Cameron Facilities is developing a community wellness program for remote mining towns. Camp gyms and wellbeing coordinators already exist and every major provider has them. This is a different proposition. A facility in the town, open to residents as well as workers, staffed by registered practitioners, with the local Aboriginal health service deciding its own part in it. Newman is the first. Karratha, Port Hedland and Kalgoorlie Boulder follow.
Where we stand
Cameron Facilities is an integrated facilities management company. We run catering, cleaning, maintenance, asset management and compliance across remote sites, commercial precincts, residential towers and aged care. We are good at it and we have been doing it since 1999.
We are not interested in doing only that for a mining camp.
If a client will not put the wellness of its workforce first, there are other companies who will cook and clean for that camp, and they will do it competently. We would rather they had the work.
That is not a criticism of anyone. It is a statement of what we are building the next stage of this business around, and of who we are able to do our best work for. A wellness program that is bolted onto a services contract as a courtesy does not change anything for anybody. One that a client actually believes in changes the place.
We want people who are glad to go back to work. Not only glad to fly out.
The person, not the programme
Most workplace wellbeing material is written about populations. This one is written about people, because that is where the effect actually happens.
There is a woman on a site somewhere in the Pilbara who does not walk to her accommodation alone after a late shift, because she does not feel safe doing it. She has never reported this. She simply plans her evening around it.
There is a man who has carried back and shoulder pain for fifteen years and has been told there is nothing more to be done. He has stopped mentioning it.
There is someone carrying enough weight that it is going to shorten his life, who has tried and failed several times, and who has never once been offered clinical support and a structured programme by an employer.
And there is someone on that site with no confidence at all, who could not defend himself or herself in any sense of that phrase, and who has organised a whole life around avoiding situations that require it.
Every one of those people is on a mine site right now. Every one of them has an employer. None of them expects that employer to do anything about it.
That is the whole opportunity. Not a step challenge. Not an app. The first employer in this industry that genuinely helps its people with the things they have privately given up on will have a workforce that behaves toward it in a way no competitor can buy.
The commercial case, and the parts of it we will not overstate
Mining has tried paying more. It did not work.
Mining has the second highest job mobility rate of any Australian industry. In the year to February 2026 the Australian Bureau of Statistics recorded a mining rate of 9.3 per cent against a national rate of 7.2 per cent, behind only rental, hiring and real estate services.
Source. Australian Bureau of Statistics, job mobility, year to February 2026.Employer reported figures are higher again. The Australian Resources and Energy Employer Association's August 2025 remuneration and workforce report, drawn from 160 companies and more than 147,000 data records with a heavily Western Australian and fly in fly out weighted sample, reported average total turnover of 20 per cent, of which 15 per cent was voluntary.
Source. Australian Resources and Energy Employer Association, remuneration and workforce report, August 2025.Intention is running ahead of both. Curtin University's Mental Awareness, Respect and Safety Landmark Study, published in March 2024 and covering 2,550 Western Australian mining workers, found 31 per cent said they were likely or highly likely to make a genuine effort to find a new job with another employer within twelve months, against 21 per cent in a comparable benchmark sample. Average tenure with the current company was under five years.
Source. Curtin University, Mental Awareness, Respect and Safety Landmark Study, March 2024.The most useful finding on this subject is more than twenty years old and has never been bettered. A University of Queensland study of fly in fly out mining operations found one site where the principal contractor ran a heavily compressed roster and paid experienced operators substantially more than neighbouring sites paid for the same work. Turnover for those operators ran at close to half the workforce a year. The authors concluded there was little evidence that employees were willing to trade longer rosters for higher take home pay.
That is the finding underneath this whole proposition. The industry has already tested pay as a retention instrument at scale. It does not work on its own, and everybody in the sector already knows it does not work.
Look after people properly and they will recruit for you.
This is the part of the case that closes the loop, and in our view it is the strongest single commercial argument available.
A workforce that is genuinely invested in an employer recruits for that employer. And it refers carefully, because the person doing the referring has their own standing attached to the recommendation. In a labour market as tight as Western Australian resources, that is not a soft benefit. It is a hiring channel.
