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New Workplace Exposure Limits: What’s Changing and Why It Matters

Posted on by Caroline Kingston

What are Workplace Exposure Limits (WEL)?

Workplace Exposure Limits (WEL) are the maximum concentrations of airborne contaminants (dust, fumes, vapours, gases, mists) that a person can be exposed to in the workplace without suffering serious or long-term harm.

Starting 1 December 2026, WEL will officially replace the current Workplace Exposure Standards (WES) in Australia. While the old WES already served as protective benchmarks, the shift to WEL is more than just a name change — it reinforces that these are limits that must not be exceeded, not simply best-practice standards.

Why the Change?

  1. Better Health Protection – The WES were reviewed against more up-to-date health evidence. Based on this, many exposure limits have been revised. Some have been lowered to reflect newer research, while others have been raised, and a number of previously unlisted substances are now included.
  2. International Alignment – Renaming “standards” to “limits” brings Australian WHS terminology more in line with international practice.
  3. Regulatory Clarity – Calling them limits underscores a stricter compliance requirement: they aren’t aspirational targets but enforceable boundaries.

What Exactly Is Changing?

Safe Work Australia has published a detailed list of WELs showing how each airborne contaminant will be affected. Here are the key types of changes to expect:

  • Adjustments to Existing Limits: Some substances will have lower or higher exposure thresholds.
  • New Substances Added: Certain airborne contaminants not previously subject to a limit will now be regulated.
  • Merged or Split Groups: For example, some chemical groups are being combined, others split to reflect different health impacts or particle behaviours.
  • Removal of Some Limits: There are airborne contaminants known as Non-Threshold Genotoxic Carcinogens (NTGCs). These are substances for which no “safe” exposure level can be reliably established. For those, no WEL will be assigned — so PCBUs must eliminate, substitute, or reduce exposure “as much as reasonably practicable.”
  • Types of Limits: There are three kinds of exposure limits in the WEL:
    • TWA (8-hour time-weighted average) — average exposure over a standard shift.
    • STEL (Short-Term Exposure Limit) — average for a short period, typically 15 minutes.
    • Peak Limitation — the maximum instantaneous exposure allowed, even for very short moments.

What Does This Mean for Employers (PCBUs) and Workers?

For Employers / PCBUs:

  • Risk Assessment – Begin reviewing which airborne contaminants you generate or use. Compare your current exposure data (or planned data) against the new WEL values.
  • Control Measures – Use the hierarchy of controls: try to eliminate or substitute harmful substances first, then use engineering controls (ventilation, isolation), administrative controls, and only then PPE / respiratory protection.
  • Monitoring – Air monitoring may need to be reviewed or redone under the new limits. Consider engaging an occupational hygienist to help design monitoring programs.
  • Training and Consultation – Inform and consult with workers about the coming changes. Review Safety Data Sheets (SDS) and talk through exposure risks and controls.
  • Health Surveillance – Depending on the substances, you may need to introduce or upgrade health monitoring for workers.
  • Regulatory Compliance – Ensure you understand how WEL will be implemented under your jurisdiction’s WHS laws.

For Workers:

  • Know Your Rights – You are entitled to understand the risks in your environment, what airborne contaminants you’re exposed to, and what the new limits will mean for you.
  • Use PPE Properly – If respiratory protective equipment (RPE) is required, make sure you know how to fit and use it correctly.
  • Ask Questions – If you’re unsure about exposure, speak to your safety rep or management. Ask if air monitoring has been done or is planned.
  • Stop Work If Necessary – If you believe exposure levels are unsafe, you can raise this concern.

Challenges and Considerations

  • Non-Threshold Carcinogens: For NTGCs (chemicals where there’s no safe threshold), compliance isn’t about meeting a numerical limit — it’s about eliminating or reducing risk as much as reasonably practicable.
  • Multiple Contaminant Exposure: In practice, workers may be exposed to more than one airborne contaminant. The combined (or interactive) effects may be more harmful than each on its own, so a holistic risk assessment is necessary.
  • Resource Constraints: Especially for small businesses, implementing more rigorous monitoring, bringing in occupational hygienists, or upgrading engineering controls can be a cost and resource challenge.
  • Transition Period Awareness: Until 30 November 2026, the old WES still apply. But businesses should not delay preparation.

