Bus Wellness Guides 3: Ideas and Resources
The Ideas and Resources Guide was provided as a ‘menu’, from which different elements could be chosen. The focus in the guide was on changes which are cheap or free to implement, although some require a financial commitment.
1. Be responsible for personal health and wellbeing
Individuals are responsible for the choices they make about their physical and mental health, however employers may help to facilitate positive changes. In addition to encouraging people to look after themselves and others, the guide recommends creating a workplace where it’s okay to talk about issues without fear of being bullied or discriminated against. It’s also important to respond to matters involving workplace health, risk and harm. The guide provides a list of organisation which provide resources or other assistance.
2. Diet and nutrition
Some of the suggestions provided are to cater events according to dietary needs, provide healthy snacks in the workplace, provide healthy food options in the canteen, provide chilled water, keep the kitchen clean and tidy, and establish a cleaning roster for the lunchroom.
3. Exercise
In sedentary jobs, exercise is vital. The guide suggests organising walking groups, a professionally designed stretching program, gym or sporting discounts, aerobics or dance classes, social events being conducted in active places, encouraging the use of stairs, and having walking or standing meetings.
Competitions can help encourage exercise and healthy eating, however consider these to be voluntary not mandatory. Encourage participants to seek advice from their GP before joining. Create teams of mixed abilities, and celebrate successes.
4. Health checks
A local GP, qualified practitioner, hospital or other organisation may be able to provide regular health checks, testing blood pressure, eyesight or hearing, for example.
The organisation may also look at providing remedial massage, yoga, pilates or physiotherapy, either on or off site.
5. Mental Health
The guide suggests that organisations provide information on groups which specialise in particular areas of mental health, as well as having a list of organisations which employees can be referred to, such as GPs or psychologists. Mental health training for managers and supervisors may also be advisable.
6. Addictions
Workplaces could consider promoting information from Quit, Gambler’s Help, Drink Wise and the Australian Drugs Foundation. They may also consider providing low or non-alcoholic drinks at work events, encourage the creation of peer support groups, reconsider workplace gambling behaviour and create an awareness of social media addiction.
7. Ergonomics
Workplaces may consider working with a qualified external OHS advisor to see where improvements can be made.
8. Driver safety
While many of the recommendations provided in this section of the guide are specific to bus drivers, they may also be applicable to workers in other similar industries.
In terms of safety, the guide recommends providing security barriers, reducing the presence of potential weapons, increasing surveillance, providing emergency communication devices, increased incident reporting, promoting reward information, reducing the rewards to the offender (ie. denying a bus ride), avoiding disputes, improving communication with passengers and providing passenger rules. It recommends the provision of policies around many of these factors.
‘Toolbox meetings’ where drivers share information such as trouble spots, behaviour management and bus maintenance issues may prove useful.
Skills development could also be considered in areas including customer service, cross-cultural communication, defusing difficult situations, crisis management, managing anti-social behaviour, and managing stress.
9. Skills and support
Consider making an organisational chart available so staff know who to speak to should a problem arise. This might include OH&S issues, along with contacts for bullying, harassment and discrimination. Support services may be made available, such as organisations or support services, and Employee Assistance Programs. The guide also suggests creating a skills-based mentoring program.
10. Communication
Communication is a vital part of running any organisation. Consider creating a schedule for bulletins and newsletters. These might include columns on health, fitness and safety, as well as a calendar of events and meetings. Safety reminders could also be provided on payslips and social media, along with posters in key locations.
11. Induction, ongoing training and personal development
The induction of new staff might include advice on health, safety and wellness, along with the support services available. This could also be included in annual refresher training for existing staff. Encourage self-care and the raising of concerns.
Ongoing personal development training may also assist staff towards wellness. This could include a large number of topics, including building better relationships, nutrition, intercultural communication, managing stress, time management and financial management.
When selecting a training program and presenter, consider whether they have been recommended, whether there is national accreditation, access to references, the resources provided and whether the content is evidence-based.
12. Sense of belonging
All employees want to be part of a workplace which is respectful, accepting, honest and fair. The guide offers suggestions on how to form stronger social connections in the workplace. The company may wish to look at creating a calendar of social events which are respectful towards age, gender and religious observances. Social events could be linked to meetings or celebrations.
An internal rewards program may be implemented based on KPIs, perhaps recognising an employee of the month or employee of the year. The company may also publish passenger comments and compliments.
Research has found that volunteering tends to have a positive social and health impact. It increases physical activity, reduces the risk of isolation and depression, helps to establish a support network and helps in the learning of new skills.
If the company is considering supporting a charity of group (s) within a community, establish a working group of employees to decide on the charity, the reasons, how fundraising will work and an action plan of deliverables. The company may encourage volunteering with the group, and the methods for supporting this should be developed in the policies and procedures.
13. Workplace responsibility
Employers could consider include their vision and values in action statements for staff induction and ongoing training.
While many policies and procedures are linked to legal, regulatory and quality requirements, others are linked to best practice, productivity and smooth operations. At times, employees may choose not to follow the policies and procedures. This could be for a variety of reasons, such as the procedures being out of date, unrealistic, overly detailed, difficult to find, complicated or hard to understand.
Employers need to be accountable for their policies and procedures. The guides explain that being accountable means doing the right thing, accepting that there may be consequences and harm if they are not followed.
Consider making them available in both hard and soft-copy form, and consider having them translated into the key languages spoken in the workplace. Review the policies and procedures annually, engaging staff in the discussion. When there are changes to key policies or procedures, enable staff to learn more about them and ask questions.
14. Celebrate diversity
Acknowledging and celebrating diversity encourages a deeper sense of belonging and connection. Consider celebrating key dates celebrating diversity, such as the International Day of People with a Disability or World Harmony Day, and acknowledge key religious celebrations such as Diwali and Ramadan. Provide faith spaces for prayer, if appropriate.
15. Recovery and return to work
Supporting employees to return to work as soon as possible after an injury or illness is a legal obligation, but it is also good for the employee and organisation. Consider relevant information about an employee’s capacity for work, provide reasonable workplace support, provide the employee with a detailed return to work plan and monitor their progress both before and after their return to work.
Resources are available if the employee returning from work is suffering from a mental health issue. It may be useful to provide managers and supervisors with knowledge and skills on managing mental health issues in the workplace.
Further information can be found at: