Industry recognises the importance of health and safety by having systems in place to protect workers from injury, however we are still in the “˜dark ages’ when it comes to mental health issues.
FIFO mental health
The use of fly-in fly-out (FIFO) workers for major or remote projects creates a lot of strain on individuals and their families and friends.
The majority appear to handle the strain and enjoy the rewards of working 10-12 hour days, seven days a week, as it creates financial benefits envied by others.
In reality, FIFO workers can face social isolation, restricted communications, family and relationship stress and many face long swing rosters in high risk activities.
Not all FIFO workers have family support networks or close relations with co-workers to assist them when matters arise or become difficult to manage.
They cannot pack up for a day, jump in the car and be home in half an hour.
When personal matters occur there is a feeling of hopelessness, as what you can do when you’re a thousand kilometres away with colleagues with whom you may not be able to share your feelings.
Projects are not immune to a large number of domestic hardships and marriage break-ups occurring within its workforce.
The FIFO industry has one of the highest divorce rates in Australia.
The inability to resolve home matters or deal with workplace issues are major risks.
These risks contribute to triggering common mental health conditions such as depression and anxiety, which if not recognised early and treated, can lead to suicidal thoughts and suicide attempts.
Research shows that for every suicide attempt at least five other co-workers are experiencing some form of depression.
It is estimated that between 15-30 per cent of employees will experience mental health problems at some point in their career, and it can happen to anyone.
Statistics show that in any given year more Australians die from suicide than road deaths.
There are about 50,000 FIFO workers in Western Australia and it is understood that at least nine have committed suicide in the past 12 months in the Pilbara region alone.
Every day, plane-loads of workers are flown in to grind out long shifts, amid the searing heat and red dust, for weeks at time. It’s a macho culture, where you are expected to work hard, play harder and earn big money.
Having experienced FIFO work first hand it’s not difficult to understand why many workers struggle in adapting to the realities of long painful absences from home.
The isolation, boredom and lack of communications means solace is sought through alcohol and other substances, and the all-important stigma of the Australian “˜toughen up princess’ mentality that means people are discouraged from talking about how they feel or from seeking help.
Fighting for better FIFO health
Research shows there are three barriers that limit people from seeking help – knowledge, accessibility and stigma.
Stigma is the most significant barrier in suicide prevention.
We can help overcome this barrier by responsibly sharing personal experiences of mental illness, learning and sharing the facts about mental illness, and talking more openly about ours or other people’s experiences.
The more mental illness remains hidden, the more people will continue to believe that it is shameful and needs to be concealed.
We all have a role in creating a healthy workplace that supports recovery and social inclusion, and reduces discrimination.
We need to reduce the stigma, raise awareness and make it easier for those who need help to take that all important first step of reaching out.
By targeting the barriers of both knowledge and stigma on our Pilbara project, we raised awareness of this issue by delivering a mental health presentation via a site toolbox session.
The outcome was alarmingly positive and resulted in many people coming forward and openly talking about their current problems and hardships.
The barrier of accessibility, on the other hand, needed much improvement, particularly on greenfield sites.
Site Wi-Fi capabilities were intermittent at best, and the six landlines for a 160-strong workforce was run on a first come first serve basis.
So questions still remain – are we doing all we can to prevent suicides?
Are we at ALARP in controlling mental health disorders within our industry?
Do we have adequate controls in place to reduce the risk?
What your company can do
Companies continue to improve in the management of practical risks.
Risk controls are in place for driving activities such as traffic management plans, journey permits, vehicle checklists, 4×4 driving licence requirements, restricted driving hours, just to name a few.
Companies are even employed to electronically monitor our driving habits.
There is recognition from employers that mental health is an issue and there needs to be action and some companies are putting programs in place.
Increasingly companies are identifying mental health awareness for our personnel and are implementing programs such as buddy systems, Employee Assistance Programs (EAP) with phone numbers posted on noticeboards, and raise awareness through mental health presentations.
However, are these controls enough and what more can be done to improve the situation?
Some companies are moving towards the management of mental health with the same approach used for physical health.
Some organisations are working towards making improvements in identifying signs of mental health disorders in co-workers by training selected onsite workers in Mental Health First Aid (MHFA).
MHFA provides the skills to help someone before professional treatment arrives.
Whilst projects often have first aid personnel and services for physical health, do they provide services for mental health awareness?
Legislation requires workers to elect Health and Safety Representatives (HSR) to ensure safety hazards are adequately communicated and effectively controlled.
This raises the question as to whether legislative intervention is required to enforce the election of MHFA representatives.
The increased awareness for suicide prevention requires organisations to “˜walk the walk’ and provide adequate communication systems and training for field management in identifying mental health indicators.
Identifying mental health as a risk within hazard identification and risk assessments will ensure adequate controls are in place and ALARP is achieved.
Organisations that have long swings such as 26/9 or 42/7 need to think about providing family support programs such as social gatherings of partners to create support networks, or even to consider allowing families on site.
Additional controls need to be considered to reduce the suicides in our industry and the prolonged impacts mental health problems has on families, friends, co-workers and our communities.
The most important message for everyone is that it is okay to ask “Are you okay?”, and to remove the stigma of replying “No, I’m not okay”.
If you are experiencing depression or are suicidal, or know someone who is, help is available.
Please contact Lifeline on 13 11 44 or visit www.lifeline.org.au or Beyond Blue at www.beyondblue.org.au.