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Author: Caroline Kingston

Sherm Software is a web-based HSEQ management solution that comes with a Mobile App for both iOS and Android. Sherm is an Australian-developed HSEQ system, hosted in a secure data centre located in Brisbane. Developed in 2012, Sherm has become a trusted SaaS platform across diverse industries, offering tools for incident management, employee management, risk management, compliance, document management, training, audits, and more. Sherm empowers organisations with an integrated HSEQ management system, enabling the development, implementation, and review of management systems, training records, and legal requirements. This builds a strong safety culture and ensures compliance with HSEQ regulations.

National Safe Work Month 2025

Posted on by Caroline Kingston

Every October, businesses across Australia take part in National Safe Work Month, an initiative led by Safe Work Australia to promote workplace health, safety, and wellbeing. It’s an important opportunity for employers to reflect on their current safety practices, engage employees in meaningful discussions about risk prevention, and strengthen their overall safety culture.

Below are key considerations for employers to focus on during this month—and beyond.

Review and Refresh Work Health and Safety (WHS) Policies

National Safe Work Month is an ideal time to review WHS policies and procedures. Check that all documentation aligns with current legislation, codes of practice, and the specific risks associated with your industry.

  • Are your safety policies up to date with recent regulatory changes?
  • Do they clearly outline responsibilities, reporting mechanisms, and emergency procedures?
  • Are they communicated effectively to all employees?

A brief annual audit can ensure your systems remain compliant and practical.

Reassess Risk Management and Control Measures

Conduct a risk assessment review to ensure all control measures remain effective. Workplaces evolve—new technologies, materials, and processes can introduce new hazards.

Employers should:

  • Revisit existing risk registers.
  • Update safety data sheets (SDS) and signage.
  • Check that personal protective equipment (PPE) is suitable and well maintained.
  • Consult with workers about any emerging risks they’ve noticed.

This proactive approach helps prevent incidents rather than reacting to them.

Reinforce Training and Competency

A strong safety culture depends on knowledge and consistency. National Safe Work Month is a good time to:

  • Review your induction and refresher training programs.
  • Ensure high-risk work licences and first aid certifications are current.
  • Provide targeted toolbox talks or workshops focusing on this year’s safety theme (for example, “Working Together for Safe, Healthy, and Productive Workplaces”).

Well-trained employees are more confident, productive, and less likely to be injured.

Promote Mental Health and Wellbeing

Workplace safety extends beyond physical hazards. Employers should consider how their practices support psychosocial wellbeing, including workload management, bullying prevention, and work-life balance.
Encourage open conversations about mental health, offer Employee Assistance Programs (EAPs), and provide training for leaders to recognise signs of stress and burnout.

Safe Work Australia’s Model Code of Practice: Managing Psychosocial Hazards offers useful guidance for all industries.

Encourage Worker Participation and Consultation

Safety works best when everyone is involved. During National Safe Work Month, employers can strengthen engagement by:

  • Holding safety forums, toolbox talks, or team challenges.
  • Recognising workers who contribute to safer practices.
  • Reviewing consultation mechanisms with Health and Safety Representatives (HSRs) and committees.

When employees feel heard and empowered, safety becomes a shared value rather than a compliance task.

Celebrate Success and Set Future Goals

Finally, use October to acknowledge achievements and set safety goals for the next 12 months.

Highlight improvements—such as reduced incident rates, successful audits, or new wellbeing initiatives—and discuss areas for ongoing development.

Recognition reinforces commitment and motivates continuous improvement.

Final Thoughts

National Safe Work Month is more than a campaign—it’s a reminder that every worker deserves to return home safe and healthy every day. Employers play a central role in making that happen by leading with commitment, consistency, and care.

By reviewing policies, engaging staff, and fostering open communication, businesses can build safer, stronger, and more resilient workplaces all year round.

Let us help you make reviewing your WHS Management System easier by subscribing to our safety management software, Sherm.

With Sherm, Auditing has never been easier to ensure your systems remain compliant.

Conduct Risk Assessments, ensure Training is completed and your workers are Competent, encourage worker participation and promote mental health and wellbeing all within our easy to use software system.

Sherm Software has it all, get in touch today and see for yourself.

Employer Obligations: Travel, Safety, and Pre-Shift Work – What You Need to Know

Posted on by Caroline Kingston

Employers have a legal responsibility to look after their workers, not just while they’re on site, but also when they’re travelling for work or carrying out tasks before their shift officially starts.

Getting these details right is essential for compliance with the Fair Work Act 2009 (Cth), Work Health and Safety (WHS) laws, and state and territory Workers’ Compensation Acts. Let’s unpack what this means in practice for employers and employees.

The Two Core Duties Every Employer Has

No matter the industry or job type, employers have two key obligations when it comes to travel and pre-shift work:

  1. Pay for all hours worked

Employees must be paid for any time they spend performing work-related duties, even if it happens outside rostered hours or before they officially “clock on.”

