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Department of Mines, Industry Regulation and Safety
Public comment sought 22 August to 21 September 2018
Make a submission using the cover sheet and feedback template provided.
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Email submissions to [email protected] by 5.00 pm WST, Friday 21 September 2018.
CODE OF PRACTICE
Mentally healthy workplaces for fly-in fly-out (FIFO) workers in the resources and construction sectors
COSH and MIAC logos
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DisclaimerThe information contained in this publication is provided in good faith and believed to be reliable and accurate at the time of publication. However, the information is provided on the basis that the reader will be solely responsible for assessing the information and its veracity and usefulness.
The State shall in no way be liable, in negligence or howsoever, for any loss sustained or incurred by anyone relying on the information, even if such information is or turns out to be wrong, incomplete, out-of-date or misleading.
In this disclaimer:
State means the State of Western Australia and includes every Minister, agent, agency, department, statutory body corporate and instrumentality thereof and each employee or agent of any of them.
Information includes information, data, representations, advice, statements and opinions, expressly or implied set out in this publication.
Loss includes loss, damage, liability, cost, expense, illness and injury (including death).
ReferenceThe recommended reference for this publication is:
Department of Mines, Industry Regulation and Safety, 201X, Mentally healthy workplaces for fly-in fly-out (FIFO) workers in the resources and construction sectors — code of practice: Department of Mines, Industry Regulation and Safety, Western Australia, XX pp.
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The Department of Mines, Industry Regulation and Safety supports and encourages the dissemination and exchange of its information. The copyright in this publication is licensed under a Creative Commons Attribution 4.0 Australia (CC BY) licence.Under this licence, you are free, without having to seek our permission, to use this publication in accordance with the licence terms.We also request that you observe and retain any copyright or related notices that may accompany this material as part of the attribution. This is also a requirement of the Creative Commons Licences.For more information on this licence, visit creativecommons.org/licenses/by/4.0/legalcodeThis publication is available on request in other formats for people with special needs.
Further details of safety publications produced by the Department can be obtained by contacting:
Safety Regulation Group – Regulatory Support
Department of Mines, Industry Regulation and Safety
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EAST PERTH WA 6004
Telephone: +61 8 9358 8010
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Email: [email protected]
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ForewordBackgroundOn 18 June 2015, the Legislative Assembly Education and Health Standing Committeetabled its final report on the impact of fly-in, fly-out (FIFO) work practices on mental health. The Standing Committee made a number of findings and recommendations in its report relating to the Mental Health and Mines and Petroleum portfolios.
The Government provided its response to the Standing Committee’s recommendations inOctober 2015, which included the Mining Industry Advisory Committee (MIAC) progressing relevant recommendations. To assist in identifying a framework to support good practice for positive mental health and wellbeing in the resources sector workplace, MIAC established a Mental Health Strategies Working Group in April 2016.
The Working Group, which comprises representatives from industry, unions, mental health organisations and government agencies, provided input and feedback during the drafting of this code of practice.
AcknowledgementThis code of practice draws upon Safe Work Australia’s national guidance material on Work-related psychological health and safety: a systematic approach to meeting your duties, the Mentally healthy workplaces toolkit produced by the Office of Industrial Relations, Workplace Health and Safety Queensland, and the Psychologically safe and healthy workplaces: Risk management approach toolkit produced by the Department of Mines, Industry Regulation and Safety (DMIRS).
DMIRS also recognises the contributions received during public consultation and thanks respondents for their feedback. This feedback has been considered and helped with finalising the structure and content of the code.
Basis for code of practiceThis code of practice is endorsed by the Commission for Occupational Safety and Health (COSH) and MIAC, and is approved for release by the Minister for Mines and Petroleum; Commerce and Industrial Relations under the:
Occupational Safety and Health Act 1984 (OSH Act)
Mines Safety and Inspection Act 1994 (MSI Act).
A code of practice is a practical guide to achieving the standards of occupational safety and health required under legislation. It applies to anyone who has a duty of care in the circumstances described in the code of practice. In most cases, following a code of practice would achieve compliance with the duties in the legislation in relation to the subject matter of the code of practice. However, like regulations, codes of practice deal with particular issues and do not cover all hazards or risks that may arise. Duty holders need to consider all risks associated with work, not only those for which regulations and codes of practice exist.
Codes of practice are admissible in court proceedings. Courts may regard a code of practice as evidence of what is known about a hazard, risk or control and may rely on the code of practice in determining what is reasonably practicable in the circumstances to which the code of practice relates. However, compliance with the legislation may be achieved by following another method, such as a technical or an industry standard, if it provides an equivalent or higher standard of work health and safety than the code of practice.
Scope and applicationThis code of practice provides guidance on the protection and management of workers’ mental health through:
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providing an environment that promotes good health and wellbeing
the application of a risk management process to avoid or minimise the harm from psychosocial hazards and risk factors and develop a mentally healthy workplace
developing response strategies (intervention) for workers where there are concerns regarding work-related stress or exposure to psychosocial hazards and risk factors
providing an environment that supports recovery.
It applies to workplaces in Western Australia that utilise fly-in fly-out (FIFO) work arrangements. This includes:
resources operations (minerals and petroleum sectors) that are engaged in activities such as exploration, construction, mining or processing
construction work not related to resources operations.
Note: Although specifically covering FIFO work arrangements, the code of practice may also be a useful source of information for residential and other long-distance commuting arrangements [e.g. drive-in drive-out (DIDO)] where people are working away from home.
The terms used in this code of practice are intended to have a broad and flexible application, for use across the resources and construction industries.
The term workplace usually means the physical location where someone works. However, the legislative definition of workplace varies and employers should use this and other terms in the context of the legislation applicable to their circumstances.
The FIFO work arrangement is a method of employing people in remote areas that are beyond daily commuting range of their permanent place of residence. Workers are transported temporarily to the work site instead of being permanently relocated, and are provided with accommodation for the duration of their roster. Those engaged in FIFO work arrangements work on a rotational basis, with a regular roster at the workplace alternating with intervals of time at their permanent place of residence.
Arrangements will differ across individual workplaces and industries. The code of practice provides high-level guidance for a risk management approach, which should be tailored to the unique demands of each workplace.
Developing and maintaining mentally healthy workplaces can be challenging because of the complex interplay and changing nature of risk factors. Effective consultation and communication are critical, and a proactive and integrated approach is required
It is recognised that responsibility for mental health is not solely owned by the broader workplace. Other agencies and services have a contribution to make in ensuring access to community services to keep people well, out of hospital, and connected to family, friends and the community.
Who should use this code of practice?You should use this code of practice if you have functions or responsibilities to manage exposure, as far as practicable, to psychosocial hazards and risk factors at workplaces, including the implementation of appropriate controls; strategies and programs for promoting wellbeing, intervention and recovery; and monitoring and review, including statutory reporting.
All parties at the workplace have a role in ensuring safety and health at the workplace, whether as an employer, worker, contractor or other work arrangement. This code of practice may be helpful for those seeking to understand how they can discharge their duty of care and help protect and maintain the mental health and wellbeing of others in the workplace.
How to use this code of practiceThe code of practice includes references to both mandatory and non-mandatory actions.
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The words “must” or “requires” indicate that legal requirements exist, which must be complied with. The word “should” indicates a recommended course of action, while “may” is used to indicate an optional course of action.
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ContentsForeword...................................................................................................................................3
1 Introduction......................................................................................................................7
1.1 Aims.....................................................................................................................7
1.2 What is mental health?........................................................................................7
1.3 What is a mentally healthy workplace?................................................................7
1.4 What are the potential health effects of workplace psychosocial hazards and risk factors?................................................................................................................8
1.5 Why is a mentally healthy workplace important?.................................................8
2 Overview of risk management approach.......................................................................10
2.1 Risk management process................................................................................10
2.2 Role of the organisation.....................................................................................11
3 Workplace culture..........................................................................................................12
4 Identification of psychosocial hazards and risk factors..................................................13
4.1 Identification approaches...................................................................................13
4.2 Work-related psychosocial hazards and risk factors..........................................13
5 Risk analysis and risk assessment................................................................................19
6 Controlling the risks.......................................................................................................20
7 Monitoring and review...................................................................................................23
8 Communication and consultation..................................................................................24
9 Investigating reports......................................................................................................25
Appendix 1 – Legislative provisions........................................................................................26
Occupational safety and health legislation....................................................................26
Other legislation that may apply....................................................................................27
Appendix 2 – References........................................................................................................28
Appendix 3 – Managing psychosocial risk factors..................................................................34
Appendix 4 – Leadership commitment and workplace culture...............................................37
Appendix 5 – Supportive and capable management and supervision....................................40
Appendix 6 – Work design......................................................................................................44
Appendix 7 – Work and travel arrangements.........................................................................46
Appendix 8 – Communicating with remote and isolated workers...........................................51
Appendix 9 – Accommodation................................................................................................52
Appendix 10 – Family and interpersonal relationships...........................................................55
Appendix 11 – Interaction with local community.....................................................................60
Appendix 12 – Suicide awareness..........................................................................................62
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1 Introduction
1.1 AimsThis code of practice provides guidance for organisations in the resources and construction sectors that utilise fly-in fly-out (FIFO) work arrangements to support the development and maintenance of mentally healthy workplaces by:
using a risk management process to identify psychosocial hazards and risk factors in the workplace, and help protect mental health
managing and avoiding the exacerbation of existing mental health concerns at work
encouraging positive mental health outcomes for all workers.
The same risk management processes used for physical health and safety may be applied to mental health and wellbeing. This code of practice provides guidance on how to address psychosocial hazards and risk factors as part of established risk management processes and systems.
It is structured to:
highlight the importance of mentally healthy workplaces (Chapter 1)
describe a risk-based approach to prevent and manage psychosocial hazards and risk factors in the workplace (Chapter 2)
raise awareness of the role of organisations in developing and maintaining mentally healthy workplaces (Chapter 3)
focus on the risk management process (Chapters 4 to 8)
outline investigation and reporting considerations (Chapter 9).
Appendix 1 lists applicable legislative provisions.
Appendix 2 contains the references used in the preparation of this code of practice.
Appendices 3 to 12 contain guidance that may be used to support the risk management approach.
1.2 What is mental health?Mental health is defined by the World Health Organization as a state of wellbeing in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community.
An individual’s mental health status is changeable, and can range from being mentally healthy to experiencing mental ill health.
Mental health can be affected by internal and external factors. An individual’s mental health status is not only determined by individual attributes, but also social, cultural, economic, political and environmental factors (e.g. living standards, working conditions, community social supports).
1.3 What is a mentally healthy workplace? A mentally healthy workplace is one in which workers and management collaborate to protect and promote the health, safety and wellbeing of all by considering and addressing health, safety and wellbeing concerns due to the work environment, including the organisation of work and workplace culture as well as the physical environment and facilities provided. The focus is on finding ways to protect and promote the health of workers.
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Developing a mentally healthy workplace means preventing or mitigating harm by:
promoting positive practices at work that support mental health
identifying then eliminating or minimising work-related psychosocial hazards by managing their associated risks
intervening early to support effective coping strategies when individuals or groups of workers are showing signs of distress
facilitating access to appropriate services and health management options such as recovery at work or return-to-work support.
Individuals may present with symptoms of mental ill health at work, whether or not attributable to the work environment. Part of creating a mentally healthy workplace is being aware of this possibility and being prepared to provide appropriate responses without discrimination.
Progress towards establishing a mentally healthy workplace, and the way in which health and safety systems are valued and implemented, requires the commitment of the leadership as well as individuals in the workplace — the level of commitment is reflective of the maturity of its health and safety culture.
Work environments are never static, and ongoing vigilance, monitoring and review are necessary for continuous improvement and to maintain and retain achievements. As well as identifying challenges in the work environment, a well-conducted risk assessment also highlights the positive aspects of the work environment that should be promoted and enhanced.
1.4 What are the potential health effects of workplace psychosocial hazards and risk factors?Workplace psychosocial hazards are related to the psychological and social conditions of the workplace rather than just the physical conditions. These include stress, fatigue, violence, aggression and burnout, which can be harmful to the health of workers and compromise their wellbeing. There are also risk factors (e.g. misuse of alcohol or other drugs, poor change management) that increase the risk or susceptibility to harm to health from exposure to a hazard.
Note: Workplace psychosocial hazards and risk factors (e.g. organisational, environmental) are sometimes referred to as work stressors.
Both short- and long-term exposure to psychosocial hazards can have a negative impact on mental health. For example, while exposure to severe, short-lived (acute) psychosocial hazards may result in harm to health (e.g. acute-stress disorder, post-traumatic stress disorder), it is important to also recognise that the cumulative effect of low-level exposure to psychosocial hazards can negatively affect mental health (e.g. anxiety, depression) as much as a single, significant event. In addition to adverse health outcomes for workers, work stressors can also affect the organisation’s performance and increase the risk of accidents.
1.5 Why is a mentally healthy workplace important? Employers have a duty of care to manage risks associated with exposure to hazards arising from work that could result in harm — this includes physical health and safety as well as mental health.
Developing and maintaining a mentally healthy workplace not only benefits the mental health and wellbeing of the workforce by building trust and respect between workers and the leadership, improving motivation, engagement and job satisfaction, it also enhances an organisation’s reputation as an employer of choice.
Mentally healthy workplaces also help organisations to:
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meet their legal responsibilities to
- manage safety and health risks
- provide timely and durable return to work systems
decrease disruptions and costs resulting from work-related harm
reduce worker turnover, absenteeism and presenteeism
reduce work-related injuries, illness and lost time
improve performance and productivity.
Investing in mental health and wellbeing at work is consistently demonstrated to generate a positive financial return on investment.
When a mentally healthy workplace is achieved and workers are protected from harm and other potentially negative impacts, the workforce can benefit more from the typical mental health benefits of employment such as routine, social contact, remuneration, identity and regular activity.
It is recognised that, as well as facing the stressors common to workplaces in general, people employed in FIFO work arrangements may face stressors specific to this work arrangement.
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2 Overview of risk management approach
2.1 Risk management processAdopting a risk management approach helps organisations to:
prevent and reduce the number and severity of injuries and illnesses from exposure to psychosocial hazards and risk factors
promote worker health and wellbeing
identify and take opportunities for continuous improvement and innovation in their safety and health management systems.