Next Steps — How to Prepare

  1. Audit Your Current Exposure
    • List all airborne contaminants in use or generated in your workplace
    • Check current exposure levels (or plan monitoring)
    • Compare with the upcoming WEL values (once published)
  2. Engage Experts
    • Consider hiring an occupational hygienist or WHS consultant
    • Use their expertise to design control measures and exposure monitoring
  3. Update Risk Management Plans
    • Review your WHS risk register and update it for WEL risks
    • Revise safe work method statements (SWMS) or SOPs if needed
  4. Train Your Team
    • Run training on the new limits, on appropriate PPE, and on hazard recognition
    • Encourage consultation with workers — especially those working directly with the contaminants
  5. Health Monitoring
    • Where relevant, implement medical surveillance / health-check programs for workers exposed to airborne contaminants.
  6. Stay Informed
    • Subscribe to Safe Work Australia’s “Exposure Standards” mailing list for updates.
    • Check your regulator’s website for local guidance, as implementation details may vary by state / territory

Conclusion

The move to Workplace Exposure Limits (WEL) marks a major step forward for occupational health in Australia. By tightening and updating exposure thresholds, introducing new substances, and changing the language to reinforce these as non-negotiable limits, the transition strengthens protection for workers against airborne hazards.

But it’s not just a regulatory change — it’s a call to action. Employers need to assess, plan, control, monitor, and train. Workers need to stay informed, engage in safety discussions, and make sure protections are in place.

As we all know, time flies. 1 December 2026 seems far away, but there’s a lot to do prior to the implementation date, so the time to prepare is now.

Sherm Software can be a lifesaving tool for your workers and workplace. Sherm’s Registers module includes the Chemical Register which documents all chemicals used within the business, monitors SDS expiry with notification sent when renewal is required, and retains completed Risk Assessments uploaded as an attachment or Sherm gives you the ability to complete an Electronic Risk Assessment. Workers can access SDS on Sherm’s Mobile App.

Your SWMS’s and SOP’s are maintained in Sherm’s Documentation module making them available to workers at any time using the Mobile App.

Training on new limits, appropriate PPE, and on hazard recognition can be scheduled using Sherm’s Training and Competency module ensuring workers are informed and safe, and your obligations have been met.

Sherm’s People module ensures all Health Information is retained with the workers details where medical surveillance / health-check programs have been implemented, with notification sent when retesting is due.

Get in touch with us today and let Sherm help you.

New Hearing Test Requirements for NSW Employers and Workers

Posted on by Caroline Kingston

New South Wales has introduced strengthened workplace hearing test requirements designed to reduce the risk of noise-induced hearing loss, one of the most common yet preventable workplace injuries in Australia. These obligations, set out under Clause 58 of the Work Health and Safety Regulation 2025 (NSW), came into force on 1 January 2024 and apply to any workplace where hazardous noise is present. While the Regulation commenced in early 2024, employers have been given until 1 January 2026 to complete the first round of testing for workers who were already employed before the changes began.

Who the Requirements Apply To

The new rules apply to workers who are frequently required to wear hearing protection because noise levels in their work environment exceed the legal exposure standard. This standard is defined as an eight-hour average noise level of 85 dB(A) or a peak noise level of 140 dB(C). When noise exceeds these limits and engineering or administrative controls cannot fully reduce exposure, personal hearing protection becomes necessary — and audiometric testing becomes mandatory.

Baseline and Ongoing Testing

Under the Regulation, any new worker entering a role involving hazardous noise must undergo a baseline audiometric test within three months of starting the job. This initial test establishes a reference point for future comparisons and allows early signs of hearing damage to be identified.

After the baseline test, all affected workers must be tested at least once every two years. In workplaces where noise levels are particularly high — such as environments consistently approaching or exceeding 100 dB(A) — more frequent testing may be required to ensure any hearing changes are detected quickly.

