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Tag: WHS Compliance

Common Reasons Businesses Fail WHS, ISO or Principal Contractor Audits

Posted on by Marnie Cruickshank

Workplace audits, whether for Work Health and Safety (WHS), ISO certification, or principal contractor compliance, are designed to ensure businesses operate safely, legally, and systematically.

Audits may be conducted under state-based WHS regulators such as Safe Work Australia (policy body), enforcement authorities like SafeWork NSW, or as part of ISO certification through standards developed by International Organisation for Standardisation. Principal contractors on construction projects also conduct prequalification and ongoing compliance audits to manage site risk.

Despite good intentions, many businesses fail these audits for preventable reasons. Below are the most common causes, and how to avoid them.

Incomplete or Outdated Safety Management Systems

A common failure point is having a WHS or ISO system that looks good on paper but hasn’t been updated, or implemented, in practice.

Typical issues include:

  • Policies not reviewed annually
  • Procedures that don’t reflect current operations
  • Missing version control
  • Documents that reference outdated legislation

Auditors look for evidence that your system is live, current, and embedded, not just a template stored in a folder.

How to avoid it:

Schedule annual management reviews and document revisions. Ensure procedures match actual site practices.

Poor Hazard Identification and Risk Assessments

Under harmonised WHS laws, businesses must identify hazards and implement effective controls.

Audit failures often arise from:

  • Generic, copy-paste risk assessments
  • Missing Safe Work Method Statements (SWMS)
  • No evidence of site-specific risk review
  • Controls not aligned with the hierarchy of control

Principal contractors in construction are especially strict about SWMS compliance and site-specific risk management.

How to avoid it:

Ensure risk assessments are task-specific, signed, dated, and reviewed when conditions change.

Inadequate Training and Competency Records

You may have competent workers, but if you can’t prove it, you can fail the audit.

Common documentation gaps include:

  • Expired high-risk work licences
  • Missing VOC (Verification of Competency) records
  • No training matrix
  • No induction records
  • No refresher training evidence

ISO standards such as ISO 9001 and ISO 45001 require documented competency evidence.

How to avoid it:

Maintain a live training register and monitor expiry dates proactively.

Lack of Consultation and Worker Participation

WHS laws require consultation with workers on safety matters.

Auditors may ask:

  • How are workers consulted about hazards?
  • Are toolbox talks documented?
  • Is there evidence of safety meetings?
  • Are HSRs (Health and Safety Representatives) involved?

If consultation is informal and undocumented, it may not meet compliance requirements.

How to avoid it:

Keep minutes of toolbox talks and safety meetings. Record attendance and action items.

Incident Reporting and Investigation Failures

Many businesses fail audits not because incidents occurred, but because they weren’t managed correctly.

Red flags include:

  • No incident register
  • No investigation reports
  • No root cause analysis
  • Corrective actions not tracked
  • Notifiable incidents not reported

Regulators expect a structured approach to incident management and corrective actions.

How to avoid it:

Use a formal incident reporting system and track corrective actions through to completion.

Contractor Management Gaps

Principal contractor audits often focus heavily on subcontractor compliance.

Common issues:

  • No contractor prequalification process
  • Missing insurances
  • No SWMS review process
  • No evidence of subcontractor induction
  • Lack of monitoring and supervision

If you can’t demonstrate oversight of subcontractors, you may fail site audits.

How to avoid it:

Implement a documented contractor management procedure with checklists and approval records.

Internal Audits Not Conducted (or Not Effective)

For ISO-certified businesses, internal audits are mandatory.

Frequent problems include:

  • No internal audit schedule
  • Superficial audits with no findings
  • No evidence of corrective action follow-up
  • Management reviews not conducted

Auditors expect to see continuous improvement, not just compliance.

How to avoid it:

Conduct structured internal audits annually and document management review outcomes.

Poor Document Control

Document control is a major ISO audit focus area.

Typical failures:

  • Uncontrolled forms in circulation
  • Staff using outdated procedures
  • Missing document registers
  • No approval signatures

Even strong systems can fail audits if document control is weak.