For mental health and wellbeing, risk management essentially involves:
identifying the psychosocial hazards and risk factors
assessing the risks and identifying appropriate controls
making the changes necessary to eliminate or minimise the risk of harm.
Figure 2.1 illustrates the risk management approach for psychosocial hazards and risk factors:
identify the hazards and risk factors
assess the associated risks — there will be known controls for some risks
control the risks by making the changes necessary to eliminate the hazards or risk factors or, if not practicable, minimise the risk of harm
monitor and review the effectiveness of the controls.
Leadership commitment, and supportive and capable management and supervision are keys to successful management of risks. Communication and consultation are important at all stages.
Figure 2.1: Schematic overview of the risk management process (adapted from Safe Work Australia, 2018).
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Appendix 3 describes practical guides and tools that may assist in the risk management process.
2.2 Role of the organisationWhile organisations should apply a risk management process and implement preventative actions and interventions that are primarily aimed at the sources of risk for psychosocial hazards and risk factors, whether organisational or environmental (Figure 2.2), establishing a positive and supportive workplace culture with visible leadership commitment is also fundamental to developing a mentally healthy workplace.
Figure 2.2: Schematic diagram showing the potential for psychosocial risk factors and exposure to psychosocial hazards to affect mental and physical health, and where organisations may apply strategies to help establish and maintain mentally healthy workplaces.
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3 Workplace cultureAn ongoing commitment from all levels of an organisation is a key factor for success in developing and maintaining a mentally healthy workplace. Effective leadership and a positive organisational culture not only set the tone for workplace relationships, they also drive the allocation of resources to support effective implementation of preventative actions and interventions.
Developing and endorsing workplace policies and procedures that align with a mentally healthy workplace formalises the organisation’s stance and may help reduce the stigma associated with mental ill health. Workplaces should have an overarching work health and safety policy that includes mental health and wellbeing. Meaningful action is necessary for the policy to be effective.
People contribute to the culture of a workplace not only by what they say, but also by what they do. Leaders and others involved in management and supervision should model the behaviours and interactions that demonstrate to workers that positive mental health is important to the organisation, and encourage positive practices. Leaders should also have the courage and be supported to deal with inappropriate behaviours and interactions when they become aware of them.
Those who have management and supervisory responsibilities should have the knowledge and skills to be able to manage psychosocial risks and positively influence workplace culture. Competencies shown to influence positive outcomes in the workplace are based on being respectful and responsible, managing and communicating existing and future work, leading teams, modelling desired behaviours and values, having difficult conversations and resolving conflict.
Key messages that promote a commitment to a mentally healthy workplace need to be supported by appropriate action, especially by leaders and managers, to ensure the behaviours underpinned by these messages are valued and become part of the prevailing culture.
It is important that the workplace offers opportunities to help everyone understand how to minimise work stressors and maintain positive mental health at work. A focus on prevention and early intervention may be achieved by:
promoting learning and development opportunities for the effective management of psychosocial risks in the workplace
implementing and participating in programs and initiatives that contribute to a mentally healthy workplace.
To assist with implementing the risk management approach, Appendices 4 and 5 describe practical guides and tools relating to workplace culture, including the importance of leadership commitment and supportive and capable management and supervision.
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4 Identification of psychosocial hazards and risk factors
4.1 Identification approachesA comprehensive risk assessment should identify all foreseeable psychosocial hazards and risk factors. This may require input from operational groups and subject matter experts (e.g. organisational psychologist, organisational development consultant, human resources consultant).
When starting the process, it is important to:
identify who will take part (e.g. management, workers, safety and health representatives, subject matter experts, families, community representatives)
gather information that will inform the process (e.g. incident reports, complaints, baseline health data, survey results)
understand legislative requirements and determine what the workplace is already doing to meet those requirements (e.g. policies, procedures, training)
use a variety of sources (e.g. access online resources, engage a subject matter expert) to identify and understand the risk criteria
consider how to maintain confidentiality and trust.
Psychosocial hazards and risk factors in the workplace may be identified in a variety of ways, including:
review organisational structure (e.g. lines of reporting, supervisory responsibilities)
inspecting the condition of the physical workplace (e.g. equipment is working)
assessing specific job requirements within the organisation
observing how work tasks are completed
consulting with the workforce through focus groups or surveys
reviewing investigation processes
reviewing hazard and incident reports
reviewing human resources data such as absenteeism, exit interviews, staff turnover and complaints
examining records of past incidents and injuries, including workers’ compensation claims, at the workplace
examining data, where easily available, or published literature for similar workplaces
consulting relevant codes of practice and other guidance
analysing available de-identified data from work medical staff and employee assistance providers (EAPs).
4.2 Work-related psychosocial hazards and risk factorsWorkers are likely to be exposed to a combination of work-related psychosocial hazards and risk factors. Some are always present, and others occasionally, therefore it is important to consider both in the risk management process.
Table 4.1 lists psychosocial hazards and risk factors that organisations should assess as part of the risk management process. It also highlights those elements that may warrant additional consideration in the context of FIFO work arrangements, such as remote and isolated work, lack of control over aspects of accommodation arrangements, and fitness for work.Mentally healthy workplaces – Draft CoP 13 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
The concept of fitness for work is broad and deals with the capacity of a worker to do their job safely. It deals with individual factors such as the effects of:
fatigue
alcohol and other drug use
poor physical health.
Risk factors associated with fitness for work may increase the potential for and duration of harm.
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Table 4.1 Some work-related psychosocial hazards and risk factors. Examples are provided to assist in the risk management process. Elements warranting additional consideration for FIFO work arrangements are shaded.
Note: This list is not exhaustive and there may be other psychosocial hazards and risk factors that an organisation needs to consider.
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Appendices 3 to 12 describe guidance and research findings that may assist with implementing risk management for psychosocial hazards and risk factors.
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5 Risk analysis and risk assessmentThe next step in the risk management process is assessing the risks of harm arising from the hazards and risk factors identified at the workplace. Risk assessment for psychosocial hazards and risk factors follows the same principles as risk assessment for other occupational safety and health hazards.
It is important those undertaking the risk assessment have access to information about the work environment and work processes, and knowledge and understanding of potential psychosocial hazards and risk factors. Assessments should include data collection and monitoring of the controls (e.g. using information from focus groups, interviews, de-identified surveys), and cite the evidence used. If those responsible for the risk assessment have limited knowledge and understanding about how to analyse the evidence, then appropriate training should be provided or assistance sought from a subject matter expert.
A risk assessment involves considering what could happen if a worker is exposed to a hazard and the likelihood of it happening. A risk assessment helps determine:
who might be exposed
the source of the risks
how severe the risks are — the frequency and duration of potential exposure to a psychosocial hazard, possible consequences of exposure and likelihood of harm
whether existing controls are effective
what additional measures should be implemented to control the risks
how urgently action needs to be taken.
Some hazards (e.g. bullying) and the associated risks they pose to mental health are well known, and have well established and accepted controls. In these situations, formally assessing the risk is not necessary. After identifying a hazard, if the risks and how to control them effectively are already known, the controls may be implemented.
Workers may be exposed to more than one type of psychosocial hazard or risk factor at any one time. Psychosocial hazards and risk factors interact with each other so they should not be considered in isolation. For example, the combined effect of high job demands, low control, and low support increases the likelihood and severity of a negative impact on a worker’s mental health status.
The duration, frequency and intensity of exposure to each psychosocial hazard or risk factor should be considered during the risk assessment. This is particularly important in a FIFO work arrangement where there may be limited opportunities for relief from the stressors.
Employers should demonstrate that psychosocial hazards and risk factors have been considered and recorded as a part of their hazard identification and risk management process — this may be in the hazard or risk register for that site or project. The hazard and risk assessments should be reviewed, and updated regularly and when changes are made at the workplace.
Appendices 3 to 12 describe guidance and research findings that may assist with implementing risk management for psychosocial hazards and risk factors.
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6 Controlling the risksSome controls are more effective than others. They can be ranked from the highest level of protection and reliability to the lowest. This ranking is known as the hierarchy of control. Primary controls (elimination controls) are the most effective and reliable form of control, followed by secondary and tertiary (engineering, substitution, administration and personal protective equipment controls).
Some psychosocial hazards and risk factors relate to the job as whole, such as organisational change or workplace conflict, whereas others may be relevant to some tasks. To address this, a systematic approach is required to achieve effective control. A combination of controls should be used to minimise the risk to as low as reasonably practicable. There should also be a mechanism for checking that other hazards and risk factors are not introduced when implementing new controls.
The types of controls are summarised in Table 6.1. Primary controls target the organisation and workforce. Secondary and tertiary controls target the workforce.
The aim of primary controls is to prevent harm to health, and they are implemented before hazards or injuries are present. This is the most effective control measure and should always be considered before anything else. Where it is not reasonably practicable to eliminate the risk, the remaining risks are addressed by secondary and tertiary controls.
Secondary controls (e.g. introduction of an employee counselling service, adjusting workloads) are implemented after hazards or injuries are present with the aim of intervening early to reduce harm to health.
Tertiary controls are implemented after it has been medically established that there has been harm to health. They concern the treatment of the diagnosed psychological injury. The aim is to restore or improve the worker’s mental health to the point where the worker is able to return to work and a healthy state of functioning. It is important that, so far as is reasonably practicable, workers returning to work from illness or injury are not exposed to work stressors that may affect their recovery. A risk management approach will help prevent further harm, and support successful return-to-work programs. Investment in the return to work process encourages early reporting, early intervention, and supports recovery.
Table 6.1 Some strategies and examples for developing and maintaining mentally healthy workplaces.
Strategy Examples of controls
Promotion (primary)
Enable workers to increase control over, and improve, their health
Promote positive mental health and resilience and reduce stigma using a range of social and environmental actions (e.g. educational programs, policies, environmental improvements, campaigns, pre-employment information about work and living conditions for workers and families) to:
create supportive environments that enhance healthy attitudes and skills, and destigmatise mental health conditions
educate the workforce about what a mentally healthy workplace is and how they may contribute
build individual and organisational capacity to recognise and address mental health and wellbeing concerns
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raise awareness of mental health problems and alcohol and other drug-related harms
Prevention (primary)
Eliminate exposure to psychosocial hazards, so far as is reasonably practicable
Address psychosocial hazards at their source by:
applying principles of good job design (e.g. appropriate workload)
providing education and training to organisational leaders on how they influence the development and maintenance of a mentally healthy workplace
clearly defining job roles, reporting structures and activities
establish achievable workloads and performance targets specific to the workplace’s current number of workers and skills mix
promoting a workplace culture that is inclusive, destigmatises mental health problems and encourages help-seeking assistance
developing and implementing policies and procedures that appropriately address psychosocial hazards and risk factors
Intervention (secondary)
Reduce likelihood and severity of harm from exposure to psychosocial hazards and risk factors
Minimise harm by:
educating organisational leaders on intervention strategies and how they are implemented
educating the workforce on identifying the early signs of distress and what to do
implementing a structured change management process, including consultation with workers, for significant organisational changes
promoting the reporting of psychosocial hazards and incidents (without fear of negative consequences)
investigating injuries, incidents and complaints, and communicating remedial actions to the workforce
supporting engagement with family and social networks
providing workers with control over the order and pace of jobs
rotating jobs for repetitive or highly demanding tasks
providing individual skills training (e.g. conflict resolution)
adjusting workloads
educating workers on healthy coping strategies and the provision of supporting resources
providing access to an employee assistance program (EAP) for work and non-work concerns
providing access to appropriate peer-support programs
developing procedures for a timely welfare check when persons
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do not report to work or are missing from work
developing policies and procedures for managing and responding to critical and traumatic events
Recovery and return to work (tertiary)
Provide appropriate response after harm to health
Address adverse health effects from exposure to psychosocial hazards and risk factors by arranging or providing:
emergency response and crisis management plans that address mental health scenarios, including suicidal behaviour
maintain-at-work and return-to-work programs
reasonable work adjustments
access to confidential counselling (e.g. EAP)
access to health professionals
Appendices 3 to 12 describe guidance and research findings that may assist with implementing risk management for psychosocial hazards and risk factors.
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7 Monitoring and reviewThe results of monitoring for psychosocial hazards and risk factors are used:
for verification and validation of controls
to identify learning opportunities for the purpose of continuous improvement.
The monitoring results should be used to trigger corrective measures, including early intervention if necessary.
Mechanisms for the recognition and early detection of harm to mental health in the workplace include analysing workplace data from:
hazard, incident and investigation reports
complaints
worker surveys
consultation with safety and health representatives and work teams
alcohol and other drug test results
direct observations (e.g. workers displaying the early signs and symptoms of psychological or physical harm).
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8 Communication and consultationConsultation involves sharing information and giving workers a reasonable opportunity to express their views on safety and health matters that may affect them. These views should be considered when decisions are made.
Consultation with workers and their representatives is important at each step of the risk management process. By drawing on workers’ experience, knowledge and ideas, it is more likely that the psychosocial hazards and risk factors will be identified and effective controls selected. Worker ownership throughout the process should also lead to increased support and understanding when strategies are implemented.
Examples of strategies to encourage communication and reporting include:
role modelling of desired behaviours and values by managers and supervisors
actively encouraging workers to provide feedback
consulting workers about workplace updates and changes
being responsive to worker reports
empowering a safe, supportive and learning culture
checking in regularly with workers
maintaining confidentiality.
Examples of activities to support effective communication and consultation include:
using focus groups
having a standing agenda or discussion item at
- safety and health committee meetings
- team meetings
- toolbox meetings
regular updates to the workforce (e.g. email broadcasts, newsletters).
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9 Investigating reportsThere are various ways in which workers report exposure to psychosocial hazards or risk factors to their employer. Investigating these reports helps to achieve safer and healthier workplaces.
Examples of forms of reporting include:
verbal discussions
hazard or incident report forms
letters of complaint or grievance
emails
medical certificates
workers’ compensation claims
mobile text messages.
It is important that the person receiving the report communicates with the individual or group of workers how they intend to address it. Keeping people updated about the progress of their report also helps to establish trust and encourages a reporting culture.
Those conducting the investigations should be competent in identifying psychosocial risk factors, hazards, sources of risks, and appropriate preventative control measures. As investigations into psychosocial risk factors and hazards can be complex, input from subject matter experts may be required.
Consultation with safety and health representatives and affected workers is important. However, it will not always be appropriate to consult with safety and health representatives if the initiating report or subsequent investigation includes sensitive and confidential information about other workers.