The strongest study is a pre registered randomised trial published in the Journal of Political Economy in 2023, which introduced employee referral programs across sites at random. It found that having a referral program reduced attrition by 15 per cent. The most striking part of the result is where the benefit came from. Most of it was not the referred hires staying longer. Most of it was the existing staff staying longer, in sites that ran the program. The authors' best supported explanation is that workers value being involved in hiring.
Source. Journal of Political Economy, pre registered randomised trial of employee referral programs, 2023.A 2015 Quarterly Journal of Economics study across nine large firms found referred workers were 10 to 30 per cent less likely to quit, and returned roughly 25 per cent higher profit per worker. In the trucking part of that dataset, referred drivers had a 12 per cent lower chance of a preventable accident. Notably, referred workers did not test better on paper. Their advantage was fit for the specific job, which is exactly the information a resume cannot carry.
And in Australia this is not a theory about white collar hiring. Jobs and Skills Australia's February 2026 analysis of employer recruitment, drawn from around a thousand employers surveyed monthly and weighted to national business counts, found word of mouth was the second most common recruitment method in the country and the successful method in nearly a quarter of all hires. Its occupational breakdown is the relevant part. Word of mouth use is rated high for construction and mining labourers, mobile plant operators, road and rail drivers, machine and stationary plant operators, and every trades sub group. It is rated high across outer regional, remote and very remote Australia, and only average in the major cities.
Source. Jobs and Skills Australia, recruitment experiences and outlook, February 2026.The channel that works best for exactly these roles, in exactly these places, is the one that a cared for workforce feeds.
Where we will not overstate it. Referral hiring carries three documented risks and we would rather raise them than have them raised for us. In male dominated workforces, referral programs entrench that imbalance, and a randomised study found that increasing the referral payment does not fix it, while explicitly asking for female candidates does. Larger referral bonuses buy more referrals of lower quality. And there is evidence that workers refer people who behave as they do, including on safety. Any referral program run alongside this should be designed with those three findings in front of it.
Return on investment, and why we will not lead with a number
There is a widely quoted figure in this market of around three dollars returned for every dollar spent on workplace wellness. It comes from a 2010 meta analysis and we would advise any client not to rely on it.
In 2019 a pre registered randomised controlled trial covering nearly five thousand employees, published in the Quarterly Journal of Economics, found no significant effect of a comprehensive wellness program on medical spending, health behaviours, productivity or self reported health after more than two years. Its confidence intervals explicitly ruled out the earlier estimates. In the same year a cluster randomised trial of almost thirty three thousand employees published in JAMA found improvements in self reported exercise and weight management but no significant difference in clinical markers, health spending, absenteeism, tenure or job performance after eighteen months. One of the authors of that trial was also an author of the 2010 meta analysis it overturned. And in 2024 a study of more than forty six thousand United Kingdom workers across two hundred and thirty three organisations found that participants in most individual level wellbeing interventions, including resilience training, mindfulness and wellbeing apps, were no better off than non participants.
We are telling you this because your own health and safety people will find it, and because it tells you what to build.
The one intervention type that showed a benefit in that 2024 study was not an individual skills product. It was volunteering, which is a social and relational activity. That points in the same direction as the fly in fly out specific research below, and it is why this program is built around structured group activity, qualified practitioners and a physical place rather than around an app and a poster campaign.
The Australian modelling most often cited in this sector, prepared for beyondblue and the National Mental Health Commission in 2014, does report a positive return, and reports a substantially higher one for mining than for most industries. It is an economic model rather than a measured result, and its central return depends on an assumed one third reduction in absenteeism, presenteeism and claims. Its authors also state plainly that their figure is conservative because it excludes the cost of turnover entirely.
We will put the model, its assumptions and its critics in front of any client who wants to see them. We will not put a number on this page.
What already exists, so nobody has to ask
Before anything else in this section is taken seriously, here is the honest state of the market, including the parts that are not in our favour.
