Mentally healthy workplaces - Podcasts and videos

The department's mental health and wellbeing inspectors have developed a series of  resources on workplace mental health and wellbeing.

The concepts presented may assist workplaces to discuss, consult, plan and operate in a safe and efficient manner. These podcasts are not a substitute for, nor constitute proper training. 

Department of Mines Industry Regulation and Safety

 

 

Transcript - Mentally healthy workplaces - Risk management process

Welcome to the Mentally healthy workplaces podcast series.  In this episode our mental health and wellbeing inspectors describe the risk management process for mentally healthy workplaces.

People can sometimes feel overwhelmed by the prospect of managing risks to mental health in the workplace.

Fortunately, we don’t have to reinvent ways to keep people safe at work.

Workplaces should already be familiar with the safety and health risk management process – identification, assessment, control, and monitoring and review.

In this podcast we’ll take you through a step-by-step approach of how workplaces of any size can apply the principles of risk management to develop mentally healthy workplaces.

Our goal is to empower you to use the knowledge and skills you already have for managing physical hazards to manage psychosocial hazards and their risk factors.

So, before we begin, let’s look at a few examples of psychosocial hazards and risk factors.

Examples of workplace psychosocial hazards include stress, fatigue, bullying, violence, aggression and burnout -

…all of which can be harmful to the health of workers and compromise their wellbeing.

Some risk factors are: unhealthy workplace cultures... poor change management... inadequate time for rest and recovery between shifts... and the misuse of alcohol or other drugs.

Risk factors increase the likelihood of psychosocial hazards being present and unmanaged in the workplace as well as the risk of harm to health to workers.

For example, the risk factors, high job demands... low supervisory support... and lack of control over the way work is done, increases the likelihood of exposure to the psychosocial hazard of stress.

In order to develop and maintain a mentally healthy workplace, psychosocial hazards and risk factors need to be identified, assessed, controlled and monitored.

Let’s look at how you can do this.

Identifying psychosocial hazards and risk factors

The first step in the risk management process is identification.

A good place to start is reviewing workplace data that is already available to you.

This could include workforce surveys... hazard and incident reports... grievances... complaints... employee assistance program reports... and workers’ compensation information.

Irrespective of the size of your workplace, you should have access to this type of data, in some form or another, that you can take a closer look at.

By examining this data, you can obtain some insight into what’s happening in your workplace and identify opportunities to improve.

You should be looking for trends that are workplace-wide or specific to work groups, such as frequent absenteeism or repeated reports of workplace or work environment issues.

Another valuable source of data comes from consulting with your workforce. As the people who do the job, workers can provide useful feedback about how their work and work environment could be improved.

This not only engages the workforce, but also provides a great starting point for getting people thinking about what controls are possible.

Once you have this information, you can identify the psychosocial hazards and risk factors that might be present, and consider how you are going to eliminate or reduce workers being exposed to these.

As well as identifying challenges in the work environment, consultation with workers can also highlight the positive aspects of the work environment that should be promoted and enhanced. It is useful to know what you’re already doing well so you can build on it.

You can consult with your workforce formally through surveys or informally through conversations with workers and safety and health representatives.

The quality of the consultation will be enhanced by making sure that your process is considerate. It is important to ensure that you have:

provided enough time... expressed the significance of the issue... been honest about your intentions... assured workers the process is confidential, and... created a safe environment in which people can report their concerns without victimisation or negative consequences.

Assessing psychosocial hazards and risk factors

After the identification of psychosocial hazards and risk factors in the workplace, the next step in the risk management process is assessing the risk of harm.

When performing a risk assessment, it is important to consider these three variables.

How frequently people are exposed to the hazard... the duration of exposure, and... the severity of exposure.

Consider these factors for all the work groups or jobs in your workplace.

It is likely that different groups or jobs will have varying levels of exposure to each psychosocial hazard and risk factor.

As some work groups or jobs may have a higher degree of exposure than others, you will need to prioritise the application of controls accordingly.

You can use existing data that was gathered during the identification stage to assess potential harm to health.

This data can provide you with an indication of how hazards in your workplace are currently impacting worker health.

Psychosocial hazards can cause physical harm as well as psychological harm.

Examples of harm caused by psychosocial hazards include musculoskeletal disorders... depression... gastrointestinal disorders... anxiety... and post- traumatic stress.