Key steps in the process for investigating and responding to reports of psychosocial hazards and risk factors are:
identifying contributing psychosocial risk factors – organisational, environmental and individual
identifying sources of contributing psychosocial risk factors
identifying existing control measures and their adequacy
identifying preventative control measures
implementing preventative control measures
reviewing and monitoring.
As well as complying with legislative requirements for reporting harm to health (including mental health), FIFO operations are expected to report incidents of suicides and attempted suicides to DMIRS, as recommended by the 2015 parliamentary inquiry into the mental health impacts of fly-in fly-out work arrangements.
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Appendix 1 – Legislative provisions
Occupational safety and health legislationThe current mining, petroleum and general industry legislation does not include a definition of ‘health’ and does not explicitly cover mental health. However, the Department of Mines, Industry Regulation and Safety considers the intent of the legislation, and interprets ‘health’ to mean physical and psychological (mental) health.
The parts of occupational safety and health legislation administered by the Department that may be applicable to this code of practice are listed below.
Occupational Safety and Health Act 1984Part III, Division 2 – General workplace dutiess. 19 Duties of employers
s. 20 Duties of employees
s. 21 Duties of employers and self-employed persons
s. 22 Duties of persons who have control of workplaces
s. 23 Duty of employer to maintain safe premises
Mines Safety and Inspection Act 1994Part 2, Division 2 – General dutiess. 9 Employers, duties of
s. 10 Employees, duties of
s. 12 Employers and self-employed persons, duties of
s. 13 Principal employers and managers, duties of
Petroleum and Geothermal Energy Resources Act 1967Schedule 1, Division 2 – Occupational safety and healthcl. 7 Duties of operator
cl. 8 Duties of persons in control of parts of petroleum operation or geothermal energy operation
cl. 9 Duties of employers
cl. 13 Duties of persons in relation to occupational safety and health
Petroleum and Geothermal Energy Resources (Occupational Safety and Health) Regulations 2010 Part 4 – Matters relating to occupational safety and health generally
r. 28 Avoiding fatigue
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Petroleum Pipelines Act 1969Schedule 1, Division 2 – Occupational safety and healthcl. 7 Duties of licensee
cl. 8 Duties of persons in control of parts of pipeline operation
cl. 9 Duties of employers
cl. 13 Duties of persons in relation to occupational safety and health
Petroleum Pipelines (Occupation Safety and Health) Regulations 2010 Part 4 – Matters relating to occupational safety and health generally
r. 28 Avoiding fatigue
Petroleum (Submerged Lands) Act 1982Schedule 5, Division 2 – Occupational safety and healthcl. 8 Duties of operator
cl. 9 Duties of persons in control of parts of facility or particular work
cl. 10 Duties of employers
cl. 14 Duties of persons in relation to occupational safety and health
Petroleum (Submerged Lands) (Occupational Safety and Health) Regulations 2007Part 4 – Matters relating to occupational safety and health generally
r. 27 Avoiding fatigue
Other legislation that may applyEqual Opportunity Act 1984Fair Work Act 2009 (Commonwealth)Industrial Relations Act 1979Rail Safety National Law (WA) Act 2015
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Appendix 2 – References
Chapter 1 IntroductionSection 1.2 What is mental health? Herrman H, Saxena S, Moodie R, eds. (2005). Promoting Mental Health: Concepts,
Emerging Evidence, Practice . Geneva, Switzerland: World Health Organization.
Mental Health Act 2014. https://www.slp.wa.gov.au/Index.html.
University of New South Wales and Black Dog Institute. (2014). Developing a mentally healthy workplace: A review of the literature. A report for the National Mental Health Commission and the Mentally Healthy Workplace Alliance. https://www.headsup.org.au/docs/default-source/resources/developing-a-mentally-healthy-workplace_final-november-2014.pdf?sfvrsn=8.
World Health Organization. (2018). Mental health. www.who.int/mental_health/en/ .
Section 1.3 What is a mentally healthy workplace? Royal College of Psychiatrists. (2016). Coping with physical illness. London.
www.rcpsych.ac.uk/healthadvice/problemsdisorders/copingwithphysicalillness.aspx
World Health Organization. (2008). PRIMA-EF: Guidance on the European framework for psychosocial risk management: a resource for employer and worker representatives. Geneva : World Health Organization. http://www.who.int/iris/handle/10665/43966
World Health Organization. Dept. of Mental Health and Substance Dependence, Victorian Health Promotion Foundation & University of Melbourne. (2004). Promoting mental health : concepts, emerging evidence, practice : summary report / a report from the World Health Organization, Department of Mental Health and Substance Abuse in collaboration with the Victorian Health Promotion Foundation and the University of Melbourne. Geneva : World Health Organization. http://www.who.int/iris/handle/10665/42940
Section 1.4 What are the potential health effects of psychosocial hazards and risk factors? Bailey, T. B., Dollard, M. F., McLinton, S. S., and Richards, A. M. (2015). Psychosocial
safety climate, psychological and physical factors in the aetiology of musculoskeletal disorder symptoms and workplace injury compensations claims. Work & Stress, 29 (2): 190–211. https://doi.org/10.1080/02678373.2015.1031855
Black Dog Institute. (2017). Workplace mental health toolkit: Practical guide and resources. https://www.blackdoginstitute.org.au/education-training/workplace-mental-health-and-wellbeing/mental-health-toolkit
Kerr, M. (1998). Workplace Psychosocial Factors and Musculoskeletal Disorders: A Discussion Paper. Institute for Work and Health, Toronto, 39 pp. www.researchgate.net/publication/241473205_Workplace_Psychosocial_Factors_and_Musculoskeletal_Disorders_A_Discussion_Paper
Nahrgang, J. D., Morgeson, F. P., and Hofmann, D. A. (2011). Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes. Journal of Applied Psychology, 96, 71.
National Mental Health Commission and the Mentally Healthy Workplace Alliance (2014). Developing a Mentally Healthy Workplace: A review of the literature.
Mentally healthy workplaces – Draft CoP 28 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
http://www.mentalhealthcommission.gov.au/media-centre/news/workplacementalhealthreport.aspx
Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity and more. Annual Review of Psychology, 65, 661-691.
Parker, S. K., and Griffin, M. A. (2015). Principles and Evidence for Good Work through Effective Design. Report commissioned by Comcare (RFQ) 13/373 to inform the Safe Work Australia Members Collaborative Project ‘Good Work Through Effective Design’. https://www.comcare.gov.au/__data/assets/pdf_file/0003/145236/Professor_Sharon_Parker_Full_evidence_report.pdf
The OHS Body of Knowledge. (2012). Psychosocial hazards stress, No 19. http://www.ohsbok.org.au/download-the-body-of-knowledge/.
World Health Organization. (2008). PRIMA-EF: Guidance on the European framework for psychosocial risk management: a resource for employer and worker representatives. Geneva: World Health Organization. http://www.who.int/iris/handle/10665/43966.
World Health Organization. Dept. of Mental Health and Substance Dependence, Victorian Health Promotion Foundation & University of Melbourne. (2004). Promoting mental health : concepts, emerging evidence, practice : summary report / a report from the World Health Organization, Department of Mental Health and Substance Abuse in collaboration with the Victorian Health Promotion Foundation and the University of Melbourne. Geneva: World Health Organization. http://www.who.int/iris/handle/10665/42940
Section 1.5 Why is a mentally healthy workplace important? Comcare. (2016). Health benefits of work.
www.comcare.gov.au/promoting/health_benefits_of_work
PwC. (2014). Creating a mentally healthy workplace: Return on investment analysis. http://www.headsup.org.au/docs/default-source/resources/beyondblue_workplaceroi_finalreport_may-2014.pdf?sfvrsn=6
SafeWork NSW. (2017). Mentally healthy workplaces in NSW: A return on investment study. www.safework.nsw.gov.au
University of Tasmania Work Health & Wellbeing Network. (2017). An integrated approach to workplace mental health: Nine priorities for implementation in Australia. www.utas.edu.au/work-health-wellbeing
Chapters 2 Overview of risk management approach Safe Work Australia. (2018). Work-related psychological health and safety: A systematic
approach to meeting your duties. www.safeworkaustralia.gov.au/system/files/documents/1806/work-related_psychological_health_and_safety_guide_1.pdf
Standards Australia. (2018). Risk management – Principles and guidelines (AS/NZS ISO 31000). www.standards.org.au
Chapter 3 Role of the organisation Public Sector Commission. (2013). Prevention of bullying in the WA public sector: A guide
for agencies. https://publicsector.wa.gov.au/document/prevention-workplace-bullying-wa-public-sector-guide-agencies.
Standards Australia. (2015). Risk management – Principles and guidelines (AS/NZS ISO 31000). www.standards.org.au
Mentally healthy workplaces – Draft CoP 29 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Workplace Health and Safety Queensland (2018). Mentally Healthy Workplaces Toolkit. https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0009/146385/mentally-healthy-workplaces-toolkit.pdf.
Chapter 4 Identification of psychosocial hazards and factors Australian Human Rights Commission. (2010). Workers with mental illness: A practical
guide for managers. www.humanrights.gov.au/our-work/disability-rights/publications/2010-workers-mental-illness-practical-guide-managers
Department of Mines, Industry Regulation and Safety. Australia.
- (2008). Alcohol and other drugs at the workplace: Guidance note. https://www.commerce.wa.gov.au/sites/default/files/atoms/files/alcohol_and_drugs_0.pdf.
- (2014). Aggression in the workplace: Risk management toolkit. https://www.commerce.wa.gov.au/sites/default/files/atoms/files/aggression_in_the_workplace_risk_management_toolkit_0.pdf.
(2009). Consultation at work: Code of practice. http://www.dmp.wa.gov.au/Documents/Safety/MSH_COP_ConsultationAtWork.pdf.
- (2003). Dealing with bullying at work a guide for workers: Guidance note. https://www.commerce.wa.gov.au/sites/default/files/atoms/files/dealing_with_bullying_english.pdf
- (2011). Duty of care – labour hire industry: Mine Safety and Inspection Act pamphlet. http://www.dmp.wa.gov.au/Documents/Safety/MSH_MSIA_P_LabourHireIndustry.pdf.
- (2014). Effective safety and health supervision in Western Australian mining operations: Guideline. http://www.dmp.wa.gov.au/Documents/Safety/MSH_G_EffectiveSafetySupervisionWA.pdf
- (2013). Frequently asked questions on preventing and managing fatigue on Western Australian mining operations: Information sheet. http://www.dmp.wa.gov.au/Documents/Safety/MSH_IS_FAQs_PreventingFatigue.pdf
- (2011). General duty of care in Western Australian mines: Guideline (2nd edition). http://www.dmp.wa.gov.au/Documents/Safety/MSH_G_GeneralDutyOfCareWAMines.pdf
- (2005). General duty of care in Western Australian workplaces: Guidance note. https://www.commerce.wa.gov.au/sites/default/files/atoms/files/general_duty_of_care.pdf
- (2011). General duty of care – employees and employers: Mine Safety and Inspection Act pamphlet. http://www.dmp.wa.gov.au/Documents/Safety/MSH_MSIA_P_DutyCareEmployeesEmployers.pdf.
- (2010). Violence, aggression and bullying at work: Code of practice. https://www.commerce.wa.gov.au/sites/default/files/atoms/files/codeviolence.pdf
- (2014). Psychological safe and healthy workplaces: Risk management approach toolkit. https://www.commerce.wa.gov.au/sites/default/files/atoms/files/psychologically-healthy-and-safe-workplace-risk-management-toolkit.pdf.
- (2006). Working hours: Code of practice. http://www.dmp.wa.gov.au/Documents/Safety/MSH_COP_WorkingHours.pdf
Mentally healthy workplaces – Draft CoP 30 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
- (2006). Working hours code of practice: Risk management guidelines. http://www.dmp.wa.gov.au/Documents/Safety/MSH_COP_WorkingHoursRiskManagementGuideline.pdf.
Healthdirect Australia.
- (2017). Exercise and mental health: 3-minute read. https://www.healthdirect.gov.au/exercise-and-mental-health
- (2017). Diet and mental health: 2-minute read. www.healthdirect.gov.au/diet-and-mental-health
Health and Safety Executive. UK. (2009). How to tackle work-related stress: A guide for employers on making the management standards work. INDG430. www.hse.gov.uk/pubns/indg430.pdf.
Joyce, S.J., Tomlin, S.M., Somerford, P.J., and Weeramanthri, T.S. (2013). Health behaviours and outcomes associated with fly-in fly-out and shift workers in Western Australia. Internal Medicine Journal, 43(4): 440–444. www.ncbi.nlm.nih.gov/pubmed/22827813 .
Leka, Stavroula, Jain, A & World Health Organization. (2010). Health impact of psychosocial hazards at work: an overview / Stavroula Leka, Aditya Jain. Geneva : World Health Organization. http://www.who.int/iris/handle/10665/44428.
Lifeline Western Australia (2013). FIFO/DIDO mental health research report 2013: Research Report 2013. www.workplacehealth.org.au/_.../FIFO_DIDO_Mental_Health_Research_Report.
Mental Health Commission of Canada. (2018). 13 Factors: Addressing mental health in the workplace. www.mentalhealthcommission.ca/English/13-factors-addressing-mental-health-workplace .
PwC. (2014). Creating a mentally healthy workplace: Return on investment analysis. http://www.headsup.org.au/docs/default-source/resources/beyondblue_workplaceroi_finalreport_may-2014.pdf?sfvrsn=6
Safe Work Australia. (2015). Principles of good work design: A work health and safety handbook. https://www.safeworkaustralia.gov.au/system/files/.../good-work-design-handbook.pdf .
Standards Australia. (2015). Risk management – Principles and guidelines (AS/NZS ISO 31000). www.standards.org.au
Western Australian Mental Health Commission.
- (2015). Better choices. Better lives. Western Australian mental health, alcohol and other drug services plan 2015–2025. Perth. https://www.mhc.wa.gov.au/media/1301/the-plan_final.pdf.
- (2014). Supporting good mental health in the workplace: A resource for agencies. https://publicsector.wa.gov.au/sites/default/files/documents/supporting_good_mental_health_in_the_workplace.pdf.
- (2017). Suicide prevention 2020: Together we can save lives. https://www.mhc.wa.gov.au/media/1220/suicide-prevention-2020-strategy-final.pdf.