  1. Ensure health and safety for all work-related activities

Employers have a duty of care to protect workers’ health and safety while they are at work, and that includes time spent travelling as part of their job.

Health and Safety When Travelling for Work

Under the Work Health and Safety Act 2011 (Cth), employers must do everything reasonably practicable to keep workers safe. This doesn’t stop at the worksite gate, it extends to any work-related travel.

Employers should:

  • Provide safe vehicles and equipment.
  • Manage risks such as fatigue, weather conditions, and long driving hours.
  • Offer journey management plans and ensure rest breaks are built into schedules.
  • Have emergency communication and check-in systems for remote or regional travel.

If a worker is travelling between sites or visiting clients, that journey is part of their job, meaning both safety obligations and workers’ compensation coverage apply.

Do You Have to Pay for Travel Time?

Not all travel is created equal in the eyes of the law. Here’s how it breaks down:

Travel Type Paid Time? Covered by WHS / Workers’ Comp? Notes
Ordinary commute (home to regular workplace) No Usually not Normal commuting time isn’t paid or covered
Travel between worksites or to off-site duties Yes Yes Paid as work time and covered for safety and insurance
Collecting work vehicle or tools before shift Yes Yes Counts as pre-shift work
Overnight or interstate travel for work Yes Yes Paid for duties and travel within ordinary working hours

If the travel occurs after the employee has started work or is part of their duties, it must be paid.

Paying for Pre-Shift Work

Pre-shift work is one of the most common compliance blind spots for employers.

Under the Fair Work Act, if an employee performs any work-related activity before or after their rostered hours, and it’s required or expected, that time must be paid.

Examples include:

  • Attending pre-start or toolbox meetings.
  • Logging into computer systems or checking emails before a shift.
  • Setting up tools or workstations.
  • Conducting pre-start vehicle or safety checks.
  • Collecting materials or equipment for the day.

Even short pre-shift tasks count as “time worked” and must be recorded and paid at the appropriate rate (ordinary or overtime).

Failing to pay for this time can lead to Fair Work Ombudsman investigations, back-pay orders, and financial penalties.

Integrating Pay and Safety Obligations

Travel and pre-shift work policies should connect payroll, HR, and safety obligations. Here’s how they fit together:

Area Employer Responsibility Legal Basis
Safety during travel Manage driving and fatigue risks, ensure vehicle safety WHS Act 2011
Payment for work-related travel Pay for travel time when it’s part of duties Fair Work Act 2009
Payment for pre-shift work Pay for all duties performed outside rostered hours Fair Work Act 2009
Workers’ compensation Ensure cover for all work-related travel and duties State/Territory laws
Record keeping Maintain accurate timesheets and records of hours worked Fair Work Regulations 2009

Best Practices for Employers

To stay compliant and fair:

  • Define start and finish times clearly in contracts and policies.
  • Pay for any required work before or after official shifts.
  • Assess travel risks, especially for field staff and remote workers.
  • Keep records of all hours worked and travel time.
  • Maintain vehicles and equipment used for work-related travel.
  • Provide fatigue management training and schedule adequate rest breaks.

Real-World Example

A field technician collects a company ute from the depot at 7:30 a.m., attends a short safety meeting, then drives to the first job site. The rostered start time is 8:00 a.m.

In this case:

  • The pre-start meeting and vehicle checks are paid work.
  • The travel between the depot and job sites is paid time.
  • The employer must ensure the vehicle is safe and insured, allow adequate breaks, and provide workers’ compensation cover during travel.

Final Thoughts

Employer obligations around travel, safety, and pre-shift work go hand in hand. The key takeaway is simple, if a worker is performing duties or travelling as part of their job, that time is work time, and it must be both safe and paid.

By taking a proactive approach to managing travel risks, recording hours accurately, and compensating fairly, employers not only comply with the law but also build trust and protect their workforce.

Business Continuity and Crisis Management

Posted on by Caroline Kingston

Managing Risks During Disruption

There are a broad range of risks that can disrupt business operations—natural disasters (bushfires, floods, cyclones), cyber-attacks, pandemics, supply chain interruptions, and geopolitical tensions. Effective business continuity and crisis management are crucial to mitigating the impacts of these risks.

Below is a comprehensive overview of how businesses can manage risks during disruption through business continuity and crisis management:

Understanding the Risk Landscape

Key Disruption Risks:

  • Natural Disasters: Frequent bushfires (e.g. Black Summer 2019–20), floods (e.g. QLD and NSW), cyclones, and droughts.
  • Cyber Threats: Rising cybercrime targeting businesses (e.g. Optus and Medibank data breaches).
  • Supply Chain Risks: Global supply issues and vulnerabilities, particularly post-COVID.
  • Pandemics and Health Crises: COVID-19 revealed major gaps in preparedness.
  • Geopolitical and Trade Risks: e.g. tensions affecting export markets.

Business Continuity Planning

Business Continuity Planning is a proactive approach to ensure critical business functions can continue during and after a disruption.

