“Suck it up, princess”.
“Harden up”.
“If you can’t hack it, there are 300 people waiting to replace you”.
Sadly, these are the phrases sometimes used amongst FIFO workers who are struggling with the demands of FIFO work, according to a recent inquiry into the 50,000 FIFO workers in the Pilbara region of Western Australia.
While FIFO work usually brings substantial financial rewards, it can come at a price. Along with the physical dangers of working on site, FIFO work carries weighty, often overlooked risks, in the realm of psychosocial hazards.
Picture this – a member of your team is in the crib room, on their third coffee, the WiFi is down, they’re sore after a 12-hour shift, and a simple comment from a co-worker feels like a jab as opposed to a joke, and it’s the third time it’s happened this week.
Change the Game
To drive real change – one where yesterday’s “harden up” becomes tomorrow’s “do you wanna talk about it?” – you need to prioritise early intervention so your workplace can evolve into an industry-leading example. After all, your team’s level of commitment to this directly reflects the maturity of your organisation’s health and safety culture.
So, where do you begin? Let’s explore.
Common Psychosocial Hazards in FIFO Work
Unlike the visibility of a trip hazard or faulty equipment, you can’t always see psychosocial risks, which often emerge from workplace culture, leadership, and environment. Learn more about psychosocial risks here.
Common psychosocial hazards in FIFO work include:
- High work demands: Tight deadlines, unrealistic production targets, and sudden roster changes.
- Fatigue: The juggling of long shifts, compressed rosters, and travel between sites and home.
- Bullying, Harassment, or Aggression: Whether it’s verbal abuse, racial or sexual harassment, or persistent low level-incivility, these behaviours take a serious toll.
- Isolation: Long stretches away from family and friends, with limited chances for meaningful social interaction.
- Burnout: Feeling constantly overwhelmed, tired, or disengaged, with little motivation to carry on.
- Lack of Control: Being unable to control your work pace, break times, or the environment around you can cause mental strain.
Because of these factors, FIFO workers are at a higher risk of experiencing mental health issues, including anxiety, depression, substance abuse disorders, and even suicidal thoughts.
Blue collar workers in male-dominated industries are at a much higher risk of suicide than other employed men. The suicide prevention group Mates-In-Mining revealed that suicide rates are 80% higher in the mining, construction and energy sectors than in the general Australian population, with 190 deaths by suicide reported each year.
Monarch Mental Health Group says FIFO workers are also less likely to report mental health problems, which is likely due to the stigmatisation of mental ill-health that is prevalent in the industry. So, how can we address this?
The Role of Leaders
Under the Work Health and Safety (WHS) Act 2020, every employer (PCBU) must protect the physical and psychological health of their workers,
Not only does this mean providing a safe work environment, it also means preventing psychosocial hazards from escalating or arising at all.
As a leader and someone who FIFO workers interact with daily, you are a key player in achieving this as you are well placed to see and hear the changes and hazards impacting the team and intervene early.
Early Intervention
Providing early intervention is the crucial first step towards supporting your crew’s mental health and laying the foundation of your own. Here’s a starting point on leading a mentally healthier team everyday:
- Regularly check in with each team member as a matter of course, not just about work but also their well-being.
- Model positive behaviour—manage your stress openly, use breaks effectively, and share how you handle difficult days.
- Promote a culture of safety for mental health, not just physical safety. Help remove the stigma by making it clear that talking about mental health is as normal as discussing site safety. Getting support from fellow leaders can help accelerate your efforts.
