Sherm Login

Tag: RiskAssessment

AI in the Workplace, What Safe Work Australia’s New Guidance Means for Australian Employers

Posted on by Marnie Cruickshank

Artificial intelligence (AI) and digital technologies are rapidly changing the way Australian workplaces operate. From automated rostering and employee monitoring to generative AI, robotics and digital safety systems, technology is creating new opportunities to improve productivity, efficiency and workplace safety.

However, these advancements also bring new work health and safety (WHS) challenges.

Recognising the growing impact of technology on Australian workplaces, Safe Work Australia released new guidance on AI and digital technologies on 23 July 2026, helping employers, workers and other duty holders understand and manage the potential health and safety risks associated with introducing and using these technologies.

The message is clear, introducing new technology does not remove an employer’s responsibility to provide a safe and healthy workplace.

Technology Brings Opportunities, But Also New Workplace Risks

AI and digital technologies are now used across almost every industry.

Examples include:

  • Artificial intelligence and generative AI applications.
  • Automated machinery, robotics and autonomous equipment.
  • Digital employee monitoring and surveillance systems.
  • Wearable technology and safety monitoring devices.
  • Automated rostering and workforce management software.
  • Mobile applications and digital communication platforms.
  • Virtual and augmented reality training systems.

When appropriately selected and implemented, these technologies can deliver significant workplace benefits. Automation can reduce exposure to hazardous tasks, digital monitoring can help identify emerging safety concerns, and AI can assist with analysing workplace data and identifying patterns that might otherwise go unnoticed.

However, technology can also introduce hazards or make existing risks worse.

For example, automated systems that increase production targets or closely monitor employee performance can contribute to excessive workloads, reduced job control and psychological stress. Similarly, automating routine tasks may leave workers responsible for a greater proportion of complex and demanding work, potentially increasing cognitive demands and fatigue.

The challenge for employers is to ensure that technology improves the way work is performed without compromising workers’ health, safety and wellbeing.

Understanding the Psychosocial Risks of AI and Digital Technologies

One of the important aspects of Safe Work Australia’s guidance is its recognition that technology-related risks are not limited to physical safety.

AI and digital technologies can introduce or contribute to a range of psychosocial hazards, including:

  1. Increased Workloads and Work Intensification

Automation may reduce the time required to complete routine tasks. However, workers may find themselves managing more complex responsibilities, higher workloads or increased production expectations.

  1. Excessive Workplace Monitoring

Digital surveillance and employee tracking systems can create concerns about privacy, fairness and trust. Constant monitoring may also increase work pressure and reduce employees’ sense of autonomy.

  1. Reduced Job Control

When algorithms determine work allocation, schedules, performance targets and break times, employees may have limited ability to influence how their work is performed.

  1. Fatigue and Excessive Working Hours

Technology that enables employees to work from anywhere can blur the boundaries between work and personal life. Constant connectivity, algorithm-driven workloads and inadequate breaks can contribute to fatigue.

  1. Poor Organisational Change Management

Introducing new systems without adequate consultation, training or support can create uncertainty, frustration and additional work demands.

  1. Unfair or Automated Decision-Making

AI systems may produce inaccurate, biased or discriminatory outcomes. Where workers have little opportunity to question or challenge automated decisions, this can contribute to poor organisational justice.

  1. Harmful Behaviours and Online Harassment

Digital platforms can expose workers to cyberbullying, abusive customer interactions, sexual harassment and other forms of technology-facilitated harm.

These examples reinforce the importance of considering psychosocial health and safety whenever new technology is introduced or existing systems are changed.

Employers’ WHS Responsibilities Haven’t Changed

While AI and digital technologies are relatively new workplace considerations, the underlying WHS responsibilities remain the same.

Under the model WHS laws, persons conducting a business or undertaking (PCBUs) must ensure, so far as is reasonably practicable, the health and safety of workers and other people who may be affected by the business or undertaking.

This includes identifying and managing risks associated with the introduction and use of workplace technology.

Importantly, these responsibilities apply to both physical and psychosocial hazards.

Safe Work Australia’s guidance reinforces that employers should not treat technology implementation as simply an IT or operational decision. It is also a WHS consideration.

This means employers should consider the potential health and safety implications before introducing new systems, changing existing technology or implementing software updates that could create new or different workplace risks.

The guidance also highlights the importance of designers considering safety during the development of AI and digital technologies, including identifying hazards, assessing risks and providing adequate information to businesses using their products.

