Department of Mines, Industry Regulation and SafetyPublic comment sought 16 February to 19 April 2018

Feedback to SafetyComms@dmirs.wa.gov.au

CODE OF PRACTICE

Mentally healthy workplaces for fly-in fly-out (FIFO) workers in the resources and construction sectors

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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.

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In this disclaimer:

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ReferenceThe recommended reference for this publication is:

Department of Mines, Industry Regulation and Safety, 2018, 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.

ISBN (paperback) (web)

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.

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Email: SafetyComms@dmirs.wa.gov.au

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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.

Model guidance on a systematic approach to work-related psychological health and safety, which Safe Work Australia is developing, was considered during the drafting process.

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 of workers’ mental health through:

the application of a risk management process to avoid or minimise the harm from psychosocial hazards 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 factors

providing an environment that promotes good health and wellbeing, and supports recovery.

It applies to workplaces in Western Australia that utilise fly-in fly-out (FIFO) work arrangements. This includes:

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resources operations (minerals and petroleum) that are engaged in exploration, construction, mining or processing activities

construction 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.

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.

Creating 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. Hence, this code of practice promotes a proactive and integrated approach to creating and maintaining mentally healthy workplaces. Consequently, it also includes some responsibilities covered by other jurisdictions, and responsible persons should be aware of applicable State and Commonwealth legislation.

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 factors at workplaces, including the implementation of appropriate controls; strategies and programs for intervention, recovery and promotion of wellbeing; and monitoring and review (e.g. statutory reporting).

All parties at the workplace have a role in ensuring safety and health at the workplace, whether as an employer, employee, 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.

Note: Although approved under the OSH and MSI Acts, it may be a useful resource for workplaces where other safety legislation applies, such as the Rail Safety National Law (WA) Act 2015.

How to use this code of practiceThe code of practice includes references to both mandatory and non-mandatory actions.

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......................................................................................................................6

1.1 Aims.....................................................................................................................6

1.2 What is mental health?........................................................................................6

1.3 What is a mentally healthy workplace?................................................................6

1.4 What are psychosocial hazards and factors and their potential health effects?. .7

Experience of stress...............................................................................................7

Influence of stress on physical health....................................................................7

Influence of physical health on mental health........................................................8

1.5 Why is creating a mentally healthy workplace important?...................................8

1.6 Structure of this code of practice.........................................................................9

2 Overview of risk management approach.......................................................................11

3 Planning.........................................................................................................................13

4 Identification of psychosocial hazards and factors........................................................14

4.1 Identification approaches...................................................................................14

4.2 Work-related psychosocial hazards and factors................................................14

5 Risk analysis and risk assessment................................................................................18

6 Controlling the risks.......................................................................................................19

7 Monitoring and review...................................................................................................21

8 Communication and consultation..................................................................................22

Appendix 1 – Legislative provisions........................................................................................23

Occupational safety and health legislation....................................................................23

Other legislation that may apply....................................................................................24

Appendix 2 – References........................................................................................................25

Appendix 3 – Further guidance and resources.......................................................................28

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1 Introduction

1.1 AimsThis code of practice provides the resources and construction sectors that utilise fly-in fly-out (FIFO) work arrangements with guidance on a risk management approach to address hazards and factors in the workplace that contribute to mental ill health.

The code of practice also supports the promotion and maintenance of mentally healthy workplaces with recommendations to:

use a risk assessment process to identify potential psychosocial hazards and factors, and help protect mental health in the workplace

manage and avoid the exacerbation of existing mental illness at work (intervention and recovery)

encourage positive mental health outcomes for all workers.

1.2 What is mental health?An individual’s mental health status is changeable and spans a spectrum from being mentally healthy to experiencing mental ill health.

Mentally healthy individuals are more likely to:

realise their potential

manage everyday stresses

work productively

contribute to their community.

The experience of mental ill health is characterised by a disturbance of thought, mood, motivation, perception, orientation or memory. Mental ill health can significantly impair (temporarily or permanently) judgement or behaviour, and is one of the leading causes of sickness, absence and long-term work incapacity in Australia.

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 managers collaborate to protect and promote the health, safety and wellbeing of all by considering:

health and safety concerns in the physical work environment

health, safety and wellbeing concerns due to the work environment, including the organisation of work and workplace culture

availability of personal health resources in the workplace

ways to protect and promote the health of workers.