Key Steps:

  • Risk Assessment and Business Impact Analysis – Identify threats and analyse how disruptions affect operations, finances, compliance, and reputation.
  • Business Continuity Plan Development – Create continuity strategies for essential services (e.g., remote work solutions, backup systems, alternate suppliers).
  • Resource Allocation – Ensure key resources (staff, IT infrastructure, emergency funds) are available and accessible.
  • Communication Plans – Develop internal and external communication strategies (media, customers, regulators, stakeholders).
  • Training and Testing – Regularly test the plan through simulations and drills (e.g., fire drills, cyber incident tabletop exercises).
  • Plan Maintenance – Business Continuity Plans should be reviewed and updated regularly or after significant changes (e.g., organisational restructuring).

Crisis Management

Crisis Management refers to the tactical response during a disruption or emergency event.

Crisis Management Team Structure:

  • Crisis Leader (usually a senior executive or CEO)
  • Operations Coordinator
  • Communications Lead
  • IT and Cybersecurity Advisor
  • Legal and Compliance Officer
  • HR and Employee Welfare Coordinator

Best Practices:

  • Establish Clear Protocols: Define roles, responsibilities, and decision-making authority.
  • Activate Crisis Management Plan: Swift mobilisation of resources, real-time communication, and issue containment.
  • Transparent Communication: Keep staff, customers, and regulators informed with accurate, timely information.
  • Liaise with Authorities: Work with emergency services, regulators, and government.
  • After-Action Reviews: Conduct post-crisis reviews to identify lessons and improve plans.

Legal and Regulatory Framework

Businesses must comply with several regulatory requirements related to risk and continuity:

  • Corporations Act 2001 (Cth) – Directors have a duty to act with due care and diligence.
  • Privacy Act 1988 – Mandates response to data breaches.
  • Work Health and Safety (WHS) Laws – Require businesses to protect staff during emergencies.
  • Modern Slavery Act 2018 – Crisis (e.g., supply chain disruption) must still consider ethical sourcing obligations.

Technology and Tools for Continuity

Modern tech solutions help ensure rapid recovery and continuity:

  • Cloud Services and Data Backups
  • Incident Management Platforms
  • Business Continuity Software
  • Cybersecurity Solutions

Key Takeaways for Businesses

  • Be Proactive, Not Reactive: Plan ahead for a range of plausible disruptions.
  • Embed Resilience into Strategy: Not just compliance, but long-term value.
  • Leverage Government Resources: Use guidance from Emergency Management Australia, CSIRO, and state disaster resilience agencies.
  • Promote a Culture of Preparedness: Involve employees in drills, risk awareness, and communication.

Sherm Software is the resource your business needs to prepare for crisis management and business continuity planning. From communication and training throughout your entire organisation to incident management, Sherm has it all. Get in touch with us to find out more.

Implementing Psychosocial Risk Controls: A National Strategy

Posted on by Caroline Kingston

Why a National Approach is Essential

Psychosocial hazards are now recognised in every Australian jurisdiction under WHS laws, with specific Codes of Practice and regulator guidance in place. While terminology and commencement dates vary between states and territories, the core duties are consistent:

  • Identify psychosocial hazards
  • Assess the associated risks
  • Implement effective control measures
  • Review and maintain those controls

A national strategy ensures multi-site organisations apply consistent processes, meet local legal requirements, and maintain a unified safety culture across all operations.

Key Principles for a National Strategy

Embed Psychosocial Risk into Existing WHS Systems

  • Integrate mental health hazard identification into current safety inspections, risk registers, and incident investigations.
  • Use a unified template for psychosocial risk assessments, adaptable to local needs.

Apply the Hierarchy of Controls

  • Prioritise eliminating hazards (e.g., redesigning work to avoid excessive demands).
  • Follow with substitution, engineering, administrative controls, and training — noting PPE is rarely applicable for psychosocial risks.

Use Evidence-Based Frameworks

  • Align controls with regulator-endorsed guidance (e.g., Safe Work Australia and state-specific Codes of Practice).
  • Incorporate recognised models to design safer work.

Build a Reporting and Feedback Culture

  • Provide confidential, accessible channels for workers to raise concerns.
  • Ensure managers are trained to recognise and respond to psychosocial hazards sensitively and constructively.

Monitor, Review, and Improve

  • Collect data from hazard reports, surveys, exit interviews, and absenteeism trends.
  • Review controls at scheduled intervals and after any incident or organisational change.

How SHERM Supports a National Rollout

  • Centralised Risk Management: One platform to log, assess, and control psychosocial hazards across all sites.
  • Custom Templates: Risk assessment forms mapped to each state’s Code of Practice while maintaining a consistent company-wide standard.
  • Training and Compliance Tracking: Automated reminders for mandatory psychosocial hazard awareness training.
  • Incident and Concern Reporting: Mobile and web-based reporting for early intervention.
  • Audit-Ready Evidence: Comprehensive records to satisfy any regulator, in any jurisdiction.