Recognise the Signs
Leaders should not diagnose a mental injury or illness, but the earlier a leader notices possible signs of distress, the sooner help can be offered. Here are some early warning signs you can look out for:
Behaviours
- Unusual or erratic behaviour or outbursts
- Disengagement from colleagues or social activities
- Increase in unplanned absences from work
- Increased use of substances to cope i.e. alcohol, caffeine, cigarettes
- Difficulty concentrating or making decisions
- Reduced performance
- Conflict with others
Physical signs
- Tiredness
- Headaches
- Frequent aches and pains
- Difficulty sleeping
- Weight loss or gain
- Dishevelled or change in appearance
RELATED: Psychosocial Risk Management
4 Early Intervention Steps
We recommend following the 5-step approach to intervene early if you suspect a worker is experiencing distress and is at-risk of mental health issues:
- Make contact – Choose a private location with enough time to talk, and plan what you want to say and achieve. Explore the issue by asking open questions, stating what you have observed and uncover what issues from the work environment may be having an impact.
TIP: Avoid leading or closed questions like “are you feeling burnt out?” as you won’t get much more than a one-word answer, or they may feel pressured to offer a positive answer. Instead, start with an open question like “so, how are you feeling?” which encourages an open, honest answer that you can build on.
- Develop options and offer support – Explore what the worker might want to do and come up with solutions and strategies about how the workplace can support them. This might include encouraging the worker to seek professional mental health support like a GP or EAP providers.
- Agree on action – Agree upon and define any specific steps that will be taken at work and agree on a follow up time.
- Follow up – Stay in touch to assure the worker that they are valued.
Managing your own Mental Health as Leader
Sometimes it’s hard enough helping yourself, let alone others. So, here’s five practical steps to help you care for your own mental health as a FIFO leader.
- Routine Check-ins with Yourself
Just like you’d do a safety check before a job, you can start with a mental check-in. Try these questions:
-
- How am I feeling today?
- Am I feeling overwhelmed or disconnected?
- Is there something that’s been bothering me?
- Talk it Out
FIFO workers and leaders often hesitate to seek formal support. As a leader, you can help reduce stigma and foster a supportive environment by setting an example and utilising resources such as EAP, GPs, and mental health helplines. Sharing your own experiences when making these suggestions can encourage others to do the same.
- Stay Active:
Physical activity is a powerful antidote to stress. Even a brisk 15-minute walk around site can improve your mood.
Use on-site gyms if available or follow simple bodyweight workouts in your room. Apps like FitOn or Nike Training Club offer free workouts that require little space.
Or can you encourage crew members to train together? Everyone loves a gym buddy.
- Sleep Smart:
FIFO rosters are notorious for messing with sleep patterns. Make your room a sleep-friendly zone by keeping it dark, quiet, and cool. Investing in an eye mask or using your earphones to play sleep music can help.
Establish a wind-down routine before bed, even if it’s just a reading a few pages, writing down a few gratitudes, or taking a warm shower.
TIP: Bring your routine into conversation with team members to lead by example. Just remember, it’s all about how you say it; “you should read before bed because it helped me” isn’t half as inspiring as “I drifted off reading last night – I haven’t slept that well in ages!”
- Stay Connected with Home:
Have regular video calls with family or friends, to help prevent the negative effects of isolation. Even quick messages can make a difference on a rough day.
Schedule video calls so people have a dedicated time to talk and something to look forward to.
- Be Aware of Your Influence
Leading by example means prioritising self-care, accessing support services, and managing workload pressures. It also means actively listening and showing genuine empathy for your team members’ challenges, as well as self-reflecting on your leadership behaviours which influence the health of your work environment.
Check that you are also leading by example by:
- Communicating clearly about changes or expectations
- Challenging your unconscious bias when making decisions
- Providing access to development opportunities
- Not tolerating bullying or incivility in the workplace
- Providing timely recognition and rewards
- Protecting workers’ work-life boundaries
TIP: Be clear with your feedback and recognition. For example, instead of a simple “good job”, try “good job with the pre-start earlier, your confidence has really improved”. It can change someone’s week.
FIFO life can be as tough as it is rewarding, but you don’t have to face the mental health challenges alone. Managing psychosocial hazards is about creating a safer, healthier, and more productive environment—for yourself and your team.
If you need help managing your psychosocial risks, check out our other psychosocial articles, or reach out to us today.