National Mental Health and Wellbeing Roadmap - An industry-led, industry-specific plan for improving mental health and wellbeing for road ...
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National Mental Health and Wellbeing Roadmap An industry-led, industry-specific plan for improving mental health and wellbeing for road transport, warehousing and logistics workers. 2021 – 2024
Sal Petroccitto Naomi Frauenfelder
Chief Executive Officer, National Heavy Vehicle Regulator Chief Executive Officer, Healthy Heads in Trucks & Sheds Foundation
The NHVR is extremely proud to be We are proud to have developed the
partnering with the Healthy Heads in National Mental Health and Wellbeing
Trucks & Sheds (HHTS) Foundation to Roadmap (the Roadmap), as the
deliver the sector’s first single national sector’s first national mental health
mental health plan – the National strategy. The aim of the Roadmap is
Mental Health and Wellbeing to support all levels of the sector in
Roadmap (the Roadmap). The starting or continuing on their journey
Roadmap will provide everyone in to build healthy, happy and thriving
the heavy vehicle industries and working environments. As the industry
broader supply chain with the tools and umbrella body for mental health and
resources required to build healthier wellbeing, our role is to coordinate
and thriving workplaces. It is one of the the implementation of the Roadmap,
Our nation’s truck drivers and
first mental health initiatives that has ensuring everyone has access to the
logistics workers are vital to the wider
been co-driven among industries and resources and tools they need. We
Australian community, so improving
the supply chain, and aims to shift the aspire to achieve better outcomes
their health, safety and wellbeing is a
bar on mental health outcomes. in physical and mental health and
priority for the National Heavy Vehicle
wellbeing on a national and industry-
Regulator (NHVR) and pivotal to As industries you are extremely resilient,
wide scale over the next three years
keeping the sector moving. but we need to continue to work together
and beyond.
to ensure our workers feel supported and
We know workers in the heavy vehicle
know they’re being heard when it comes
industries are exposed to a number of
to their mental health and wellbeing. This
mental health risk factors, including
is why the NHVR is excited to be part of
long hours and shift work, to social
this mutual commitment to improving
isolation and fatigue. With the added
health outcomes for everyone across
pressures of meeting deadlines and
these industries.
the need for constant alertness while
operating heavy vehicles, there is little
surprise that close to half of workers
experience a mental health condition
at some point in their career.
Contents
Foreword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Applying the strategies to small business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Who we are and what we’re doing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 The seven strategies small business checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
How to use this document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Definition of Roadmap terms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 How do you measure your progress?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Measure how you’re doing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Why does our industry need this Roadmap?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 A clear workplace action plan will start with the following four steps. . . . . . . . . 42
The risks motivating this action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 The benefits to industry, workplace and workforce. . . . . . . . . . . . . . . . . . . . . . . . . . . 44
What is a psychologically safe and thriving workplace?. . . . . . . . . . . . . . . . . . . . . . . 11 Membership will drive the Roadmap. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Psychologically safe and thriving workplace. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Understanding mental health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
The mental health continuum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
How do we get there? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
The Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 The Roadmap overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
The seven workplace strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Applying the seven workplace strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Build leadership capability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Increase awareness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Build better workplace culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Smarter work design. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Build resilience & coping skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Early intervention. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Support recovery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Foreword
Who we are and what we’re doing
Our mission As a consequence, the Roadmap is This responsibility lies with:
informed by the shared experiences of
– human resources or people and
industry representatives, as well as the
culture specialists
most current research and evidence-
based approaches for creating – health and safety teams
We will provide everyone in the road transport, warehousing psychologically safe and thriving – health and wellbeing teams
and logistics industries with what they need to support workplaces across the sector.
– operating risk teams/representatives
their mental health and physical wellbeing, and to ensure – leaders of teams and people
these needs are recognised as being vital to support a Everyone has a role – owner-operators responsible for
thriving workforce into tomorrow. The Roadmap is designed for those leading health and safety
who are part of the road transport, – individual workers in our industries.
warehousing and logistics industries,
It is recognised that some of these roles
The Healthy Heads in Trucks & In addition to providing strategic including industry bodies, large
are not applicable to small businesses
Sheds (HHTS) Foundation aspires guidance to all industries’ stakeholders, businesses, small and medium
and owner-operators. The Roadmap
to be the leading foundation the Roadmap will incorporate enterprises, and owner-operators.
will offer guidance for small businesses
for supporting psychologically and inform the mental health and
Successful implementation depends on and owner-operators in applying its
safe and thriving road transport, wellbeing initiatives which sit under
the ownership and accountability of all strategies, as well as engaging with
warehousing and logistics the three pillars of HHTS: Training,
leaders at every level of each industry. HHTS and the broader industry for
industries. Standards and Wellness. These are
further support.
priority areas of focus to improve
Facilitating and coordinating this single, The responsibility of caring for the
the industries through member-
National Roadmap (the Roadmap) mental health and wellbeing of
based actions.
for the workforce is a true example employees within a workplace sits
of industries working for industries. To fulfil our mission, the HHTS with all of us. Every workplace needs
Members, as part of HHTS, will help Foundation formed an Advisory Board to work in unison to identify,
drive the improved welfare and and Project Working Group comprising plan, execute and review the
productivity of everyone. representatives from the road implementation of this Roadmap.
transport, warehousing and logistics
industries, and mental health sector.