Controlling psychosocial hazards and risk factors

The next step in the risk management process is risk control. Controls can be ranked from the highest level of protection and reliability to the lowest. This ranking is known as the hierarchy of control.

The hierarchy of control can be applied to physical hazards and psychosocial hazards with the same principles in mind. That is, eliminating the hazard first, if possible, and then applying risk minimisation strategies to reduce the remaining risk.

Let’s take a closer look at some examples of how to apply the hierarchy of control to psychosocial hazards.

Examples of elimination controls for psychosocial hazards include having clearly defined job roles, and allocating additional resources during peak work times.

Examples of controls that minimise rather than eliminate risk include...

rotating jobs for repetitive or highly demanding tasks... adjusting workloads, and... providing supportive management and supervision to workers.

In order to effectively manage hazards within a workplace, it is good practice to apply multiple controls from all levels of the hierarchy. This is known to be the most effective way to reduce the risk of harm to health.

For example, controls for one identified hazard may include...

a physical environment that adheres to good work design principles... a management framework that supports good mental health through appropriate policies and procedures...training and information so workers can perform their job safely, and... access to support services for early intervention.

As with the management of any hazard, seek advice from an expert when you have reached the limits of your expertise.

Monitoring and reviewing the effectiveness of controls

Work environments are never static, and ongoing vigilance, monitoring and review are necessary for continuous improvement.

It is also important to monitor controls to confirm they are effective and their application has not introduced new hazards.

Monitoring process uses very similar strategies to the risk identification process.

Like the risk identification process, the most efficient way of monitoring your workplace’s progress is consulting with the workforce.

Regular consultation allows you to keep track of how you are going, and helps you to adjust course or refine your strategy, where necessary.

For bigger or more complex organisational changes, it is useful to review your progress against baseline data after 12 months.

This is because the effect of bigger or more complex changes takes time and might not be fully realised until 12 months after implementation.

Finally, make sure you document your risk management process.

Remember to effectively manage risks for a mentally healthy workplace...

apply a risk management approach to psychosocial hazards and associated risk factors as you would to any other hazard... use existing workplace data for identification and review... document your risk management process, and... recognise when you need to call in an expert.

Disclaimer

This podcast is not a substitute for training nor does it constitute training which should address the concepts presented here and ensure recipients have the necessary knowledge and understanding to operate in a safe and efficient manner.

The Department of Mines, Industry Regulation and Safety accepts no responsibility and disclaims all liability for any loss, damage and/or costs incurred for any reliance on the information contained in this podcast. 

Transcript - Mentally healthy workplaces - Applying the hierarchy of control to psychosocial hazards and risk factors

Welcome to the Mentally Healthy Workplaces podcast series.  In this episode our mental health and wellbeing inspectors discuss the application of the heirachy of control to psychosocial hazards and other risk factors.

Everyone has the right to be safe at work. To make sure this happens, exposure to hazards and risk factors in the workplace need to be prevented and managed effectively. We do this by applying the hierarchy of control.

The hierarchy of control works on the principle that some control measures are more effective than others. It organises all controls into categories – elimination, substitution, isolation, engineering, administrative and personal protective equipment (PPE).

The categories are ranked based on how effective the controls are at reducing the risk of exposure.

The hierarchy requires consideration of elimination controls first.  Elimination controls are the most effective level of control. Then the remaining risk reduction and administrative and PPE controls should be applied to minimise the risk of harm to health as far as reasonably practicable. 

In most cases, a combination of controls, will be required to effectively manage the risk.

The hierarchy of control can be applied to all hazards and risk factors – physical or psychosocial.

Using the hierarchy to manage physical hazards and risks has been well established. Let’s look at how it can be used to control psychosocial hazards and risk factors in the workplace.

Risk elimination controls

When managing risks, elimination controls are the most effective measure and should always be considered before any other level of control.

As an example, let’s consider how to prevent workplace stress from the risk factors of;

  • intolerable work demands,
  • unclear job requirements and
  • low control over the way the work is performed.

These risk factors increase risk of harm to health.

Examples of elimination controls to prevent workplace stress caused by these risk factors could include:

  • designing work to ensure workload is appropriate
  • establishing achievable performance targets that consider number of workers and skill level,
  • designing work to increase the worker’s decision making authority, and
  • clearly defining job roles, reporting structures and activities.

