Abstract:

In Canada, MHRA found that 1 in 5 people live with mental health challenges, 70% of businesses do not have a workplace mental health strategy, and 35% of employees are burnt out. According to Mind Share Partner’s 2021 Survey, 76% of U.S. workers reported at least one symptom of a mental health condition, 81% reported they will be looking for workplaces that support mental health in the future, and 84% reported at least one workplace factor that had a negative impact on their mental health.

Jobs in the M&M sector can be physically and psychologically challenging. “Fly-in, Fly-out” workers may have difficulties accessing social support systems and experience increased isolation, further exacerbated by the pandemic. Additionally, high levels of harassment, bullying, and discrimination, tied to ongoing issues related to a lack of diversity, equity, and inclusion as well as decreased talent attraction and retention have been reported in the sector.

Compromised psychological health and safety (PHS) can have various negative impacts on an organization, whereas a supportive workplace can reduce the onset, severity, and impact of a mental illness. Additionally, organizations that create and support a psychologically healthy workplace can reap the benefits of increased sustainability, productivity, and growth.

The M&M sector is aware of these risks and the impact they have on their people, productivity, economics, and reputation. However, there is a need to manage these risks and impacts and continue to invest in solutions that will bring long-term and impactful change.

With the introduction of ISO 45003:2021 and the WHO’s Global Mental Health at Work Framework, PHS has become a global priority. Countries have been establishing regulatory requirements to incorporate PHS in the workplace over the past decade, in response to the increased strain declining worker mental health is placing on organizations and their communities. In the M&M sector, organizations such as ICMM and MAC are introducing PHS to their standards to not only drive meaningful change but to provide guidance and support to organizations as well.

PHS includes several psychosocial risk factors and how they interact with the people, systems, and environment. It is imperative that organizations develop an understanding of the PHS needs of their workers and how their systems and environment impact the mental health of their workers.

PHS management is comparable to health and safety management allowing it to be integrated with existing health and safety processes. This should occur following an assessment of psychosocial risk factors to tailor processes to an organization’s specific needs. The resulting benefits include leveraging established processes on in the organization to support implementation.

Adapting policies and systems without influencing people’s behaviours will not lead to long-term change. It is the day-to-day interactions workers have with an organization’s people, systems, and environment that impacts their PHS. Studies show that a human-centric approach is key to increasing the adaptability and resilience of workers and promotes an organizational culture that supports growth and evolution. “People are today’s value drivers” and are at the centre of the solution.

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Emily Clark