How to avoid it:

Use a controlled document register with version numbers and review dates.

Leadership and Due Diligence Gaps

Under WHS laws, company officers must exercise due diligence.

Auditors may question:

  • How leadership monitors WHS performance
  • Whether safety KPIs are reviewed
  • If directors receive safety reports
  • How compliance obligations are tracked

If leadership cannot demonstrate active involvement, this can result in major non-conformances.

How to avoid it:

Document board-level WHS reporting and decision-making processes.

“Paper Compliance” Without Real Implementation

One of the biggest audit failures is when systems exist, but workers don’t follow them.

Auditors commonly:

  • Interview workers
  • Observe work practices
  • Compare procedures against actual behaviour

If there’s a disconnect between documentation and practice, it’s a serious red flag.

How to avoid it:

Ensure supervisors enforce procedures and conduct regular site inspections.

Final Thoughts

Most WHS, ISO, and principal contractor audit failures aren’t caused by catastrophic breaches, they’re caused by:

  • Inconsistent documentation
  • Lack of follow-through
  • Poor monitoring
  • Weak leadership engagement

The key to passing audits is embedding safety and compliance into everyday operations, not treating audits as one-off events.

If your systems are current, documented, implemented, and regularly reviewed, audits become far less stressful, and far more predictable.

Proactive compliance doesn’t just help you pass audits, it strengthens your business resilience, protects workers, and enhances your reputation in competitive industries like construction, manufacturing, and civil works.

This article expands on concepts covered in our Audit Readiness pillar page, which explains how these failures can be prevented structurally.

What Audit Readiness Actually Means

Posted on by Marnie Cruickshank

When organisations say they’re “audit ready,” it often means very different things. For some, it’s a last-minute scramble before the auditor arrives. For others, it’s a year-round discipline embedded in governance, finance, IT, and operations.

True audit readiness isn’t about having neat folders or polished financial statements. It’s about being able to demonstrate compliance, accuracy, and control at any time—under regulatory and accounting standards.

Let’s break down what audit readiness really means in context.

Understanding the Regulatory Landscape

Audit readiness starts with knowing which rules apply to your organisation.

Financial reporting and audit requirements are shaped by:

  • The Australian Securities and Investments Commission (ASIC)
  • The Australian Accounting Standards Board (AASB)
  • The Australian Prudential Regulation Authority (APRA) (for financial institutions)
  • The Australian Charities and Not-for-profits Commission (ACNC) (for charities)

Depending on your structure (company, charity, public sector entity, financial institution), different standards and reporting obligations apply.

Being audit ready means you:

  • Know which standards apply to you
  • Understand reporting deadlines
  • Maintain documentation that aligns with Australian Accounting Standards (AAS)

It’s More Than Just the Annual Audit

Many organisations treat audit readiness as a seasonal project—usually starting a few months before year-end.

In reality, audit readiness means:

  • Clean reconciliations completed monthly
  • Controls operating consistently throughout the year
  • Policies reviewed and updated regularly
  • Evidence retained in real time

If documentation is only assembled when auditors ask for it, you’re not audit ready—you’re audit reactive.

Strong Internal Controls (Not Just Good Intentions)

Auditors focus heavily on internal controls. That includes:

  • Segregation of duties
  • Delegations of authority
  • Approval workflows
  • IT access management
  • Change management processes

For APRA-regulated entities, expectations are even higher around risk governance and operational resilience.

Audit readiness means controls are:

  • Documented
  • Tested
  • Understood by staff
  • Consistently applied

And importantly—evidence exists to prove it.

Documentation Is Everything

In audits, if it isn’t documented, it didn’t happen.

That includes:

  • Board minutes approving financial statements
  • Signed contracts
  • Revenue recognition support
  • Grant acquittals
  • Asset valuations
  • Lease calculations under AASB 16

Being audit ready means documentation is:

  • Centralised
  • Version controlled
  • Accessible
  • Complete

Auditors should not need to chase multiple departments repeatedly for basic evidence.

