We are all aware of the legislative requirement to identify, assess, control and review risks in the workplace. Most organisations document the management of their physical risks in some form of WHS risk register that includes consideration of the hazards, associated risks and the current controls in place as well as proposed controls.  This risk register is then (or should be) reviewed on a planned basis.  However, for many organisations this approach does not always specifically include mental or psychological health risks.

During the COVID-19 Pandemic, there has been a heightened awareness of mental health. Many organisations have put in place processes to assist workers in managing mental health without necessarily approaching them in a systematic manner in the same way that physical risks are managed.

In 2020, the NSW government drafted, and put out for comment, a Managing the risks to psychological health Code of Practice. Workplace Health and Safety Queensland have indicated that they are likely to follow suit in 2021. The draft NSW code of practice specifically prescribes a risk management approach to psychological health and links to the Code of Practice: How to manage work health and safety risks. The requirement to manage mental health risks is thus the same as for physical risks.

A Queensland Managing the risks to psychological health Code of Practice, will mean that organisations will be required to comply with it as an  approved code of practice under the WHS Act. Unlike other jurisdictions, the requirements of the code of practice in QLD will be mandatory.

The first step in managing psychological health risks is to identify the hazards, or indicators for mental health risks.  These could include:

  • EAP usage (both high and low usage could be an indicator);
  • Disputes of industrial relations issues;
  • Trends in sick leave usage;
  • Departments or areas that have higher levels of sick leave compared with others;
  • Workers’ compensation for psychological injuries;
  • Both knowledge of, and compliance with, workplace bullying and harassment or discrimination policies;
  • Trends in complaints or workplace grievances;
  • Increased overtime usage;
  • Indications of stress amongst workers.

The next step would be to assess the risks of these (and potentially other)  psychological risks within the context of the organisation, and then prioritise their control.

These risks should be documented in the organisations WHS risk register in the same way that physical risks recorded, and the controls monitored.

Do you need help with the development, review or re-development of your WHS Risk Register to include psychological health risks and compliance with legislative requirements? Please contact QRMC for more information.