2 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024
Foreword
How to use this document
The Roadmap is aimed at all businesses At the rear of this document, you will find a visual
and partners within the road transport, Roadmap overview that will help you navigate this document.
warehousing and logistics industries.
Our intention is to provide strategic
guidance and support for creating
psychologically safe and thriving
workplaces.
The development of the Roadmap was
achieved by drawing on:
1. t he collective insights and
experiences of industry
representatives and subject
matter experts
2. c urrent research examining the
risk factors for mental health and
wellbeing in these industries; and
3. a
n evidence-based framework
for creating psychologically safe
and thriving workplaces. This has
informed the Framework and is
outlined in this document.
3 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024
Foreword
Definition of Roadmap terms
Blended learning Integrated approach from moderate to severe, a mental Peer support program
health condition can be successfully
Blended learning combines teaching The term ‘integrated approach’ managed with the right treatment and For the purposes of this document,
and learning methods from face-to- defines three co-dependent actions support. a peer support program refers to a
face, mobile and online learning and that protect, promote and support formalised program or structure which
includes elements of both concurrent the mental health and wellbeing Mental health stigma enables and provides access to peer
and stand-alone online learning challenges regardless of their cause, support in the workplace.1
The term “stigma” is associated with
options. to create psychologically safe and
thriving workplaces.
being “different”. The World Health Protective factors
Continuous improvement Organization (2001) defines stigma
Mental health concern as: “A mark of shame, disgrace or Protective factors are discussed in
Continuous improvement is an ongoing disapproval which results in a person relation to positive behaviors and
effort to improve products, services A mental health concern interferes with being rejected, discriminated against strategies. They include workplace
or processes. It is where processes are how a person thinks, feel and behaves. and excluded from participating in a or individual characteristics that are
constantly evaluated and improved in However, these impacts are typically number of different areas of society”.2 associated with a lower likelihood of
light of their efficiency, effectiveness less severe and of a shorter duration For the purpose of this document, negative outcomes, or that reduce the
and flexibility to ensure they are when compared to a person who has the term “mental health” stigma refers impact of risk factors.
constantly getting better.1 been diagnosed with a mental health to the stigma associated with mental
condition. If it’s not effectively dealt Psychological first aid
health concerns or conditions.1
Employee assistance with, a mental health concern may
Psychological first aid (PFA) is a
program develop into a mental health condition. Mental health supportive and practical response
This is a confidential, external to fellow human beings who have
Mental health condition The World Health Organization (WHO)
counselling service offered to staff. defines mental health as: “A state recently been exposed to a critical
Employee assistance programs A mental health condition significantly of wellbeing in which the individual incident or potentially traumatic
(EAPs) aim to assist with the early affects how a person thinks, feels and realises his or her own abilities, can event, and may need support. Those
detection and management of work behaves. It is diagnosed by a health cope with the normal stresses of life, affected can experience a range of
and/or personal issues, including professional and can also be referred can work productively and fruitfully, early reactions (physical, psychological,
mental health conditions, which may to as a “mental illness” or “mental and is able to make a contribution to emotional and behavioural), impacting
impact on a worker’s performance or disorder”. While the impact on the his or her community”. 3 their ability to cope. PFA can be
wellbeing. 1 person’s capacity to function can range applied in the workplace and can assist
4 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024
Foreword
people to cope by identifying their Discrimination Act 1992, employers Team culture Treatment
needs, increasing their sense of safety, must make reasonable adjustments
connectedness and calm, and linking to to support people with a disability or A team culture is made up of the values, Treatment is an intervention delivered
further specialised help if required. a mental health condition, provided beliefs, attitudes and behaviours by a mental health professional to
the person is able to fulfil the core shared by a team. It is how people assist someone with a mental health
Psychologically safe requirements of the job. 1 work together towards a common goal condition. Treatment can take many
and thriving workplace and how they treat each other. Team forms, including psychological and/
Return to work culture is influenced by the overall or medical, and exists alongside
This means a workplace which takes a workplace culture. workplace support and personal
systemic and integrated approach to Return to work (RTW) refers to helping coping strategies.
supporting mental health positively workers with injuries recover and get Thriving
and seeks to create an environment back to work. Legislation in this area Wellbeing
where the mental health and wellbeing provides for the safe and durable Thriving represents a vision to influence
of all workers is prioritised and cared return to work of workers with injuries movement along the continuum, where A state of wellbeing is not just the
for. Psychologically safe and thriving as early as possible, and consideration workers are engaged, productive and absence of injury or illness, but is
workplaces move beyond awareness of their injury. Return to work support in a personal state of optimal mental a holistic combination of factors
of mental health and simply adhering should occur for workers suffering any health, as described in the WHO’s which contribute to a person’s overall
to work health and safety laws, which illness, injury or disability, including definition of “mental health”. happiness and capacity to flourish.
