The Long Haul: Building Mentally Healthy Workplaces in Road Transport

Jun 12, 2026 • 3 min read

THE LONG HAUL: BUILDING MENTALLY HEALTHY WORKPLACES IN ROAD TRANSPORT

Australia’s road transport, warehousing and logistics sector keeps the country moving. From the early morning linehaul to the last delivery before dusk and beyond, it is a 24/7 operation powered by skilled, resilient people.

But, behind the steady flow of freight sits a set of challenges that are harder to see.

The latest National Mental Health and Wellbeing Roadmap 2025–2028 developed by Healthy Heads in Trucks & Sheds (HHTS) makes it clear that mental health is not a side issue for our industry.

Why the ‘Roadmap’?

The HHTS Roadmap brings together national data, industry research and lived experience to identify the specific ‘psychosocial hazards,’ in other words, aspects of work design, organisation and management (along with their environmental context), that can cause psychological or physical harm. The Roadmap outlines practical, scalable actions businesses can take, regardless of size.

It’s designed to align with Australia’s evolving work health and safety obligations around psychosocial risk, while recognising the unique operational realities of road transport.

Rather than generic wellbeing advice, it speaks directly to the pressures of long hours, fatigue, isolation, trauma exposure and tight margins. It also reinforces a clear message: building mentally healthy workplaces is not an optional extra. It is essential to safety, compliance and long-term business performance.

Good for people, good for business

Addressing mental health is not only the right thing to do. It also makes strong commercial sense.

The Roadmap references research showing that, on average, organisations can expect a return of $2.30 for every $1 invested in creating a psychologically safe and thriving workplace.

For transport, postal and warehousing businesses, the reported return is even higher at $2.80 for every $1 invested.

Reduced absenteeism, lower turnover, fewer compensation claims and stronger engagement all flow from workplaces where people feel supported. For an industry already navigating skills shortages, rising costs and supply chain pressures, that matters.

What does a mentally healthy workplace look like?

A psychologically healthy and safe workplace as one that proactively acknowledges risks and takes action to minimise their impact on mental health.

Importantly, it frames mental health as something we all possess and evolve with over time. On one end of the continuum is thriving. On the other is significant impairment. Most of us move somewhere in between, depending on life and work pressures.

For businesses, this means focusing not only on crisis response, but also on prevention, protection and support.

So how can operators, fleet managers and business owners translate that into practical steps?

Seven strategies for the road ahead

The Roadmap outlines seven workplace strategies that work together to prevent harm, intervene early and support recovery.

Here are some practical ways to bring them to life.

1. Build leadership capability

Everything starts at the top. Leaders set the tone for how mental health is talked about and managed. That means…

Treating psychological health with the same seriousness as physical safety.

Training supervisors in how to recognise psychosocial hazards and have supportive conversations.

Embedding mental health responsibilities into position descriptions and performance reviews.

A technically excellent operator does not automatically become a people leader. Investing in communication and people skills pays dividends across safety, culture and productivity.

2. Increase awareness and reduce stigma

Stigma remains a significant barrier in a sector where toughness is often prized.

Awareness programs should cover…

The prevalence of mental health conditions and suicide in the community and our industry.

Common signs and symptoms.

Where and how to seek help early.

Industry specific hazards such as fatigue, isolation and exposure to trauma.

Toolbox talks, guest speakers, digital modules and visible participation by leaders all help normalise the conversation.

3. Build better workplace culture

Policies matter, but day-to-day behaviour matters more.

A psychologically healthy culture is defined by trust, fairness, respect and open communication. That can include…

Clear anti-bullying and anti-discrimination policies.

Transparent communication around change.

Recognising effort as well as results.

Regular wellbeing check ins, especially during peak periods.

Small gestures, consistently applied, can shift culture over time.

4. Smarter work design

Many of the sector’s hazards are built into the way work is structured.

Smarter work design focuses on reducing unnecessary strain while maintaining operational performance. Practical examples include…

Reviewing rosters to improve predictability and support time with family.

Providing drivers with more input into scheduling where possible.

Improving facilities and rest areas.

Developing clear critical incident response plans for drivers and warehouse teams exposed to traumatic events.

Even incremental changes to autonomy and control can improve mental health outcomes.

5. Build resilience and coping skills

While organisations must address systemic hazards, individual coping skills also matter.

The Roadmap recommends evidence-based programs that address fatigue management, financial wellbeing, healthy relationships and physical health. Peer support programs and accessible services can provide additional layers of support.

For example, for remote and long-haul drivers, some digital tools can help bridge isolation and improve access to help.

6. Promote early intervention

Catching issues early reduces severity and duration.

This means:

Training leaders in awareness and supportive conversations.

Making wellbeing check ins part of normal supervision.

Ensuring workers know how to access internal and external support services.

Early intervention may involve temporary adjustments to duties or hours. In the long run, that flexibility can prevent more significant disruption.

7. Support recovery and return to work

When someone does experience a mental health condition or psychological injury, the goal is safe and sustainable recovery.

Strong return to work processes focus on capacity rather than incapacity, maintain regular contact and provide reasonable adjustments where required.

The longer someone is disconnected from work, the harder it can be to return. Supportive leadership during this phase is critical.

Any start is a good start

One of the most practical messages in the Roadmap is simple: any start is a good start.

Not every business has the same resources. Small operators may begin with regular toolbox talks and a clear leadership commitment. Larger fleets might implement structured training programs, peer support networks and formalised critical incident frameworks.

What matters is momentum.

For an industry that prides itself on keeping Australia moving, investing in mental health is about ensuring the people behind the wheel and in the warehouse can thrive, not just endure.

Because a strong, safe and sustainable transport sector depends on more than horsepower. It depends on people.

The all-new 4x4 & AWD range.

Get more from your off-road truck with a class-leading safety suite, increased performance, improved driver comfort and a 9-speed dual clutch transmission* for seamless shifting. *On select N Series models only.

Learn More