Alignment with Australian Accounting Standards

Australian Accounting Standards (AAS) align closely with IFRS but have specific local requirements.

Common areas where organisations struggle include:

  • Revenue recognition (AASB 15)
  • Leases (AASB 16)
  • Financial instruments (AASB 9)
  • Impairment assessments
  • Consolidations

Audit readiness means technical accounting positions are:

  • Clearly documented
  • Supported by calculations
  • Reviewed internally
  • Consistent year to year

If your team cannot explain why a treatment was adopted, auditors will flag it.

Governance and Board Oversight

Governance expectations are strong—particularly for public companies, large charities, and regulated entities.

Audit readiness includes:

  • Active audit and risk committees
  • Clear financial oversight
  • Documented risk management frameworks
  • Regular internal reporting

Board members should understand key financial judgments—not just sign off at year-end.

Data Integrity and Systems Reliability

Modern audits increasingly assess:

  • ERP system controls
  • Cybersecurity controls
  • Backup and disaster recovery
  • Data accuracy and integrity

Poor system controls often lead to expanded audit testing, higher fees, and delayed signoffs.

Audit readiness means your systems can:

  • Produce reliable reports
  • Track changes
  • Restrict unauthorised access
  • Maintain audit trails

Being Ready for Regulator Scrutiny

Audit readiness also means being prepared beyond the auditor.

Regulators such as ASIC, APRA, or the ACNC can request documentation, explanations, or supporting materials.

Organisations that are genuinely audit ready can:

  • Produce requested documents quickly
  • Demonstrate compliance clearly
  • Show consistent governance practices

This reduces regulatory risk and reputational damage.

Audit Readiness Reduces Cost and Stress

Audit fees continue to rise—particularly for regulated industries and larger organisations.

Poor readiness leads to:

  • Extended audit timelines
  • Multiple information requests
  • Rework and corrections
  • Increased audit fees

Strong readiness typically results in:

  • Faster fieldwork
  • Fewer audit adjustments
  • Cleaner audit reports
  • Better internal financial confidence

What Audit Readiness Is Not

Let’s be clear about common misconceptions.

Audit readiness is not:

  • A last-minute clean-up
  • Outsourcing responsibility to auditors
  • Relying on one finance team member
  • Assuming “we’ve always done it this way” is sufficient

It’s a structured, organisation-wide discipline.

The Real Definition of Audit Readiness

Audit readiness means:

Your organisation can demonstrate compliance, accuracy, governance, and control at any time—under regulatory and accounting standards—without scrambling for evidence.

It’s proactive, not reactive.

It’s embedded, not seasonal.

And it’s a competitive advantage.

If your organisation is preparing for growth, external funding, regulatory scrutiny, or board-level governance uplift, strengthening audit readiness is one of the most practical investments you can make.

Because when the auditor walks in, readiness shouldn’t start—it should already exist.

Learn more about Audit Readiness and use our free checklist to see how audit ready your organisation is.

Work Health and Safety Requirements in Australia for 2026

Posted on by Marnie Cruickshank

As Australia enters 2026, employers and safety officers must stay vigilant in implementing and adapting to updated Work Health and Safety (WHS) obligations. WHS laws across Australia are governed by the model WHS Act and supported by WHS Regulations and Codes of Practice, which are adopted by each state and territory. The national policy is shaped by Safe Work Australia, while individual regulators enforce the rules on the ground.

Ongoing Duty to Provide a Safe Workplace

At the foundation of WHS laws is the primary duty of care for Persons Conducting a Business or Undertaking (PCBUs). This duty requires PCBUs to ensure, so far as is reasonably practicable, the health and safety of workers and others affected by their work. This includes:

  • Identifying hazards and assessing risks in all work activities.
  • Implementing control measures, using the hierarchy of controls.
  • Maintaining and reviewing controls to ensure ongoing effectiveness.
  • Consulting with workers about WHS issues and risk management.

