FIFO workforces have long been the backbone of Australia’s major oil and gas projects. From large-scale LNG construction to long-term production operations, thousands of skilled workers travel to remote sites to deliver the projects that power the nation’s energy sector. However, retaining these workers remains a challenge, particularly in a competitive labour market where multiple projects are running at the same time.

In this article, we look at what leading oil and gas employers are doing to reduce FIFO workforce turnover. Drawing lessons from major gas projects, we explore practical strategies that help keep workers engaged, loyal and productive across the life of a project.

Why FIFO Retention Matters

High turnover in FIFO teams can have significant impacts on project performance. It can lead to:

• Increased recruitment and training costs
  
• Disruptions to site culture and teamwork
  
• Lower productivity and safety performance
  
• Loss of critical skills and knowledge
  

For employers, building stable, loyal FIFO workforces is key to delivering projects on time and on budget while maintaining high safety standards.

Common Causes of FIFO Turnover

Understanding why workers leave is the first step in building better retention strategies. Common drivers of FIFO turnover include:

• Fatigue from long rosters or difficult travel arrangements
• Poor site conditions or camp amenities
• Lack of career development opportunities
• Feeling disconnected from family and community
• Low engagement with management or project goals
  

Addressing these issues requires more than offering higher rates. It calls for a focus on what really makes workers stay.

Lessons from Major Gas Projects

Australia’s largest gas projects have trialled and refined strategies to reduce FIFO turnover. Some of the most effective approaches include:

1. Better roster design

Leading employers have moved beyond the one-size-fits-all approach to rostering. Successful strategies include:

• Offering shorter swings or options for alternative rosters where possible
  
• Aligning rosters with project phase demands to reduce unnecessary time on site
  
• Providing certainty and stability in roster planning so workers can plan their personal lives
  

Rosters that balance project needs with worker wellbeing have proven effective in retaining skilled staff.

2. Investment in camp quality

Site conditions make a big difference to FIFO retention. Lessons from major gas projects highlight the value of:

• Clean, comfortable accommodation with good privacy and soundproofing
  
• High-quality meals with healthy choices and variety
  
• Access to fitness facilities, recreation spaces and reliable internet
  
• Well-managed laundry, cleaning and other support services
  

Workers who feel respected through the quality of their living environment are more likely to stay.

3. Clear career development pathways

Workers are more loyal when they can see a future with the project or employer. Successful projects provide:

• Supervisor training and pathways to step into leadership roles
  
• Technical upskilling programs relevant to the project’s operations
  
• Recognition of prior learning and opportunities to broaden skillsets
  

When workers feel they are growing in their careers, they are more inclined to commit long term.

4. Strong communication and engagement

Employers who reduce turnover consistently prioritise communication. This means:

• Keeping workers informed about project progress, challenges and successes
  
• Seeking feedback from workers and acting on it
  
• Ensuring supervisors and managers are approachable and supportive
  

Open, respectful communication helps build trust and loyalty within FIFO teams.

5. Supporting family connections

FIFO work can put strain on family life. Projects that succeed in retention often offer:

• Flexible leave arrangements for family emergencies or significant events
  
• Access to communication tools that allow workers to stay in touch with loved ones
  
• Programs that support families, such as information sessions or counselling services
  

Recognising and supporting the whole person, not just the worker on site, helps strengthen retention.

The Role of Leadership in FIFO Retention

Supervisors, foremen and site managers play a critical role in building crews that stay. Leaders who retain workers well:

• Set clear expectations and provide consistent feedback
  
• Recognise good work and contribution
  
• Foster team cultures where workers look out for each other
  
• Actively support the health, safety and wellbeing of their teams
  

Leadership development is an important investment for employers focused on reducing turnover.

What Workers Can Do to Stay Engaged

While employers have a big role to play, workers can also contribute to their own retention and success by:

• Engaging with development opportunities on site
  
• Building positive relationships with their team
  
• Communicating openly about challenges or concerns
  
• Taking advantage of wellbeing programs and support services
  

Workers who actively engage with their crews and projects are more likely to find long-term satisfaction in FIFO roles.

Commercial Benefits of Lower Turnover

Employers who successfully reduce FIFO workforce turnover gain clear advantages. These include:

• Lower costs from reduced recruitment, mobilisation and training
  
• Stronger safety and productivity outcomes through stable teams
  
• Enhanced reputation as an employer of choice, which makes attracting future talent easier
  

In a market where skilled FIFO workers are in high demand, these benefits can help secure project success.