state the requirement to prevent and mental health conditions, both Wellbeing is generally recognised as
Creating a psychologically safe being made up of our mental health,
manage mental health conditions compensable and non-compensable.4 and thriving workplace involves
where practicable. social health and physical health.
implementing targeted and integrated
Risk factors
Reasonable adjustments workplace solutions that prevent Workplace culture
Risk factors include workplace or harm whilst protecting and supporting
Reasonable adjustments are changes individual characteristics that are the mental health and wellbeing Workplace culture is a system of shared
to a job role or workplace that help associated with negative outcomes of workers. assumptions, values and beliefs, which
someone with a mental health on the mental health and wellbeing influences and is influenced by how
condition to continue working, or of workers in the road transport, people behave in workplaces. Often
return to the workplace if they have warehousing and logistics industries. known as “the way things are done
taken time off. Under the Disability around here”.1
5 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024
Why does our industry need this Roadmap?
Why does our industry need this Roadmap?
There is growing evidence an Approximately one in five Australians will
increased focus on mental health
and wellbeing is required in the
experience a diagnosable mental health
The transport, postal condition each year. 7
road transport, warehousing and
logistics industries. and warehousing
It is estimated at least nine Australians
industries received the die from suicide every day,19 and 70%
In 2020, SuperFriend released
their Indicators of a Thriving lowest overall thriving of them are men. This statistic must
Truck drivers had
Workplace Survey. This report workplace index score be addressed in all male-dominated 8
compared the perceptions of industries, such as ours. the highest number
of any sector.
employees in the transport, postal
A retrospective study by Deakin
of suicides of any
and warehousing industries against profession between
University showed that between 2001
other sectors.5
and 2010, suicide rates among road 2008 and 2014.
– The transport, postal and Workers compensation claim data tells and rail drivers in Australia were
warehousing industries received the a story of real concern in our industries. significantly higher when compared to
lowest overall thriving workplace The Work-Related Mental Disorders the general population.9 Analysis by To instigate genuine change, the
index score of any sector. Profile published by Safe Work the Coroners Court of Victoria showed road transport, warehousing and
Australia in 2015 identified truck drivers had the highest number logistics industries need to work
– Employees in the transport, postal
the transport and logistics industries of suicides out of any other profession together as one. Shared responsibility
and warehousing industries reported
as having one of the highest between 2008 and 2014.10 and committed collaboration
feeling the least connected of
any sector. rates of claims for work-related are critical to establishing a
mental disorders.6 psychologically safe solution.
7 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024
Why does our industry need this Roadmap?
The risks motivating this action
The Roadmap prioritises the risk
factors that directly impact mental Trauma and critical incidents
health and wellbeing. While some
risk factors are more applicable The exposure to trauma as a result – the rate of workers’ compensation In warehousing and logistics
of critical incidents in workplaces claims made by truck drivers was environments, the use of heavy
to truck drivers, many also impact
is a significant risk factor in the found 70.3 per 1000 employees per machinery by transporters and
workers in warehousing and
road transport, warehousing and year, compared to a rate of 21.2 for the movement of heavy pallets by
logistics.
logistics industries. all other employees.12 operators increases the prevalence of
From a mental health perspective, “near misses” and accidents. Despite
A comprehensive three-year Driving
the prevalence of depression among continuous safety improvements in
Health study conducted by Monash
truck drivers appears to be higher than warehousing environments, serious
University examined 12 years of
the general population.13 accidents and injuries do occur in
data pertaining to the road transport
workplaces, and can lead to trauma
industries. Published research findings
The potential consequences of mental in victims and witnesses.
in 2018 included the following:
health conditions and road accidents
is clear, with one study reporting long- 46% of all claims for mental health
– t ruck drivers had a 13-fold higher
distance heavy-vehicle drivers with a conditions in the transport, postal
risk of dying at work than other
diagnosis of depression were over six and warehousing industries were
Australian employees11
times more likely to be involved in a due to “vehicle incidents”.6
– over 120,000 injury and fatality
crash than those without depression.14
claims were accepted between
2004–201511
8 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Why does our industry need this Roadmap?
Long hours, shift work and fatigue Gambling addiction and
High job demands Isolation and social disconnection excessive behaviours
The impact of long hours and High job demands and low job A significant proportion of workers Excessive gambling and substance
shift work is common across most control are known risk factors that within the industry work remotely use can be considered impacts of
driving and warehousing roles, can have a significant impact on and can be isolated in their roles. poor mental health, as well as risk
especially during peak periods the mental health of employees, Shift work also leads to minimal factors for mental health conditions
when the pressure to meet especially those in the front line. contact with colleagues and and other health problems.
deadlines increases. It’s common for shift workers families for extended periods.