However, sometimes eliminating the risk is not practicable. When this is the case, you need to minimise any residual risk by using risk reduction controls.

Risk reduction controls

Risk reduction controls refer to substitution, isolation and engineering controls. They involve the redesign, substitution or isolation of one or more aspects of the job to minimise harm to health.

Let’s look at a few examples.

Substitution controls involve replacing hazardous work practices with safer ones to reduce likelihood of exposure to a hazard while completing the necessary work.

An example of substitution is providing production line workers some control over the pace of their work, instead of allowing the pace of work to be automated or dictated by machinery. Allowing workers to have some control over their work provides some autonomy to better manage fatigue, while still maintaining good performance.

Let’s look at isolation controls. These controls work by segregating or isolating the hazard from any person potentially exposed to it.

An example of an isolation control is placing barriers between customers and bank tellers to minimise the risk of violence and aggression.

The next risk reduction controls are engineering controls. Engineering controls minimise the possibility of exposure to the hazard by controlling the hazard at its source. One example is adjusting shifts and staff allocation when work demands are high so there are enough skilled workers to complete tasks.

Where it’s not possible to have more people, an alternative engineering control is to allow longer time for tasks to be completed safely. This allows workers to have reasonable control over their work, take sufficient breaks and manage their fatigue.

Only after considering substitution, isolation and engineering controls to minimise risks so far as is reasonably practicable, can you consider the use of administrative and PPE controls in conjunction with higher order controls as a means to protect workers from harm to health.

Administrative and PPE controls

Any remaining risk must be minimised, so far as is reasonably practicable, by providing and ensuring the appropriate use of administrative controls and personal protective equipment.

These controls should only be considered when higher order controls are not reasonably practicable, or to increase protection from the hazard by applying them in conjunction with higher order controls.

Common examples include:

  • using job rotation for reception areas to reduce exposure time with aggressive clients
  • developing policies and procedures that set the standard of workplace behaviour and address unreasonable behaviour
  • providing workers with techniques to deal with aggressive customers
  • giving workers who are showing early signs of distress access to professional counselling services, and
  • providing appropriate hearing protection to reduce stress caused by excessive or annoying background noise.

While administrative and PPE controls are lower level controls, they can still be essential to a safe and healthy workplace.  For example, we would never consider performing scaffolding and welding tasks without PPE controls like gloves and protective eyewear.

In the same way, risk reduction controls like the provision of adequate supervisory support to workers, are critical as they are protective factors.

Providing supportive management and supervisory practices protects workers against harm to health from exposure to workplace psychosocial hazards such as stress, burnout, bullying, fatigue, violence and aggression. Support consists of practical support and emotional support. Providing both types of support to your workers should be a part of how you do business.

Combining risk controls

Workers, including managers and supervisors, are likely to be exposed to a combination of psychosocial hazards and risk factors. It makes sense then, that in most cases, a combination of controls will most effectively minimise the risk.

As well as using a combination of controls, consider how hazards may interact with each other to either increase or decrease overall risk.

For example, workplace conflict may decrease people’s overall capacity to cope with usual work demands or erode their decision making ability which increases their overall risk of harm to health.

On the other hand, boosting emotional and practical support during busy periods can help workers better cope with their work demands and reduce stress, thereby decreasing their overall risk of harm to health.

As with the implementation of any new controls, always check new hazards have not been unintentionally introduced.

Case study

Imagine that you’re a manager of a busy restaurant. To meet demand, you’ve recently started providing an online order and delivery service. This service has been popular so far, and has brought in a lot of new business.

However, at the weekly staff meeting, one of your cooks raised concerns about unpleasant exchanges between kitchen staff and the delivery drivers, which has led to increased pressure on kitchen staff when fulfilling online orders.

You become concerned that these stressful interactions could impact the health and safety of your workers and the quality of service they are providing to their customers.

How do you manage the risks to the mental health of your workers while ensuring your business runs smoothly?

Well, you have several options.

As an elimination control, you could stop offering online order and delivery services. This would eliminate the hazard and it would also remove a significant income stream for your restaurant.

As a substitution control, you could reduce the amount of menu items available for delivery. This way staff could focus more on their preparation.

As an engineering control, you could improve the online ordering system so that it automatically rearranges orders by priority, allowing kitchen staff to prepare online orders in time for pick up.