An ongoing commitment is necessary from all levels of an organisation. Creating a mentally healthy workplace means preventing or mitigating harm or injury by:

identifying, eliminating or minimising work-related psychosocial hazards and factors, and managing their associated risks

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intervening early to support effective coping strategies when individuals or groups of workers are showing signs of distress

providing prompt access to treatment and return-to-work (RTW) support when workers are harmed or injured.

Individuals may present with symptoms of mental ill health at work, whether or not attributable to the work environment. Those in mentally healthy workplaces are aware of this possibility, and are prepared to provide appropriate responses without discrimination.

Progress towards a mentally healthy workplace, and the way in which safety and health systems are valued and implemented, reflect not only the commitment of individuals in that workplace but also the organisation’s leadership and maturity of its safety culture. However, work environments are never static, and ongoing vigilance, monitoring and review are necessary to maintain mentally healthy workplaces.

1.4 What are psychosocial hazards and factors and their potential health effects?

Psychosocial hazards are anything in the design or management of work that may directly affect an individual’s psychological and physical health status through a work-related stress response. Psychosocial factors, also known as moderators, increase or decrease the work-related stress response caused by psychosocial hazards.

Experience of stressStress is an inevitable part of life and a certain level of stress is required to motivate people to meet their daily living needs. The experience will vary depending on the balance between an individual’s perception of the demands placed upon them, and the resources they have to cope with those demands.

If individuals do not have sufficient resources to manage the demands, they will have the unfavourable experience of feeling distressed, commonly referred to as stress. The experience of minimal demands can lead to boredom and a person feeling unproductive, ineffective or worthless, which can cause stress. Individuals may also identify an elevated level of stress as assisting them to achieve peak performance. This is referred to as eustress, and can provide additional energy and sense of fulfilment.

The symptoms of stress can be experienced mentally, emotionally, behaviourally and physiologically. While stress itself is not a medical condition, there is a direct connection between prolonged exposure to stress, activation of the body’s normal physiological stress response (fight-or-flight response) and increased risk of mental and physical ill health.

Workplace stress depends on the exposure to, and interaction of, psychosocial hazards and factors. Both short- and long-term exposure to stress at work can have a negative impact on mental health (e.g. anxiety, depression). While exposure to severe, short-lived (acute) stress may result in mental ill 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 and factors can negatively affect mental health as much as a single, significantly stressful event.

Influence of stress on physical healthWhen exposed to stressful situations, biochemical processes result in the release of stress hormones (e.g. cortisol, adrenalin, noradrenalin), and there is a substantial body of evidence linking common longer-term health issues to work-related stress (e.g. cardiovascular disease, immune deficiency disorders, gastrointestinal disorders).

The body’s response to stress can also lead to increased muscle tension and an increased load on the musculoskeletal system. This means musculoskeletal disorders may develop not only as a result of the physical mechanisms of an injury, but also from the combined and independent effects of psychosocial hazards and factors. In addition, research shows

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exposure to psychosocial hazards and factors can increase the duration of recovery once an injury has occurred.

Influence of physical health on mental healthPhysical health may influence a person’s mental health status. For example, the stress associated with an illness or injury (e.g. pain, loss of function, lifestyle adjustment), the nature of the illness (e.g. under-active thyroid) or injury, or side effects of medications (e.g. some steroids) used for treatment can have a negative impact on mental health. Research also shows that investing in physical health (e.g. exercise, nutrition) influences the release and uptake of endorphins in the brain, which can positively influence mental health by increasing mental alertness, energy and positive mood.

1.5 Why is creating a mentally healthy workplace important? Employers must provide a safe and healthy workplace. This includes mental health — creating a mentally healthy workplace not only benefits the mental health and wellbeing of the workforce but builds trust and respect between workers. Creating a culture of care enhances an organisation’s reputation as an employer of choice, and improves motivation, engagement and job satisfaction.

Mentally healthy workplaces also help organisations to:

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 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 or injury and other potentially negative impacts, they can also benefit from the typical mental health benefits of employment including routine, social contact, remuneration, identity and regular activity.

Figure 1.1 demonstrates the interaction between individual and workplace factors that influence an individual’s mental and physical health, and where organisations can apply strategies that help establish mentally healthy workplaces.

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Figure 1.1 Framework showing the interplay of individual and workplace factors that affect an individual’s experience of stress, and where there are opportunities (within grey shading) for organisations to create and maintain mentally healthy workplaces.

1.6 Structure of this code of practice This code of practice is structured to support:

a risk management approach to address risks associated with psychosocial hazards and factors

the implementation of intervention strategies to support recovery

the provision and maintenance of mentally healthy workplaces.