A survey found drivers experiencing
to have little control over their Loneliness and depression are
It’s inevitable the disruption to symptoms of depression and anxiety
working hours. Work deadlines among the most common concerns
sleep patterns and the resultant were 27% more likely to abuse
and allocated time slots mean reported by drivers. 15
fatigue will negatively affect the substances.10
drivers also have limited choices
mental health and wellbeing of in this area. Peak periods for the industries
Drivers were two to three times
workers in the industries. typically occur at times when
more likely to report using
When combined with high job others are taking holiday leave,
Chronic sleep problems and stimulant drugs when paid
demands, low job control can which can create a further sense
chronic fatigue or low energy on a payment-by-results or
further compound the negative of disconnection from friendship
are among the most commonly contingency-payment basis. 17
impact on mental health. groups and loved ones. In The
reported wellbeing issues in truck Driving Health qualitative study, The financial pressures in both
drivers.15 High levels of fatigue in long-haul truck drivers consistently road transport and warehousing
warehousing and logistics roles are reported that previous relationship roles may also lead to problem
due to many factors such as long breakdowns were due to long gambling. The ease of access
hours, shift work, rotating rosters periods of time away from their to gambling through mobile
and the prolonged concentration spouses and families.16 phone technology while working
required to manage high-volume
Isolation and social disconnection in isolated environments can
movements.
can have a significant impact on the contribute to the issue.
mental health as well as the social
health of employees, therefore
creating a broader wellbeing concern.
9 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Why does our industry need this Roadmap?
Everyone will benefit
Third-party workforce arrangements Mental health stigma
from change
Contract work arrangements, such as This reflects differences in worker- It is important to recognise the
The evidence demonstrates the
those through third-party contractors, related entitlements across pay, culture of stigma surrounding
risk factors outlined here have a
is commonplace in the industry. non-monetary and other reward and mental health in the road
considerable impact on the road
Consequently, part of the industry recognition areas offered to contract transport, warehousing and
transport, warehousing and logistics
workforce is transient. Whilst benefits and temporary workforces, when logistics industries. It means
industries, and that there is a clear
to the industries exist for workplaces compared to their permanent and those within our male-dominated
need for action.
and workforce alike, there continues salaried counterparts. industries are less likely to utilise
to be some challenges to providing existing mental health and The Roadmap aims to address this
a consistent and at times equitable These differences not only prevent this wellbeing services and resources. through an evidence-based framework
experience for all workers in section of the workforce from possibly
and a set of workplace strategies.
the industry. accessing needed supports in relation The low likelihood of the
These are designed to support all
to mental health and wellbeing, workforce voicing concerns
people within the road transport,
Specifically, the varying nature but can negatively impact general and seeking help is a significant
warehousing and logistics industries,
of contractor and casual work workplace experiences where this contributor to mental health and
ultimately creating psychologically
contracts across industry may contribute to mental health and suicide statistics.
safe and thriving workplaces. Taking
workplaces can limit opportunities wellbeing challenges.
action will be good for everyone and
to access mental health and
good for business.
wellbeing-related resources – due
to the entitlements offered in the
temporary work arrangements by
their contracting workplace.
10 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024What is a psychologically safe and thriving workplace?
What is a psychologically safe and thriving workplace?
Psychologically safe and Understanding mental health
thriving workplace
It is important to better understand
and define mental health at the
Prioritising the individual level. Historically, the Mental health is fluid
wellbeing of stigma around mental health
and influenced by
all workers A psychologically safe in part stems from the negative
a range of personal
and thriving workplace perceptions associated with the
This means a workplace which term. In fact, mental health is and work-related
takes a systemic and integrated promotes mental something that we all possess and challenges, events
approach to supporting mental health and wellbeing. by definition is a positive attribute
health positively and seeks to where a person is thriving. and circumstances.
It supports those who
create an environment where the
mental health and wellbeing of all
already experience
These can be termed mental health
workers is prioritised and cared for. positive mental health,
risk factors, and the person’s ability to
and contributes to recognise, manage and cope with these
Psychologically safe and thriving
workplaces move beyond awareness stopping or lessening risk factors will also influence their
of mental health and simply adhering movement along mental health. Importantly, workplace
to work health and safety laws, which and personal factors impact each
the mental health other, which requires all workplaces to
state the requirement to prevent and
manage mental health conditions continuum. identify the strategies and action that
where practicable. will best support their people.
12 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024What is a psychologically safe and thriving workplace?
The mental health continuum
Mental health Mental health concern Mental health condition
The World Health Organization A mental health concern interferes with A mental health condition significantly
Thriving represents (WHO) defines mental health how a person thinks, feel and behaves. affects how a person thinks, feels
a vision to influence as: “A state of wellbeing in which However, these impacts are typically and behaves. It is diagnosed by a
the individual realises his or her less severe and of a shorter duration health professional and can also be
movement along the own abilities, can cope with the when compared to a person who has referred to as a “mental illness” or
continuum, where normal stresses of life, can work been diagnosed with a mental health “mental disorder”. While the impact
workers are engaged, productively and fruitfully, and is condition. If it’s not effectively dealt on the person’s capacity to function
able to make a contribution to with, a mental health concern may can range from moderate to severe,
productive and in his or her community”. develop into a mental health condition. a mental health condition can be
a personal state of successfully managed with the right
optimal mental health. treatment and support.