For workers who were already employed before 1 January 2024, the first test under the new requirements must be completed by 1 January 2026, giving employers a two-year transition period to bring their workforce into compliance.

How Testing Must Be Conducted

Audiometric testing under Clause 58 refers specifically to pure-tone air conduction threshold testing, which measures a worker’s hearing sensitivity in each ear across a range of frequencies. The assessment must be carried out by a competent person, such as a qualified audiologist or trained occupational health provider, in accordance with recognised standards like AS/NZS 1269.4:2014.

Before the test, the tester should examine the worker’s ear canals for obstructions such as ear wax, which could affect the accuracy of the results. After the test, the worker must receive an explanation of their results, including whether any changes in hearing thresholds have been identified.

What Happens if Hearing Loss Is Detected

A central purpose of the new requirements is to ensure that employers not only test workers’ hearing but also act on the findings. If a test shows a significant permanent threshold shift or signs of hearing damage such as tinnitus, the employer is required to review the workplace’s noise controls. This may involve improving engineering solutions, altering work practices, upgrading hearing protection, or retraining workers to ensure equipment is fitted and worn correctly.

If the worker’s hearing loss affects their ability to perform their duties safely, the employer should consider reasonable adjustments, such as providing quieter work areas, alternative tasks, or additional communication support, depending on the nature of the job.

Record Keeping and Worker Rights

Employers must maintain confidential records of all audiometric test results. These records help track changes in hearing over time and serve as an important part of the employer’s WHS documentation. Workers must be provided with a copy of each of their results and should receive their records if they leave the organisation.

The strengthened requirements also give workers clearer rights: the right to be tested, the right to understand their hearing health, and the right to expect meaningful action if hearing loss is identified.

Why These Requirements Matter

Noise-induced hearing loss is irreversible, but it can be prevented through monitoring and early intervention. By embedding audiometric testing into the WHS Regulation, NSW has recognised that hearing protection alone is not sufficient. Regular testing ensures that PPE is genuinely effective and that broader noise-control measures are functioning as intended.

For employers, the responsibilities are now explicit: they must identify which roles involve hazardous noise, schedule and pay for audiometric testing, keep accurate records, and take corrective action where needed. For workers, the new requirements offer greater protection and visibility around their hearing health, ensuring potential issues are detected before lasting damage occurs.

Moving Forward

As the 1 January 2026 deadline approaches for existing workers, it is essential that businesses review which roles fall under the Regulation and put in place a clear testing plan. Many workplaces are already turning to mobile audiometric providers and scheduled rotation systems to ensure assessments are carried out efficiently with minimal disruption.

Ultimately, these reforms aim to create safer, healthier workplaces where hearing loss is no longer an accepted consequence of high-noise environments but a preventable outcome supported by robust monitoring and regulatory oversight.

Sherm Safety Management Software helps to ensure your workers audiometric tests are current using Health Information records which are maintained in the People module. A Review Date attached to the audiometric test information in Sherm, allows for notifications to be sent to Management ensuring retesting every two years is scheduled.

Sherm maintains all records of audiometric test results, allowing the employer to track changes in hearing over time easily. Workers also have access to their audiometric test results and other Health Information when required.

Get in touch with us today and learn more about Sherm Software’s features.

Work Health and Safety Risk Management Strategies

Posted on by Caroline Kingston

Introduction

Work Health and Safety (WHS) is a fundamental aspect of business operations, ensuring that workplaces remain safe and free from hazards that could cause injury, illness, or death. The WHS framework is governed primarily by the Model Work Health and Safety Act (2011), which has been adopted by most states and territories. This legislation places a legal obligation on businesses and individuals to identify, assess, and manage risks to protect workers and others from harm. Effective WHS risk management strategies are essential for compliance, employee wellbeing, and organisational sustainability.