Every major village services provider in Western Australia already runs a wellbeing programme. They have names, they have annual calendars, they have gyms and pools and group fitness, and they have coordinators on the roster to run them. One operator has built resort standard accommodation in the Pilbara with a pool, a gym and a cinema, and is in public discussion with the local shire about opening those facilities to the town. If anyone tells you this is a market with nothing in it, they have not looked.
So we are not claiming to have invented workplace wellbeing in mining, and we would be caught inside a week if we did. What we are proposing is different in five specific ways, and each of them is a thing we could not find anywhere in the Australian market.
The facility is in the town rather than behind a boom gate, and a resident who has never worked for a mining company can walk into it.
The clinical services are delivered by practitioners registered under the national health regulation scheme, not by lifestyle coordinators. Both have a place. They are not the same thing and they should not be described as if they were.
The local Aboriginal Community Controlled Health Organisation decides its own role, including deciding to have none, rather than being consulted about a plan somebody else has already made.
There is a training pathway intended to turn local participants into employed local practitioners, so that the capability stays in the town after the contract ends.
And the evidence that does not work is published alongside the evidence that does, which is further down this page.
If a provider is already doing all five of those things somewhere in Australia, we have not been able to find them, and we would rather say it that way than claim to be first in a market we cannot see all of.
Psychological safety has been a legal duty in Western Australia since December 2022. Most camps are still treating it as a benefit.
Since 24 December 2022, psychosocial hazards have been a regulated duty in Western Australia. Regulations under both the general work health and safety regulations and the mines regulations require a person conducting a business or undertaking to eliminate psychosocial risks, or to minimise them so far as is reasonably practicable. The Western Australian Government's own announcement of those regulations described the effect precisely, saying the new duty places psychosocial hazards on the same footing as other significant hazards such as falls or operating machinery.
WorkSafe Western Australia has confirmed that this applies to mine operators.
Western Australia is also the only jurisdiction in Australia with a code of practice written specifically for the mental health of fly in fly out workers. It was launched in April 2019 as the first of its kind in the country, following a parliamentary inquiry into the mental health impacts of fly in fly out work practices.
That code names facilities management inside its scope, alongside drilling contractors, as an activity that supports resources operations. That matters to how we approach this work. We are not selling wellbeing into somebody else's obligation. We hold the same obligation, under the same instrument, on the same site.
The hazards the Western Australian framework is concerned with are recognisable to anyone who has run a camp.
Remote or isolated work.
Poor support.
High job demands and low job control.
Poor workplace relationships.
Bullying, harassment and violence.
Fatigue and roster design.
The regulator also publishes its own mentally healthy workplaces audit guide and template. Any client can measure a provider against it. We would encourage that.
An integrated facilities management company that controls the mess, the accommodation, the recreation space and the roster of its own people is holding more of the psychosocial risk surface than almost anyone else on site.
We built this from the research, including the parts that were inconvenient
Curtin University's 2018 study for the Western Australian Mental Health Commission remains the largest research effort on this workforce, covering more than three thousand fly in fly out workers with a benchmark comparison group. It found roughly one third reporting high or very high psychological distress against seventeen per cent in the benchmark group. It was cross sectional, so it cannot establish cause, and its authors say so. What it can tell you is what was and was not associated with better outcomes.
What the research supports
Structured social activity. Recreational activities with a clear social element, such as shared meals and social sport, were significantly associated with better mental health and wellbeing.
Supervised exercise, particularly strength work. A review of twenty one randomised trials covering more than thirty thousand participants found exercise, alone or with education, reduced episodes of low back pain and time off work. A separate review of workplace interventions for people in physically demanding work found strong evidence for workplace strength training specifically.
Support from co workers and line managers. Co worker support was associated with better outcomes on every measure in the Curtin study.
Manager training. A cluster randomised trial published in The Lancet Psychiatry in 2017 found a four hour manager mental health training course reduced work related sick leave. It is a single trial with a marginal result and we would present it that way.
Embedding alcohol and drug support inside a broader wellbeing program. The National Centre for Education and Training on Addiction's 2023 review of the evidence recommends exactly this, and finds poor evidence for single component approaches.