You could apply administrative controls by increasing the expected delivery timeframes from 20 to 30 minutes so that staff have more time to prepare orders.

As you can see, in this case study, eliminating the hazard completely, might not be reasonably practicable. Applying one of the risk reduction controls could manage some of the risk, however applying a combination of controls would provide the best protection from harm.

Reducing the amount of menu items available, and supplementing this with an improved online ordering system and more reasonable delivery times, will reduce the risk of harm to health substantially.

To develop and maintain mentally healthy workplaces, we should apply the hierarchy of control to psychosocial hazards and risk factors with as much rigour as we apply it to physical hazards.

Remember, highest order controls are the most effective but in many cases, a combination of controls at all levels of the hierarchy will be necessary to effectively manage the risk.

Disclaimer

This podcast is not a substitute for training nor does it constitute training which should address the concepts presented here and ensure recipients have the necessary knowledge and understanding to operate in a safe and efficient manner.

The Department of Mines, Industry Regulation and Safety accepts no responsibility and disclaims all liability for any loss, damage and/or costs incurred for any reliance on the information contained in this podcast. 

Transcript - Mentally healthy workplaces - Investigating psychosocial hazards and harm to health

Welcome to the Mentally Healthy Workplaces podcast series. This episode is part one of two in the Investigating psychosocial hazards and harm to health podcast.

In this episode, we discuss, the process for investigating reports of psychosocial hazards and psychological harm to health.

All employers and duty holders have certain obligations under the safety and health legislation to investigate worker reports and provide feedback on the outcome to the worker.

This requirement applies to both physical and psychosocial hazards and harm to health. Workers can be exposed to a combination of work-related psychosocial hazards.

These include stress, fatigue, bullying, violence, aggression, harassment and burnout, which can be harmful to the health of workers and compromise their wellbeing.

There are also risk factors, for example, the misuse of alcohol or other drugs or poor change management, that increase the risk or potential for harm to health from exposure to a hazard.

To help you meet your duties in the workplace, this podcast helps to explain:

  • how harm to health can occur from being exposed to psychosocial hazards...
  • provide examples of psychosocial hazards and their associated risks, and...
  • explain how you can apply controls to minimise the risk of harm to health.

How does psychosocial harm occur?

When our brain encounters a threat, such as exposure to a psychosocial hazard, an alarm system in our body is switched on.

Through a combination of nerve and hormonal signals, this system prompts the body to release a surge of hormones including adrenaline and cortisol which increase heart rate and blood pressure.

Most of us have probably experienced this physiological response. Under normal circumstances, once the exposure to the threat is over, our hormone levels return to normal.

However, when exposure to low severity psychosocial hazards is sustained over a long period, it can increase the risk of harm to health.

This is because the physiological response to a threat results in our body being overexposure to adrenaline and cortisol disrupting almost all the body's systems and causing a wear and tear effect on the body. Therefore prolonged long exposure to a threat or hazard can result in harm to health including anxiety, depression, digestive conditions, heart disease, and sleep disorders.

For example, exposure to violence and aggression may result in psychological harm to health such as post-traumatic stress disorder, anxiety and depression.

The most common psychosocial hazards you might find in your workplace are work-related stress, bullying, and violence and aggression.

Let's use these three hazards and their associated risk factors as examples of what to consider when conducting an investigation of reports of psychosocial hazard and harm to health.

The key steps in investigating harm to health from exposure to psychosocial hazards are:

  • Identifying contributing factors and their source...
  • Identifying existing controls and adequacy...
  • Identifying preventative measures...
  • Implementing preventative measures... and
  • Monitoring and review.

As we discuss these steps with examples, remember that psychosocial risk factors don't occur in isolation - there is an interaction between risk factors.

That is, there may be multiple risk factors contributing to one or more psychosocial hazards that may cause harm to health.

Identifying contributing factors

There are multiple ways employers can be alerted to the existence of psychosocial hazards in their workplace such as: 

  • grievances...
  • safety and health hazard or incident reports...
  • letters from workers... and
  • workers' compensation certificates.

When a report is submitted, the first step is to identify the contributing psychosocial risk factors, including their source.

