When the cost of getting to work becomes a barrier
Rising fuel prices are starting to have a real impact across the supply chain—and that includes the workplace.
We’re hearing from growers that the cost of getting to work is becoming more challenging for some employees. At the same time, businesses are managing their own rising input costs, particularly fuel and freight.
In some cases, this may start to show up as changes in attendance patterns, requests for different hours, or reduced availability.
While getting to and from work remains the responsibility of employees, these pressures can still have flow-on effects for day-to-day operations.
What you might be seeing
Some growers have reported:
Increased lateness or unplanned absences
Requests for roster or shift changes
Reduced willingness to take on extra hours
Changes in engagement or focus
These can be signs that cost pressures are starting to influence workforce availability.
Options some businesses are considering
Every business is different, and not all of these will be practical or affordable. However, some growers are exploring:
Flexibility and work patterns
Offering working from home where roles allow
Condensed hours (eg. 38 hours over 4 days) to reduce days that travel to the workplace is needed
Flexible start and finish times to support carpooling, use of public transport, or to avoid peak traffic
Reducing unnecessary travel
Replacing non-essential in-person meetings with Teams or Zoom
Reviewing whether all work-related travel is necessary
Supporting alternative transport options
Encouraging or even facilitating carpooling between employees
Considering public transport options (where accessible)
Rostering employees who live nearby on similar shifts to support shared travel
Financial support (where feasible)
Temporary fuel cards or allowances
Approving leave for employees with accrued entitlements to reduce travel requirements
Any changes should be clearly communicated as temporary and subject to review.
Things to keep in mind
Not all roles can access the same flexibility (eg. WFH), so it’s important to communicate openly about what is and isn’t possible, and why.
Where changes are made, clearly outline the duration and any review points or triggers for when it will revert to the norm.
Be mindful that temporary measures can quickly be seen as permanent if not managed carefully.
Some Awards require payment of allowances (eg. cents per kilometre) where employees use their personal vehicle for work-related purposes (separate to commuting).
A practical approach
There’s no expectation that businesses absorb these costs. However, being aware of how external pressures may be affecting your workforce can help you manage any flow-on impacts early.
Simple, practical adjustments—where they make sense—can help maintain reliability and minimise disruption during periods of cost pressure.
If you’d like to talk through options relevant to your business, please contact QFVG Workplace Relations team on 07 3620 3844 or email wrteam@qfvg.com.au
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