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Chapters 2 to 8 address injury prevention and provide guidance on how to apply a risk-based approach to manage risks arising from psychosocial hazards and factors in the workplace.

Appendix 1 lists the legislative provisions that may apply to health for the resources and construction sectors utilising FIFO work arrangements.

Appendix 2 lists the references, and Appendix 3 provides details of guidance material and resources.

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2 Overview of risk management approachAdopting a risk management approach helps organisations to:

prevent and reduce the number and severity of injuries and illnesses from exposure to psychosocial hazards and factors

promote worker health and wellbeing

identify and take opportunities for continuous improvement in their safety and health management systems.

For mental health and wellbeing, risk management essentially involves:

identifying the psychosocial hazards and factors

assessing the risks and identifying appropriate controls

making the changes necessary to manage the psychosocial hazards and factors, and eliminate or minimise the risk of injury or harm.

Figure 2.1 illustrates the typical risk management approach comprising:

planning

hazard identification

risk analysis and risk assessment for each identified hazard

risk control – making the changes necessary to eliminate the hazard or minimise the risk of injury or harm

monitoring and review.

The most opportune time to address psychosocial hazards and factors is during the planning stage by applying safe design principles.

Communication and consultation are important at all stages.

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Figure 2.1 A typical risk management process (based on the international risk management standard AS/NZS ISO 31000 Risk management – Principles and guidelines)

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3 PlanningWhen starting the risk management process, it is important to:

identify who will take part in the process (e.g. management, workers, safety and health representatives, subject matter experts)

gather information that will support the process (e.g. incident reports, complaints, 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.

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4 Identification of psychosocial hazards and factors

4.1 Identification approachesA comprehensive risk assessment should be conducted to identify all foreseeable psychosocial hazards and factors. This may require input from operational groups and subject matter experts.

Psychosocial hazards and factors in the workplace can be identified in a variety of ways, including:

inspecting the physical workplace

assessing specific job requirements within the organisation

observing how work tasks are completed

consulting with the workforce through focus groups or surveys

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 employer assistance providers (EAP).

4.2 Work-related psychosocial hazards and factorsWorkers are likely to be exposed to a combination of psychosocial hazards and 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 factors that organisations should assess as part of the risk management process. It highlights those elements that may require additional consideration in the context of FIFO work arrangements (e.g. being away from home, long rosters, isolation and levels of autonomy at camp).

Note: The list is not exhaustive and there may be other psychosocial hazards and factors that an organisation needs to consider.

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Table 4.1 Work-related psychosocial hazards and factors. The shading indicates those for which there may be additional considerations for FIFO work arrangements.

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5 Risk analysis and risk assessmentThe next step in the risk management process is assessing the risks of injury or harm arising from the hazards and factors identified at the workplace. Risk assessment for psychosocial hazards and factors follows the same principles as risk assessment for other occupational safety and health hazards.

It is important that the person undertaking the risk assessment has access to information about the work environment and work process, and knowledge of the potential psychosocial hazards and 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.

Safety and health representatives are well placed to liaise with work teams to help identify potential psychosocial hazards and factors, and contribute to the risk assessment process. This should result in better targeting of effort and resources.

Note: Worker ownership throughout the process should also lead to increased support and understanding when strategies are implemented.

A risk assessment involves considering what could happen if someone is exposed to a hazard and the likelihood of it happening. A risk assessment can help determine:

how severe a risk is — the frequency and duration of exposure to a psychosocial hazard and possible consequences of continued exposure

whether existing control measures are effective

what action should be taken to control the risk

how urgently the action needs to be taken.

Many hazards and their associated risks are well known and have well established and accepted controls. In these situations, formally assessing the risk is unnecessary. After identifying a hazard, if the risks and how to control them effectively are already known, the controls can be implemented.

Workers and others may be exposed to more than one type of psychosocial hazard and factor at any one time. Psychosocial hazards and factors interact with each other so they should not be considered in isolation. For example, the combined effect of high job demand, low control, and low support increases the likelihood and severity of a negative impact on mental health status.

The duration, frequency and intensity of exposure to each psychosocial hazard or 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.

Employers must demonstrate that psychosocial hazards and 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.

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6 Controlling the risksSome controls are more effective than others. Controls can be ranked from the highest level of protection and reliability to the lowest. Primary preventative controls are the most effective at reducing work-related stress. The types of controls are summarised in Table 6.1.

