Fatigue-related road trauma remains one of the most significant, under-managed risks facing Queensland’s mining workforce. Fatigue is estimated to contribute to around 12% of road fatalities in Queensland, with higher prevalence in regional mining areas. In the Bowen Basin, some workers routinely undertake long-distance commutes following 12-hour shifts, potentially under acute sleep restriction and circadian disruption.

The consequences are well documented with fatalities and trauma occurring not only to mine workers, but also involving community members. Regional studies have identified multiple rollover and run-off-road incidents linked to fatigue within short timeframes, while coronial findings from Central Queensland fatalities have repeatedly confirmed fatigue as a contributing factor in crashes involving CMWs travelling to / from site.

More recently, fatal incidents on key corridors such as the Peak Downs Highway continue to reinforce the ongoing exposure and consequence of this risk. Morally and ethically, this has to stop.

Despite concerted efforts and maturing fatigue risk management systems, a critical control gap persists during the commute phase—where workers transition from regulated environments to public roads.

This paper argues that current approaches are insufficient to effectively manage fatigue across the full work–travel cycle. As such, CMSHAC has activated a subcommittee with tripartite representation from industry, unions and regulator to examine practical, scalable solutions. The subcommittee is working to:
1. Shine a spotlight on fatigue and road accidents involving Queensland’s Coal Mine Workers, as it is risk impacting both coal mine workers and others affected by coal mining operations;
2. Provide advice to require commuting risk becoming embedded into SHMSs despite being “offsite”;
3. Develop a centralised database through encouraging the sharing of information, data and analysis into fatigue-related incidents and near misses, including cooperation between the Police and regulator;
4. Develop worker-informed controls targeting real-travel behaviours and insights; and
5. Ensure alignment with refreshed policy, procedure, education and regulatory expectations.

This collective approach will demonstrate how fatigue risk can be more effectively managed beyond the mine gate. By shifting from compliance to collaboration, our refreshed model focuses on delivering practical, transferable outcomes that will strengthen safety systems and better protect workers on the road.

In recent years, psychosocial hazards, including sexual harassment and bullying, have received increasing attention across the resources sector. Early regulatory efforts from Resources Safety and Health Queensland (RSHQ) focused on strengthening reporting pathways, building organisational capability, and establishing clear expectations that psychosocial risks must be effectively managed as part of broader safety and health obligations.

In late 2025, RSHQ undertook a proactive, cross‑sector project to examine how psychosocial risks are being managed across Queensland’s resources industry. The project evaluated the extent to which obligation holders were meeting their responsibilities to manage psychosocial risks, with a focus on the actions implemented at a site level. This work included a risk‑based audit and inspection program across 61 coal mines, mineral mines, quarries, and petroleum and gas operations. The project was further informed by analysis of reports made to RSHQ, subsequent investigations, and direct feedback from industry stakeholders.

The project found that while many sites had implemented foundational supports, such as employee assistance programs and wellbeing initiatives, these measures were not always underpinned by systematic psychosocial risk management practices. Approximately half of the sites audited had completed a documented psychosocial risk assessment, however, in several cases, identified risks and controls had not yet been fully integrated into safety and health management systems.

Gaps were also identified in reporting and investigation processes, particularly in the application of trauma‑informed approaches and in how investigation outcomes were communicated to affected individuals and used to inform ongoing psychosocial risk management. Recommendations were issued to the majority of sites, highlighting opportunities to strengthen systems, improve consistency, and embed psychosocial risk management into business‑as‑usual safety processes.

This presentation will provide deeper insight into observed examples of best practice psychosocial risk management, key areas for industry focus and improvement, and how the project’s findings are shaping RSHQ’s regulatory approach moving forward.