THRIVING UNWELL
Optimal mental health Mental health concern Mental health condition
Positive and healthy Mild or temporary Moderate to severe
functioning at work impact on functioning impact on daily functioning
and home at work and home at work and home
13 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024How do we get there?
How do we get there?
The Framework
Prevention. Protection. Support.
To guide the development towards The Framework, developed to The Roadmap will provide a strategic
psychologically safe and thriving improve psychological health direction based on this integrated and
workplaces in the road transport, and safety in Australian workplaces, evidence-based approach to creating
warehousing and logistics industries, is built around the components of psychologically safe and thriving
Healthy Heads in Trucks & Sheds has preventing harm, intervening early workplaces.
adopted the framework created by and supporting recovery.
Safe Work Australia.18
Prevention Protection Support
Proactively prevent or reduce the impact of Enhance employee strengths and capabilities, Positively support and manage all mental
mental health and wellbeing risk factors. and encourage early help-seeking behaviour. health and wellbeing concerns, regardless
of their cause.
15 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024How do we get there?
The seven workplace strategies
Prevention Build leadership capability Increase awareness Build better workplace culture
Leaders set the standard in the Awareness of mental health and Workplace culture is defined as the
workplace. Provide your leaders with wellbeing contributes to all of the values and behaviours acceptable in a
appropriate mental health training and strategic actions, and requires us to be workplace. A culture of psychological
Protection support to increase their confidence. aware and accepting of mental health, safety promotes the positive values and
This will help create a workplace and to recognise the importance of behaviours that support mental health
culture where employees feel prevention, protection and support in our for everyone.
psychologically safe and empowered workplaces. Nothing can be addressed
Support to look after their own mental health. without awareness. The benefits
Everything happens from the top down. Better work cultures are characterised
The benefits by psychological safety and create
The benefits Increasing awareness is one of the first more open and engaged work
Research-informed workplace Prioritising leadership capability in the ingredients required in reducing the environments, where people feel safe
strategies support this area of mental health and wellbeing mental health stigma in the road transport, in speaking up and risk factors for
integrated approach to creating drives and creates significant impacts warehousing and logistics industries. industries are addressed proactively
psychologically safe and on each of the remaining strategies in and collaboratively. A better work
For people leaders, increasing
thriving workplaces.19 the workplace . culture creates a workforce with
awareness of mental health leads to
improved confidence and capability to improved mental health and wellbeing,
The seven workplace strategies support Building leadership capability will
support others, which leads to positive morale, productivity and engagement.
one or all of the components of the have a bearing on workplace cultures
framework. They will also have an behaviour change.
and reduce mental health stigma.
effect on lessening the critical This improves the mental health and For the workforce, increasing awareness
risk factors identified earlier in wellbeing, productivity, engagement of our own mental health leads to Smarter work design
this document. and morale of workers. improved coping mechanisms and
willingness to seek help, particularly Smarter work design requires a
if positive attitudes have been role- proactive approach towards creating
modelled by people leaders and the psychologically safe and thriving
broader workplace. workplaces within the industry
16 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024How do we get there?
through redesigning job-related workplaces can have a significant and
factors impacting mental health positive impact on RTW outcomes and
Early intervention Support recovery
and wellbeing. their workers’ compensation claim
costs and premiums.
The benefits Early intervention involves protecting Support recovery involves responding
the mental health of workers through to known mental health concerns
Actions which focus on improving work
the promotion of resources and support as well as diagnosable mental Risk factors
design factors and increasing the level
services that encourage positive mental health conditions. It involves taking
of individual ownership and control Every one of the seven workplace
health, and in the response to workers appropriate actions to ensure the
have been shown to improve the strategies positively addresses the
experiencing early signs of mental recovery and return to work (RTW)
mental health and wellbeing of people, following risk factors contributing to
health and wellbeing concerns. of workers, for both compensable
as well as improvements in operations poor mental health in the road transport,
and non-compensable mental health
and productivity. The benefits conditions, in a supportive manner.
warehousing and logistics industries:
This strategy can have a significant Ideally, workplaces should encourage – trauma and critical incidents
impact on promoting positive help- and lead the practice of making
– long hours, shift work and fatigue
Build resilience & coping skills seeking behaviour, reducing mental reasonable adjustments whereby
health stigma and improving people remain connected and engaged – high job demands
Building workplace resilience and workplace cultures. If workers receive to their workplace and co-workers. – isolation and social disconnection
coping skills increases workers’ help at an early stage, the severity
The benefits – gambling addiction and
capacity to cope with and adapt to and duration of mental health and
excessive behaviour
risk factors within their job roles and wellbeing concerns experienced can Returning to work in a safe and
industries as a whole. be significantly reduced. sustainable manner is beneficial to – third-party workforce arrangements
the mental health and wellbeing of – mental health stigma.
