Key Insights
- Under WA's WHS Act 2020, every PCBU must manage psychosocial hazards with the same rigour as physical ones. FIFO operations carry distinct psychological risks: fatigue, isolation, bullying, burnout, and lack of control.
- Mining, construction, and energy workers have suicide rates around 80% higher than the general Australian population. Leader-led early intervention is the single biggest protective factor.
- Warning signs are usually quiet: changes in sleep, withdrawal, irritability, increased alcohol use. Notice the change, start a private conversation, connect the worker to support (EAP, GP, MATES in Mining).
- For systemic hazards (unrealistic rosters, poor communication, bullying culture), the WHS Act requires the PCBU to fix the root cause, not just patch up affected workers.
“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.
Frequently asked questions
The most common are high work demands, fatigue from long shifts and compressed rosters, bullying or harassment, isolation from family and community, burnout, and lack of control over pace and environment. They rarely show up alone; on most sites they compound, which is why a systemic response matters more than treating each worker in isolation.
