Released late last year was the Global Survey on Psychosocial and Psychological Risks in the Workplace Report, undertaken by international law firm, Ashurst. The survey consulted leaders from large businesses and government departments operating internationally with 170 Survey respondents amongst the FTSE 100 Index, and Australia’s Top 200 ASX listed companies, including major Government agencies and departments. Of the respondents, 84.12% had operations in Australia.  The survey found that while there is a rising awareness of how psychological health can impact workers, many employers are still struggling to manage this issue.

The survey revealed a number of interesting findings:

  • Over 50% of respondent organisations had taken no steps or “didn’t know” what steps to take to eliminate or mitigate psychosocial risks.
  • There is a “heavy reliance” on workers to manage their own psychosocial risks, with 32% of respondent organisations indicating they “rely on staff training in resilient work practices”.
  • 39% of respondent organisations had completed risk assessments in consultation with their workforce to capture psychosocial hazards and whilst these results varied dramatically from industry to industry, the mining sector is performing the strongest.

Worryingly, the survey reported that many Company Officers aren’t being sufficiently informed of psychosocial risks to enable them to effectively comply with their proactive WHS duties, finding:

  • Only 29% of respondents indicated that their organisation reports to Senior Management about psychosocial risks.
  • Where respondents do report about psychosocial risks, the least reported information is about the maintenance and effectiveness of high-risk controls.
  • Reporting of psychosocial risks to Senior Management appeared to be limited to the number and particulars of incidents, not about preventative or responsive measures to manage these risks.
  • Only 22% of respondents measure the impact of psychosocial risks (including the use of exit interviews, analysis of workers’ compensation data, surveys, EAP usage reporting), suggesting that most organisations are not maximising their available information inputs.

Many challenges remain in relation to the management of psychosocial hazards and risks. It is essential that those charged with this responsibility understand the underlying and contributing factors unique to their workplace in order to implement and maintain effective prevention controls and management systems.

The Ashurst Report also flags that jurisdictional regulators, including those in Australia, are becoming increasingly active in investigating how organisations are managing these risks, and driving enforcement outcomes where necessary.

Being proactive in managing mental health is key to preventing and mitigating its impact. This needs to start with accurate reporting on the identification and occurrence of psychosocial hazards and incidents. That data allows management to build a profile of the risk exposure for the organisation and how it impacts its operations. Then regular review of the risk control effectiveness, and presenting this information routinely to Senior Management for the effective resourcing and management of psychosocial risks will prepare the organisation well, before the Regulator comes knocking.

Please contact QRMC for more information or assistance.