The benefits Early intervention approaches may workers. It is also known that as time
There are significant improvements require reasonable adjustments to off work increases, the likelihood of a
in the engagement, productivity and roles. However, the long-term benefits successful RTW decreases.
performance of workers when targeted to the mental health, productivity and
initiatives and supports are offered to engagement of workers is likely to By engaging with workers early and
enhance their knowledge and skills. outweigh any temporary impact facilitating their recovery and RTW in
on operations. a proactive and supportive manner,
17 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Applying the seven workplace strategies
Build leadership capability
The seven workplace strategies are
designed to create psychologically Leadership commitment The actions
safe and thriving workplaces.
and engagement Gain a commitment from
Develop clear roles and
Workplaces which have existing mental all leaders to prioritise and responsibilities for all leaders
health and wellbeing initiatives can support the mental health in position descriptions,
incorporate and align them with the of their people. performance management
seven strategies to maximise the and development plans (where
positive impacts for their people. Establish clear expectations
applicable), and ensure mental
around leadership’s role in
health is a focus in their
creating a psychologically
performance evaluations.
safe and thriving workplace.
Avoid recruiting leaders solely
Ensure all leaders support the
based on their technical
mental health of their people with
and operational skill and
the same attention they give to
knowledge. Make people and
physical health and safety.
communication skills a key
Confirm compliance requirement of recruitment.
with relevant legislative This will support the quality
requirements such as the of interpersonal relationships,
Workplace Health & Safety, and increase the quality of
Equal Opportunity, Privacy, conversations around
Anti-Discrimination Act. mental health and wellbeing.
Encourage leaders to prioritise
the mental health of their
people by making reasonable
adjustments to duties when
required.
19 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build leadership capability cont.
Training and support The actions
Provide targeted training – Embrace the Framework (prevention, – Embed behaviour-change practice
programs for leaders in mental protection and support). through follow-up coaching sessions
health and broader leadership – Provide practical information which or the establishment of “champions”
capability skills. can be applied by leaders within the within the organisation.
Tailored mental health training context of their own positions. – Take training into areas of broader
and support programs should – Involve leaders in case scenarios, leadership capability training, e.g.
aim to meet the following activities and skills around the key having effective conversations,
requirements: risk factors of the industries. These giving feedback or managing
could include responding to critical performance for success.
– Contain content specific to
incidents, suicide awareness and
the unique needs of industry
response, and creating a connected
requirements, the workplace, and
workforce.
the specific job demands of both
leaders and frontline workers.
20 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build leadership capability cont.
Tools, resources & The actions
support services Complement leadership – Holding supportive conversations each situation will likely
As
training programs and with workers about their mental come with a unique set of
provide ongoing support. health and wellbeing. challenges and uncertainties,
support options for people
Provide the appropriate tools – Connecting with workers at an
leaders may include:
and resources to help people individual and team level to promote
leaders engage effectively and encourage seeking help early. – people and culture or
on matters relating to mental – Having conversations around the HR business partners
health. A blended learning personal and work-related risk – health and safety specialists
approach will maximise their factors for industries, e.g. isolation,
confidence and capability. – injury management specialists
fatigue, high job demands, critical
incidents and suicide. – employee assistance programs
Resources for people
and manager support programs
leaders need to cover – Managing the performance of
the following topics: teams and people. – support services such as
Beyond Blue, Black Dog Institute, etc.
– Making reasonable adjustments
to support a worker’s mental health
and return to work.
21 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Increase awareness
Mental health The actions
awareness programs
Provide programs and resources – Developing skills around effective Communicate expectations for
and resources that increase awareness of and supportive conversations about people leaders to take an active
mental health, reduce stigma mental health. role in promoting mental health
around mental health, develop – Improving coping mechanisms to awareness programs within
coping mechanisms and look after one’s mental health. their teams.
encourage seeking help.
– Becoming familiar with the internal
Provide people leaders with the
Establish mental health and external resources and support operational support that will
awareness programs that services available. enable them to promote and
address the risk for industry support engagement in mental
Continually improve awareness
and protective factors. health awareness initiatives
training programs, tools and
Topics need to include: and programs.
resources by evaluating their
– Understanding the prevalence of suitability and accessibility.
Encourage the workforce to
mental health conditions, including attend and engage in the mental
Regularly review the uptake and
substance use and suicide awareness health programs offered.
feedback for existing programs
with industries-specific references.
and initiatives.
Collaborate with them to
– Identifying personal and work- identify specific training and
related specific risk factors for Consistently progress the
education needs based on job
mental health. methods of mental health
roles, working environments
promotion, including the digital
– Recognising common signs and known risk factors for
capability of programs and
and symptoms of mental health mental health.
initiatives.
concerns and the importance of
Provide targeted training and
seeking early help.
Ensure all of your people,
education programs where
including remote workers, have
required.
the opportunity to participate.