Some psychosocial hazards and 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 factors are not introduced when implementing new controls.

It is important that, so far as is practicable, workers returning to work from injury or illness are not exposed to the hazards and factors that contributed to their injury or illness. A risk management approach will help prevent future injuries and illnesses 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 Strategies for creating mentally healthy workplaces, listed in decreasing order of effectiveness.

Strategy Examples of controls

1. Prevention (primary)

Eliminate exposure to psychosocial hazards, so far as is reasonably practicable

Address psychosocial hazards at their source by:

promoting a workplace culture that is inclusive, destigmatises mental health problems and encourages help-seeking

developing and implementing policies and procedures incorporating mental health

appropriate workload

good job design

2. Intervention (secondary)

Reduce likelihood and severity of harm from exposure to psychosocial hazards and factors

Minimise the harm by:

providing education and training of organisational leaders and others on intervention strategies and how they are implemented

investigating injuries, incidents and complaints, and communicating outcomes to the workforce

providing pre-employment information about work and living conditions, including information for partners and families

clearly defining job roles, reporting structures and activities

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

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implementing initiatives to destigmatise mental illness

providing access to an employee assistance program (EAP) for work and non-work concerns

providing access to appropriate peer-support programs

developing procedures for when persons are missing from work

policies and procedures for managing and responding to critical and traumatic events

3. Recovery and return to work (tertiary)

Provide appropriate response after injury

Address adverse health effects from exposure to psychosocial hazards and factors by arranging or providing:

emergency response and crisis management plans that address mental health scenarios, including suicidal behaviour

reasonable work adjustments

return-to-work programs

access to counselling (e.g. EAP)

access to health professionals

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7 Monitoring and reviewThe results of monitoring for psychosocial hazards and 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 mental ill 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 consultation Consultation involves sharing information, and giving workers a reasonable opportunity to express their views on health and safety 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 factors will be identified and effective controls selected.

Effective consultation can also help raise awareness of psychosocial hazards and factors and the availability of support, and the process itself can have a positive impact on the mental health of those involved. Workers should be encouraged to talk about hazards and factors (e.g. with elected safety and health representatives, management, co-workers) they have observed so the risks can be managed.

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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 1.2 What is mental health? Mental Health Commission, www.mhc.wa.gov.au

Creating mentally healthy workplaces: A review of the research

State Law Publisher, www.slp.wa.gov.au

Mental Health Act 2014

World Health Organisation, Mental health, www.who.int/mental_health/en/

1.3 What is a mentally healthy workplace? Royal College of Psychiatrists, Coping with physical illness

www.rcpsych.ac.uk/healthadvice/problemsdisorders/copingwithphysicalillness.aspx

World Health Organisation, www.who.int/mental_health/evidence/en/promoting_mhh.pdf

Promoting mental health: Concepts, emerging evidence and practice

1.4 What are psychosocial hazards and their potential health effects? 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, Vol. 29, No. 2, p. 190–211. https://doi.org/10.1080/02678373.2015.1031855

Black Dog Institute, Education and training, www.blackdoginstitute.org.au/

Workplace mental health toolkit: Practical guide and resources

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

Psychosocial Risk Management Excellence Framework, www.prima-ef.org/prima-ef-book.html

The European framework for psychosocial risk management: PRIMA-EF

The OHS Body of Knowledge, www.ohsbok.org.au

Chapter 19 Psychosocial hazards and occupational stress

1.5 Why is creating a mentally healthy workplace important? Comcare, www.comcare.gov.au/promoting/health_benefits_of_work

Health benefits of work

Heads up, www.headsup.org.au

Creating a mentally healthy workplace: Return on investment analysis

Safework NSW, www.safework.nsw.gov.au

Mentally healthy workplaces in NSW: A return on investment study

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University of Tasmania, Work Health and Wellbeing Network, www.utas.edu.au/work-health-wellbeing

An integrated approach to workplace mental health: Nine priorities for implementation in Australia

Chapters 2 to 8 Standards Australia, www.standards.org.au

AS/NZS ISO 31000 Risk management – Principles and guidelines

Chapter 4 Identification of psychosocial hazards and factorsAustralian Human Rights Commission, www.humanrights.gov.au/our-work/disability-rights/publications/2010-workers-mental-illness-practical-guide-managers