How Should Employers Manage AI and Digital Technology Risks?

Safe Work Australia recommends applying the same four-step risk management process used for other workplace hazards.

Step 1: Identify Hazards

Identify how the technology could affect workers’ health and safety.

Consider physical risks, such as ergonomic issues, machinery malfunctions and repetitive movements, as well as psychosocial risks associated with increased workloads, surveillance, fatigue and reduced job control.

Importantly, consider how different hazards may interact.

Step 2: Assess The Risks

Where risks are not already known, assess the likelihood and potential consequences of harm.

Consider how the technology will change work processes, responsibilities, workloads, supervision and interactions between workers.

Consult workers who will use or be affected by the technology, as they are often best placed to identify practical concerns.

Step 3: Control The Risks

Employers must eliminate risks where reasonably practicable or otherwise minimise them so far as is reasonably practicable.

Potential control measures include:

  • Selecting technology designed with worker health and safety in mind.
  • Ensuring automated systems do not create unreasonable workloads or work intensification.
  • Allowing workers appropriate control over work pace, task allocation and breaks.
  • Implementing human oversight of AI-generated decisions and automated processes.
  • Establishing clear workplace policies and procedures for technology use.
  • Providing appropriate training, instruction and supervision.
  • Engaging WHS and technology specialists when assessing and implementing new systems.

Step 4: Monitor and Review

Risk management does not end once a new system is operational.

Employers should regularly review control measures to ensure they remain effective and respond to any emerging issues.

Reviews may be necessary when technology is updated, new hazards are identified, workers raise concerns or existing controls are no longer effective.

This is particularly important because software updates and changes to AI systems can introduce new risks even when the technology has been in use for some time.

Worker Consultation Is Essential

A key message throughout Safe Work Australia’s guidance is the importance of consultation.

Workers and their health and safety representatives should be involved in decisions about introducing or changing workplace technology where it may affect health and safety.

Consultation should occur early in the process, rather than after decisions have already been made.

Employers should provide workers with an opportunity to understand:

  • Why the technology is being introduced.
  • How it will change their work.
  • Whether it will monitor or collect information about them.
  • How automated decisions will be made and reviewed.
  • What training and support will be provided.
  • How they can raise concerns or report problems.

Genuine consultation can help identify risks that may not be obvious to management or technology providers. It also supports greater transparency, trust and acceptance when workplace changes occur.

A Practical Checklist For Employers

Before introducing AI or digital technologies, employers should consider the following:

  • Have potential physical and psychosocial hazards been identified?
  • Have workers and their health and safety representatives been consulted?
  • Have changes to workloads, work pace and job control been considered?
  • Have fatigue and work-life balance implications been assessed?
  • Are appropriate human oversight and review processes in place?
  • Have suitable control measures been implemented?
  • Are workers receiving adequate information, training and supervision?
  • Are policies and procedures in place to guide technology use?
  • Is there a process for workers to report concerns or challenge inappropriate automated decisions?
  • Are controls regularly monitored and reviewed, including following software updates?

This checklist provides a useful starting point for businesses looking to incorporate technology into their existing WHS risk management processes.

Looking Ahead, Building Safer, Technology-Enabled Workplaces

AI and digital technologies will continue to transform Australian workplaces. Their potential to improve productivity, reduce exposure to hazards and support better decision-making should not be overlooked.

However, successful technology adoption must consider more than operational efficiency and financial benefits.

Employers need to understand how technology changes the way people work, how it affects physical and psychological health, and what measures are necessary to protect workers.

Safe Work Australia’s new guidance provides a timely reminder that workplace safety must remain central to technological innovation.

The most effective approach is to consider WHS risks before technology is introduced, involve workers in the decision-making process, implement appropriate controls and continually review how systems are performing.

Ultimately, technology should support safer work, not create new risks for the people using it.

Further Information

Employers, workers and WHS professionals can access Safe Work Australia’s new guidance through its website, Artificial intelligence (AI) and digital technologies – Safe Work Australia.

The guidance includes information about WHS duties, managing risks, and examples of opportunities and potential hazards associated with workplace AI and digital technologies.

Note: Safe Work Australia develops national WHS policy and model guidance but is not a workplace WHS regulator. Employers should also consider the applicable WHS legislation and requirements in their state or territory.

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 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. Sherm Software 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.