The Payoff

A coordinated national strategy not only ensures compliance in every state and territory, but also:

  • Reduces incidents linked to mental health harm
  • Improves employee engagement and retention
  • Strengthens organisational reputation as a mentally safe workplace

National Psychosocial Risk Control Strategy

A consistent approach to meeting mental health duties across Australia

National Compliance Snapshot

Jurisdiction Primary Legislation Key Psychosocial Duty Current Code of Practice/Guidance Commencement
QLD Work Health and Safety Act 2011 Identify, assess, control, and review psychosocial hazards Managing the Risk of Psychosocial Hazards at Work Code of Practice 2022 1 Apr 2023
NSW Work Health and Safety Act 2011 Manage psychosocial risks as WHS hazards Code of Practice: Managing Psychosocial Hazards at Work (2021) 1 Oct 2022
VIC Occupational Health and Safety Act 2004 Identify, assess and control psychosocial hazards (Regulation 2022) OHS Amendment (Psychological Health) Regulations 1 Sep 2022
WA Work Health and Safety Act 2020 Same duty of care for psychological and physical safety Code of Practice: Psychosocial Hazards in the Workplace (2022) 24 Dec 2022
SA Work Health and Safety Act 2012 Manage psychosocial hazards under general duty Code of Practice: Managing Psychosocial Hazards at Work (SA adopted) 1 Jul 2023
TAS Work Health and Safety Act 2012 Treat psychosocial hazards like other WHS risks Guidance: Psychosocial Hazards in the Workplace Ongoing
NT Work Health and Safety (National Uniform Legislation) Act 2011 Eliminate or minimise psychosocial risks so far as reasonably practicable Code of Practice: Managing Psychosocial Hazards at Work Ongoing
ACT Work Health and Safety Act 2011 Identify and control psychosocial hazards Code of Practice: Managing Psychosocial Hazards at Work Ongoing

National Control Strategies

Core Risk Control Principles (Applies in All States/Territories)

  • Eliminate hazards where possible (e.g., redesign roles to avoid excessive demands).
  • Engineering controls (e.g., improved rostering systems to manage workloads).
  • Administrative controls (e.g., clear policies, fair change management processes).
  • Training and support (e.g., leadership training in psychological safety, staff awareness sessions).
  • Ongoing monitoring (e.g., regular staff surveys, review of absenteeism and turnover data).

Example Risk Controls

  • Workload Management → Monitor workloads, redistribute tasks, and avoid prolonged excessive demands.
  • Clear Role Expectations → Maintain up-to-date job descriptions and ensure they are discussed during performance reviews.
  • Bullying and Harassment Prevention → Implement zero-tolerance policies and accessible reporting procedures.
  • Remote or Isolated Work Safety → Provide regular contact, mental health resources, and technological support.
  • Critical Incident Support → Offer employee assistance programs and structured post-incident debriefs.

National Implementation Tips

  1. Integrate into Existing WHS Systems — Build psychosocial hazard checks into current risk registers, inspections, and incident investigations.
  2. Use a Standardised Risk Assessment Template — Keep the same core format nationally, adjusting for state-specific guidance.
  3. Train Managers and Workers — Ensure leaders can recognise and respond appropriately to psychosocial hazards.
  4. Maintain an Evidence Trail — Record hazard identification, risk assessments, control measures, and review dates for audit readiness.
  5. Review Controls Regularly — Especially after incidents, organisational change, or workforce feedback.

With SHERM, your organisation can meet psychosocial hazard duties in every Australian jurisdiction — with one, consistent, audit-ready system.

Get in touch today and discover more.

Why Risk Assessments Are Under Scrutiny In High Risk Industries

Posted on by Caroline Kingston

Risk assessments in high-risk industries are often under increased scrutiny due to the significant potential consequences of failing to identify, evaluate, or mitigate risks properly. While these industries rely heavily on risk assessments to guide decision-making and ensure safety, several factors have drawn more attention to their effectiveness, accuracy, and comprehensiveness.

Here’s why risk assessments are often under scrutiny in these sectors:

High Stakes and Consequences

  • Potential Impact: Poor risk assessments can lead to catastrophic outcomes, such as loss of life, environmental disasters, or major financial losses.
  • Scrutiny: Given the stakes, even minor mistakes in the risk assessment process can have huge consequences. Regulatory bodies, investors, and the public expect the highest standards of risk evaluation to be applied, and any lapses are heavily scrutinised.

Evolving Nature of Risks

  • New and Unforeseen Risks: As technologies, markets, and societal conditions change, new risks emerge that were not previously anticipated. For instance, cyber threats are increasingly important in industries like finance and healthcare.
  • Scrutiny: Risk assessments that rely on outdated or static assumptions may fail to account for these emerging risks. Regulators and stakeholders are closely monitoring how industries adapt their risk assessments to address new threats and challenges.

