What a psychologically safe workplace looks like

Australia’s industrial work environments come with unique challenges, including for psychological safety. MARK EDGLEY, Principal Consultant at Jonah Group, provides a personal account of an experience he had on a remote mining site to show how a psychologically safe workplace foundation can be fostered, even in the harshest of Australian locations.

I spent two years working on a remote mining construction site in one of Australia’s harshest environments, where conditions were tough — extremely tough. Yet, amid the heat, dust and isolation, this site stood out from others I’d experienced before: it had a true, sustainable culture of care. This culture wasn’t left to chance, it was intentionally designed. From day one, the executive team down prioritised the physical and mental wellbeing of their workers.

They didn’t rely solely on safety protocols — they actively created an environment where care for everyone was embedded into everyday practice. Over time, this culture formed the foundation of a psychologically safe workplace in a harsh, challenging environment. This translated to great safety performance and a culture where people felt safe to speak up, including self-reporting of health and safety issues.

What is psychological safety?

Psychological safety has gained prominence since the upgraded WHS legislation in 2022, which requires businesses to manage psychosocial hazards like physical ones. Despite the guidance on fostering psychological safety, many businesses fail to achieve meaningful results. Safety protocols and risk assessments are essential, but true psychological safety isn’t about checklists — it’s about a commitment from everyone, especially leadership, to foster a safe and supportive environment.

What does a psychologically safe workplace look like?

Let me take you back to my first day on that mining site, where I learned the answer.

First impressions: the harsh realities

After a bumpy, three-hour flight from Perth, our Dash 8 aircraft banked left to reveal a gravel runway surrounded by dust and the Australian outback. As the plane touched down, the only signs of life were an off-road bus and a fire truck. There was no lush greenery or bustling offices — just the essentials. As we stepped off the plane, I realised this site was different. Even as a ‘newbie’, distinguished by my lack of a fly net and bright shirt, the outgoing crew greeted me with warmth.

“G’day mate, have a good swing!” they called, making eye contact as they boarded the plane.

This was far from the typical, eyes-down FIFO shuffle I was used to seeing.

A 30-minute bus ride to camp, which was small and basic, revealed that the people here had a camaraderie that was difficult to miss. It wasn’t just about getting the job done — it was about building a community of trust, support and care. This sense of safety and belonging started to shine through right from the very first interaction.

The blue tree: a symbol of mental health awareness

Soon after settling into my clean-but-snug caravan accommodation (who knew it was possible to brush your teeth and wash your hands without having to get out of bed… very efficient), I participated in the site’s induction, led by the Senior Site Executive (SSE), a towering man with a large beard and tattoos — who at first glance seemed like a typical tough mining-construction manager. But what happened next was far from typical.

Instead of a standard induction speech, the SSE walked us around site. As we passed a scraggly, painted blue tree, he paused and asked if we knew its meaning.

“Mental health and suicide prevention,” we replied.

But he didn’t stop there. He shared a deeply personal story that left a lasting impact on me.

The blue tree, with the man’s cap hanging from a branch, was a memorial for a worker who had tragically taken his own life while at home the previous year. The man had been well-liked, positive and seemingly full of life. Yet, beneath that facade, he had struggled with mental health challenges. No one had known — his wife, kids, mates or family. His death shocked the team and in his memory the blue tree became a symbol of the importance of looking out for one another.

This wasn’t just a memorial — it was a call to action. The SSE urged us to take a proactive role in building a community of care, getting to know those around us and creating an environment where everyone felt safe, supported and valued. Respect and courtesy for everyone onsite is expected.

Leadership by example

The leadership team didn’t just talk about safety — they demonstrated it. The SSE’s story wasn’t just a moment of reflection; it was the foundation of a culture that prioritised mental health. This wasn’t a one-time initiative but a continuous commitment from leadership to foster psychological safety by listening, addressing concerns and offering support — they built trust by showing they cared.

The message was clear: people were the most important asset and everyone was responsible for creating a safe, inclusive and supportive environment. Workers were encouraged to speak up about concerns, on safety, workload or mental health. There was no stigma around vulnerability and employees were empowered to act on early signs of distress or discomfort.

The ripple effect: from induction to everyday practice

The induction wasn’t just about site rules — it was a blueprint for teamwork. The induction set clear expectations for communication and collaboration. More importantly, it showed that psychological safety wasn’t just an abstract concept — it was a living, breathing part of the site’s culture.

As the site grew from fewer than 100 workers to more than 600, that culture of care remained strong. Large subcontractors came and went, there was even a takeover, but the culture of care was preserved.

Building a culture of care

Creating a psychologically safe workplace doesn’t happen by accident. It requires leadership, commitment and a focus on wellbeing. As I experienced on that remote mining site, the key to success lies not just in processes and protocols, but in the values and behaviours demonstrated by leadership and the workforce. It’s about creating a culture where people feel valued, supported and safe to speak up without fear of judgment or retribution.

Lessons from this site are more relevant than ever. By prioritising care, fostering open communication and creating a culture of trust, any organisation can build a psychologically safe workplace that not only protects its workers but allows them and the organisation to thrive.

If you are affected by any of the issues discussed in this article, help is available. Lifeline has a 24/7 crisis support service, please call 13 11 14.

Image credit: iStock.com/Sam Edwards. Stock image used is for illustrative purposes only.