UNSW and Black Dog Institute. (2014). Developing a mentally healthy workplace: A review of the literature. A report for the National Mental Health Commission and the Mentally Healthy Workplace Alliance.
Workplace Health and Safety Queensland (2017). Overview of work-related stress. www.worksafe.qld.gov.au/injury-prevention-safety/mental-health-at-work/tools-and-resources/work-related-stress .
Mentally healthy workplaces – Draft CoP 31 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Chapter 5 Risk analysis and risk assessment Health and Safety Executive. UK. (2009). How to tackle work-related stress: A guide for
employers on making the management standards work. INDG430. www.hse.gov.uk/pubns/indg430.pdf.
Standards Australia. (2015). Risk management – Principles and guidelines (AS/NZS ISO 31000). www.standards.org.au
Chapter 6 Controlling the risksAustralian Human Rights Commission. (2010). Workers with mental illness: A practical guide for managers. , www.humanrights.gov.au/our-work/disability-rights/publications/2010-workers-mental-illness-practical-guide-managers
Western Australian Mental Health Commission.
- (2014). Supporting good mental health in the workplace: A resource for agencies. https://publicsector.wa.gov.au/sites/default/files/documents/supporting_good_mental_health_in_the_workplace.pdf.
- (2015). Better choices. Better lives. Western Australian mental health, alcohol and other drug services plan 2015–2025. Perth. https://www.mhc.wa.gov.au/media/1301/the-plan_final.pdf.
Standards Australia. (2015). Risk management – Principles and guidelines (AS/NZS ISO 31000). www.standards.org.au
The OHS Body of Knowledge. (2012). Psychosocial hazards stress, No 19. http://www.ohsbok.org.au/download-the-body-of-knowledge/.
World Health Organization. (2018). Health promotion. http://www.who.int/topics/health_promotion/en
Chapter 7 Monitoring and review Standards Australia. (2015). Risk management – Principles and guidelines (AS/NZS ISO
31000). www.standards.org.au .
Workplace Health and Safety Queensland (2018). Mentally Healthy Workplaces Toolkit. https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0009/146385/mentally-healthy-workplaces-toolkit.pdf
Chapter 8 Communication and consultation Standards Australia. (2015). Risk management – Principles and guidelines (AS/NZS ISO
31000). www.standards.org.au .
Workplace Health and Safety Queensland (2018). Mentally Healthy Workplaces Toolkit. https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0009/146385/mentally-healthy-workplaces-toolkit.pdf
Chapter 9 Investigating reports Workplace Health and Safety Queensland (2018). Mentally Healthy Workplaces Toolkit.
https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0009/146385/mentally-healthy-workplaces-toolkit.pdf
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Appendix 3 – Managing psychosocial risk factorsThis appendix describes some practical guides and tools that may assist organisations with the risk management process to support the creation and maintenance of mentally healthy workplaces, and presents some research findings that may assist with risk management.
World Health Organisation Protecting Workers’ Health Series No. 9. PRIMA-EF: Guidance on the European
framework for psychosocial risk management: A resource for employers and worker representatives
www.who.int/occupational_health/publications/Protecting_Workers_Health_Series_No_9/en
This document promotes the translation of policy and knowledge into practice. Guidance is provided on key issues including risk assessment, social dialogue and employee participation, key indicators, best practice interventions and corporate social responsibility. Complementary guides in the WHO Protecting Workers’ Health Series are No. 3: Work organization and stress and No. 4: Raising awareness of psychological harassment at work.
Safe Work Australia Work-related psychological health and safety: A systematic approach to meeting your
duties
www.safeworkaustralia.gov.au/system/files/documents/1806/work-related_psychological_health_and_safety_guide_1.pdf
This document provides step-by-step guidance for preventing and managing harm from work-related psychosocial hazards and factors.
The Australian Workplace Barometer: Report on psychosocial safety climate and worker health in Australia
www.safeworkaustralia.gov.au/doc/australian-workplace-barometer-report-psychosocial-safety-climate-and-worker-health-australia
The Australian Workplace Barometer project collected data about Australian work conditions and their relationship to workplace health and productivity. This report provides evidence relating to psychosocial risk factors in the working Australian population, as well as an analysis of relationships between risk factors and employee health and motivational outcomes.
WorkCover Queensland and Office of Industrial Relations, Workplace Health and Safety Queensland Mentally healthy workplaces toolkit
www.worksafe.qld.gov.au/injury-prevention-safety/mentally-healthy-workplaces/toolkit
This toolkit provides practical tools and resources for employers, managers and leaders to create workplaces that are mentally healthy, and includes guidance on a risk management approach.
People at Work
www.worksafe.qld.gov.au/injury-prevention-safety/mentally-healthy-workplaces/guidance-and-tools/people-at-work
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Developed by Safe Work Australia, the University of Queensland, the Australian National University, Queensland Government and WorkSafe Victoria, People at Work is a free psychosocial risk assessment tool to help organisations implement a psychosocial risk management approach and evaluate the effectiveness of chosen interventions.
Health and Safety Executive (HSE) and Health and Safety Laboratory (HSL), United Kingdom Work-related stress
www.hse.gov.uk/stress/index.htm
A range of guides and tools can be accessed through this webpage, including information and a workbook on management standards to help tackle work stressors, and a stress risk assessment template with examples and case studies.
Stress Indicator Tool
www.hsl.gov.uk/products/stress-indicator-tool
The Stress Indicator Tool measures the attitudes and perceptions of an organisation’s employees towards work-related stress. Complementing HSE's management standards for stress approach, it comprises a survey of thirty-five questions asking about six key areas of work that, if not managed properly, are known to be potential causes of workplace stress. The tool provides a quick and easy way to determine the extent to which work-related stress is a problem in an organisation, and the likely root causes.
There is also guidance on managing work-related stress as part of a prevention culture.
Department of Mines, Industry Regulation and Safety Psychologically safe and healthy workplaces: Risk management approach toolkit
www.commerce.wa.gov.au/publications/psychologically-safe-and-healthy-workplaces-risk-management-approach-toolkit
This tool provides a step-by-step approach for managing psychological risks, covering identification, assessment, control and review. It is designed for use by managers, occupational safety and health professionals and human resources personnel.
The National Institute of Occupational Health, Copenhagen, Denmark Copenhagen Psychosocial Questionnaire
www.copsoq-network.org/assets/pdf/TSK-et-al-COPSOQ-in-SJWEH-2005.pdf
This tool may be used to assess the psychosocial work environment, as well as facilitating practical interventions at workplaces. Three versions of the questionnaire are available: a long version for research use, a medium-length version for use by work environment professionals, and a short version for workplaces.
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Some research findings on psychosocial risk management There is a significant correlation between job resources (e.g. social support, job control
and role in the organisation) and symptoms of work-related stress, such that increased job resources will be associated with decreased symptoms of work-related stress (Bergh et al., 2018).
There is a significant correlation between job demands (e.g. workload) and symptoms of work-related stress, such that increased job demands will be associated with increased symptoms of work-related stress (Bergh et al., 2018).
Employees who report good social support, clear roles and job control report better wellbeing (Bergh et al., 2018).
Among FIFO employees, those who were most dissatisfied with their job had relatively high long-term stress levels (Clifford, 2009).
ReferencesBuergh, L.I.V., Leka, S. & Zwetsloot, G.I.J.M. (2018). Tailoring psychosocial risk assessment in the oil and gas industry by exploring specific and common psychosocial risks. Safety and Health at Work, 9, 63-70.
Clifford, S. (2009). The effects of fly-in/fly-out commute arrangements and extended working hours on the stress, lifestyle, relationship and health characteristics of Western Australian mining employees and their partners: Report of research findings. The University of Western Australia, Perth: www.ihs.uwa.edu.au/research/mining.
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Appendix 4 – Leadership commitment and workplace cultureThis appendix describes some practical guides and tools to promote workplace cultures focused on a preventative rather than a reactive approach to safety and health, and presents some research findings that may assist with implementing the risk management approach.
Heads Up Resources for leaders
https://www.headsup.org.au/healthy-workplaces/for-leaders
This website contains resources for leaders to create mentally healthy workplaces. It comes from a position which states that workplace health is a leadership issue and change must start at the top in order to positively influence workplace culture, management practices and the experience of workers.
Health and Safety Executive, UK Leading Health and Safety at Work
www.hse.gov.uk/leadership/
This website contains leadership guidance for all boards, directors and senior executives. It has sections on setting the direction, introducing management systems and practices, monitoring and reporting and reviewing performance.
Leadership and Worker Involvement Toolkit
www.hse.gov.uk/construction/lwit/index.htm
This toolkit focuses on health and safety leadership in construction industries. It has information and resources for leaders, managers and workers. It helps companies understand their risk profile and engage their workers in a positive health and safety culture.
Leadership for the Major Hazard Industries: Effective Safety and Health Management
www.hse.gov.uk/pubns/indg277.pdf
This booklet is designed to help industry leaders further improve the health and safety performance of all major hazard industries, both on and offshore. It looks at key leadership issues in achieving a health and safety culture, leading by example, having effective systems and an engaged workforce.
WorkCover Queensland and Office of Industrial Relations and Workplace Health and Safety Queensland Mentally healthy workplaces toolkit
https://www.worksafe.qld.gov.au/injury-prevention-safety/mentally-healthy-workplaces/toolkit
This toolkit provides practical tools and resources for employers, managers and leaders to create workplaces that are mentally healthy, and includes guidance on promoting positive practices at work.
Serious about safe business pack
https://www.worksafe.qld.gov.au/injury-prevention-safety/small-business/serious-about-safe-business-pack
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This pack contains tools and information to help you identify what you need to do to make your workplace safer and outlines how to do it. Advice Sheet 1 focuses on management commitment.
Some research findings on safety leadership Safety climate was positively related to safety knowledge and safety motivation (Christian
et al., 2009).
Safety climate was moderately related to safety performance at the individual level and at the group level (Christian et al., 2009).
Safety climate tended to be more highly related to safety participation than safety compliance (Christian et al., 2009).
Interventions focused on improving management commitment to safety may meaningfully enhance safety performance and reduce accidents (Christian et al., 2009).
ReferenceChristian, M. S., Bradley, J. C., Wallace, J. C. & Burke, M. J. (2009). Workplace safety: A meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94 (5), 1103-1127.
Some research findings on workplace culture A descriptive qualitative study on FIFO workers found workplace culture was aided by the
closeness between colleagues built on local connections and friendship along with a management group who are respected (Mclean et al., 2012).
A qualitative case study research on psychological risk management in favourable workplace conditions found enablers of organisational culture as (Janetzke and Ertel, 2017):
- acceptance of addressing work-related problems
- low power distance
- long-term retention and loyalty towards employees
- organisational learning orientation.
Both the person and the situation are important factors related to workplace safety. Workers can be selected, trained and supported through positive safety climate to maximise safety motivation and safety knowledge, which in turn leads to safety behaviours and fewer incidents and injuries (Christian et al., 2009).
ReferencesJanetzke, H. & Ertel, M. (2017). Psychosocial risk management in more and less favourable workplace conditions, International Journal of Workplace Health Management, 10(4), 300-317.
Mclean, K. N. (2012). Mental health and well-being in resident mine workers: Out of the fly-in fly-out box. Australian Journal of Rural Health, 20(3), 126-130.
Christian, M. S., Bradley, J. C., Wallace, J. C. & Burke, M. J. (2009). Workplace safety: A meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94 (5), 1103-1127.
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Some research findings on stigma A total of 41% of respondents were worried about the stigma attached to mental health
problems and 38.5% reported stress caused by the unavailability of help when needed (Bowers et al., 2018).
The strongest predictor of psychological distress overall was fear of stigmatisation for mental health problems, workers who reported being stressed by this factor were 20 times and those who were extremely stressed about it were 24 times as likely to have high or very high levels of distress values (Bowers et al., 2018).
There was a high prevalence of psychological distress and a greater likelihood of a psychological disorder incidence amongst FIFO workers compared with the general population (Lifeline WA, 2013).
Concerns about stigma and barriers to care tended to be more prominent among personnel who met criteria for a mental health problem. The pattern of reported stigma and barriers to care was similar across the armed forces of all five nations (Gould et al., 2010).
Barriers to support seeking identified within FIFO workers included a culture of not discussing problems, fear of loss of employment if problems were openly discussed, embarrassment, and mistrust in those supports made available (Lifeline WA, 2013).
ReferencesBowers J., Lo, J., Miller, P. Mawren, D. & Jones, B. (2018). Psychological distress in remote mining and construction workers in Australia. Medical Journal of Australia, 209 (9), 391-397.
Gould, M., Adler, A. Azmorski, M., Castro, C., Hanily, N. Steele, N., Kearmey, S. & Greenberg, N. (2010). Do stigma and other perceived barriers to mental health care differ across armed forces? Journal of the Royal Society of Medicine, 103, 148-156.
Lifeline Western Australia (2013). FIFO/DIDO mental health research report 2013: Research Report 2013: https://aimwa.com/~/media/Advocacy/Research/FIFO%20DIDO%20Mental%20Health%20Report%20Executive%20Summary.ashx
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Appendix 5 – Supportive and capable management and supervisionThis appendix includes practical guides and tools to help those in management and supervisory roles create a supportive work environment, and presents some research findings that may assist with risk management.
Australian Human Rights Commission (AHRC) Workers with mental illness: A practical guide for managers
www.humanrights.gov.au/publications/2010-workers-mental-illness-practical-guide-managers/3-managing-mental-illness
This guide provides practical strategies to help managers meet their responsibility to assist workers with a mental illness by providing workplace accommodations which will enable them to perform their duties more effectively.
www.humanrights.gov.au/employers/toolkits-guidelines-and-other-resources
There are a number of AHRC publications that provide practical support to develop effective policies and practices in areas including gender equality, sexual harassment, cultural diversity and employment of people with disabilities.
Department of Mines, Industry Regulation and Safety Aggression in the workplace – Toolkits and information resources
www.commerce.wa.gov.au/worksafe/aggression-workplace-toolkits-and-information-resources
These resources are designed to assist employers to prevent and manage aggression in the workplace. They include a code of practice, an employee presentation, a workplace prevention policy and a risk management toolkit.