Regulatory Pressure and Compliance

  • Increased Regulation: Many high-risk industries are subject to stringent regulations. These regulations require regular, thorough, and transparent risk assessments.
  • Scrutiny: Failure to conduct proper risk assessments or to document them accurately can result in non-compliance, leading to heavy fines, legal repercussions, or even loss of operational licenses. Regulators are under constant pressure to ensure that risk assessments are thorough and up to date.

Accountability and Transparency

  • Corporate Responsibility: Stakeholders (including investors, customers, and the public) demand that companies in high-risk industries demonstrate their commitment to safety and responsibility. Transparency in risk assessments helps build trust.
  • Scrutiny: When an incident occurs—whether it’s a data breach in banking or an oil spill in the energy sector—people want to know that the company did everything possible to identify and mitigate risks. If a company’s risk assessment practices are not thorough, this can lead to reputational damage and loss of trust.

Technological Complexity

  • Advanced Technologies: High-risk industries often adopt cutting-edge technology (e.g., autonomous vehicles in transportation, AI in healthcare, renewable energy infrastructure) that introduces complex, unknown risks.
  • Scrutiny: Traditional risk assessment models may not be equipped to deal with the complexity of these new technologies, leading to questions about their accuracy. If risk models do not account for the nuances of emerging tech, their reliability is questioned.

Human Error and Bias

  • Subjectivity in Assessments: Risk assessments are typically conducted by teams or individuals, and human error or bias can creep into the process. Cognitive biases, groupthink, or pressure to minimise perceived risks can lead to inaccurate evaluations.
  • Scrutiny: In high-risk industries, there’s a need for objective, data-driven risk assessments. If human factors affect risk evaluations, it can undermine the effectiveness of safety measures or regulatory compliance.

Historical Failures and Incidents

  • Past Mistakes: Industries have faced high-profile failures in the past that were in part due to poor risk assessment or failure to act on identified risks.
  • Scrutiny: After such incidents, there is intense scrutiny on how risk assessments are conducted, updated, and implemented. Investigations often reveal gaps in risk identification or mitigation, leading to increased calls for more robust and transparent risk management practices.

Interdependence and Systemic Risks

  • Cascading Risks: High-risk industries often operate in complex, interconnected systems where risks in one area can trigger cascading failures elsewhere.
  • Scrutiny: When risk assessments fail to account for these interdependencies, the result can be catastrophic. Stakeholders are increasingly scrutinising risk assessments to ensure that they consider the full scope of interconnected risks.

Cost vs. Benefit of Risk Mitigation

  • Balancing Act: There’s often pressure to balance the cost of mitigating risks with the potential financial or operational impact of those risks. Companies might opt for less costly mitigation measures to save money, which can lead to overlooking high-probability risks.
  • Scrutiny: Regulators, investors, and the public are becoming more critical of this trade-off, questioning whether companies are cutting corners in ways that put safety or long-term viability at risk.

Complex Stakeholder Expectations

  • Multiple Stakeholders: High-risk industries have a variety of stakeholders (e.g., government agencies, customers, employees, investors, and communities) each with different expectations about risk management.
  • Scrutiny: As expectations diverge, there’s a growing demand for risk assessments to be more comprehensive, inclusive, and adaptable to the needs of different stakeholders. The failure to satisfy diverse risk perspectives can lead to public backlash or loss of investor confidence.

Pressure to Meet Deadlines and Budgets

  • Project Deadlines: In industries like construction or energy, the pressure to complete projects on time and within budget can sometimes lead to cutting corners in risk assessments.
  • Scrutiny: When risks are underestimated or poorly assessed to meet project timelines or cost constraints, it can lead to safety incidents, regulatory violations, or massive delays, inviting closer scrutiny of how risks are evaluated in future projects.

Key Takeaways

  • Accuracy and Objectivity: There’s an increased expectation for risk assessments to be both accurate and objective, especially in industries where the consequences of mistakes can be severe.
  • Adaptability: Risk assessments must be flexible and adaptable to new risks and changes in technology, regulation, and societal expectations.
  • Comprehensive Stakeholder Involvement: Engaging a wide range of stakeholders in the risk assessment process can help ensure that all perspectives are considered, making the process more robust and transparent.

In short, risk assessments in high-risk industries face intense scrutiny because they serve as the foundation for ensuring safety, regulatory compliance, and the protection of assets and people. Any misstep can have significant repercussions, so stakeholders are keenly focused on how these assessments are conducted and how effectively they are implemented.

If you are unsure as to what potential risk exposures your business may be facing, get in touch with us today. At Safety for Life we provide practical assistance in the development of an effective Risk Management Program and strategies to assist you to minimise your risk exposures.

If you are considering a safety software application for the management of risk, tracking the status of corrective actions and having access to data about your risk, then please consider Sherm, our web-based safety and risk management compliance application. Sherm Software’s Hazard and Risk Management module offers a comprehensive framework for identifying, documenting, and mitigating workplace hazards. From automated workflows to data-driven insights, Sherm Software empowers businesses to prioritise safety, achieve compliance, and build a resilient workplace culture.

