Learn more about the Mentally Healthy Workplace Award Finalists
This award presented by Chamber of Minerals and Energy recognises workplaces that encourage, support and foster good mental wellbeing for its staff.
Rio Tinto has been operating in Australia for more than 100 years, and in Western Australia for more than 50, with operations including Iron Ore, Dampier Salt and Argyle Diamonds, employing more than 11,000 direct employees supporting its Iron Ore operations alone.
The safety and wellbeing of people and communities is a priority for Rio Tinto, recognising that mental health issues can have a significant impact on workers, their families, local communities and its business, Rio aims to have a workforce that is safe, healthy, resilient and engaged.
With both a residential and a fly in-fly out (FIFO) workforce, including in regional towns and Perth, it developed multi-dimensional mental health and wellbeing programs, which includes all aspects of mitigating illness, preventing harm and helping people thrive.
Rio has a suite of programs that promote positive mental health and wellbeing to our workforce and their families and enable our leaders and workforce to respond to mental health issues.
Wellbeing Leader Training is delivered face to face by a registered psychologist and is designed to build wellbeing awareness and equip leaders to:
• Identify a wellbeing concern
• Have positive conversations around mental health and fitness for work issues
• Direct appropriate action
• Reduce stigma around mental health issues
• Manage stress and build resilience both in themselves and their team.
This front line support network is strengthened by our passionate peer supporters who are available on the ground at any time for confidential discussions about wellbeing with colleagues.
In the case that a situation escalates, there are on-site emergency services officers trained in suicide prevention and supported by a solid framework which assists those in remote areas to gain help through our Mental Health Transport Guidelines, and its strong ties with EAP psychologists and occupational physicians.
Rio Tinto also has an injury management team consisting of a diverse team of health professionals, which works directly with each of our sites to support employees who have experienced mental ill health and emotional distress where this has affected their ability to perform their duties at work. The human resources team also supports this process through the Absence Management framework, which includes phased and gradual returns to work.
Rio has developed a series of positive mental health videos and supporting discussion notes to help its leaders start conversations about mental health in pre-starts, toolbox or return to work meetings. It also hosted a Rosie Batty roadshow on family and domestic violence, discovering that open days and family days play a significant role in employee and their family relationships.
At remote mine sites, wellness coordinators support a range of activities including sport and recreation, presentations, musical events, quiz nights, BBQs and a number of social events to encourage employees to connect and interact socially with one another.
Investing in leaders and providing Mental Health and Wellbeing Leader Training has shown to be the most effective intervention strategy to start and strengthen conversations about mental health, with more than 650 employees trained up so far and growing.
Indigo Junction has been providing place-based services to the Midland and surrounding areas for almost 40 years. It employs more than 30 full time staff with around 27% being of Aboriginal descent. Indigo Junction have grown to provide a sophisticated suite of early intervention and prevention programs to young people, families and individuals, along with education and welfare services which respond to homelessness, address relationships, improve the wellbeing of children and young people, reduce the cost of family breakdown, and strengthening family and community functioning. We have become an important and trusted part of our community.
Indigo Junction has a niche for engaging the most hard-to-reach demographic with over 87% of clients being Aboriginal and an overall target group of some of the most vulnerable people in our community. Services from Indigo Junction promote social inclusion and wellness through activities and access to services as well as fostering community resilience.
Indigo Junction has monthly Wellbeing Breakfasts to support staff wellbeing and to engender a positive workplace culture. These are attended by 100% of staff, with some staff having rescheduled leave to be able to attend and not miss out on these activities. They are fun, inclusive and supportive. Wellbeing and mental health stays on the agenda with different strategies for support discussed.
Twice per year, Indigo Junction have just brought in our 'Indi Days' where time off is allocated for the day and there is an emphasis around staff participation into the future of the organisation as well as acknowledging the work impact staff have made in the community.
At the Indi Days, they also incorporate Recognition and Rewards Program to celebrate altogether the achievements of excellence for individual staff. Feedback from these days has included feeling very positive about team and culture.
Indigo Junction participates in the Employee Assistance Progam and supports staff to access this without fear of judgement or stigma.
Indigo Junction on a case-by-case basis has allowed staff to go into negative with their leave to ensure that having time off whilst in distress is not further impacted by financial crisis.
Indigo Junction acknowledges and supports staff with cultural obligations to attend to those - with additional time off and ensuring this is recognised in contracts and hiring. For example, many Aboriginal staff have extended familial obligations around caring and support needs. The Aboriginal community have also got extra funeral obligations which is recognised.
Indigo Junction were early adapters of Trauma Informed Care and Practice and part of an organisation being trauma-informed, is the need for the emotional safety of staff to be considered and supported. Indigo Junction also does this by ongoing supervision constant check ins for everyone in the organisation.
Support and emotional safety has come from the top. The CEO is personable, relatable and speaks to all of the staff, promoting a positive and supportive workplace culture.
Macmahon Holdings Limited was founded in 1963 and is based in Perth, with offices in Queensland, South Australia, Indonesia and Malaysia. The company operates in the surface and underground mining and civil mining sectors and employs approximately 5400 direct and contract employees.
Macmahon has a dedicated Mental and Physical Health Program that is also backed by its EAP, Converge International and through this, it openly encourages workers and their families to utilise the support services.
Directly supported by the Board and CEO and other Executive team members, Macmahon's cultural and leadership focus is very much one that aims to support what it believes to be its most valuable asset - "Our People".
Its leaders have undergone leadership training through its Mental and Physical Health program "Strong Minds Strong Mines" which is constantly tackling stigma in the workplace and reinforcing safe spaces to talk. Employees at Macmahon are then open to listening and learning about influences and risk factors that, if left unchecked, can lead to mental health issues.
Macmahon's program consists of Mental Health Training for Leaders; Mental Health Presenters Training; Tackling the Stigma; Toolbox Presentations, Videos and Supporting Literature; Mental Health Surveys, EAP engagement; and Physical Fitness, Programs, Awareness and Facilities; and has dedicated procedures and support services such as the EAP, HR Services and Mental and Physical Health Ambassadors.
By addressing mental health issues in the workplace and providing its people with the tools to better understand the risk factors, Macmahon aims to break down the stigma surrounding mental health and ultimately, leading to healthier workers, families and communities.
Macmahon has recorded that 92% of participants know where to find information about mental health support services and helplines; 84% strongly agreed or agreed they had a better understanding of the signs and symptoms of mental health problems; and 70% strongly agreed or agreed they felt more confident about starting a mental health conversation with someone who might need help.
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