Rising fuel prices are starting to show up in the workplace in a very real way. We’re increasingly hearing from clients that employees are raising concerns about the cost of simply getting to work.
For some, this is leading to financial stress and impacting mental wellbeing. For employers, it can start to show up as lateness, absenteeism, or reduced reliability.
While the obligation to get to and from work typically sits with the employee under the legislation, good employers recognise when external pressures are making this more difficult and look for practical ways to support their people.
Practical ways to support employees
There is no one-size-fits-all solution, and not every option will suit every workplace, but small, thoughtful adjustments can make a meaningful difference. A few options that employers might consider are:
Flexibility and work patterns
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Offering working from home where roles allow
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Condensed hours (e.g. 38 hours over 4 days) to reduce days that travel to the workplace is needed
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Flexible start and finish times to support carpooling, use of public transport, or to avoid peak traffic
Reducing travel where possible
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Replacing non-essential in-person meetings with Teams or Zoom
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Reviewing whether all work-related travel is necessary
Supporting alternative transport options
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Encouraging or even facilitating carpooling between employees
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Considering public transport options (where accessible)
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Rostering employees who live nearby on similar shifts to support shared travel
Financial support (where feasible)
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Temporary fuel cards or allowances
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Approving leave for employees with accrued entitlements to reduce travel requirements
Importantly, where any financial or flexibility measures are introduced, employers should be clear that these are temporary responses to current conditions to avoid creating ongoing expectations or unintended entitlements.
Things to keep in mind
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Fairness matters: Not all roles can access the same flexibility (e.g. WFH), so it’s important to communicate openly about what is and isn’t possible, and why.
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Set clear expectations: Where changes are made, clearly outline the duration and any review points or triggers for when it will revert to the norm.
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Avoid precedent risk: Be mindful that temporary measures can quickly be seen as permanent if not managed carefully.
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Check obligations: Some Awards require payment of allowances (e.g. cents per kilometre) where employees use their personal vehicle for work-related purposes (separate to commuting).
Tips for Managers
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Be alert to early signs that cost pressures are impacting attendance or engagement. Employees may not verbalise the pressure to you, but it may show up in their behaviours and attendance.
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Open the door for conversations, don’t wait for issues to escalate. Checking in with employees and acknowledging the pressure they may be under can go a long way. It also creates an opportunity to identify small, practical adjustments that may not have otherwise been considered.
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Consider what flexibility is genuinely workable within your business. Where flexibility is possible be proactive and fair in communicating and arranging this with your people.
What this means for employers
You may not be able to remove the pressure your employees are feeling, but you can show that you are aware of it and willing to work with them. Even small adjustments can make a meaningful difference. More importantly, they signal that you value your people and understand the challenges they’re facing. When employees feel supported, they are far more likely to remain engaged, committed, and motivated to show up—even when the cost of doing so is increasing.