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As Australian industries navigate the complexities of psychosocial hazards, the need for effective controls to manage and mitigate workplace PTSD is clear, writes Jake Majerovic.
Post-traumatic stress disorder (PTSD) isn’t just a concern for veterans and service people – it’s a growing concern in a huge number of industries, significantly affecting employees’ mental health and organisational productivity. In fact, according to the Australian Institute of Health and Welfare, a staggering 57 to 75 per cent of Australians experience a traumatic event at some point in their lives, with many encountering their first event before turning 18.
Likewise, WorkSafe Tasmania estimated that approximately 12 per cent of Australian adults experience PTSD in their lifetime, with 2 to 20 per cent of all people who experience traumatic events developing PTSD. The effects on our workforce are profound. Traumatised adults often find it difficult to learn, think, manage change, and relate to others and are more likely to develop mental and physical health problems, such as depression and substance abuse – two of the costliest health problems in the workplace today.
As Australian industries navigate the complexities of psychosocial hazards, the need for effective controls to manage and mitigate workplace PTSD is clear. Having battled PTSD to reach a period of post-traumatic growth, I understand firsthand the far-reaching impacts of this condition. PTSD challenges a person both personally and professionally, and as both a business leader and mental health advocate, I am hoping to see improvements in both preventative measures and responsive care to support those affected with PTSD within our work environments.
PTSD in the workplace: The industries at higher risk
Traumatic events – ranging from workplace accidents and violent incidents to high-stress environments – can lead to significant psychological distress, which can, in turn, develop into PTSD. While any industry has its own psychosocial hazards, with varying degrees of impact based on the nature of the job and the existing psychosocial controls, industries such as healthcare, law enforcement, emergency services and social work are particularly vulnerable.
A global study revealed that paramedics, firefighters, police officers and canine rescue teams are at the greatest risk of developing PTSD of all employment groups, with paramedics the most vulnerable group within the cohort. A 2019 Monash study revealed a high incidence of PTSD in paramedics and student paramedics, with 16 per cent suffering the condition compared to the 4.4 per cent average across the general population in Australia. In another Australian study, traumatic events experienced while working in the police and emergency services sector were identified as the most reported stressors, accounting for 51 per cent of cases.
Answering the Call, the Australian National Police and Emergency Services Mental Health and Wellbeing Study, revealed the worrying state of mental health and wellbeing for Australian police and emergency services employees. This group exhibited significantly lower levels of mental wellbeing, higher instances of psychological distress and probable PTSD compared to the general adult population. Thirty per cent reported low wellbeing, with 21 per cent at a high level and 9 per cent at very high levels of psychological distress. Ten per cent of these individuals were identified as having probable PTSD, with 5 per cent experiencing suicidal ideations, two per cent having formulated a suicide plan in the past year, and 16 per cent engaging in binge drinking at least weekly. Despite these figures, only one in five of those experiencing distress or probable PTSD felt they received enough support.
PTSD on the rise: The silent crisis across Australian workplaces
In recent years, following Australia’s disastrous summer bushfires and the COVID-19 pandemic, the incidence of depression and anxiety has been on the rise, which will undoubtedly increase the prevalence of PTSD in the general population. Over the last decade, Australians of all ages have worried more about the long-term future of their jobs, with mental health and wellbeing scores declining for both male and female workers since 2010. This trend is especially prominent among younger workers, with individuals aged 15–24 years experiencing the most significant declines in their mental health and wellbeing.
Unfortunately, psychological health concerns are generally treated as secondary to physical health concerns in Australian workplaces and currently do not require the same mandatory reporting pathways as physical injuries. In fact, a 2020 analysis of Australian workplace safety policies revealed that risk assessment, preventative measures and the identification of common mental health outcomes are still inadequately and infrequently addressed in our workplaces.