Failure to meet these duties can result in significant penalties and enforcement action by WHS regulators.

Regulatory Updates Taking Effect in 2026

Psychosocial Hazards and Mental Health

Mental health and psychosocial hazards — such as bullying, excessive job demands, fatigue, poor organisational change management, and harassment — are now explicitly part of WHS risk management in many jurisdictions. New codes of practice and updated guidance seek to help duty holders identify and control these risks, with practical steps to prevent both psychological and physical harm.

Sexual and Gender-Based Harassment Code of Practice

From March 2025, a national Code of Practice on Sexual and Gender-Based Harassment came into effect. Employers must take proactive steps to prevent harassment (in person or online) and to establish appropriate controls, handling, and reporting processes.

Indexation of Penalties

Under recent changes, penalties under the WHS Act are indexed annually to reflect economic conditions. This means fines for breaches increase regularly, making compliance even more critical for PCBUs and officers.

Industry and Hazard-Specific Requirements

Workplace Exposure Standards

Australia is transitioning from Workplace Exposure Standards (WES) to Workplace Exposure Limits (WEL) for airborne contaminants. While WEL won’t apply until 1 December 2026, employers must still comply with current WES limits and prepare for the transition to the new limits, which may be stricter and align more closely with international benchmarks.

State and Territory Regulation Changes

Several jurisdictions have updated or remade their WHS Regulations to clarify duties and operations:

  • New WHS Regulations commenced in NSW in August 2025 with updated procedural requirements and risk management duties, including strengthened psychosocial risk provisions.
  • The ACT has revised multiple WHS Codes of Practice effective from late 2025 to reflect national model updates, covering noise, confined spaces, construction work, and risk controls.

Practical Steps for WHS Compliance in 2026

To meet WHS requirements in the new year, PCBUs and safety officers should focus on the following:

Conduct comprehensive risk assessments

Evaluate physical, chemical, biological, and psychosocial hazards. Document risks and apply the hierarchy of controls to eliminate or minimise them.

Review and update WHS documentation

Ensure policies, procedures, and codes of practice references are current and aligned with 2026 Regulations. Update safety management systems accordingly.

Train and consult with workers

Engage workers on WHS issues, ensure they understand hazards and controls, and involve them in risk management and continuous improvement efforts.

Prepare for WEL transition

Review your chemical exposure assessments and adjust controls in anticipation of WEL adoption from December 2026.

Plan for emergency and first aid readiness

Establish emergency plans, maintain first-aid resources, and conduct regular drills consistent with business.gov.au guidance.

Enforcement and Culture

Regulators in each state and territory will continue to enforce WHS laws through inspections, notices, and potential prosecutions for non-compliance. Promoting a proactive safety culture, where workers feel empowered to raise concerns without fear of reprisal, is one of the most effective ways to meet legal obligations and reduce workplace harm.

Conclusion

The WHS framework in Australia for 2026 builds on existing laws that require PCBUs to protect workers and others from harm. Key areas of focus this year include managing psychosocial hazards, complying with updated codes of practice, preparing for changes to exposure limits, and maintaining dynamic risk management practices. Employers and safety officers should prioritise these updates to ensure legal compliance and foster safer, healthier workplaces.

Sherm Software is here to help with all of these requirements, from managing the health and safety of your workers, subcontractors and visitors to site, to ensuring you are complying with updated codes of practice by having them available at your fingertips anytime in your Legal Register.

Get in touch with us today and see how amazing Sherm is.

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.

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.

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

Posted on by Caroline Kingston

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

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

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

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

  • Oxidative stress

  • Sleep disturbance

  • DNA damage

  • Neurological changes

  • Increased cancer risk

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

📋 What Sherm Clients Can Access Now

Our new RF EME document pack includes:

  • A practical RF EME Awareness Procedure aligned with WHS obligations

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

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

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

🧭 Leading with Precaution

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

Ready to empower your workforce and strengthen your WHS compliance?

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

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