Sleep screening rather than sleep advice. A study of remote Western Australian mine workers found forty four per cent at risk of shift work disorder and thirty one per cent at risk of sleep apnoea. That is a clinical referral pathway, not a poster.
What the research does not support
Equipment on its own. The Curtin study found that for the most part the availability of recreational facilities such as gyms and pool tables was not significantly associated with the mental health and wellbeing of fly in fly out workers. A gym is not an intervention. What happens in it is.
Individual resilience and mindfulness products. The 2024 United Kingdom study of more than forty six thousand workers found no benefit for resilience training, mindfulness, wellbeing apps, sleep apps or online coaching, and the estimates for resilience training ran negative.
Manual handling training as injury prevention. A Cochrane review covering more than twenty thousand employees found moderate quality evidence that it does not prevent back pain or back pain related disability.
Health screening as a saving. The randomised evidence found screening programs reliably increase screening and reliably do very little else.
Sleep hygiene education on its own. Neither the American Academy of Sleep Medicine nor the World Sleep Society endorses it as a standalone treatment, and two Australian studies, one of them in mining shift workers specifically, found the items that actually correlate with better sleep are not the ones a standard toolbox talk covers.
Blue light glasses. A 2023 Cochrane review of seventeen trials could not establish any sleep benefit and recorded adverse effects.
We would rather tell a prospective client that half the market's standard wellness inventory has been tested and failed than sell it to them. The parts of this program that are evidence based are described as evidence based. The parts that are offered as complementary practice are described as complementary practice.
A worker and a schoolteacher use the same gym. That is the point.
These centres are not camp facilities. They are town facilities.
A wellness centre that sits behind a boom gate serves a fly in fly out workforce for the duration of a contract and then becomes an asset nobody wants. A wellness centre in the town serves the workforce, the contractors, the residents, the families, the young people and the older people, and it is still there when the contract ends. It is also, for what it is worth, a far better recruitment and retention asset, because a place people can bring their family to is worth more than a place they can only use in their own company's uniform.
Everything about the way these centres are designed follows from that. Separate men's and women's areas with their own entrances, because certain matters are men's business and women's business and are not discussed in mixed company, and because without that separation people do not attend at all. Space large enough for extended family rather than a series of consulting rooms sized for one person and a clinician. A gathering space that can be used without an appointment. Outdoor space and shade. Local artwork and local language, commissioned locally, never generic. A children's area, because a parent who cannot bring a child does not come.
And a social space that is not the wet mess. When alcohol is removed and replaced with nothing, people go back to their rooms. That is the single most avoidable failure in remote accommodation and it is a design problem before it is a behavioural one. The social space here is alcohol free and smoke free.
We do not bring wellness to anyone
These towns are on Nyiyaparli Country, Ngarluma Country, Kariyarra Country, and Country recognised by the Federal Court in December 2025 as held by the Marlinyu Ghoorlie claim group. Each of them already has an Aboriginal Community Controlled Health Organisation with decades of standing.
Between them, those organisations already deliver primary care, chronic disease management, dialysis, dental, optometry, audiology, podiatry, physiotherapy, dietetics, psychology, social and emotional wellbeing programs, healing programs, suicide prevention, family and domestic violence support, tobacco control, environmental health, child and maternal health, disability support and patient transport.
We are not proposing to deliver any of that. It would be duplication, it would be presumptuous, and it would be worse than what already exists.
We have deliberately not named those organisations on this page. None of them has agreed to anything, and naming an organisation in a way that implies a relationship that does not exist is the fastest way to lose the relationship before it starts. Their names belong here only with their written approval, and not before.
What we are proposing is the opposite arrangement. Cameron Facilities is an integrated facilities management company. We build, fit out, maintain, clean, service, comply and operate. Every one of these organisations now owns or is building significant capital assets that have to keep running for decades. That is our work, and offering it is not charity, it is capability.