The Importance of a Traffic Management Plan

Posted on by Caroline Kingston

Worksites of all kinds often involve the constant movement of people, vehicles, and machinery. Where there’s movement, there’s risk. That’s why a Traffic Management Plan (TMP) is essential in maintaining a safe, efficient, and legally compliant work environment.

What Is a Traffic Management Plan?

A Traffic Management Plan is a formal document that outlines how traffic—whether pedestrian, vehicular, or mechanical—will be managed safely within a workplace. This includes organising routes for forklifts, delivery trucks, on-site vehicles, and foot traffic to prevent accidents, congestion, and confusion. The plan also details signage, speed limits, right-of-way rules, and designated zones for different activities.

Why a TMP Is Crucial in Any Work Environment

Protecting People

The top priority for any employer is to ensure the health and safety of workers and visitors. In dynamic workplaces like warehouses or manufacturing plants, collisions between vehicles and pedestrians are a major risk. A TMP reduces these risks by defining clear pathways, visual cues, and separation of pedestrian and vehicle zones, helping everyone stay alert and safe.

Legal and Regulatory Requirements

Occupational health and safety regulations often mandate that employers identify and control workplace hazards—including traffic hazards. Without a TMP, organisations may fail to meet compliance obligations, leading to fines, legal action, or shutdowns. A documented plan shows proactive risk management and satisfies audit or inspection requirements.

Operational Efficiency

A well-organised worksite is a more productive one. Efficient traffic flow minimises delays, bottlenecks, and miscommunications. When routes are clearly marked and procedures are known, goods and materials move faster and more smoothly. A TMP helps avoid costly disruptions caused by accidents or logistical errors.

Safeguarding Equipment and Property

Collisions don’t just injure people—they also damage vehicles, inventory, and infrastructure. This leads to expensive repairs, downtime, and potential insurance claims. A TMP includes measures like visibility aids, speed restrictions, and designated parking and loading areas to prevent damage and keep assets protected.

Supporting Emergency Response

In any emergency—be it a fire, medical incident, or hazardous material spill—clear and unobstructed traffic routes are essential. A TMP should include emergency access and evacuation paths to ensure a quick, organised response. This can save lives and minimise harm in critical situations.

How to Develop a Traffic Management Plan

Developing an effective Traffic Management Plan requires a systematic approach that involves several key steps. The first step is to conduct a thorough risk assessment to identify the specific hazards associated with vehicle movements on the worksite. This involves analysing the site layout, the types of vehicles and machinery in use, and the nature of the work being performed. Once the risks have been identified, the next step is to develop traffic control measures to manage the flow of traffic and minimise the risk of accidents.

The development of a TMP should involve regular monitoring and review to ensure that the plan remains effective and relevant. This includes conducting audits and inspections to verify that the plan is being implemented correctly and identifying any areas for improvement. It also involves staying up to date with changes in regulations and standards to ensure that the TMP remains compliant.

Training and Communication for Traffic Management

Training and communication are critical components of an effective traffic management strategy. Ensuring that all workers and visitors are aware of the TMP and understand their role in maintaining safety is essential for preventing accidents and injuries. This involves providing comprehensive training on traffic management procedures and fostering a culture of open communication and continuous improvement.

In addition to initial training, ongoing education and refresher courses are essential for maintaining a high level of safety awareness. Regular safety briefings and toolbox talks can help to reinforce key messages and provide updates on any changes to the TMP. These sessions also provide an opportunity for workers to ask questions, share concerns, and contribute to the continuous improvement of the TMP.

Key Elements of an Effective TMP

  • Assessment of on-site traffic risks
  • Designated pedestrian walkways and crossings
  • Vehicle routes, one-way systems, and signage
  • Speed limits and visibility improvements
  • Entry/exit protocols for vehicles
  • Loading/unloading zones
  • Parking and restricted access areas
  • Emergency vehicle access routes

Conclusion

Traffic management is not just for roads or construction sites—it’s vital in any work environment where movement occurs. A strong Traffic Management Plan creates a safer, more efficient, and more compliant workplace by reducing risks, improving workflow, and preparing for emergencies. Whether you run a distribution centre, a mining operation, or a factory floor, implementing a TMP shows your commitment to safety and operational excellence.

By planning the way people and vehicles move through your site, you make sure that productivity doesn’t come at the cost of safety.

At Sherm Software, we can develop your Traffic Management Plan for you, taking away all that unnecessary stress. Get in touch with us today and let us help you.

Smart Tech or Surveillance Trap?

Posted on by Caroline Kingston

The Ethical Crossroads for HSEQ Systems

We live in a hyper-connected age—smart cities, 5G, IoT, AI, biometrics, and predictive analytics are reshaping how we live, work, and manage risk. These advances bring genuine safety and efficiency benefits. But they also raise a critical question:

When does ‘smart’ become too smart for comfort?