Effective safety and health supervision in Western Australian mining operations – guideline
www.dmp.wa.gov.au/Documents/Safety/MSH_G_EffectiveSafetySupervisionWA.pdf
This guideline looks at developing competent supervisors in the mining context. It sets out the desirable competencies of effective supervisors, including knowledge of the health and safety environment, ability to communicate well, develop teams and individuals, and show leadership.
Gender and safety in mining: Workshop planner series
www.dmp.wa.gov.au/Safety/Booklets-and-handbooks-16179.aspx
This document provides a series of workshop topics for your organisation to raise awareness and open debate around gendered behaviours, sexual harassment, homophobia and aggression, and how these affect the safety and well-being of people in the workplace.
Psychologically safe and healthy workplaces: Risk management approach toolkit
www.commerce.wa.gov.au/publications/psychologically-safe-and-healthy-workplaces-risk-management-approach-toolkit
This tool provides a step-by-step approach for managing psychological risks, covering identification, assessment, control and review. It is designed for use by managers, occupational safety and health professionals and human resources personnel.
Why are communication and consultation important to safety and health?
www.dmp.wa.gov.au/Safety/Why-are-communication-and-5257.aspx
Mentally healthy workplaces – Draft CoP 40 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
This web page provides guidance on how communication and consultation can improve safety and health outcomes.
Health and Safety Executive, UK How to tackle work-related stress: A guide for employers on making the Management
Standards work (2017)
www.hse.gov.uk/pubns/indg430.pdf
Tackling work-related stress using the Management Standards approach: a step-by-step workbook (2017)
www.hse.gov.uk/pubns/wbk01.pdf
Both these publications are designed to assist employers in implementing the Management Standards approach to help manage the causes of work-related stress. The Standards refer to six areas of work that can lead to stress if not properly managed, including work demands, control, work relationships and management support.
Population Mental Health Group, University of Melbourne and Institute for Safety, Compensation and Recovery Research Workplace prevention of mental health problems: Guidelines for organisations
www.prevention.workplace-mentalhealth.net.au
These guidelines consist of actions organisations may take to prevent common mental health problems in the workplace. They are intended to be used to improve the practices of organisations as they work to reduce the risk of job stress and mental health problems in the workplace.
Safe Work Australia Work-related psychological health and safety: A systematic approach to meeting your
duties
www.safeworkaustralia.gov.au/system/files/documents/1806/work-related_psychological_health_and_safety_guide_1.pdf
This document provides step-by-step guidance for employers to meet their obligations under work health and safety legislative in preventing and managing harm from work-related psychosocial hazards and factors. It sets out a systematic three-part approach to preventing harm, intervening early and supporting recovery.
Workplace Health and Safety Queensland Mentally Healthy Workplaces Toolkit
https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0009/146385/mentally-healthy-workplaces-toolkit.PDF
Improving current workplace systems, practices and processes with the help of this toolkit will contribute to a workplace where workers thrive, as well as assist in meeting legal obligations. It includes sections on supportive and capable managers and leaders, respectful workplace interactions and open and honest communication.
Some research findings on supervisor supportMentally healthy workplaces – Draft CoP 41 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Effective management and supervision can only be achieved through a multi-tiered, team approach where each level of the organisation plays a part in implementing the overall safe systems of work (DMIRS 2014).
Supervisors depend on direction and support from middle and senior management, as well as the involvement of the workers and contractors they direct (DMIRS 2014).
Supportive management was positively associated with good team relationships (Barclay et al., 2013).
A mentally healthy workplace is one where management promotes a work environment in which frontline supervisors and workforce can raise safety and health issues without fear of ridicule or reprisal (DMP), 2014)
Sleep duration was negatively related to job demands, and positively related to supervisor support among personnel who worked overtime (Parkes, 2017).
Poor sleep quality was predicted by the additive effects of overtime, low support and adverse physical environments (Parkes, 2017).
ReferencesBarclay, M. A., Harris, J. Everingham, J. Kirsch, P., Arend, S. Shi, S. & Kim, J. (2013). Factors linked to the well-being of fly-in fly-out (FIFO) workers. Research Report, CSRM and MISHC, Sustainable Mineral Institute, University of Queensland: Brisbane, Australia.
DMIRS, Effective safety and health supervision in Western Australian mining operations: Guideline (2014). www.dmp.wa.gov.au/Documents/Safety/MSH_G_EffectiveSafetySupervisionWA.pdf
Parkes, K. R. (2017). Work environment, overtime and sleep among offshore personnel, Accident Analysis and Prevention, 99, 883-388.
Some research findings on communication A distinctive factor in all mines with strong safety performance was the high level of
communication between workers and management on WHS issues. For example, effective communication might include “start of shift” meetings with deputies, toolbox stalks, regular planning meeting with management group and regular WHS committee meetings, ‘open door’ policy and informal dialogue with mine management, such as after-work barbeque. The most common feature was that they engaged workers in small groups, which in itself may well have facilitated greater communication (Gunningham & Sinclair, 2014).
Communication strategy – management’s willingness to listen to and respond to workers’ WHS concerns and to be engaged in a genuine dialogue about them. Managers who respond promptly when they expressed safety concerns scored highly in term of communication, even if they simply explained why no further action would be taken (Gunningham & Sinclair, 2014).
ReferenceGunningham, N. & Sinclair, D. (2014). Building trust: Work health and safety management in the mining industry. Policy and Practice in Health and Safety, 20 (1).
Mentally healthy workplaces – Draft CoP 42 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Some research findings on trust Trust has been identified as important factor to improved WHHS through a variety of
means, including communication, maintaining co-operation, promoting the acceptance of decisions, improve knowledge-sharing, supporting all aspects of organisational functioning and enhancing safety performance. Concern about the role of trust has been particularly strong in the mining sector (Gunningham & Sinclair, 2014).
There is a strong association between low trust and low safety performance. Fieldwork suggested that the mines that achieved high safety outcomes had all, or most of, a cluster of characteristics that distinguished them from low-performing mines, and that these characteristics were closely associated with the presence of trust. These include corporate and mine-site leadership, the capacity to overcome middle management inertia, flatter structures, devolved decision-making and rotating shifts, worker ‘buy in’ and effective communication, consultation and feedback (Gunningham & Sinclair, 2014).
A descriptive qualitative study found that trust between colleagues and the believe that supervisors were willing to be supportive and accommodating of issues, were key to view of mental well-being (Mclean, 2012).
An open and communicative style of management is important in building trust by creating opportunities for both informal and formal engagement, such as taking advantage of shift changes to meet with the workforce. Ways to overcome worker suspicion include being receptive and responding rapidly to safety concerns raised by the workforce (Gunningham and Sinclair, 2014).
ReferencesGunningham, N. & Sinclair, D. (2014). Building trust: Work health and safety management in the mining industry. Policy and Practice in Health and Safety, 20 (1).
Mclean, K. N. (2012). Mental health and well-being in resident mine workers: Out of the fly-in fly-out box. Australian Journal of Rural Health, 20(3), 126-130.
Some research findings on gender The mining industry contains a large underrepresentation of female employees. The
underrepresentation of women occurs in managerial, professional, technical and trade roles. This underrepresentation starts early in the workforce pipeline (Rubin, 2016). The underrepresentation needs to be addressed for three reasons:
- It violates the principle of gender equality.
- Skills shortages are common in the mining industry and increasing number of women miners offers a solution to this issue.
- Women’s minority status in the mining industry places them a greater risk of poorer mental health and job satisfaction than their male colleagues due to their lower social status, less social support and less social integration in the industry.
Research found evidence of an association between sexism (organisational and interpersonal) and mental health and job satisfaction among woman miners (Rubin, 2016).
Organisation sexism is related to poorer mental health and job satisfaction via a lowered sense of belonging among women (Rubin, 2016).
Only organisational sexism is related to feelings of workplace belonging (Rubin, 2016).
ReferenceRubin, M., Subasic, E., Giacomini, A. & Paolini, S. (2016). An exploratory study of the relations between women miners’ gender-based workplace issues and their mental health and job satisfaction. Journal of Applied Social Psychology, 47, 400-41.
Mentally healthy workplaces – Draft CoP 43 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Appendix 6 – Work designThis appendix describes some practical guides and tools that may assist organisations to implement good work design, and presents some research findings that may assist with risk management.
Health and Safety Executive, UK How to tackle work-related stress: A guide for employers on making the Management
Standards work (2017)
www.hse.gov.uk/pubns/indg430.pdf
This publication is designed to assist employers in implementing the Management Standards approach to help manage the causes of work-related stress. The management standards cover six key areas of work design that, if not properly managed, are associated with poor health, lower productivity and increased accident and sickness absence rates.
Tackling work-related stress using the Management Standards approach: a step-by-step workbook (2017)
www.hse.gov.uk/pubns/wbk01.pdf
This publication is designed to assist employers in implementing the Management Standards approach to help manage the causes of work-related stress. The management standards cover six key areas of work design that, if not properly managed, are associated with poor health, lower productivity and increased accident and sickness absence rates.
Safe Work Australia Principles of good work design: A work health and safety handbook (Good Work Design
Handbook)
https://www.safeworkaustralia.gov.au/doc/handbook-principles-good-work-design
This handbook contains information about the ten principles of good work design and how they can be successfully applied to any workplace, business or industry.
Does the evidence and theory support the Good Work Design principles? An educational resource
https://www.safeworkaustralia.gov.au/doc/does-evidence-and-theory-support-good-work-design-principles-educational-resource
This paper sets out the evidence base and theoretical underpinning of work design, focusing particularly on psychosocial aspects of jobs. It analyses work design evidence and theory linked to the principles discussed in the Good Work Design Handbook.
Some research findings on work demands A study of the Ghanaian mining industry found that heavy work demands and a feeling of
a lack of control over work decisions had a negative effect on employees’ health and well-being (Amponsah-Tawiah, 2013).
Work redesign might promote physical and mental health in more ways, serving not only as primary intervention but also as a secondary intervention that boosts employees’ active coping and as a tertiary intervention that facilitates recovery (Parker, 2014).
Recommendation for workplace practices (Haslam et al., 2005):
Mentally healthy workplaces – Draft CoP 44 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
- the mental health issues are included in health and safety training
- organisations conduct risk assessments related to mental health, maintaining workers with anxiety and depression at work or rehabilitating workers after absence requires coordination between managers and the occupational health staff
- the communication between health care professions and employers is important.
A study on burnout of German employees (Müller et al, 2018) found that:
- control over working time, possibilities for redevelopment, and quality of leadership were indispensable for achieving goals, coping and maintaining wellbeing
- high demands at work led to resource losses, reduced coping capacity and increased the vulnerability to experience distress.
ReferencesAmponsah-Tawiah, K., Leka, S., Jain, A. Hollis, D. & Cox, T. (2013). The impact of physical and psychosocial risks on employee well-being and quality of life: The case of the mining industry in Ghana. Safety Science, 65, 28-35.
Haslam, C., Atkinson, S. Brown, S. S. & Haslam, R. A. (2005). Anxiety and depression in the workplace: Effects on the individual and organisation (a focus group investigation). Journal of Affective Disorders, 8, 209-215.
Müller, G, Brendel, B., Freude, G., Potter, G., Rose, U., Burr, H., Falkenstein, M. & Martus, P., (2018). Work-related determinants of burnout in a nationally representative sample of German employees: Results from the study on mental health at work. Journal of Occupational and Environmental Medicine, 60 (7), 584 – 588.
Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity and more. Annual Review of Psychology, 65, 661-691.
Some research findings on job satisfaction Job satisfaction has a positive and direct impact on life satisfaction. Although we found
reciprocal effects between the two, the effect of job satisfaction on life satisfaction was significantly larger than that for life satisfaction on job satisfaction (Iverson & Maguire, 2000).
Job satisfaction was found to mediate the impact of several job-related, personal and environmental variables such as low work overload, low routinisation, positive and negative affectivity and industrial relations climate (Iverson and Maguire, 2000).
Increases in repetitive nature of work lead to decreases in job satisfaction (because mining inherently involves repetitive work, organisations need to consider ways in which to relieve this (Iverson & Maguire, 2000).
ReferenceIverson, R. D. & Maguire, C. (2000). The relationship between job and life satisfaction: Evidence from a remote mining community. Human Relations, 53 (6), 807-839.
Mentally healthy workplaces – Draft CoP 45 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Appendix 7 – Work and travel arrangementsThis appendix describes some practical guides and tools that may assist organisations to implement rosters and shifts that minimise harm to health, and presents some research findings that may assist with risk management.
Comcare Australian Government Comcare’s guide to remote or isolated work (2013)
www.comcare.gov.au/__data/assets/pdf_file/0017/133361/Guide_to_remote_or_isolated_work_WHS1_PDF,_172_KB.pdf
This guide describes the nature of remote and isolated work and the psychological and physical risks associated with that work. It also provides guidance on managing shift work, travel and fatigue.
Commission for Occupational Safety and Health, Mining Industry Advisory Committee Code of Practice: Working hours (2006)
https://www.commerce.wa.gov.au/sites/default/files/atoms/files/copworkinghours.pdf
This code of practice provides guidance for employers and workers on the management of safety and health hazards commonly associated with working hour arrangements.
Department of Mines, Industry Regulation and Safety Frequently asked questions on preventing and managing fatigue on Western Australian
mining operations – information sheet
www.dmp.wa.gov.au/Documents/Safety/MSH_IS_FAQs_PreventingFatigue.pdf
This information sheet answers common questions about fatigue in the mining industry and what may be done to manage and prevent it.
SafeWork Australia Guide for managing the risk of fatigue at work
https://www.safeworkaustralia.gov.au/system/files/documents/1702/managing-the-risk-of-fatigue.docx.
This document provides practical guidance for managing fatigue and making sure it does not contribute to health and safety risks in the workplace.
WorkCover NSW Shiftwork: How to devise an effective roster
www.safework.nsw.gov.au/__data/assets/pdf_file/0014/50063/shiftwork_how_to_devise_effective_roster_0225.pdf
This document sets out the hazards and health effects of shift work and how to minimise them by devising effective rosters.
Workplace Health Association Australia / Lifeline WA
FIFO/DIDO mental health research report (2013)
www.workplacehealth.org.au/UnderstandWorkplaceHealth/research-and-reports
This report identifies the stressors associated with FIFO work and the ways in which FIFO workers cope with those stressors. It includes sections on rosters, shifts, travel, isolation and fatigue.