So the shape of the offer is this. Where an Aboriginal Community Controlled Health Organisation wants a role, it decides what that role is. Where it wants to hold the asset, it holds the asset. Where it wants to hold a service line inside the centre, it holds it on its own terms and under its own governance. Where it does not want to be involved at all, that is a complete answer and we will proceed with a facility that serves the whole town and says nothing on its behalf.
Social and emotional wellbeing is not a Western mental health service with a different name. It is a model in which wellbeing is understood through connection to body, mind and emotions, family and kinship, community, culture, Country, and spirit and ancestors, sitting inside the social, historical and political conditions that shaped them. A building designed only for individual clinical appointments is, in those terms, a partial building. That is a design instruction, and it is the reason the layout above looks the way it does.
On the words themselves. Cultural safety is not something an organisation can award itself. Under the definition used across the national health regulation scheme, it is determined by Aboriginal and Torres Strait Islander individuals, families and communities. We will not describe these centres as culturally safe. We will be accountable to our partners and to the communities for whether they are experienced that way, and we will publish what we are told.
The programme
Movement, strength and recovery
Supervised strength and conditioning, group movement classes, tai chi, kung fu, and assisted stretch and mobility work, delivered by qualified instructors and therapists.
Sprains and strains account for nearly half of all reported injuries in the Western Australian mineral industry, with the back, shoulder and knee among the most affected. Supervised exercise, and progressive strength training in particular, is the intervention with the strongest evidence behind it for preventing exactly that. It is also, unlike a toolbox talk, something people will actually attend if it is good.
Tai chi sits here rather than in the complementary section because it has a genuine evidence base for balance, mobility and general wellbeing, and because it is well suited to shift workers, to people carrying long standing injury, and to older residents who will not walk into a gym.
Personal safety and self defence
We think this is the most underrated element of the programme, and no competitor offer we are aware of touches it.
Fear of walking to your accommodation after a late shift is a real and gendered problem, and it is one that the industry has been formally called to account for. The 2022 Western Australian parliamentary inquiry into sexual harassment against women in the fly in fly out mining industry made that unavoidable. Curtin's 2024 study of Western Australian mining workers found seventy three per cent of men reported feeling physically very safe in their work provided accommodation, against fifty three per cent of women.
Structured personal safety and self defence training does two things at once. It changes how a person moves through a space they were previously avoiding. And it is one of the very few elements of a wellness programme that is equally valuable to a resident of the town as it is to a worker on site, which makes it a natural whole of town offer.
It is delivered by qualified instructors from an established academy, not by a visiting workshop.
Structured group programs
The programme includes structured group rhythm and social learning work, developed in Australia and delivered by an accredited facilitator. Participants work in a group with hand drums, and the rhythm carries a structured discussion about relationships, identity, emotion and belonging. It is not a music class and it is not a therapy session. It is a way of getting a room of people who would not attend a talking group to attend one.
We have chosen this deliberately over imported wellbeing products. It was developed in Australia. It is delivered in a group rather than through an individual application. It works for a mixed room of people from a town rather than only for a cohort of workers. And the research on this workforce consistently finds that activity with a genuine social element is what is associated with better outcomes, while equipment provision on its own is not.
What the evidence is, stated accurately. The best known Australian programme of this kind has a body of published evaluations in schools, in clinical settings and in prisons, reporting improvements in self esteem, attendance and behaviour. Those are small studies, most without a randomised design, and the largest of them found the effect in adolescent boys and not in girls. There is no trial of this method in a workplace or in a mining setting. We are including it because the direction of the evidence matches the direction of the fly in fly out research, not because it has been proven in a mining town. Nobody has tested it in one.
Allied health, counselling and clinical pathways
Physiotherapy, stretch therapy, counselling and psychology, delivered by registered and credentialled practitioners, with referral pathways into local and regional services rather than in competition with them.
Where a person's goal requires clinical management beyond the scope of this programme, and significant weight loss is the clearest example, our role is to provide the support, the structure, the supervised movement and the continuity, and to work alongside the person's own medical care. We are not proposing to do that part alone and we would not work with a client who wanted us to.
