This month, we asked the industry’s decision-makers, ‘How can organisations greater support employees when it comes to mental health?
Emma Stuart, Group HSSE Manager, Viva Energy
It is critical to invest in helping leaders understand how to identify risk factors, have a conversation with their people and be supportive and responsive. Leaders need to have the right tools, the confidence and understanding to listen and provide support. They need learning and development experiences that are well-founded in relevant research. Creating an organisationally safe space for leaders to be vulnerable and share their own experiences can also help address some of the perceived stigma, which may be preventing employees from feeling comfortable enough to say that they aren’t okay.
Michael Caltabiano, CEO, National Transport Research Organisation
At the National Transport Research Organisation (NTRO) we have a positive outlook on employee wellbeing. This means that we are, from the CEO throughout the organisation, all focussed on “team”. The team that respects all members, the team that supports its members and the team that succeeds for all members. Our leadership throughout the business is delivering for all employees a true sense of family when it comes to delivering a great wellbeing environment. This sense of family has been an enduring trait for the life of the organisation and is fiercely protected. When it comes to the mental health outcomes for NTRO, the support structures through our people and the employee experience work together to provide the understanding needed to help everyone achieve their best. Our organisation could be regarded as unique but as CEO, I don’t believe that is the case. The way we go about delivering caring and compassionate outcomes for our people is different, but there is no “right” way. The characteristics of the NTRO way are genuine, demonstrated and meaningful commitment to great staff outcomes. Consistent guidance throughout the business when addressing employee wellbeing. Employees trust that they will be respected as individuals and supported on their journey. Every business will carve out their own way, but the common characteristics of successful wellbeing outcomes for staff will be the same.
Juliana Katar, People & Culture Manager – CEA
By developing and supporting staff with programs and training that assist them to feel safe, supported and heard. At CEA we provide an employee assistance program that offers confidential counselling services, provide online training programs to assist employees manage stress and build resilience while also offering training to managers to help them recognise changes in behaviour and support their teams proactively. Culture forms a big part of creating a healthy and safe workplace, so we also conduct regular staff surveys to seek input and gauge how staff feel about the wider business, their team, and their role within CEA.
Elise Manns, Executive General Manager, People & Safety – Coates
Research shows that 190 Australians working in the construction sector commit suicide each year, and that construction workers are six times more likely to die by suicide than a work accident. We need to do more by proactively encouraging discussion and support around mental health so asking for help is easier: people who think they have strong social support have an approximately 40 per cent reduced risk of suicidal thoughts and attempts. Employee Assistance Programs and organisations like TIACS can help immensely on this front. But we all need to play our part in creating better working environments where addressing mental health is as important as physical health and safety.
If you or someone at your organisation is an industry leader and would like to be a part of this monthly column in 2023/24, please get in touch.
This article was originally published in the October edition of our magazine. To read the magazine, click here.