & Groundworks Ltd is a Leeds-based civil engineering and groundworks business delivering highways, drainage, surfacing, ducting and infrastructure projects across the Leeds City Council frameworks and for several Tier 1 contractors. Over the past four years, the company has grown to a team of 48 skilled employees. I founded the business with the aim of building a company based on quality, integrity, and a genuine commitment to looking after our people. While we’re proud of our accreditations, growth, and the reputation we’ve built, our team remains at the centre of everything we do.
Why is mental health important to you? (as an individual and as an organisation)
Construction is a demanding environment. Long hours, pressure, and challenging conditions can all take a toll.
For me personally, mental health is something I take incredibly seriously because of the experiences I’ve had in my 18 years in the industry, and also through my background in the military. In both worlds, I’ve seen the impact that stress, trauma, and silent struggles can have on people. I’ve lost colleagues over the years to suicide, and those losses stay with you. They change how you view the importance of checking in, listening, and making support visible.
Like many others, I’ve had my own personal struggles along the way. Running a business, dealing with pressures at work and at home, and trying to look after everyone around you can become overwhelming. Those experiences have shaped the way I lead and the culture I want to create. Mental wellbeing carries the same importance as physical safety in our company. When people feel supported, it makes a difference to their work, their lives, and their families.
Where did KS Civils & Groundworks start its mental health journey?
Our journey started with honest conversations on site. Over time, I saw how common it was for lads to keep things bottled up. We knew we needed to break that cycle. We introduced regular check-ins, made wellbeing part of everyday supervision, and as the business grew, we built a more structured approach. We brought in trained Mental Health First Aiders, installed mental health signage and support information across sites and welfare units, and made sure people had visible, easy access to help. These steps have slowly built a culture where talking about mental health is becoming normal.
What advice would you give to employers who want to start more open conversations about mental health but don’t know how to approa
ch it?
Start small, but start. You don’t have to have all the answers; what matters most is showing that you care and being willing to listen. It can be as simple as asking, “How are you really doing?” and meaning it. Creating space for those real conversations is where change begins.
I’d also say lead by example. When managers or business owners are honest about their own challenges, it sets the tone and gives others permission to speak up too. Normalising those discussions helps to remove stigma and build trust across the team.
And finally, link up with organisations and networks like Leeds Mind and Mindful Employer — the resources, training, and shared experiences they provide are invaluable for building confidence and understanding in this area.
What are the biggest challenges the business is facing in terms of workplace wellbeing at the moment?
Construction still carries a strong “get on with it” mentality. Breaking down that mindset is an ongoing challenge. Another challenge is keeping wellbeing consistent during busy phases and demanding programmes. As the company grows, maintaining clear communication and making sure every team feels supported is essential. We’re committed to making sure wellbeing doesn’t disappear in the pressure of delivery.
How do you encourage the team to talk about mental health and engage with wellbeing initiatives the workplace offers?
We lead with a people-first approach. Supervisors and chargehands [another type of supervisor in construction] check in daily. Our Mental Health First Aiders are easy to approach and always available for confidential conversations. Clear signage and support information across our sites mean people know where to turn without needing to ask. Most of all, we encourage simple, real conversations. A genuine “How are you doing?” can make a huge difference. We’re building a culture where speaking up is respected, not judged.
How can small and medium-sized businesses with limited resources make a meaningful difference in supporting teams’ mental wellbeing?
You don’t need a huge budget to make a real difference; it starts with genuine care and consistency. For small and medium-sized businesses like ours, the most powerful tools are openness, trust, and visibility. We make time for regular check-ins, encourage people to talk about how they’re really doing, and make sure everyone knows where to turn if they need support.
It’s about creating an environment where mental health isn’t a separate topic; it’s part of everyday working life. Things like clear signposting, approachable supervisors, and promoting our Mental Health First Aiders go a long way. When people feel listened to and valued, that alone can make a huge impact, even without big resources behind it.
What are you most proud of in terms of KS Civils’ approach to mental health at work?
I’m proud of the openness that’s growing within the company. People are looking out for each other more, talking more honestly, and showing real care for their colleagues. That shift didn’t happen overnight, but seeing it take root across the team has been one of the most rewarding parts of building the company.
How do you see the conversation around mental health at work evolving over the next few years, especially in industries like construction and civil engineering?
There’s been progress, but we still have work to do, especially in industries like ours where long hours, pressure, and tough conditions are part of the job. I think we’ll see mental health becoming more embedded in company culture and safety practices, rather than being treated as a separate initiative. You can already see the shift happening: more training, more open conversations on site, and a growing understanding that wellbeing is directly linked to performance and safety. Over the next few years, I hope it becomes completely normal to talk about mental health at work just like we talk about physical safety or project deadlines. Ultimately, we’re moving towards workplaces where people feel supported as whole individuals, not just employees, and that’s a positive step for everyone.
What are your priorities for the next 6 months in terms of mental health at work?
We’re focused on strengthening what we’ve already built. This includes clearer signposting, additional supervisor training, expanding the confidence and reach of our Mental Health First Aiders, and keeping mental wellbeing visible in company communications. We want mental health to be a permanent, everyday part of our working environment.
What would you say to other local businesses considering joining the Leeds Mindful Employer Network?
We strongly recommend it. The support, shared experiences, and practical resources are invaluable. Prioritising mental wellbeing isn’t just the right thing to do; it strengthens your teams, improves morale, and builds trust. When people feel supported, they thrive, and so does your organisation.
A big thank you to Karl for contributing to this blog.
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