Qualified, registered, and named on request
The founding teacher
The movement side of this programme is not procured from a supplier. It comes from an established Western Australian academy with a lineage spanning more than five decades.
Its founder and principal has more than fifty seven years of practice, beginning in early childhood. He holds an eighth degree accreditation from two international martial arts bodies, is a twentieth generation disciple in a Chen style tai chi lineage, was inducted into the Martial Arts Hall of Fame in 2023, and is the current president of the state peak body for Chinese martial arts in Western Australia. He has run a cultural exchange programme with the Shaolin Temple in China since 2000, and he has spent years running an engagement programme for young people who had disengaged from school.
The presidency is the credential a procurement reviewer should look at first. It is a governance position in a state peak body, elected by his peers, not a martial arts title conferred by a federation.
He is not named on this page, and that is deliberate rather than coy. We name people with their written permission and we do not have it yet. Any client who wants the name, the academy and the documents can have all three on request.
Every practitioner qualified and registered
Cameron Facilities engages qualified and certified practitioners. Physiotherapists registered with the Physiotherapy Board of Australia. Psychologists registered with the Psychology Board of Australia. Counsellors credentialled with a recognised professional association. All of these are registered within the national scheme administered by the Australian Health Practitioner Regulation Agency, and every registration is verifiable by anybody on the public register.
We are stating this plainly because it is a fair question and because the answer is a good one. A wellness programme that cannot say who is delivering it, and under what registration, should not be in front of a mining company.
What we will not claim
Advertising a regulated health service in Australia is restricted by law. A practitioner may not make claims that create an unreasonable expectation of beneficial treatment, and testimonials about clinical care are prohibited. Those rules apply to this page as much as to a clinic.
So there are no patient stories on this page, no before and after accounts, and no statement that any treatment cures or fixes anything. Not because we do not believe in the work. Because the rules exist for good reasons and because a provider who quietly ignores them is telling you something about how it will behave on your site.
A programme for fly in fly out workers, staffed by fly in fly out workers
At the start, every instructor and therapist in this programme will fly in and fly out. There are not enough qualified practitioners living in these towns, and we are not going to pretend there are.
That means our practitioners will live under the same roster, in the same accommodation, with the same separation from family and the same disrupted sleep as the people they are treating. If we did not apply the programme to our own people, the first journalist, union official or procurement officer to notice would be entitled to take the whole proposition apart.
So we have built it the other way round.
Cameron Facilities people are inside this programme, not delivering it from outside. Our own site staff, camp staff and practitioners are participants first.
There is a specific reason this matters beyond principle. The largest study of this workforce found that mental health and wellbeing outcomes were worse across every measure for contractors, construction workers, and camp, catering and logistics staff. The people who run a camp are the elevated risk group in the published research. They are the ones a programme like this should reach first, and in almost every existing arrangement they are the ones it reaches last.
Two practical commitments follow.
Clinical supervision. Counsellors and psychologists working in isolated postings require regular clinical supervision. That is a professional obligation, not a courtesy, and it is budgeted and rostered as core cost rather than treated as something to fit in around a swing.
Continuity of care. If practitioners rotate, a person can meet a different counsellor or physiotherapist every visit, and for counselling in particular the relationship is a substantial part of what works. This programme is designed with matched rotation, so that a person sees the same practitioner each swing, supported by a smaller resident core team with visiting specialists rather than a fully rotating roster. Remote and rural health services in Australia have handled this problem for a long time and we have taken the model from them rather than inventing one.
Stage one is honest. Stage two is the point.
Stage one
A team that flies in
A practitioner team that flies in and flies out, delivering the full programme from the first day of operation, because the qualified workforce does not exist locally today and a centre that waits for it will never open.
Stage two
A team from the town
Cameron will establish a traineeship programme that develops local residents into instructors and therapists. Our commitment is that it will be run with a registered training organisation, so that what a participant walks out with is a recognised qualification rather than a certificate of attendance. We will name the training organisation and the qualification on this page once that agreement is signed, because a council officer can check those against the national training register in about a minute and should be able to.