  1. The Legislative Framework

The Model WHS Act and Regulations, developed by Safe Work Australia, provide a nationally consistent approach to managing workplace health and safety. Key elements include:

  • Primary Duty of Care: Employers, or Persons Conducting a Business or Undertaking (PCBUs), must ensure, as far as reasonably practicable, the health and safety of workers and others affected by their operations.
  • Consultation Requirements: PCBUs must consult with workers and health and safety representatives (HSRs) on matters that affect their health and safety.
  • Due Diligence: Officers (such as company directors) must demonstrate proactive management of WHS risks.

Each state and territory enforces these laws through its own regulatory authority, such as SafeWork NSW, WorkSafe Victoria, and WorkSafe Queensland.

  1. The Risk Management Process

The WHS risk management process follows a systematic approach outlined in the Code of Practice: How to Manage Work Health and Safety Risks. The four key steps are:

Step 1: Identify Hazards

This involves recognising potential sources of harm, such as physical hazards (machinery, noise), chemical hazards (toxic substances), biological hazards (infections), psychosocial hazards (stress, bullying), and ergonomic hazards (poor workstation design). Hazard identification can be done through workplace inspections, incident reports, and worker consultation.

Step 2: Assess Risks

Risk assessment determines the likelihood and consequence of harm occurring. Tools such as risk matrices help organisations prioritise which risks require immediate control. While not always mandatory, formal risk assessment is recommended for complex or high-risk tasks.

Step 3: Control Risks

The hierarchy of control is a key WHS principle used to eliminate or minimise risks. It prioritises control measures as follows:

  1. Elimination – Remove the hazard entirely.
  2. Substitution – Replace the hazard with something safer.
  3. Engineering Controls – Isolate people from the hazard.
  4. Administrative Controls – Change the way people work (e.g., procedures, training).
  5. Personal Protective Equipment (PPE) – Use protective gear as a last resort.

Step 4: Review and Monitor Controls

Risk control measures must be regularly reviewed to ensure they remain effective, particularly after incidents, workplace changes, or the introduction of new equipment or processes.

  1. Key Strategies for Effective WHS Risk Management

To embed WHS risk management within organisational culture, the following strategies are recommended:

  • Leadership and Commitment: Senior management must demonstrate visible commitment to WHS through policies, resources, and active participation.
  • Worker Involvement: Engaging workers in decision-making fosters a safety culture and improves hazard identification and compliance.
  • Training and Education: Ongoing WHS training ensures that workers understand risks and know how to manage them effectively.
  • Incident Reporting and Investigation: A transparent reporting system encourages early identification of hazards and prevents recurrence.
  • Use of Technology: Digital WHS management systems and real-time monitoring tools enhance data collection, risk assessment, and compliance tracking.
  • Continuous Improvement: Organisations should use performance indicators and audit results to improve their WHS systems continuously.

  1. Emerging WHS Challenges

Modern workplaces face new challenges that require adaptive risk management strategies, including:

  • Psychosocial Risks: Managing mental health, workplace stress, and harassment.
  • Remote and Hybrid Work: Ensuring home office safety and ergonomic compliance.
  • Automation and AI: Addressing safety risks linked to human-machine interaction.
  • Climate Change: Mitigating heat stress, air quality issues, and extreme weather impacts on outdoor workers.

Conclusion

Effective Work Health and Safety (WHS) risk management is not only a legal obligation but also a cornerstone of sustainable business practice. By systematically identifying, assessing, controlling, and reviewing workplace risks, organisations can protect their workforce, enhance productivity, and foster a positive safety culture. As the nature of work continues to evolve, businesses must remain proactive, innovative, and compliant in managing health and safety risks for all.

If you are unsure as to what potential risk exposures your organisation 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, then please consider Sherm. Sherm Software is an essential safety management system for your organisations WHS Risk Management. Worker involvement, training and incident reporting and investigation ensure real-time monitoring is easily achieved. Sherm’s new dashboard performance indicator helps with continuous improvement of your organisations WHS Management System without the need to go searching.

Sherm Software empowers businesses to prioritise safety, achieve compliance, and build a resilient workplace culture. Get in touch today and learn more.

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.

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