A 2019 survey conducted by the Australian Council of Trade Unions found that 61 per cent of respondents reported experiencing poor mental health because their employer had failed to manage psychosocial risk in the workplace. As a result, mental health injuries at work represent the fastest-growing injury type in the workers’ compensation system. A white paper from the Black Dog Institute revealed that between 2000 and 2018, the number of workers’ compensation claims for mental health conditions increased by 51 per cent, and by 2018, they constituted 68 per cent of all disease-related claims.
While claims related to work-related mental health conditions remained stable during this period, the average time taken off work for these claims has increased by 86 per cent. Furthermore, the costs associated with these claims have risen dramatically by (209 per cent) suggesting that the severity and complexity of work-related mental health conditions have intensified, with early recovery and successful return to work becoming less likely. The most commonly cited work-related psychosocial hazards leading to these claims include work pressure (31 per cent), work-related harassment or bullying (27 per cent) and workplace violence (14 per cent).
Mental health-related workers’ compensation claims are having a huge impact on Australian businesses at individual, business and economic levels, with mentally unhealthy workplaces costing Australia up to $39 billion each year due to lost participation and productivity. If we are to reverse this trend and change the course of Australia’s workplace mental health crisis, both businesses and governments must work together on immediate reform.
The importance of improving psychosocial workplace controls
Although current enforcement of psychosocial controls may be lax, new legislation is enhancing mechanisms for psychosocial compensation claims, giving workers a clearer pathway for addressing their concerns and reinforcing the importance of employers taking proactive steps to mitigate these risks.
In April 2023, important updates were made to the Commonwealth work health and safety laws, outlining how organisations must identify and manage risks to the psychological health and safety of workers. These changes necessitate that organisations review and improve their approaches to handling psychosocial risks to cultivate mentally healthy work environments.
These regulatory updates not only outline legal requirements but also provide an opportunity for organisations to lead in mental health advocacy, going beyond compliance to truly transform the culture and efficacy of workplace health and safety practices. By adopting stringent psychosocial controls, businesses can create a safer and more productive work environment, significantly boosting their company’s image as a leader in talent acquisition and workplace performance, while protecting against potential claims that could impact shareholder value.
Practical strategies for mitigating workplace PTSD
Creating a mentally healthy workplace is not just a responsibility, but a strategic necessity. Looking to improve mental health outcomes in your workplace? Here are effective measures that employers can take to address psychosocial hazards and enhance mental wellbeing at work:
Training for managers: Equip managers with evidence-based mental health training to enhance their ability to recognise and respond to mental health issues and associated risk factors. Training should focus on practical skills for supporting affected employees and managing situations that may exacerbate mental health issues.
Building a supportive work environment: Implement organisational strategies that promote worker autonomy, improve job control, and offer flexible working conditions. These practices not only boost morale but also empower employees, making them less susceptible to stress and mental health issues.
Zero-tolerance policy on harassment: Take immediate and preventative action against workplace bullying, sexual harassment, and assault. Establish clear policies, ensure they are well communicated, and enforce them rigorously to maintain a safe and respectful work environment.
Comprehensive wellbeing programs: Implement evidence-based interventions aimed at protecting and enhancing mental health for all employees. These programs should cater to diverse needs and offer resources for both prevention and recovery.
Smooth return-to-work transitions: For those who require time off for work-related mental health conditions, ensure you carefully manage the transition back to the workplace. Ensure you accommodate the varying levels of comfort and mental health states of employees by providing flexible work options where possible and providing additional support where needed.
Beyond compliance: Psychosocial controls as a business imperative
While some organisations perceive adopting robust psychosocial controls as an additional cost or simply mitigating risk, forward-thinking leaders recognise this is an opportunity to excel within their industry, proactively safeguarding employee wellbeing, driving long-term business success and securing a competitive edge.
Managing psychosocial hazards is more than just governance. Mental health initiatives should transcend compliance, creating business value while contributing to positive social impact. These efforts help build a more inclusive, supportive environment where employees thrive. In doing so, companies prioritise both the “S” and “G” in their ESG strategies, positioning themselves as leaders in social responsibility and ethical business practices and setting a standard for others in their industry.
Jake Majerovic is the group managing director at thinkless.