The academy behind the movement side of this programme already trains and grades its own instructors, and its founder has spent years running an engagement programme for young people who had left school. The intent is that a resident arrives as a participant, trains as an instructor, gains a recognised qualification, and is employed.
We are describing this as staged because that is what it is, and because every council in these towns has been promised local jobs by a provider before.
It is worth being clear that stage two is not a community benefit bolted onto a commercial model. It is the commercial model. A local instructor does not need a flight, a camp bed or a rotation. Continuity improves, cost falls, and the centre becomes more embedded every year rather than less. The question every council asks is what happens when the provider leaves. This is the answer, and it is in our own interest to get there.
Everything is booked, and everything is counted
Residents and workers book classes, appointments, courts and facilities through a wellness application that runs on the SiteIQ platform. SiteIQ is the technology platform Cameron Facilities already operates across its own work, which is not something most facilities providers have.
Because every interaction is booked, participation is measured rather than estimated. Utilisation by service, by facility and by time of day. Attendance patterns. Waiting times. Capacity pressure by zone. Cancellation and no show rates. Which offers hold people and which do not.
That reporting goes back to the mining partner and to the council on an agreed cycle, in a form that can be put in front of a board.
Two rules govern it. Individual clinical information stays with the clinician and never appears in a partner report. And where a service is delivered by a partner organisation, that organisation decides what is reported about it and to whom.
We would rather show a client an honest utilisation curve with a disappointing month in it than a satisfaction score with nothing behind it.
Newman first. Then the corridor.
First
Newman
Shire of East Pilbara
On Nyiyaparli Country, with Martu people as custodians of Jigalong. Around six and a half thousand people. The Shire already runs a recreation centre and a fifty metre pool that closes for part of the year, so the gap here is not equipment. It is year round programming, clinical services and a place to gather that is not a sports hall.
Port Hedland
Town of Port Hedland
On Kariyarra Country, known as Marapikurrinya, with Ngarla and Nyamal Country across the wider local government area. The town is served by an Aboriginal Community Controlled Health Organisation based in South Hedland.
Karratha
City of Karratha
On Ngarluma Country, within a region that includes the Murujuga cultural landscape, inscribed on the UNESCO World Heritage List in July 2025. The nearest Aboriginal Community Controlled Health Organisation is in Roebourne, around forty kilometres away.
Kalgoorlie Boulder
City of Kalgoorlie Boulder
An Aboriginal Community Controlled Health Organisation has operated here since 1982 and is opening a new health hub. In December 2025 the Federal Court found native title exists across this Country, held by the Marlinyu Ghoorlie claim group.
Each of these is a separate conversation with a separate council, a separate operator and separate Traditional Owners. We are not proposing to roll out a template.
Related reading. Mining camp management in Western Australia, and the service level detail of what Cameron already runs inside camps today on the wellness and mental health program page.
Somebody will be first at this. It may as well be you.
Everything on this page is a proposition, not a track record. No mining company has built this yet. The one executive who was persuaded of it did not get it past a board, and we would rather say that plainly than dress up a pilot as a partnership.
What we would ask you to consider is not really a procurement question.
Somebody inside your organisation is going to be the person who did this. The person who put a facility in a town where a woman stops planning her evening around the walk to her room. Where somebody's back finally gets looked at properly. Where a young person from that town trains as an instructor and gets a qualification and a job out of it. Where the workforce stops being merely willing to fly in.
That is a thing a person gets to be responsible for once, and not many people in this industry get offered it.
If you want to talk about whether it could work at your operation, talk to us directly and ask for Sherif.
Sherif Sulejman, Founder and Managing Director, Cameron Facilities Pty Ltd
+61 8 6154 0910
[email protected]
Acknowledgement of Country
Cameron Facilities acknowledges the Traditional Owners of the lands on which we work, including the Nyiyaparli People of Newman and the Martu People as Custodians of Jigalong, the Kariyarra, Ngarla and Nyamal People of the Town of Port Hedland, the Ngarluma People of the City of Karratha, and the Traditional Owners of the lands on which Kalgoorlie Boulder stands. We pay our respects to Elders past, present and emerging.