22 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build better workplace culture
Policies and The actions
procedures stablish policies and
E S et up procedures which
procedures aligned to legislative reduce the impact of industries-
requirements that protect the specific risk factors and
rights of workers and promote promote protective factors.
better workplace cultures These include fatigue
defined by a focus on voice, trust, management, critical incidents,
care and compassion, civility, substance use and inappropriate
fairness and respect. workplace behaviours.
stablish policies in the
E
following areas to promote
better workplace cultures:
– workplace psychological health,
safety and wellbeing
– bullying and harassment prevention
– code of conduct
– disability
– equal opportunity and anti-
discrimination
– diversity and inclusion
– fatigue management
– other.
23 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build better workplace culture cont.
A psychologically The actions
safe environment ommunicate a clear set
C – Give your people a voice through
of values which promote regular wellbeing conversations, and
and support workplace demonstrate it’s safe to discuss the
mental health and wellbeing. impact of risk factors of industry and
other issues related to their personal
reate a workplace culture
C
and workplace experience.
of trust where mental health
and wellbeing is prioritised, and – Ensure support is offered in response
workers feel safe voicing their to any mental health concerns
concerns and seeking help. communicated.
– Encourage your people to prioritise
emonstrate the importance
D
their mental health and wellbeing.
of trust, open communication,
fairness, civility and respect. – Inspire your workforce to engage
Show care and compassion in healthy behaviours to protect
in supporting and promoting themselves against risk factors
mental health and wellbeing. for industries.
24 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build better workplace culture cont.
Management The actions Reward and The actions
of change Lead
effective workplace
recognition cknowledge workers’ efforts,
A
change with transparency, and show they are appreciated
openness, respect and fairness. in a fair and timely way.
Demonstrate openness and ecognise and reward high
R
fairness in communicating performance through internal
decisions that affect the communication channels,
workforce. Give your people policies and procedures, and
a voice in the changes that performance plans.
impact them.
Provide acknowledgement and
gratitude for the efforts of your
people on a regular formal and
informal basis.
25 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Smarter work design
Job flexibility The actions Autonomy and The actions
Apply a degree of flexibility decision-making ncourage independence and
E
to working hours, working support your people’s ability to
conditions and the way in make decisions in the way work
which work is carried out. is carried out.
– Develop leave policies and Encourage
your people to
entitlements which protect the develop appropriate control and
rights of workers to access all independence around how their
forms of leave, including for roles are performed. Establish
mental health reasons. their level of decision-making in
– Give your people flexibility within how they carry out their work.
a job by constantly reviewing Engage
your people in
working hours, working conditions communication around work-
and the way in which work is design risk factors. Let them
carried out. speak to their people leaders
– Let your people have a degree and the broader workplace.
of control over working hours or
rosters. This will help improve rrange regular one-on-one
A
work-life balance and maximise sessions, as well as working on
time spent with loved ones. team-based or industries-shared
solutions to minimise the impact
of work-design risk factors.
26 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Smarter work design cont.
Job characteristics The actions Exposure to trauma The actions
Aim
to create variety within evelop a critical incident
D
the type of tasks performed response framework, policy,
and the meaning attached guidelines and plan that
to the job. includes supportive mental
health and wellbeing solutions.
ssess all job characteristics
A
including work variety,
Offer support when the job
purpose, meaning, control, includes regular exposure to
feedback, learning traumatic events and effective
opportunities and connection evidence-based solutions, e.g.
with others to improve psychological first aid (PFA).
workforce engagement.
Review resource allocation
across the workplace,
particularly during peak
periods. Wherever possible,
address the needs and gaps
identified in resourcing in a
timely manner.
27 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Smarter work design cont.
Job demands The actions Physical work environment The actions
eet relevant Workplace
M ddress specific work
A
Health and Safety legislative conditions as well as the
requirements to reduce risks broader work environment.
to mental and physical injury.
Review
operational
Understand the impact of job-
environments and facilities
specific physical, emotional,
with these actions:
cognitive and time demands
in people’s roles. – Assess specific work conditions and
arget-specific risk factors
T the broader work environment for
and implement a plan to all road transport and warehousing
address them. and logistics roles.
ontinually review and improve
C – Be aware of how these factors
operational procedures with impact on your people, and how
regard to the transport of goods, to minimise any negative impacts,
packing, loading and delivery e.g. inadequate breaks during
schedules and resource allocation, shifts, challenges in self-managing
particularly during peak periods. fatigue levels while adhering to
Implement strategies to policies and regulations.
help your people manage – Ensure you include your people in
the impact of environmental the review processes. Give them an
factors outside of their control, opportunity to voice their opinions
e.g. road delays, wait times on potential strategies to address
associated with loading/ the issues.
unloading, and inadequate
parking and facilities for
drivers.
28 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Smarter work design cont.
Role clarity The actions Social supports The actions
Be
clear on specific task
and connections ssess the level of interpersonal
A
requirements, as well as working relationships, and the
overall expectations around level of support received from
job roles. leaders and peers.
Clarify
performance stablish new or improved ways
E
expectations around specific to increase the level of support
task requirements, as well as and connection between your
the overall expectations leaders, your people and
attached to job roles. members of your workforce
with each other.