Mentally healthy workplaces – Draft CoP 46 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Some research findings on the impact of shift work Shift work encompasses work time arrangements outside of conventional daytime hours, and includes fixed early morning, evening and night work, as well as rostered work.
Disruption of circadian rhythms, known as the body’s biological clock, results in fatigue. Circadian rhythms are highly affected by the natural cycle of daylight, and varying exposure to light. Shift workers are inherently at risk of circadian disruption, with their working hours extending into the night or early morning.
Research into long work hours on North Sea oil and gas installations distinguished two types of risk:
- Operational risk resulting from human error
- Risk to the physical and psychological wellbeing of individuals (Parkes, 2007) The risk of psychological distress was significantly higher among workers aged 44 years
or less, workers who had separated from their partner, and workers employed on compressed roster swings (2 weeks on / 1 week off, or 1 week on / 1 week off), and among workers who felt stressed about the length of their roster shifts (Bowers et al., 2018).
An investigation of the effects of different roster cycles on miners, regardless of shift type, found sleep debt accumulated for all workers, and home periods required adequate days off for recovery (Langdon et al., 2016).
Shift workers reported more sleep problems, gastric problems, psychological distress and work-related injuries than day workers (Parkes, 1999).
Miners slept significantly more (approximately one hour) on days off than on workdays. However, there was no difference in total sleep time between day and night shifts. Further, there was no difference between the four rosters worked at the site. The amount of sleep obtained between shifts was less than what would be considered a sufficient amount (Paech, et al., 2010).
- 4x4 (n=14)-4D4O4N4O; 7x4 (n=10)-7D4O7N4O; 10x5(n=17)-5D5N5); 14x7 (n=12)-7D7N7O.
Fourteen participants perceived shift work, comprising of work schedules that extend beyond a typical nine-to-five work day, as negatively affecting mental, physical, and social well-being, leading to the adoption or worsening of risk-taking behaviours amongst mining employees and their families (O’Mullan et al. 2018).
Shift workers are likely to use alcohol as a sleep aid, and to engage in risky, binge-style, patterns of alcohol consumption. Previous research had suggested that the combined effects of alcohol and sleep loss are greater than the effects of either alone. From a shift perspective, those on 12-hour rotating shifts consumed more drinks in a single 24 hr period compared to those on 8-hour rotating shifts. The 12-hour shifts had the lowest self-reported sleep durations (Dorian et al., 2017).
Underground miners are one group at high risk for circadian disruption. Not only do they often work shift schedules and long hours, they may spend the majority of the day underground, where artificial sources supply all of the light (Martell 2018).
For underground miners, even with a fatigue management system in place there is still the problem with lack of sufficient light. In this case a lighting intervention may help to prevent the disruption of circadian rhythms. (Martell 2018).
Research has shown that red light can increase alertness and performance without impacting circadian rhythms (Figueiro et al 2016).
References
Mentally healthy workplaces – Draft CoP 47 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Bowers J., Lo, J., Miller, P. Mawren, D. & Jones, B. (2018). Psychological distress in remote mining and construction workers in Australia. Medical Journal of Australia, 209 (9), 391-397.
Dorian, J., Heath, G., Sargent, C., Banks, S. & Coates, A. (2017). Alcohol use in shift workers. Accident Analysis and Prevention, 99, 395-400.
Figueiro, M. et al. (2016). Light and night and measures of alertness and performance: implications for shift workers. Biological Research for Nursing. 18 (1), 90-100.
Langdon, R. R., Biggs, H. C., & Rowland, B. D. (2016). Australian fly-in fly-out operations: Impacts on communities, safety workers and their families. Work, 55(2), 413-427.
Martell, M. (2018). Mine worker fatigue and circadian rhythms. Engineering & Mining Journal, February, 38-40.
O’Mullan, C., Debattista, J. & Keen-Dyer, H. (2018). Moving beyond the individual: Addressing the social determinants of risk taking in mining communities. Rural society, 27(1), 35-51.
Paech, G.M., Jay, S. M., Lamond, N., Gregory, D. R., & Ferguson, S. A. (2010). The effects of different roster schedules on sleep in miners. Applied Ergonomics, 41(4), 600-606.
Parkes, K. R. (1999). Shift work, job type, and the work environment as joint predictors of health related outcomes. Journal of Occupational Health Psychology, 4, 256-268.
Parkes, K. R. (2007). Working hours in the offshore petroleum industry. Department of Experimental Psychology, University of Oxford, 27 pp.: https://pdfs.semanticscholar.org/4dae/3e912fbaa888f74d2f96f577afe86a20b0be.pdf
Some research findings on the impact of shift scheduleThe term ‘rotating three shift works’ implies that employees rotate (alternate) more or less regularly between a day, an evening and a night shift. Rosters can either consist of even time (i.e. 14 days on, 14 day off) or asymmetrical designs (i.e., 21 days on, 7 days off).
Shift rotations can be forward or backward. A forward rotation means the direction of shifts is day to evening to night shift. A backward rotation is from day to night to evening shift.
Factor most strongly associated with psychological distress was the work roster; those on 1 week on / 1 week off or 2 weeks on / 1 week off swings had about twice the risk of moderate psychological distress of those who worked 4 weeks on/ 1week off ( Bowers et al., 2018)
Workers concerned with their roster’s swing were twice as likely to have moderate level of distress (Bowers et al., 2018).
Workers reported more satisfaction when compressed work schedules followed a pattern of 14 days on, 7 day off (Langdon et al., 2016).
Highly compressed rosters have a more negative influence on FIFO workers and their families, compared to less compressed roster cycles (i.e., roster cycles that are shorter in length and allow a more balanced time on leave) (Gallegos, 2006; Sibbel, 2010).
Workers with highly compressed rosters had higher scores on the Kessler Psychological Distress Scale (K10) than those with less compressed rosters (Lifeline WA, 2013).
Swing shift (7N/7D) was associated with longer sleep duration, compared to day shift (14D). For swing shift workers, sleep duration was negatively associated with age (Waage, 2010).
Research found a common stressor from the sample of remote mining and construction workers is shift roster (Bowers et al., 2018).
References
Mentally healthy workplaces – Draft CoP 48 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Bowers J., Lo, J., Miller, P. Mawren, D. & Jones, B. (2018). Psychological distress in remote mining and construction workers in Australia. Medical Journal of Australia, 209 (9), 391-397.
Gallegos, D. (2006). Fly-in fly-out employment: Managing the parenting transitions. In centre for Social and Community Research (ed), Perth: Murdoch University.
Langdon, R. R., Biggs, H. C., & Rowland, B. D. (2016). Australian fly-in fly-out operations: Impacts on communities, safety workers and their families. Work, 55(2), 413-427.
Lifeline Western Australia (2013). FIFO/DIDO mental health research report 2013: Research Report 2013: https://aimwa.com/~/media/Advocacy/Research/FIFO%20DIDO%20Mental%20Health%20Report%20Executive%20Summary.ashx.
Sibbel, A. M. (2010). Living FIFO: The experiences and psychosocial wellbeing of Western Australian fly-in fly-out employees and partners, Edith Cowan University, Western Australia.
Waage, S., Pallensen, S., Moen, B. E, & Bjorvatn, G. (2010). Shift work and age in petroleum offshore industry. International Maritime Health, 61 (4), 251-257.
Some research findings on the impact of length of shift Job stress and long working hours are linked to higher body mass index and smoking in
Australian and other workers, both of which increase the risk of cardiovascular disease (Redi, et al, 2007).
The relationship between shift length, roster cycle and overall job satisfaction is statistically significant. Overall job satisfaction is likely to depend on having satisfactory roster cycle and shift lengths (Barclay et al., 2013).
Workers who were stressed by the length of their shift were more than twice as likely to experience high levels of distress (Bowers et al, 2018).
Overtime acts to increase the negative impact of job demands on sleep duration (Parkes, 2017).
Sleep duration and quality were significantly impaired among those who worked overtime relative to those who worked only 12-hour shifts (Parkes, 2017).
A linear relationship was found between long overtime hours and short sleep duration: personnel who worked more than 33 h/week overtime reported less than 6 h/day sleep (Parkes, 2017).
A qualitative study found participants almost overwhelmingly expressed a preference for shorter rosters, particularly if they had young families. While some described a 14/7 roster and the extended break between rosters positively, the 8/6 or 7/7 rosters appeared to be becoming more common and more popular among workers and partners (Misan & Rudnik, 2015).
Conversely, workers on longer rosters (three to four weeks on with one week off and sometimes longer, particularly for long distance commuters working overseas), commented that longer rosters were not only physically and mentally taxing but had detrimental effects on families and relationships compared with shorter rosters (Misan & Rudnik, 2015).
References
Barclay, M. A., Harris, J. Everingham, J. Kirsch, P., Arend, S. Shi, S. & Kim, J. (2013). Factors linked to the well-being of fly-in fly-out (FIFO) workers. Research Report, CSRM and MISHC, Sustainable Mineral Institute, University of Queensland: Brisbane, Australia.
Mentally healthy workplaces – Draft CoP 49 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Bowers J., Lo, J., Miller, P. Mawren, D. & Jones, B. (2018). Psychological distress in remote mining and construction workers in Australia. Medical Journal of Australia, 209 (9), 391-397.
Misan, G. M. & Rudnik, E. (2015). The pros and cons of long distance commuting: Comments from South Australia mining and resource workers. Journal of Economic and Social Policy, 17(1): 1-37.
Parkes, K. R. (2017). Work environment, overtime and sleep among offshore personnel, Accident Analysis and Prevention, 99, 883-388.
Redi, S., Ostry, A. & LaMontagne, A. D. (2007). Job stress and other working conditions: Relationships with smoking behaviours in a representative sample of working Australians, American Journal of Industrial Medicine, 50(8), 584-596.
Some research findings on commuting time Travel time to or from work should also be assessed for any additional risks for employees
travelling home from sites or airports (Parkes 2017).
The correlation between job satisfaction, commute allowance and performance bonus was highly significant. Satisfaction with performance bonus tended to be higher when a satisfactory commute allowance is received (Barclay et al., 2013).
References
Barclay, M. A., Harris, J. Everingham, J. Kirsch, P., Arend, S. Shi, S. & Kim, J. (2013). Factors linked to the well-being of fly-in fly-out (FIFO) workers. Research Report, CSRM and MISHC, Sustainable Mineral Institute, University of Queensland: Brisbane, Australia.
Parkes, K. R. (2017). Work environment, overtime and sleep among offshore personnel, Accident Analysis and Prevention, 99, 883-388.
Mentally healthy workplaces – Draft CoP 50 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
Appendix 8 – Communicating with remote and isolated workersThis appendix describes some practical guides that may assist organisations in developing appropriate communication systems and procedures for workers in remote areas.
Canadian Centre for Occupational Health and Safety, Canada www.ccohs.ca/oshanswers/hsprograms/workingalone.html
This website provides information and guidance on workplace health and wellness. It includes a section on lone workers and what may be done to keep them safe.
Comcare Australian Government Comcare’s guide to remote or isolated work
www.comcare.gov.au/__data/assets/pdf_file/0017/133361/Guide_to_remote_or_isolated_work_WHS1_PDF,_172_KB.pdf
This practical guide describes the nature of remote and isolated work and the psychological and physical risks associated with that work. It includes information about remote accommodation and communication.
Resources and Sustainable Development in the Arctic (ReSDA) and Yukon College, Canada The mobile workers guide: Fly-in/fly-out and rotational shift work in mining – Yukon
experiences (2017)
https://fifo-guide.jimdo.com/download-the-mobile-workers-guide/
This guide provides comprehensive information for the worker managing FIFO work and life. As well as discussing family, personal relationships, remote living, travelling and coping mechanisms, it looks at the importance of staying in touch with children and families and ways of communicating with people at home.
University of Tasmania Minimum standard: remote or isolated work
www.utas.edu.au/__data/assets/pdf_file/0016/610351/Remote-or-Isolated-Work-Minimum-Standard-December-2017.pdf
This risk control guide advises the use of a number of communication systems to ensure the safety of remote and isolated workers. These include personal security systems, radio communications, satellite communications, distress beacons and mobile phones with GPS and geographical features.
WorkSafe Northern Territory Remote or isolated work: guide
www.worksafe.nt.gov.au/PDF%20Conversion/guide-to-remote-or-isolated-work.pdf
This guide aims to raise awareness among persons conducting a business or undertaking (PCBUs), safety practitioners, managers, supervisors and workers of the hazards that may be present for people required to work remotely or in isolation. It includes risks associated with communication and approaches to mitigate those risks.
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Appendix 9 – AccommodationThis appendix describes some practical guides and tools that may assist organisations to promote health and wellbeing for remote workers at employer-provided accommodation, and presents some research findings that may assist with risk management.
Australian Parliament, House of Representatives Standing Committee on Regional Australia Cancer of the bush or salvation for our cities? Fly-in, fly-out and drive-in, drive-out
workforce practices in Regional Australia (2013)
https://www.aph.gov.au/Parliamentary_Business/Committees/House_of_Representatives_Committees?url=ra/fifodido/report.htm
This inquiry report looks at the impact of FIFO and DIDO workforces on communities in regional Australia. It provides a comprehensive view of both the positives and negatives that the resources sector brings to these areas and to the workers concerned. It includes chapters on accommodation and the health impacts on FIFO workers.
Canadian Centre for Occupational Health and Safety, Canada https://www.ccohs.ca/healthyworkplaces/
This website provides information and guidance on workplace health and wellness. It includes information and resources on mental health, work-life balance, violence or bullying, stress, and promotion and development of healthy workplaces.
Comcare Australian Government Comcare’s guide to remote or isolated work (2013)
http://www.comcare.gov.au/__data/assets/pdf_file/0017/133361/Guide_to_remote_or_isolated_work_WHS1_PDF,_172_KB.pdf
This practical guide describes the nature of remote and isolated work and the psychological and physical risks associated with that work. It includes information about remote accommodation and communication.
Department of Mines, Industry Regulation and Safety Employer-provided accommodation - Mines Safety and Inspection Act pamphlet
www.dmp.wa.gov.au/Documents/Safety/MSH_MSIA_P_EmployerProvidedAccommodation.pdf
This pamphlet provides a brief overview for employers and employees on employer-provided accommodation in remote areas and employers’ obligations under the Mines Safety and Inspection Act 1994.