Workers with mental illness: A practical guide for managers

Department of Mines, Industry Regulation and Safety, Publications, www.dmp.wa.gov.au/Safety/Mining-Safety-publications-16162.aspx

www.commerce.wa.gov.au/publications

Alcohol and other drugs at the workplace – guidance note

Aggression in the workplace: Risk management toolkit

Consultation at work – code of practice

Dealing with bullying at work – guideline

Dealing with bullying at work: A guide for workers – guidance note

Duty of care – labour hire industry – Mines Safety and Inspection Act pamphlet

Effective safety and health supervision in Western Australian mining operations – guideline

Frequently asked questions on preventing and managing fatigue on Western Australian mining operations – information sheet

General duty of care in Western Australian mines – guideline

General duty of care in Western Australian workplaces – guidance note

General duty of care – employers and employees – Mines Safety and Inspection Act pamphlet

Prevention and management of violence, aggression and bullying at work – code of practice

Psychologically safe and healthy workplaces: Risk management approach toolkit

Violence, aggression and bullying at work – code of practice

Working hours – code of practice

Working hours – code of practice: Risk management guidelines

Health and Safety Executive (UK), www.hse.gov.uk/stress/standards/index.htm

How to tackle work-related stress: A guide for employers on making the management standards work.

HealthDirect Australia

Exercise and mental health, www.healthdirect.gov.au/exercise-and-mental-health

Mentally healthy workplaces – CoP 26 of 30 Release Classification: - For Public Release

Diet and mental health, www.healthdirect.gov.au/diet-and-mental-health

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), p. 440–444. www.ncbi.nlm.nih.gov/pubmed/22827813

Mental Health Commission of Canada, 13 factors: addressing mental health in the workplace. www.mentalhealthcommission.ca/English/13-factors-addressing-mental-health-workplace

Safe Work Australia, www.safeworkaustralia.gov.au

Principles of good work design: A work health and safety handbook

The Mental Health Commission, www.mhc.wa.gov.au

Better choices. Better lives. Western Australian mental health, alcohol and other drug services plan 2015–2025

Creating mentally healthy workplaces: A review of the research

Suicide prevention 2020: Together we can save lives

Supporting good mental health in the workplace: A resource for agencies

World Health Organization, www.who.int/occupational_health/publications/hazardpsychosocial/en/

Health impact of psychosocial hazards at work: An overview.

WorkCover Queensland, www.worksafe.qld.gov.au/injury-prevention-safety/mental-health-at-work/tools-and-resources/work-related-stress

Overview of work-related stress

Workplace Health Association Australia, Research and Reports, www.workplacehealth.org.au/UnderstandWorkplaceHealth/research-and-reports

FIFO/DIDO mental health research report. Lifeline WA, Perth, 108 pp.

Chapter 5 Risk analysis and risk assessment Health and Safety Executive (UK), www.hse.gov.uk/stress/standards/index.htm

How to tackle work-related stress: A guide for employers on making the management standards work.

Chapter 6 Controlling the risks Australian Human Rights Commission, www.humanrights.gov.au/our-work/disability-

rights/publications/2010-workers-mental-illness-practical-guide-managers

Workers with mental illness: A practical guide for managers

Mental Health Commission, www.mhc.wa.gov.au

Supporting good mental health in the workplace: A resource for agencies

The OHS Body of Knowledge, www.ohsbok.org.au

Chapter 19 Psychosocial hazards and occupational stress

Mentally healthy workplaces – CoP 27 of 30 Release Classification: - For Public Release

Appendix 3 – Further guidance and resourcesGeneral

Australian Human Rights Commission, Toolkits, guidelines and other resources, www.humanrights.gov.au/employers/toolkits-guidelines-and-other-resources

Workers with mental illness: A practical guide for managers

Comcare, www.comcare.gov.au/promoting/Creating_mentally_healthy_workplaces

Creating mentally healthy workplaces

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.

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.

Parliament of Western Australia, www.parliament.wa.gov.au

Legislative Assembly, Education and Health Standing Committee, 2015. The impact of FIFO work practices on mental health – final report. Report No. 5, June 2015, 198 pp.