End-of-Year WHS: What Every Workplace Should Prioritise

Posted on by Marnie Cruickshank

As the end of the year approaches, many workplaces experience increased pressure, changing schedules, and shifting priorities. While it can be a rewarding time, it also brings a unique set of Work Health and Safety (WHS) risks. The combination of fatigue, staff shortages, festive events, and operational deadlines means safety systems can easily become strained.

To ensure a safe and compliant close to the year—and a strong start to the next—businesses should take a proactive, structured approach to WHS. Here are the key concerns and obligations employers should address during the final months of the year.

Managing Fatigue and Workload Pressures

Why it matters

End-of-year deadlines, increased customer demand, and leave-related staffing gaps often result in longer hours or compressed workloads. Fatigue reduces concentration, slows reaction time, and significantly increases the risk of incidents.

Employer obligations

  • Monitor hours worked and ensure employees take adequate rest breaks
  • Review rosters to avoid excessive overtime or back-to-back shifts
  • Encourage reporting of fatigue-related concerns without stigma
  • Ensure management leads by example in maintaining sustainable workloads

Recommended actions

  • Implement fatigue checks for high-risk roles
  • Communicate clear expectations around workload management
  • Consider temporary staffing to avoid overburdening teams

Seasonal Stress and Mental Health Risks

Why it matters

End-of-year stressors—both professional and personal—can heighten psychological risks. High workloads, performance reviews, financial pressures, and holiday-related stress can impact wellbeing.

Employer obligations

  • Identify and manage psychosocial hazards as part of WHS duties
  • Provide access to mental health support services (e.g., EAP)
  • Foster a culture where psychological safety is prioritised

Recommended actions

  • Check in with staff about workplace pressures
  • Promote wellbeing initiatives and remind staff of support resources
  • Train supervisors to identify signs of stress or burnout

Safety Risks During End-of-Year Shutdowns or Ramp-Ups

Many businesses either slow down significantly or push into high-activity periods depending on the industry. Both come with WHS considerations.

If your workplace shuts down

  • Conduct shutdown inspections: electrical, plant, security, and hazardous substances
  • Develop procedures for safe isolation of equipment
  • Communicate clear shutdown responsibilities and timelines

If operations intensify

  • Reconfirm competency of all staff operating plant or equipment
  • Ensure temporary or seasonal workers receive full WHS inductions
  • Increase supervision in high-risk or high-traffic areas

Safe Celebrations and End-of-Year Events

Why it matters

Work functions—whether onsite or offsite—can introduce WHS risks related to alcohol, travel, behaviour, and environment.

Employer obligations

  • Provide a safe environment and manage foreseeable risks
  • Set clear standards of behaviour aligned with workplace policies
  • Have transport options or safe-travel guidance for attendees

Recommended actions

  • Communicate conduct expectations before events
  • Limit alcohol service and provide food and non-alcoholic options
  • Ensure managers understand their responsibilities during events

Reviewing Incidents, Hazards and Risk Controls

The end of the year is a strategic time to reflect on safety performance and prepare for the year ahead.

Employer obligations

  • Document and investigate all incidents and near misses
  • Review risk assessments for relevance and accuracy
  • Consult workers on what’s working and what needs improvement

Recommended actions

  • Analyse WHS data for trends
  • Update safety procedures and training plans
  • Schedule early-year WHS training refreshers

Ensuring Compliance With Legal and Reporting Requirements

End-of-year periods can distract from mandatory compliance obligations. Businesses should ensure no WHS requirements are overlooked.

Key obligations may include (depending on jurisdiction):

  • Maintaining up-to-date safety documentation and registers
  • Meeting reporting requirements for notifiable incidents
  • Ensuring licenses, permits, and certifications are current
  • Keeping training records complete and accurate

Recommended actions

  • Conduct an internal WHS audit or compliance check
  • Assign responsibility to a dedicated WHS coordinator or manager
  • Set up automated reminders for time-sensitive obligations

Preparing for the New Year

A strong start to the upcoming year depends on planning before the current year ends.

Recommended actions

  • Schedule safety meetings and training for the start of the new year
  • Update WHS objectives and targets
  • Plan maintenance or upgrades during shutdown periods
  • Communicate early about key safety initiatives for the coming year

Conclusion

End-of-year WHS management is not just about compliance—it’s about protecting people during a period known for higher risk. By focusing on fatigue, mental health, safe celebrations, operational changes, and compliance obligations, employers can safeguard their teams and set the stage for a productive and safe new year.

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.

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.

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!

App Login