Employer provided accommodation and duty of care (web page)
www.commerce.wa.gov.au/worksafe/employer-provided-accommodation-and-duty-care
This webpage discusses the duties of employers under the Occupational Health and Safety Act 1984 who provide accommodation to employees in remote areas. It defines employer-provided accommodation and provides some guidance on what sorts of things employers have to consider.
Guidance for mine sites, exploration camps and construction villages (web page)
http://www.dmp.wa.gov.au/Safety/Guidance-for-mine-sites-6988.aspx.
This web page provides guidance on employer-provided accommodation in remote areas, and how the Mines Safety and Inspection Act 1994 applies. It covers emergency planning,
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public health factors, accommodation standards and requirements, and work and lifestyle factors.
Resources and Sustainable Development in the Arctic (ReSDA) and Yukon College, Canada The mobile workers guide: Fly-in/fly-out and rotational shift work in mining – Yukon
experiences (2017)
https://fifo-guide.jimdo.com/download-the-mobile-workers-guide/
This guide provides comprehensive information for the worker managing FIFO work and life. As well as discussing family, personal relationships, remote living and travelling and coping mechanisms, it also looks into transitioning between home and work, camp routines and integration with local communities.
Workplace Health Association Australia / Lifeline WA
FIFO/DIDO mental health research report (2013)
www.workplacehealth.org.au/UnderstandWorkplaceHealth/research-and-reports
This report identifies the stressors associated with FIFO work and the ways in which FIFO workers cope with those stressors. It includes sections on effective and non-effective coping behaviours, alcohol and substance use, problems with telecommunications, and on-site living conditions.
Some research findings on FIFO accommodation Workers reported undertaking a range of activities between shifts including socialisation at
the crib and wet mess, using walking paths (for example between the mine site and camp) or playing sport, attending the gym or fitness classes (Misan and Rudnik, 2015).
Standard of camp accommodation is a stressor (Dorian et al., 2017).
FIFO workers’ wellbeing is affected by aspects of working conditions such as the quality of accommodation and food, facilities to wash clothes and on site health-promoting initiatives such as a healthy food and access to supporting facilities (Dorian, et al 2017).
Research found that significant stress arose from accommodation and work conditions on site, which were isolating and subject to overly onerous rules. Many workers found it difficult to seek support on site, and may use alcohol or illicit drugs to manage stress and disrupted sleep (Lifeline WA, 2013).
The majority of shift workers exceed alcohol consumption guidelines and supports the suggestion that shift workers are likely to engage in binge drinking (Dorian et al., 2017).
Alcohol consumption was higher for males and reduced with age (Dorian et al., 2017).
FIFO workers were significantly more likely than workers in other employment types to engage in risky health behaviour, including smoking and drinking excess levels of alcohol, as well as being more likely to be overweight and obese (Joyce et al., 2013).
Workplaces associated with alcohol use included working in mining, primarily for the high remuneration and the type of mining, with underground miners reporting higher alcohol use than open-cut miners (Tynan et al., 2017).
Individual-level factors were most strongly associated with problematic alcohol use, with those who reported risky or hazardous alcohol use significantly more likely to be male, younger in age, have a history of drug and/or alcohol problems, be a current daily smoker, report higher psychological distress and report current or previous usage of illicit substance (Tynan et al., 2017).
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Industry may benefit from implementation of programmes to address alcohol use beyond those that focus on detection of alcohol levels or intoxication in the workplace (Tynan et al., 2017).
A qualitative study using semi-structured interviews and a focus group of 104 participants found quality of facilities at mining sites was an important enabler for long distance commuters and one that offered benefits for the worker when on site (Misan and Rudnik, 2015).
A survey of 286 FIFO workers found the mess as the shared facility rated as most important by 76% of the respondents, and exclusive use of room and internet access in the room were two amenities that were rated as important but were not necessarily available (Barclay et al., 2013).
The facilities that were rated as most important related to the comfort and amenity of individual rooms (Barclay et al., 2013) were:
- en suite bathroom (89%)
- air-condition/ heating (88%)
- same room each roster (81%).
Improvements in accommodation villages that focus on enhancing people’s personal space and communication channels are likely to be valued by more workers than the sophisticated communal recreational facilities such as game rooms. Camps should be designed to maximise peace and privacy. As far as possible, sleeping quarters should be removed from communal areas and comfortable beds, sound-proofing and blackout curtains provided to minimise sleep disturbance (Barclay et al., 2013).
ReferencesBarclay, M. A., Harris, J. Everingham, J. Kirsch, P., Arend, S. Shi, S. & Kim, J. (2013). Factors linked to the well-being of fly-in fly-out (FIFO) workers. Research Report, CSRM and MISHC, Sustainable Mineral Institute, University of Queensland: Brisbane, Australia.
Dorian, J., Heath, G., Sargent, C., Banks, S. & Coates, A. (2017). Alcohol use in shift workers. Accident Analysis and Prevention, 99, 395-400.
Joyce, S. J., Tomlin, S. M., Somerford, P. J. & Weeramanthri, T. S. (2013). Health behaviours and outcomes associated with fly-in fly-out and shift workers in Western Australia. Internal Medicine Journal, 43 (4), 440-444.
Lifeline Western Australia (2013). FIFO/DIDO mental health: Research report 2013: https://aimwa.com/~/media/Advocacy/Research/FIFO%20DIDO%20Mental%20Health%20Report%20Executive%20Summary.ashx.
Misan, G. M. & Rudnik, E. (2015). The pros and cons of long distance commuting: Comments from South Australia mining and resource workers. Journal of Economic and Social Policy, 17(1): 1-37.
Tynan R. J. et al. (2017). Alcohol consumption in the Australian coal mining industry. Occupational Environment Medicine, 74(4), 259-267.
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Appendix 10 – Family and interpersonal relationshipsThis appendix describes some practical guides and tools that may assist organisations to address the personal, family and other relationship challenges of FIFO work, and presents some research findings that may assist with risk management.
Australian Institute of Family Studies, Australian Government Fly-in fly-out workforce practices in Australia: the effects on children and family
relationships
https://aifs.gov.au/cfca/publications/fly-fly-out-workforce-practices-australia-effects-children-and-fam/export
This report looks at the effects of FIFO on children and family relationships. It reviews the literature and points to the need for more research on the topic. It examines the impacts of the FIFO lifestyle and highlights various ways FIFO families navigate through and deal with the challenges presented by FIFO work.
Centre for Social and Community Research, Murdoch University Fly-in fly-out employment: managing the parenting transitions
www.fifofacts.com.au/images/files/research/101221-PS-Ngala%20FIFO%20Report.pdf
This report looks at the parenting challenges for FIFO families. It sets out the findings of interviews with 32 families about how they manage the FIFO lifestyle and offers practical advice for others doing the same, or considering entering the FIFO workforce. It also makes recommendations to industry and government about how they can better support FIFO families.
Department of Mines, Industry Regulation and Safety Guidance about mental health and wellbeing
www.dmp.wa.gov.au/Safety/Guidance-about-mental-health-and-7076.aspx
This webpage provides links to useful resources for employers and workers.
Resources and Sustainable Development in the Arctic (ReSDA) and Yukon College, Canada The mobile workers guide: Fly-in/fly-out and rotational shift work in mining – Yukon
experiences (2017)
https://fifo-guide.jimdo.com/download-the-mobile-workers-guide/
This guide provides comprehensive information for the worker managing FIFO work and life. As well as discussing family, personal relationships, remote living and travelling, and coping mechanisms, it also looks at the relationship between the FIFO workforce and local communities and integrating FIFO workers into local communities.
Workplace Health Association Australia / Lifeline WA
FIFO/DIDO mental health research report (2013)
www.workplacehealth.org.au/UnderstandWorkplaceHealth/research-and-reports
This report identifies the stressors associated with FIFO work and the ways in which FIFO workers cope with those stressors. It includes sections on the impact of FIFO on individuals, families and personal relationships and available supports.
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Some research findings that support hypothesis that FIFO workers experience higher rates of mental health conditionsResearch findings on whether FIFO workers (and their families) experience mental health conditions at the same or higher rates than the general population are inconclusive.
The following research findings supports the hypothesis that FIFO workers and their families experience mental health conditions at higher rates than the general population.
Family disruption is a stressor. Partners with children commented on feeling like a single parent and expressed some resentment on having to manage all household chores and decisions while partner was away (Misan & Rudnik, 2015).
Some participants reported that being away from home was stressful, particularly when problems arose on the home or family front. For some, calls from home were anxiety-provoking because the immediate assumption was that there was something wrong (Misan & Rudnik, 2015).
Unable to communicate regularly with family is a stressor (Misan & Rudnik, 2015).
The most commonly reported sources of stress were missing special events while on site (85%) and relationship problems with partners (68%), worried by financial stress (62.3%), shift rosters (62%) and social isolation (60.2%). The inability to practice religious or spiritual beliefs was nominated as a stressor by 11.2% of respondents (Bowers, 2018).
The specific impacts of FIFO that employees found most dissatisfying were missing important events with loved ones due to being on site and their ability to participate in ongoing community events and/or team sports (Clifford, 2009).
Partners of FIFO workers have expressed their frustration at being provided with the company’s communication information and not knowing how to access their partner on site, other than if adequate mobile phone coverage was available (Sibbel, 2010).
The sample of remote mining and construction workers had the highest rate of psychological distress of the general Australian community. Common stressors included relationship problems with partners and social isolation (Bowers et al., 2018)
Depression functions as a stressor as symptoms of depression (such as lethargy and anhedonia) make it difficult to engage in both work and social role (McTernan et al., 2016)
Easy-to-access information about anxiety, stress and other mental health issues should be provided in the workplace and at the accommodation site. An online service that workers could access privately would be useful. A dedicated website that enabled workers to assess the severity of their stress symptoms via online survey and then be directed to medical or counselling assistance could be a valuable tool for FIFO workers in remote locations (Barclay et.al., 2013).
Adolescents of FIFO parents reported significantly greater depressive symptoms and emotional and behaviour difficulties and significantly less parental presence and family connectedness than adolescents of non-FIFO parents (Lester et al, 2016).
Multi-level mediation analysis showed that the negative relationship between FIFO status and adolescent depressive symptoms and emotional behaviour difficulties was fully or partially mediated by parent presence and family connectedness (Lester et al., 2016).
FIFO partners reported high levels of personal emotional problems and greater usage of harsh discipline practices than community mothers, while FIFO workers reported greater work-to-family conflict and alcohol use than community fathers (Dittman et al., 2016).
Regression analysis on FIFO partners indicated that child and family functioning were best predicted by family factors, including harsh parenting and parental emotional adjustment (Dittman et al., 2016).
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Access to communication is an important factor in mediating the impact of FIFO lifestyle can have on children and families. The ability to communicate regularly facilitates a level of emotional support that only family members can provide (Sibbel et al, 2006).
Workers reported using mobile phones and email most often as their mode of communication with family and friends. Social media as well as Skype or similar technologies were also used (Misan & Gary, 2015).
Work sites or employers that espouse family-friendly cultures were found to be particularly appreciated by study participants and partners. Workers were appreciative of company or management practices that acknowledged workers were a long way from home and sometimes felt helpless, or stressed, when things went wrong at home and they couldn’t be there to help out or provide support. Workers felt more in control if, within reason, company policy allowed them to keep mobile phones with them while on shift and that for special circumstances workers could return home at short notice, or request time off for important events (Misan & Rudnik, 2015).
Participants commented that they were able to better tolerate the limited flexibility regarding certain work-site practices, for example limited alcohol use, work, health and safety, and sometimes inflexible travel arrangements, because these were offset by accommodating policies regarding family and other special occasion events (Misan & Rudnik, 2015).
A number of key points to consider in the recruitment process (Sibbel et al., 2006), includes:
- provide adequate and accessible information about the actual site and position being offered
- include relevant questions about implications of FIFO employment during the interview process
- include the applicant's partner in the process where possible
- investigate the applicant's ability to adapt to living in a remote location, with the possibility of a site visit prior to final acceptance of a job role.
ReferencesBarclay, M. A., Harris, J. Everingham, J. Kirsch, P., Arend, S. Shi, S. & Kim, J. (2013). Factors linked to the well-being of fly-in fly-out (FIFO) workers. Research Report, CSRM and MISHC, Sustainable Mineral Institute, University of Queensland: Brisbane, Australia.
Bowers J., Lo, J., Miller, P. Mawren, D. & Jones, B. (2018). Psychological distress in remote mining and construction workers in Australia. Medical Journal of Australia, 209(9), 391-397.
Clifford, S. (2009). The effects of fly-in/fly-out commute arrangements and extended working hours on the stress, lifestyle, relationship and health characteristics of Western Australian mining employees and their partners: Report of research findings, The University of Western Australia, Perth, Western Australia: www.ihs.uwa.edu.au.
Dittman, C K., Henriquez, A. & Roxburgh, N. (2016). When a non-resident worker is a non-resident parent: Investigating the family impact of fly-in, fly-out work practice in Australia. Journal of Child and Family Studies, 25(9), 2778-2796.
Lester, L., Watson, J., Waters, S. & Cross, D. (2016). The association of fly-in fly-out employment, family connectedness, parental presence and adolescent wellbeing. Journal of Child and Family Studies, 25(12), 3619-3626.
McTernan, W. P., Dollard, M. F., Tuckey, M. R. and Vandenberg, R. J. (2016). Enhanced co-worker social support in isolated work groups and its mitigating role on the work-family conflict-depression loss spiral. International Journal of Environmental Research and Public Health, 13(4), 382.
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Misan, G. M. & Rudnik, E. (2015). The pros and cons of long distance commuting: Comments from South Australia mining and resource workers. Journal of Economic and Social Policy, 17(1): 1-37.
Sibbel, A. M. (2010). Living FIFO: The experiences and psychosocial wellbeing of Western Australian fly-in fly-out employees and partners, Edith Cowan University, Perth, Western Australia: http://ro.ecu.edu.au/theses/132
Sibbel, M., Sibbel, J. & Goh, K. (2006). Fly-in fly-out operations: Strategies for managing employee wellbeing, Paper presented at the Australian Institute of Mining and Metallurgy International Mine Management Conference, Melbourne, Victoria.
Some research findings that do not support hypothesis that FIFO workers experience higher rates of mental health conditions Research findings on whether FIFO workers (and their families) experience mental health conditions at the same or higher rates than the general population are inconclusive.