Let's first look at risk factors for work-related stress. The most common contributing psychosocial risk factors to consider for work-related stress are:

  • Intolerable work demands;
  • Low levels of control;
  • Limited task variety;
  • Low task significance;
  • Poor support;
  • Lack or role clarity;
  • Poorly managed relationships;
  • Low levels of recognition and reward;
  • Poorly managed change; and
  • Actual or perceived organisational injustice

Risk factors for workplace bullying are quite similar to those for work-related stress, however there are some differences. For example, leadership style is one of the key risk factors for workplace bullying.

The two leadership styles that contribute to workplace bullying are authoritarian and laissez-faire leadership styles.

Authoritarian leadership styles typically involve a single leader making all the decisions for an organisation, group or team with little to no input from others.

Laissez-faire leaders on the other hand deliberately refrain from proving direction and making decision and allow team members the freedom to choose how they complete their work.

When applied to the appropriate work environment and workforce both styles can have benefits for worker wellbeing and performance. However when applied inappropriately or to an extreme both styles can create a stressful work environment that may result in workplace bullying.

Let’s look next at violence and aggression

Risk factors for work related violence and aggression can be related to three aspects:

  • workplace design...
  • policies and procedures,
  • and clients.

For example, for workplace design you can consider whether the source of risk is unrestricted movement of the public through the workplace, poorly lit areas, or restricted access and exit points for employees to safely retreat.

You will also need to consider contributing risk factors that may have increased the risk of harm to health. For example, poor manager or supervisor support and the requirement to resume normal duties without time for decompression following an incident increases the risk of psychological harm to health.

Identifying existing controls

Once the psychosocial hazard contributing risk factors, and the source of the risk factors are known, existing controls and their adequacy need to be identified and assessed.

It is important to start with identifying what elimination controls are in place at the workplace to eliminate exposure to the psychosocial hazard. These are the most effective controls measures and should always be considered before anything else.

For work related stress examples of elimination control which may be in place for the risk factor of poor role clarity are clearly defined job roles and reporting structures.

The next step is to identify current risk minimisation and administrative and PPE controls within the workplace.

Risk minimisation controls refer to engineering, isolation and substitution measures.

Administrative and PPE controls should only be considered when higher order control measures are not reasonably practicable or to increase protection from the hazard by applying them in conjunction with higher order controls. For examples an engineering control that may be in place to reduce the risk of exposure to work related stress from intolerable work demands is the redesign of shift rosters when work demands are high so there are sufficiently skilled workers to complete the work.

If that is not possible, an alternative engineering control could be reprioritization of non-essential tasks to allow the essential tasks to be completed safely and on time.

An example of a substitution measure could be providing workers with some control over the pace of their work to allow them to take breaks to manage their fatigue, instead of using machine pacing or computer automated pacing.

Examples of controls that may be in place to protect workers from harm to health or to intervene when exposure has occurred are administrative and PPE controls for exposure to work related violence and aggression examples of administrative and PPE controls include an escalation procedure, medical treatment and return to work programs.

The next step is to identify how effective these controls are in reducing the overall risk of harm to health.

You can determine this by assessing the residual risk that is the level of risk that remains after your initial control have been applied. This has been done by applying the risk rating matrix after the controls have been put in place. Based on the residual risk you can determine whether the remaining risk is acceptable, that is as low as reasonably practicable or whether additional controls are required. 

Some questions to consider when assessing the effectiveness of the current controls in the workplace are:

  • What are the Industry Standards for managing these risk factors that apply to your workplace?
  • How does your workplace compare to these standards?
  • What do other organisations do?
  • Have there been similar incidents and harm to health in the same work environment or with the same occupational tasks?
  • If so, what was done?
  • Was it preventable?
  • Were controls implemented?
  • What solutions have workers identified previously?
  • Were these solutions implemented?
  • Are the current controls predominantly elimination and risk minimisation controls or administrative and PPE controls?

If there have been previous similar incidents or harm to health, this may be an indicator that the current controls are not effective at reducing the risk of harm to health as far as practicable.

Identifying and implementing preventative measures

Once you have identified your controls and adequacy, consider what further controls can be implemented to reduce the risk of exposure and harm to health in the future as far as practicable.

When identifying further controls, remember that workers are likely to be exposed to more than one psychosocial hazard and risk factor at a time, and these may vary depending on the task.

Some hazards and risk factors relate to the whole job such as organisational change or workplace conflict whereas others may only be present during some tasks.

Effective control of psychosocial hazards and risk factors require systematically controlling both job related and task related hazards and risk factors.

