Recognising and managing risks in the workplace that may lead to physical or psychological injury is an essential part of creating a safe, healthy and productive workplace.

Work in the transport industry typically includes working alone, tight scheduling, and demanding customer expectations and these are factors that may contribute to poor psychological and physical health.

Psychosocial hazards or factors are anything in the design or management of work that increases the risk of work-related stress.

A stress response includes the physical, mental or emotional reactions that occur when a worker perceives the demands of their work exceed their ability or resources to cope. Work-related stress if prolonged and/or severe can cause both psychological and physical injury.

By knowing what these hazards are and how to identify them in your workplace you can identify and implement controls that look after the psychological and physical health of your workers.

Psychosocial hazards can arise from organisational factors (work organisation, job design and poor workplace culture), environmental factors and individual factors (e.g. at-risk workers).

Below are the types and some examples of psychosocial hazards:

Low job control:

• limited choice of shifts or hours worked
• limited choice over the way work is performed or undertaken
• limited choice over work deadlines and allocated time slots for deliveries, particularly when faced with unavoidable delays (e.g. traffic, incidents)
• rosters can inhibit a worker’s control over the hours they work and ability to take scheduled breaks.

High and low job demands:

• demanding time pressures to meet deliveries and pick-ups
• potential for monotonous or dull work in some work roles
• driving for extended periods without adequate rest, inducing fatigue.

Exposure to traumatic events:

• workers may witness or experience traumatic events (such as road accidents or near misses) on route
• workers may be exposed to violence or aggression.

Poor support:

• drivers are isolated and have limited access to support
• geography and hours of work may mean workers have less access to their supervisor and peer support.

Lack of role clarity:

• role conflict is likely to occur with attempting to meet client expectations, particularly where they differ from contractual agreements
• inconsistencies in WHS systems and requirements between the employer and client organisations (e.g. having to undergo multiple site-specific inductions).

Low levels of recognition and reward:

• due to remote and isolated work, there are limited opportunities for feedback, reward or recognition of any work undertaken.

Poor change consultation:

• communication of changes may be difficult given drivers often work remotely
• lack of effective consultation due to remote and isolated work.

Poor organisational justice:

• potential for feelings of unfairness in the allocation of shifts for shift workers
• differing work standards, time slot allocation and WHS requirements across the supply chain may introduce perceived unfairness.

Poor workplace relationships:

• potential for interpersonal conflict leading to poor communication and poor working relationships.

Remote work:

• work at locations where access to resources and communications is difficult and travel times may be lengthy.

More information

• SafeWork NSW Code of Practice: Managing psychosocial hazards at work.
• The how to manage work health and safety risks code of practice provides guidance on risk management for physical and psychological hazards.
• For specific guidance on risk management for psychological hazards refer to the Safe Work Australia guide for Work-related psychological health, a systematic guide to meeting your duties.