The following research findings do not support the hypothesis that FIFO workers and their families experience mental health conditions at higher rates than the general population.
FIFO employees and partners were generally no more likely to have high stress levels, poor relationship quality, or poor health behaviours than daily commute mining workers (Clifford, 2009).
Study of 143 FIFO family members had observed health and wellbeing benefits (such as career satisfaction and favourable work conditions) for their partners, which had knock-on effects for family functioning and father-child relationships (Bradbury, 2011).
The findings do not support the hypothesis that resources sector employment is associated with greater relationship/work-family stress, or poorer mental and emotional health, relative to employment in other occupations (McPhedran & De Leo, 2014).
There were no difference between FIFO partners and community parents on family or couple relationship quality, parenting competence and child behavioural or emotional difficulties (Dittman et al., 2016).
FIFO workers had a lower self-reported prevalence of current mental health problems compared with other employment types (Joyce et al., 2013).
ReferencesBradbury, G. S. (2011). Children and the fly-in/fly-out lifestyle: Employment-related paternal absence and the implications for children, Curtin University, Perth, Western Australia: https://espace.curtin.edu.au/bitstream/handle/20.500.11937/559/169725_Bradbury%202011.pdf?sequence=2&isAllowed=y.
Clifford, S. (2009). The effects of fly-in/fly-out commute arrangements and extended working hours on the stress, lifestyle, relationship and health characteristics of Western Australian mining employees and their partners: Report of research findings, The University of Western Australia, Perth, Western Australia: www.ihs.uwa.edu.au.
Dittman, C K., Henriquez, A. & Roxburgh, N. (2016). When a non-resident worker is a non-resident parent: Investigating the family impact of fly-in, fly-out work practice in Australia. Journal of Child and Family Studies, 25(9), 2778-2796.
Joyce, S. J., Tomlin, S. M., Somerford, P. J. and T. S. Weeramanthri (2013). Health behaviours and outcomes associated with fly-in fly-out and shift workers in Western Australia. Internal Medicine Journal, 43, 3 (440-444).
McPhedran, S. & De Leo, D. (2014). Relationship quality, work-family stress and mental health among Australian male mining industry employees. Journal of relationships Research, 5 (3), 1-9.
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Some research findings on peer support Isolation is a broad concept, with physical and social dimensions. Social and emotional
isolation have been associated with many problems including stress, a sense of confinement, perceived inability to escape and depression (Iverson & Maquire, 2000).
Compensatory behaviours, such as substance misuse, are frequently used to combat feelings of loneliness, isolation, and boredom (O’Mullan et al. 2018).
Co-workers support acts as a significant buffer to work-family conflict and depression within the mining population, but not significantly in the general population. Organisational policies and practices that foster supportive and cohesive co-worker relationships may be able to help minimise depression and work-family conflict (McTerman et, al., 2016).
Participants in a study commented on life on the mine site as being somewhat akin to ‘family’. Workers were part of teams with common work goals and circumstances. Because they were all away from home in a tough, remote environment and worked hard for long hours in close company, workers generally got to know each other well, particularly within work teams. Workers commented they usually ‘looked-out’ for each other and were sensitive to pressures that co-workers might be under and tried to provide support where necessary (Misan & Rudnik, 2015).
Kinship support relates to the coping mechanisms provided by family and close friends. This includes the ability to listen and talk about job-related problems and being able to depend on others when things get difficult on the job (Iverson & Maguire, 2000).
ReferencesIverson, R. D. and Maguire, C. (2000). The relationship between job and life satisfaction: Evidence from a remote mining community. Human Relations, 53 (6), 807-839.
McTernan, W. P., Dollard, M. F., Tuckey, M. R. & Vandenberg, R. J. (2016). Enhanced co-worker social support in isolated work groups and its mitigating role on the work-family conflict-depression loss spiral. International Journal of Environmental Research and Public Health, 13(4), 382
Misan, G. M. & Rudnik, E. (2015). The pros and cons of long distance commuting: Comments from South Australia mining and resource workers. Journal of Economic and Social Policy, 17(1): 1-37.
O’Mullan, C., Debattista, J. & Keen-Dyer, H. (2018). Moving beyond the individual: Addressing the social determinants of risk taking in mining communities. Rural Society, 27(1), 35-51.
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Appendix 11 – Interaction with local communityThis appendix describes some practical guides and tools that may assist organisations interacting with the local community, and presents some research findings that may assist with risk management.
Australian Parliament, House of Representatives Standing Committee on Regional Australia Cancer of the bush or salvation for our cities? Fly-in, fly-out and drive-in, drive-out
workforce practices in regional Australia (2013)
https://www.aph.gov.au/Parliamentary_Business/Committees/House_of_Representatives_Committees?url=ra/fifodido/report.htm
This inquiry report looks at the impact of FIFO and DIDO workforces on communities in regional Australia. It provides a comprehensive view of both the positives and negatives that the resources sector brings to these areas and to the workers concerned. It challenges mining operations to build up and support the communities that host them.
Chamber of Minerals and Energy of Western Australia A Matter of choice: Capturing the FIFO opportunity in Pilbara communities (2012)
www.creatingcommunities.com.au/wp-content/uploads/A_Matter_of_Choice.pdf
This document examines the importance of FIFO workers to Western Australia’s resources industry and looks at ways of optimising their integration into, and better supporting, the host communities servicing the industry.
Comcare Australian Government Comcare’s guide to remote or isolated work (2013)
www.comcare.gov.au/__data/assets/pdf_file/0017/133361/Guide_to_remote_or_isolated_work_WHS1_PDF,_172_KB.pdf
This guide describes the nature of remote and isolated work and the psychological and physical risks associated with that work. It provides guidance on setting up a buddy system for peer support and information on respectful engagement with local indigenous communities.
Resources and Sustainable Development in the Arctic (ReSDA) and Yukon College, Canada The mobile workers guide: Fly-in/fly-out and rotational shift work in mining – Yukon
experiences (2017)
https://fifo-guide.jimdo.com/download-the-mobile-workers-guide/
This guide provides comprehensive information for the worker managing FIFO work and life. As well as discussing family, personal relationships, remote living and travelling and coping mechanisms, it also looks at the relationship between the FIFO workforce and local communities and integrating FIFO workers into local communities.
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Some research findings on community interaction The transient nature of the mining workforce and its disruptive effects on individuals,
families, and the local community has been highlighted. Within a mining context, transience relates to the temporary, non-residential mining workforce referred to as FIFO or long distance commuters (Petrova & Marinova, 2013).
Negative impacts of FIFO workforces on the regional communities in which they operate were identified. These concerns include pressures on infrastructure due to increased temporary populations, and the lack of reciprocity FIFO organisations and their employees have with these regional communities (Langdon et al., 2016).
Community variables (refer to community participation, focuses on the involvement in voluntary organisations of a community, such as churches, scouts, sporting clubs, local council, etc.) were most important in predicting life satisfaction in isolated settings (Iverson & Maguire, 2000).
Community participation is considered a non-work investment. Social involvement in voluntary organisations provides an avenue for employees to relieve the stress and boredom of the job. It also allows families to spend more time together (Iverson & Maguire, 2000).
ReferencesIverson, R. D. & Maguire, C. (2000). The relationship between job and life satisfaction: Evidence from a remote mining community. Human Relations, 53 (6), 807-839.
Langdon, R. R., Biggs, H. C., & Rowland, B. D. (2016). Australian fly-in fly-out operations: Impacts on communities, safety workers and their families. Work, 55(2), 413-427.
O’Mullan, C., Debattista, J. & Keen-Dyer, H. (2018). Moving beyond the individual: Addressing the social determinants of risk taking in mining communities. Rural society, 27(1), 35-51.
Petrova, S., & Marinova, D. (2013). Social impacts of mining: Changes within the local social landscape. Rural Society, 22(2), 153–165.
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Appendix 12 – Suicide awarenessIndividual risk factorsThe presence of particular risk factors increases the likelihood of suicidal behaviour. Awareness of these risk factors, including those listed below, is useful when considering the needs of a group or workforce in general:
a history or family history of mental health problems
being male
family discord, violence or abuse
a family history of suicide
a chronic medical condition, or being a carer for a person with such a condition
parenthood
using alcohol and other drugs
being indigenous
identifying as gay, lesbian, bisexual, transgender or intersex
poverty or low income
social or geographical isolation
bereavement.
Note: An absence of risk factors, or the presence of only a few risk factors, does not equate to no or low risk, nor does it mean that the person has never or will never have suicidal thoughts.
Work-related risk factorsEmployees may respond differently to the various stressors experienced in a work environment. While people are generally able to adjust to short-term stressors and continue performing their normal work duties, any stress that develops into a long-term issue may affect a person’s psychological and physical health.
Work stressors can include:
bullying, harassment or discrimination
being performance-managed
work-related interpersonal conflict or relationship breakdown
stressful working conditions (e.g. excessive hours, fatigue)
business-related financial difficulties
business restructures
recent redundancy
work-related compensation claims
pain, depression or mobility limitations after workplace injury
involvement in work-related court proceedings.
Measures taken to eliminate or reduce work stressors may help prevent work-related suicide and promote good mental health.
Warning signs
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While identifying those at risk of suicide can be difficult, warning signs may include:
being withdrawn and unable to relate to co-workers
talking about feeling isolated and lonely
expressing fears of failure, uselessness, helplessness, hopelessness or loss of self-esteem
impulsivity or aggression
dramatic changes in mood
fragmented sleep or obvious tiredness
dwelling on problems with seemingly no solutions
speaking about tidying up affairs
threatening to hurt or kill themselves
talking or writing about death, dying or suicide
expressing no reason for living or sense of purpose.
Note: People may show one or many of these signs, and some may show signs not on this list. One in five people show no signs.
There is a greater risk of suicide if any of these signs is coupled with any of the following situations:
recent loss of close relationship
sudden change in work circumstances
serious or embarrassing work-related event
increased use of alcohol or other drugs, including medications
history of suicidal behaviour
current depression, burnout or unexplained fatigue.
PreventionThere are practical actions workplaces may take to support the mental health and wellbeing of workers and help prevent suicidal behaviour. Proactive measures include:
implementing workplace policies and programs that promote a mentally healthy workforce and minimise suicidal thoughts and behaviours
promoting a workplace culture that is inclusive, destigmatises mental health problems and encourages help-seeking
prioritising psychosocial workplace safety, including identifying ways to reduce work-related stressors
promoting suicide awareness and the availability of mental health resources and wellness initiatives within the workplace
providing suicide prevention training to equip employees with the skills to assist those at risk and encourage them to seek professional help
establishing mechanisms for the recognition and early detection of mental health and emotional difficulties in the workplace such as:
- analysing workplace data
- direct observations
- employee surveys
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- peer support programs
providing access to care such as:
- professional interventions and treatment
- employee assistance programs
- external community health resources
developing procedures for when persons are missing from work to ensure that an immediate welfare check is conducted to verify they are safe
developing appropriate reporting mechanisms at the workplace (with consideration to a person’s right to privacy) so employees, supervisors, chaplains and others feel empowered to report persons at risk so they can get professional help
establishing emergency protocols or procedures to respond to persons identified at risk and for incidents of suicide and attempted suicide
establishing and maintaining good communications systems at the mine so support services can be contacted at all times
restricting access to means of suicide such as firearms, lethal doses of medications, chemicals and pesticides.
Professional helpPeople who may provide psychological and medical help include:
general practitioners
psychiatrists
clinical psychologists and psychologists
mental health nurses.
Other support services for Western Australia are listed on the Department of Mines, Industry Regulation and Safety website.
Incident responseSome actions to consider when developing a site’s incident response protocol are listed below.
When a person is identified as missing from the workplace, conduct a welfare check immediately.
Call site emergency personnel to respond immediately upon discovery of a person suspected to have attempted or completed suicide. The site’s emergency response plan should then be activated, which includes notifying the appropriate authorities.
As soon as sufficient information is available, brief workers in an open and honest manner without discussing the method used to attempt or complete suicide.
In the case of a suicide, organise an appropriate tribute for the person who died.
Conduct an investigation into the incident to determine if there could be any work-related reasons for the incident. It may be more appropriate to use an external investigator to prevent bias and maintain independent findings.
For attempted suicides, ensure an appropriate return-to-work program is provided, based on an assessment by a qualified health professional. A similar method may be applied for incidents when employees experience a traumatic or personal event that requires them to leave work.
Mining and petroleum operations are requested to report incidents of suicides and attempted suicides to the Department of Mines, Industry Regulation and Safety, as
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recommended by the 2015 Parliamentary inquiry into the mental health impacts of fly-in fly-out work arrangements.
Further information Department of Mines, Industry Regulation and Safety, www.dmp.wa.gov.au/Safety/Safety-
335.aspx
Prevention and management of violence, aggression and bullying at work – code of practice
Alcohol and other drugs at the workplace – guidance note
Fitness for work: Guidance about mental health and wellbeing (web page)
Department of Commerce, www.commerce.wa.gov.au /worksafe
Psychologically safe and healthy workplaces: Risk management approach toolkit
Introduction to work-related stress
Department of Health, www.health.gov.au
Slade T., Johnston A., Teesson M., Whiteford H., Burgess P., Pirkis J. and Saw S., 2009. The mental health of Australians 2. Report on the 2007 National Survey of Mental Health and Wellbeing. Department of Health and Ageing, Canberra, 59 pp.
Australian Bureau of Statistics, www.abs.gov.au/ausstats/[email protected]/mf/3303.0
3303.0 – Causes of death, Australia, 2015
Mental Health Commission, www.mentalhealth.wa.gov.au/mentalhealth_changes/wa_suicide_prevention_strategy.aspx
Suicide Prevention 2020 – together we can save lives
Suicide Prevention Australia, www.suicidepreventionaust.org
Work and suicide prevention: Position statement, February 2014
The dark shadow of work: Suicide among working age adults, 20 February 2014 – media release
Mental Health First Aid Australia, www.mhfa.com.au
Kitchener B., Jorm A. and Kelly C., 2013. Mental health first aid manual (Third edition). Mental Health First Aid, Parkville, Victoria, 140 pp.
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Mentally healthy workplaces – Draft CoP 65 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018
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Work and suicide prevention: Position statement, February 2014
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Mentally healthy workplaces – Draft CoP 66 of 66 PUBLIC COMMENT SOUGHT 22 August to 21 September 2018