29 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build resilience & coping skills
Evidence-based The actions
programs and resources nhance the resilience of
E – Personal support programs, e.g. evelop and promote multiple ways
D
workers by targeting industries- financial support, building healthy to seek help in response to individual
specific risk factors, e.g. fatigue personal relationships with loved ones preferences for support. This can
management, critical incidents – Develop and communicate policies include support for and from:
and physical health. and initiatives which support and – people leaders
Implement evidence-based promote work-life balance – people and culture or
programs which provide – Establish targeted physical activity HR business partner
targeted training programs to programs to promote the healthy – health, safety and wellbeing
address risk factors. These have lifestyles which positively impact representatives
proven effective in improving mental and physical health – peer support networks
the resilience of workers at an – employee assistance program (EAP)
rovide resources, including
P
individual level. Base the key
practical tools and support – manager assist program
areas to cover on the major
services that complement other (for people leaders)
risk factors identified for the
evidence-based programs. – HHTS network
industries:
These need to be designed – GP, counselling services and support
– Fatigue management specifically to assist in building services such as Beyond Blue,
– Stress management and self-care resilience and coping skills. Lifeline, Suicide Call Back Service.
– Managing challenging interactions
stablish a blended learning
E rovide your people with support
P
– Connecting with others and building
approach to ensure greater services within the workplace. This
positive relationships
learning impacts for your people. will help reduce any perceived stigma.
– Workload and time management
While informal peer support networks
– Preventing and managing trauma I mplement digital tools and can provide benefits, establishing an
– Nutrition, physical activity and resources to increase access evidence-based peer support program
positive health behaviours to all workers, including provides a clear line of support for
remote workers. your people.
30 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Build resilience & coping skills cont.
Coaching, mentoring The actions
and support Provide
coaching, mentoring
and support for your people
with regular and planned
check-ins. These can be team
or group based, and one-on-
ones with people leaders.
The check-ins should include
opportunities for workers to
connect on an informal and
formal basis.
Check-ins
are to occur
in-person, by phone or on
digital platforms for remote
and mobile workers.
Touchpoints should include
a focus on general wellbeing.
rovide regular, planned
P
activities and initiatives to
improve work-life balance,
workforce engagement and
connection. Some examples
are development activities,
charity events, team
building activities,
social events and training.
31 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Early intervention
Check on wellbeing The actions Critical incident response The actions
onduct regular wellbeing
C Implement a best practice
checks to assist leaders in approach to offer immediate
staying connected with their and effective support to
people and creating a safe workers exposed to potentially
environment that is trusting, traumatic events.
caring and open.
Develop and implement a
Provide clear expectations critical incident response
and targeted training for your framework.
people leaders in order to
Ensure early and appropriate
build their skills and capability
support is provided for people
in providing early intervention
in roles with regular exposure to
support.
potentially traumatic events, e.g.
Train people leaders on how roles exposed to physical risks,
to have effective mental health such as the use of heavy vehicles
and wellbeing conversations, or machinery.
develop suicide awareness
Continually review and improve
and response, and supportive
formal and informal critical
coaching discussions that
incident response procedures.
address protective factors
related to work design.
Establish a best practice
psychological first aid framework.
Encourage your workforce
Provide people leaders with
to share concerns with their
leaders, and to make training and support to help
wellbeing checks a part of them effectively communicate
the role requirements and with workers exposed to critical
day-to-day interactions. incidents.
32 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Early intervention cont.
Tools, resources and The actions
support services rovide tools, resources and
P ffer and promote a range of
O
support services for people mental health and wellbeing
leaders. resources and support channels
for your workers.
acilitate workers’ early access
F
to mental health and wellbeing ake a range of resources
M
supports where possible, available to remote and
including employee assistance isolated workers.
programs (EAP), HHTS and other
supports. ollaborate with EAP providers
C
to establish proactive support
xplore additional resources
E options for workers, e.g. regular
to train and educate leaders in awareness sessions. Increase
early intervention, and assist the provider’s knowledge of
them in supporting their people. industries-specific risk factors.
This includes operational
support for early intervention
approaches, e.g. making
reasonable work adjustments.
33 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024Applying the seven workplace strategies
Support recovery
Return to work The actions
(RTW) support
Establish strong and supportive nsure policies and procedures
E
RTW programs and processes include support for workers
with ongoing support, and a experiencing non-compensable
strengths-based capacity focus. mental health conditions.
esign RTW policies and
D Make sure policies and
procedures to protect the procedures include a focus on
rights of workers suffering any capacity rather than incapacity
injury, including mental health where possible, including “stay-
concerns and conditions, are at-work” approaches, and the
understood, promoted and provision of modified hours
applied effectively within and duties.
the organisation (both for
compensable and non-
compensable conditions).
nsure policies and procedures
E
include the following in relation
to supporting recovery:
– injury management and RTW
– workers’ compensation
– leave management
– reasonable adjustments.
34 | Healthy Heads Trucks & Sheds | Roadmap 2021 – 2024You can also read