In most cases, a combination of controls, elimination controls supplemented by risk minimisation controls and administrative and PPE controls, will provide the best solution to minimise the risk as far as reasonably practicable.

For example, controls for workplaces where there is a risk of exposure to violence and aggression could include:

  • elimination controls such as using online systems instead of in person services; 
  • risk minimisation controls such as redesign of the work environment to create barriers such as screens and counters that restrict the customer’s ability to physically access workers and
  • administrative and PPE controls such as training on de-escalation and evacuation procedure or use of face shields when spitting is a risk.

When thinking about what additional controls are needed, remember that different workgroups may have varying exposure levels to risk factors and hazards.

Let’s look at the process for implementing the identified controls following the investigation.

Consider the following:

  • Who will be responsible for implementing each of the identified controls?
  • Who has the decision-making authority to ensure that controls are implemented?
  • What resources are needed and available to implement the recommended controls?
  • When will controls be implemented?
  • And when will they be reviewed?
  • When implementing controls always check that new hazards have not been inadvertently introduced.
  • You can do this by monitoring and reviewing the effectiveness of the controls.

Monitoring and review

The next step in the process is to monitor and review the implemented controls.

This step helps to determine the effectiveness of controls and whether their implementation has introduced new hazards.

Some examples of how controls can be monitored and reviewed include:

  • consulting with the affected workers and seeking their feedback on the implemented controls...
  • conducting a risk assessment, which is a non-confrontational way of finding out if controls are effective...
  • and examining workplace data to review trends in injury and hazard/incident reports.

Be mindful that it may take time for the effects of larger changes to be observed.

In particular, effects of controls at an organisational level are unlikely to be seen until 12 months after implementation.

Common shortcomings of psychosocial hazards investigations

Investigating worker reports of psychosocial hazards and harm to health can have it’s challenges. From a safety regulator perspective, we have found common shortcomings of investigations which can be easily corrected. These are:

Number one - Not conducting an investigation of the incident/hazard report. Under the Western Australian safety and health legislation, reports of hazards must be investigated.

Number two - Not conducting an investigation in a timely manner. An investigation needs to be conducted in a reasonable timeframe with no avoidable delays.

Number three - Not conducting an investigation because the employer’s insurer has conducted an investigation for workers' compensation liability. A hazard or incident investigation focuses on identifying contributing risk factors, hazards, current controls and what controls are needed to prevent future harm to health occurring at an organisational, environmental and individual level. And an insurer's report for liability cannot be substituted for the employers investigation as it does not provide the level of detail outlined above and a duty holder cannot delegate their duty of care for workers to a third party.

Number four - Not conducting an investigation because the employee didn't submit a written report through the workplace's designated reporting system. The Western Australian safety and health legislation is silent on what is considered an employee report. The legislation does not specify how an employee report is to be received, in what format- verbal or written or what type of report needs to be received such as a hazard/incident report, grievance report, letter, email, or medical certificate from the worker.

Number five - Not conducting an investigation because the worker has refused to participate or has had no capacity for work for a prolonged period. An investigation of the report may still be conducted based on the information available at the time.

Number six - The internal investigator has not been provided with information and training on how to do an investigation into psychosocial hazards and harm to health. This typically results in investigation reports which have not adequately identified the contributing risk factors and recommended controls that do not address sources of the risk.

Number seven – Not providing the worker who made the report with feedback on the investigation outcome. It is a requirement of the Western Australian safety and health legislation to provide the worker with feedback on the investigation outcome.

In summary as part of maintaining a mentally healthy workplace, ensure worker reports of psychosocial hazards and harm to health are investigated.

The investigation process includes identifying psychosocial hazards and contributing risk factor, reviewing the effectiveness of existing controls and implementing the controls required to reduce the risk to harm to health of workers as far as practicable.

Ensure effective workers receive feedback on the outcome of the investigation.

Disclaimer

This podcast is not a substitute for training, nor does it constitute training, which should address the concepts presented here and ensure recipients have the necessary knowledge and understanding to operate in a safe and efficient manner.

The Department of Mines, Industry Regulation and Safety accepts no responsibility and disclaims all liability for any loss, damage, and/or costs incurred as a result of any reliance upon the information contained within this podcast.

Videos

The following videos on mentally healthy workplaces have been developed  by the department.

WorkSafe
Information
Last updated 24 Nov 2020

Share this page:

Last modified: