Remote or isolated work

Remote or isolated work may include:

• working in locations requiring long commutes to work sites
• work where it is hard to get help in an emergency
• workplaces that take a long time to enter and exit for example, a tower crane, or a long time to get to such as commuting to remote areas
• having limited access to resources for example infrequent deliveries and long delays for new supplies
• long-distance freight transport driving
• field work undertaken by lone workers such as scientists, rangers
• health and community care in remote areas
• reduced access to support networks or missing out on family commitments for example when working interstate or overseas, or
• unreliable or limited communications and technology for example, workplaces with no phone reception or where IT systems often go offline.

What are the risks of remote or isolated work?

Remote and isolated work can cause a stress response which when frequent, prolonged or severe may cause physical or psychological injury to a worker.

Remote and isolated work may exist as a hazard on its own, however often will occur in combination with other psychosocial hazards at work (which combined may increase risk of harm).

Remote and isolated work presents a range of risks to workers including:

• they are more vulnerable and may be at a higher risk of work-related violence and aggression
• they may not be able to get help in an emergency
• they are more likely to suffer psychological distress such as anxiety, fear, stress and depression
• they may not receive important information, training, instruction or supervision
• feeling excluded and disconnected because of a lack of social, emotional and/or practical support from colleagues.

Remedies for working alone or remotely depend on the conditions and context of the work, but may include:

• relocate the work
• provide vehicles, equipment, tools and communication equipment suitable for use in the terrain
• have at least two workers in remote locations
• ensure workers are physically and mentally fit to perform the work
• provide appropriate training about working in remote or isolated environments
• avoid riskier times of the day, such as excessive heat, cold, storms and when the circadian rhythm wants the body to sleep
• ensure adequate facilities for workers including toilets, drinking water, eating facilities and personal storage
• provide accommodation
• have a check-in process where workers must contact ‘home base’ at a nominated time
• have an emergency response plan if workers fail to report in at allotted times.

For more information on the risks and remedies, see Remote or isolated work from Safe Work Australia.

Overseas work

Under the Work Health and Safety Act 2011 (WHS Act), the duties of a person conducting a business or undertaking (PCBU) and an officer’s obligations in respect to managing workers overseas are identical to workers onshore.

Each overseas project has its own psychosocial and physical hazards and risks. The PCBU needs to consider, take reasonably practicable steps, and document the steps to address the health and safety risks of managing the overseas project and travel.

For more information, see:

• Overseas Workers - How Should I Identify and Manage the Risks factsheet (PDF, 74.9 KB)
• Travel Risk Assessment checklist (PDF, 223.9 KB).