How Andersen Construction Turns Well-Being Into a Business Advantage

In construction, culture often centers on a set of values posted on a wall or listed in an employee handbook. At Andersen Construction, culture is something people experience daily on jobsites, in offices and in how leadership shows up when it matters most.

Founded in 1950, Andersen Construction is a general contractor focused on vertical building projects across a wide range of occupancy types. With offices in Portland and Eugene, Oregon; Seattle, Washington; and Boise, Idaho, the company does not specialize in a single sector. Instead, it has built its reputation by being adaptable, consistent and intentional in how it serves clients and employees alike. Internally, the goal is simple but demanding: to be the builder of choice for every client they work with.

That same mindset extends to how Andersen invests in its people.

A Culture Built From Within

Today, Andersen employs approximately 450 people and self-performs between 10% to 20% of its work. The company is highly regarded for its commitment to safety, lean construction, sustainability and innovation. In 2023, Andersen became an employee-owned company, further reinforcing a long-held belief that people are not just workers — they are long-term partners in the business.

That philosophy is perhaps best reflected in the career of Kristina Ewing, director of health and wellbeing. She has been with Andersen Construction for 22 years. Ewing began in the finance department before moving into her current role in 2017 and 2018, when she also assumed responsibility for employee benefits.

“It is honestly really difficult to talk about Andersen without talking about the core values, because they are so ingrained in how we operate,” Ewing said. “The fact that I have been here 22 years and that is not unique speaks to how valued people feel and how they see this as a career, not just a job.”

That sense of care is tangible. Ewing is accessible to employees at all levels, takes time to explain benefits clearly and actively asks for feedback from employees and their families. When something is not working, changes are made.

Making Mental Health Visible

Construction remains one of the highest risk industries in the nation for substance use, untreated mental health conditions, suicide and opioid overdoses. Andersen made a deliberate choice not to treat those realities as uncomfortable topics to be avoided.

From the moment employees are hired, they hear about Andersen’s commitment to mental health and opioid reduction during onboarding. The message is reinforced consistently.

“The more people hear us talk about it, the safer they feel asking for help,” Ewing said.

“Mental health has always been something I knew I wanted to make a big part of our well-being efforts. I know what it feels like to show up to work when your life feels chaotic and you are pretending everything is fine just to get through the day.”

Ewing regularly incorporates her own lived experience into mental health discussions, a practice that has helped normalize conversations that are often avoided in construction. That openness has led to moments that confirm the impact of the work.

“There has not been a single training or talk where someone has not stayed behind to share something really vulnerable,” she said. “Sometimes it is someone I barely know. Allowing people to be seen and holding that space is powerful.”

Because of her leadership in this area, Ewing was invited to help build the Construction Suicide Prevention Partnership in the Portland area. The partnership brings local construction companies together to reduce stigma and prevent suicide, working in conjunction with Lines for Life, the nonprofit that operates the regional 988 Suicide and Crisis Lifeline. ln this partnership is where Ewing connected with SAFE Project.

Supporting Recovery Through Structure

Mental health conversations alone are not enough. Andersen recognized early that recovery support requires clear policies, consistent practices and benefits that remove barriers rather than create them.

Rather than relying on informal accommodations, Andersen has built recovery-friendly practices directly into how the company operates. These practices strongly align with first-dose prevention strategies advocated by SAFE Project. SAFE Project has co-presented with Ewing in webinars and at conferences, sharing these strategies as best practices in employee health benefits.

Key practices and offerings include:

• Clear policies that support treatment and recovery. Andersen provides options and support for employees pursuing treatment, with defined processes that balance care, safety and compliance.
• Opioid safety education and alternatives to opioid-based pain management. Employees receive education on opioid risks, safe use and nonopioid pain management options to reduce exposure and long-term dependency.
• Naloxone in workplaces and at jobsites. Naloxone is available on jobsites and in work locations as a standard safety measure, reinforcing overdose prevention as part of overall jobsite safety.
• Co-dispensing naloxone when opioids are prescribed. When plan members are prescribed opioids, naloxone is provided alongside the prescription, paired with education and care navigation.
• Opioid-sparing surgical procedures and nonopioid alternatives. Andersen’s health plan prioritizes care models that minimize or eliminate opioid use, which is especially important for individuals in recovery.
• Drug deactivation and disposal products. These tools allow employees and their families to safely dispose of unused medications, reducing the risk of misuse or diversion at home.
• Flexible leave policies under the Americans with Disabilities Act and Family and Medical Leave Act. Employees have access to flexible leave when needed to support treatment, recovery or ongoing care.
• Flexible workweeks. In many cases, employees can work four-day schedules, an approach that remains rare in construction and has proven meaningful for work-life balance and well-being.
• Together, these practices create a consistent message. Recovery is supported through structure, education and access, not handled quietly or inconsistently.

Giving Back as Part of the Work

Andersen’s commitment to well-being extends beyond its workforce through the Andersen Foundation. What began as a promise to complete one meaningful give-back project for every project won evolved into a foundation that allows the company to make a broader, more lasting impact.

Most projects are staffed and supported by Andersen employees who are paid for their time. Community service is treated as part of the work, not something employees are expected to do on their own time. Being able to step away from daily responsibilities and build something meaningful for others has proven to support employee mental health, sense of purpose and connection to the company’s values.

A Practical Model for Construction Leaders

Andersen Construction has endured more than 75 years by evolving intentionally while staying grounded in its values. Its approach to mental health, recovery and benefits design shows that caring for people is not just the right thing to do — it is also smart business.

For construction business owners looking to strengthen culture, reduce risk and retain talent, Andersen offers a clear takeaway: Listen to your people. Build structure around care. And treat recovery and well-being as a core operational priority, not an afterthought.