The “E-Tag Rats” Effect

Here’s a curious thought: spell Stargate backwards and you get Etargats—or with a stretch, “E-Tag Rats.” Funny coincidence, or a digital omen? It paints a vivid picture: are we becoming tagged and tracked like lab rats in a surveillance maze?

From facial recognition at airports to GPS-tracked workers in high-risk zones, the mesh of smart technology is growing tighter—and so is the ethical debate.

Where Does Sherm Stand?

At Sherm, we believe technology should amplify human insight—not replace it.

While our platform doesn’t currently integrate facial recognition, biometrics, geofencing, or wearable inputs, we acknowledge these technologies are already knocking at the door of the HSEQ industry.

So the question isn’t just can we use smart tech—but should we? And how?

The Ethical Dilemma

Smart tech offers clear benefits:

  • Predictive analytics to prevent incidents
  • Real-time alerts for safety breaches
  • Better oversight of personnel and contractors

But these gains must be weighed against:

  • Privacy concerns
  • Psychological safety and trust
  • Cultural impacts in the workplace
  • The right to give informed consent

In short: technology must serve people—not monitor them into submission.

Our Commitment to Ethical Integration

As we explore future smart integrations, Sherm’s approach is clear and principled:

  • Transparency: Users must know what’s collected, how it’s used, and why.
  • Control: Clients choose what’s enabled, not us.
  • Purpose-first design: Tech should solve problems—not create new ones.
  • Privacy compliance: Every feature must align with data laws like the GDPR and WHS Act.

What’s Next?

We’re not rushing in. We’re researching, listening, and building with intent.

If and when Sherm introduces smart features, they’ll be designed to support safer, more empowered workplaces—not just more digitised ones.

Is RF EME the Next Emerging WHS Risk? Here’s Why You Should Pay Attention

Posted on by Caroline Kingston

In today’s tech-saturated world, Radiofrequency Electromagnetic Energy (RF EME) is everywhere—from mobile phone towers and Wi-Fi routers to smart meters and industrial antennas. While most regulatory bodies claim current exposure levels are safe, growing independent research suggests it’s time to look deeper.

At Sherm, we’re always thinking ahead for our clients. That’s why we’ve just released a new RF EME Awareness Procedure and Risk Assessment Template as part of our commitment to emerging risk management.

⚠️ The Science Isn’t Settled—But the Risk Is Real

Regulatory bodies like ARPANSA and ICNIRP base exposure limits on thermal effects (tissue heating). However, independent research—including the BioInitiative Report and studies published in peer-reviewed journals—highlights non-thermal biological effects such as:

  • Oxidative stress

  • Sleep disturbance

  • DNA damage

  • Neurological changes

  • Increased cancer risk

These effects have been observed at exposure levels well below current “safe” limits.

📋 What Sherm Clients Can Access Now

Our new RF EME document pack includes:

  • A practical RF EME Awareness Procedure aligned with WHS obligations

  • A ready-to-use Risk Assessment Template for evaluating site-based exposure

  • A contrast between ARPANSA/ICNIRP standards and precautionary guidelines recommended by the BioInitiative Report

These documents are perfect for organisations working near high-frequency zones or simply wanting to stay ahead of emerging compliance expectations.

🧭 Leading with Precaution

While there may be no official consensus yet, the principle of “better safe than sorry” has never been more relevant. Proactive management of RF EME exposure isn’t just smart risk governance—it’s responsible leadership in health and safety.

Ready to empower your workforce and strengthen your WHS compliance?

👉 Contact Sherm to learn more or request access to our RF EME documentation suite.

Modifications to Plant and Equipment Guards

Posted on by Caroline Kingston

Modifications to plant and equipment guards should not be made without proper assessment and approval due to several legal, safety, and compliance reasons.

Work Health and Safety (WHS) Regulations

  • Under the Work Health and Safety Act 2011 and associated regulations, employers must ensure that machinery and equipment are safe for use.
  • Modifying guards may create new hazards, making the equipment non-compliant with Safe Work Australia standards.

Manufacturer’s Specifications and Warranty

  • Modifications may void the manufacturer’s warranty and liability coverage.
  • Manufacturers design guards to meet AS/NZS safety standards, and unauthorised changes can compromise their effectiveness.

Risk of Injury and Legal Liability

  • Guards are designed to prevent entanglement, crushing, cutting, and impact injuries.
  • Unauthorised modifications can expose workers to serious injuries, leading to workers’ compensation claims, legal penalties, and prosecution.

Compliance with Australian Standards

  • This standard governs the safety of machinery and requires guards to be designed and installed to prevent operator exposure to hazards.
  • Modifying guards may render the equipment non-compliant, leading to legal consequences and enforcement actions by Safe Work regulators.

Consultation and Risk Management Requirements

  • WHS laws require employers to consult with workers and safety representatives before altering plant and equipment.
  • A formal risk assessment is required before making any changes to safety controls.