The Mental Health Commission, www.mhc.wa.gov.au

Better choices. Better lives. Western Australian mental health, alcohol and other drug services plan 2015–2025Creating mentally healthy workplaces: A review of the researchDeveloping mentally healthy workplaces: A review of the research. Mental health 2020: Making it personal and everybody’s businessSupporting good mental health in the workplace: A resources for agencies

Workplace prevention of mental health problems, www.prevention.workplace-mentalhealth.net.au

Workplace prevention of mental health problems: Guidelines for organisations

World Health Organisation, Mental health, www.who.int/mental_health/en/

SpecificAccommodation Department of Mines, Industry Regulation and Safety

www.dmp.wa.gov.au/Safety/Mining-Safety-publications-16162.aspx

Employer-provided accommodation - Mines Safety and Inspection Act pamphlet

www.commerce.wa.gov.au/worksafe/employer-provided-accommodation-and-duty-care

Employer provided accommodation and duty of care

Alcohol and other drugs Alcohol think again, www.alcoholthinkagain.com.au

Drug aware, www.drugaware.com.au/

Bullying, violence and aggression

Mentally healthy workplaces – CoP 28 of 30 Release Classification: - For Public Release

Heads up, Healthy workplaces, www.headsup.org.au/healthy-workplaces/workplace-bullying

Workplace bullying in Australia – Final report

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

Toolkits and information resources – Bullying, www.commerce.wa.gov.au/worksafe/toolkits-and-information-resources-bullying

Bereavement Department of Mines, Industry Regulation and Safety

www.dmp.wa.gov.au/Safety/Mining-Safety-publications-16162.aspx

www.commerce.wa.gov.au/publications

Information for bereaved families following a mining fatality

When your partner or relative dies in a work-related accident: Information for partners and relatives

Consultation Department of Mines, Industry Regulation and Safety

www.dmp.wa.gov.au/Safety/Mining-Safety-publications-16162.aspx

Formal consultative processes at the workplace – guidance note

www.commerce.wa.gov.au/publications/workplace-safety-and-health-consultation-small-business

Workplace safety and health consultation – small business

Consultation, www.commerce.wa.gov.au/worksafe/consultation

What is a safety and health representative for a mining operation? www.dmp.wa.gov.au/mineshreps

Safety and health representatives, www.commerce.wa.gov.au/worksafe/safety-and-health-representatives-0

Duty of care Department of Mines, Industry Regulation and Safety

www.dmp.wa.gov.au/Safety/Mining-Safety-publications-16162.aspx

www.commerce.wa.gov.au/publications

General duty of care in Western Australian mines – guideline

General duty of care in Western Australian workplaces – guidance note

www.commerce.wa.gov.au/worksafe/employer-provided-accommodation-and-duty-care

Employer provided accommodation and duty of care

Inclusion and diversity Department of Mines, Industry Regulation and Safety, Booklets and handbooks,

www.dmp.wa.gov.au/Safety/Booklets-and-handbooks-16179.aspx

Gender and safety in mining: Workshop planner series

Return to work

Mentally healthy workplaces – CoP 29 of 30 Release Classification: - For Public Release

Australian Human Rights Commission, www.humanrights.gov.au/our-work/disability-rights/publications/2010-workers-mental-illness-practical-guide-managers

Workers with mental illness: A practical guide for managers

Mental Health Commission, www.mhc.wa.gov.au

Supporting good mental health in the workplace: A resource for agencies

Return to work, www.returntowork.workplace-mentalhealth.net.au/

Risk management World Health Organisation,

www.who.int/occupational_health/publications/Protecting_Workers_Health_Series_No_9/en/

PRIMA-EF: Guidance on the European framework for psychosocial risk management: A resource of employers and worker representatives

Department of Mines, Industry Regulation and Safety, Publications http://www.commerce.wa.gov.au/publications

Psychologically safe and healthy workplaces: Risk management approach toolkit

Suicide awareness and prevention Australian Bureau of Statistics, www.abs.gov.au/ausstats/abs@.nsf/mf/3303.0

3303.0 – Causes of death, Australia, 2015

World Health Organisation, Mental health, www.who.int/mental_health/resources/preventingsuicide/en

Preventing suicide: A resource at work

Department of Mines, Industry Regulation and Safety, Mines Safety Alerts, www.dmp.wa.gov.au/Safety/Mines-safety-alerts-13194.aspx

Mine Safety Bulletin No.139 Suicide awareness for the Western Australian resources sector

The Mental Health Commission, www.mhc.wa.gov.au/media/1220/suicide-prevention-2020-strategy-final.pdf

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

Supervision Department of Mines, Industry Regulation and Safety

www.dmp.wa.gov.au/Safety/Mining-Safety-publications-16162.aspx

www.commerce.wa.gov.au/publications

Effective safety and health supervision in Western Australian mining operations – guideline

Work design

Safe Work Australia, www.safeworkaustralia.gov.au

Principles of good work design: A work health and safety handbook

Mentally healthy workplaces – CoP 30 of 30 Release Classification: - For Public Release