Potential for Increased Maintenance Costs and Downtime

  • Unapproved modifications can cause equipment failure, breakdowns, or inefficiencies, increasing downtime and repair costs.

What Should Be Done Instead?

  • If changes to guards are necessary, they should be:
    • Assessed by a qualified engineer or safety professional.
    • Approved by the manufacturer where possible.
    • Tested and documented through a risk assessment process.
    • Compliant with relevant Australian Standards and WHS laws.

Plant and Equipment Emergency Stops

In addition to avoiding unauthorised modifications to plant and equipment guards, it is essential to check the operation and positioning of emergency stops to ensure compliance with safety regulations.

Compliance with WHS Regulations and Australian Standards

  • The Work Health and Safety (WHS) Act 2011 mandates that plant and equipment must have effective emergency stops.
  • AS/NZS 4024.1604 (Emergency Stop Principles) specifies that emergency stops must be:
    • Easily identifiable and accessible.
    • Located in positions where operators can quickly activate them.
    • Designed to override all other controls and stop the machine immediately.

Risk of Delayed Emergency Response

  • Poorly positioned or non-functional emergency stops can delay critical responses, leading to serious injuries or fatalities.
  • Regular checks ensure that emergency stops are operational and within easy reach of workers.

Prevention of Equipment Damage and Downtime

  • A functional emergency stop prevents further mechanical damage to equipment in case of malfunction.
  • Proper positioning helps reduce machine downtime and costly repairs.

Legal and Financial Consequences

  • Failure to ensure emergency stops are functional and correctly positioned may result in Safe Work Australia enforcement actions, penalties, or even prosecution.

Best Practices for Emergency Stop Checks

Visual Inspection – Ensure emergency stop buttons are clearly marked (red with a yellow background) and not obstructed.
Operational Testing – Regularly test emergency stops to confirm they work as intended.
Worker Accessibility – Ensure emergency stops are within easy reach of operators and maintenance personnel.
Training and Awareness – Educate workers on proper emergency stop usage and procedures.

Sherm Software will schedule routine Workplace Inspections to ensure plant and equipment safety guards and emergency stops are regularly tested, while Sherm’s Training and Competency module will leave employers with the peace of mind that their workers have been educated on the importance of proper emergency stop usage and procedures.

Streamline Workplace Safety with Sherm’s ISO 45001 Software

Posted on by Caroline Kingston

Workplace safety is critical to business success, and having the right tools to manage occupational health and safety (OHS) efficiently is essential. Sherm Software offers an advanced ISO 45001-compliant solution that streamlines safety processes, ensuring compliance, reducing risks, and fostering a proactive safety culture.

What is ISO 45001 Software?

ISO 45001 is the international standard for OHS management systems, helping businesses identify risks, control hazards, and maintain compliance with safety regulations. Traditional safety management methods often involve manual documentation and disconnected systems, leading to inefficiencies. Sherm Software simplifies these processes by automating incident reporting, risk assessments, compliance tracking, and audit management.

With a centralised, cloud-based platform, Sherm Software enables organisations to monitor safety performance, track corrective actions, and ensure seamless communication among team members. This proactive approach helps prevent workplace accidents and reinforces a culture of continuous improvement.

Why Choose Sherm Software for ISO 45001 Compliance?

Sherm Software is designed to meet the unique safety needs of businesses, offering a user-friendly platform with key features such as:

The Benefits of Implementing Sherm Software

Investing in Sherm Software brings significant advantages, including:

  • Reduced Workplace Incidents – Proactive hazard identification and risk management prevent accidents, ensuring a safer work environment.
  • Increased Efficiency – Automating OHS processes saves time, reduces administrative burdens, and improves overall productivity.
  • Improved Regulatory Compliance – Businesses remain compliant with ISO 45001 and other legal requirements, reducing risks of penalties and fines.
  • Enhanced Employee Engagement – A user-friendly platform empowers employees to report hazards, participate in safety programs, and stay informed about workplace safety.

How Sherm Software Streamlines Safety Management

Sherm Software centralises all safety data, ensuring that businesses can monitor key performance indicators (KPIs) and safety trends in real time. With built-in analytics and reporting, businesses can make data-driven decisions, optimise safety processes, and demonstrate compliance during audits.

Additionally, Sherm’s cloud-based system allows access from any device, ensuring that safety managers, supervisors, and employees can collaborate seamlessly, regardless of location. Automated workflows eliminate the need for manual record-keeping, reducing human error and ensuring that safety initiatives are executed effectively.

Invest in Workplace Safety Excellence with Sherm

Ensuring workplace safety is not just about compliance—it’s about creating a secure and productive work environment. Sherm Software provides the tools needed to manage safety proactively, reduce risks, and drive operational excellence.

By implementing Sherm’s ISO 45001 software, businesses can stay ahead of regulatory requirements, build a safety-first culture, and enhance overall performance.

Discover how Sherm Software can revolutionise your workplace safety management today!

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