Safe Work Australia has awarded the Centre for Transformative Work Design at Curtin University a grant valued at $373,762.

Safe Work Australia has released a new set of resources to help employers identify, assess and manage the risks of gender-based violence in the construction industry.

This infographic outlines how calling out disrespectful behaviour and responding properly when someone reports it helps stop gender‑based violence and improves site culture. Actions like speaking up, not joining in, acting quickly and providing support make a real difference.

This infographic outlines how gender‑based violence escalates when early disrespect is ignored – what starts as exclusion, jokes or comments can progress to abusive behaviour and physical violence. Calling out and addressing harmful behaviour early is critical. 

This infographic outlines how gender‑based violence persists on worksites because harmful attitudes are normalised, people feel unsafe speaking up, and leaders prioritise “getting the job done” over culture – but this cycle can be broken by changing how work is designed, led and reported, not jus

This poster outlines how everyone has a role in preventing gender‑based violence on worksites. Workers should speak up, report behaviour, and support each other, while supervisors and leaders must lead by example, act on reports, support affected workers, and follow WHS procedures.

This poster outlines information for bystanders on what gender‑based violence looks like on site, why it matters and how bystander actions can help.

This poster outlines that employers have a legal duty under WHS laws to prevent gender‑based violence by eliminating or minimising the risk as much as possible, which includes consulting workers, putting effective controls in place, and responding properly to complaints.

This poster outlines how workers have a right to be safe from gender‑based violence and what it might look like on site. It includes information on how to get help and reporting pathways.

This poster outlines how gender‑based violence at work often starts with everyday disrespect (like rude comments, exclusion or “banter”) and can escalate into serious abusive and physical violence if it’s not addressed early.

A person conducting a business or undertaking (PCBU) (e.g. employer, contractor) is responsible for managing both physical and psychosocial risks in the workplace. They must eliminate or minimise risks as much as they reasonably can.

A person conducting a business or undertaking (PCBU) (e.g. employer, contractor) is responsible for managing both physical and psychosocial risks in the workplace. They must eliminate or minimise risks as much as they reasonably can.

Gender-based violence is a serious issue that affects workers across industries. Every workplace must take steps to prevent and respond to it.

Safe Work Australia has released an independent research report conducted by Monash University, Research examining pathways to secondary psychological injury.

This report examines the key drivers that contribute to an injured worker developing a secondary psychological injury. Secondary psychological injury refers to new or worsening mental health symptoms during a workers’ compensation claim.

Safe Work Australia has published amendments to the model Work Health and Safety (WHS) Act and Regulations, following approval by WHS ministers.

As the busy Christmas trading period approaches, the Australian Human Rights Commission and Safe Work Australia are urging business leaders to take proactive steps to protect their workers from sexual harassment and workplace violence.

Safe Work Australia and eSafety have developed practical resources on how to manage the risks of online abuse at work.

Employers must undertake processes to manage work health and safety risks to all workers.

WHS laws protect all workers in Australia, including full-time, casual or part-time workers, volunteers, apprentices, trainees and 
students completing work experience. 

Safe Work Australia has published the first in a series of case studies focused on managing psychosocial hazards in various industries.

Related information:

Safe Work Australia has published a new report on workplace and work-related violence and aggression in Australia. 

Safe Work Australia’s research grant recipient, the Centre for Transformative Work Design at Curtin University, has completed their research to explore interventions to manage psychosocial risks in the aged care sector.

The model Code of Practice on sexual and gender-based harassment is intended to be read and applied alongside the model Code of Practice: Managing ps

Persons conducting a business or undertaking (PCBUs) must take a proactive approach to preventing racism and do all that they reasonably can to manage the risk of it occurring at work.

If you’re a person conducting a business or undertaking (PCBU), you have a duty under the model WHS laws to do all that you reasonably can to eliminate or minimise the risk of racism occurring at work.

Under the model WHS laws, a person conducting a business or undertaking (PCBU), such as an employer, must eliminate or minimise psychosocial risks so far as is reasonably practicable.

Managing psychosocial risks at work is just as important as managing physical risks.

Persons conducting a business or undertaking (PCBUs), such as employers, must eliminate or minimise psychosocial risks so far as is reasonably practicable.

The first step in the risk management process is to identify the hazards.

Preventing psychological harm is an essential part of creating a healthy and safe workplace.

Harmful behaviours are both a psychosocial and physical hazard. Exposure can cause psychological and physical harm.

A poor physical environment is both a psychosocial and physical hazard. Exposure can cause psychological and physical harm.

Remote or isolated work is both a psychosocial and physical hazard. Exposure can cause psychological and physical harm.

Exposure to traumatic events or materials is a psychosocial hazard. This means it can cause psychological and physical harm.

Poor organisational justice is a psychosocial hazard. This means it can cause psychological and physical harm.

Inadequate reward and recognition is a psychosocial hazard. This means it can cause psychological and physical harm.

Poor organisational change management is a psychosocial hazard. This means it can cause psychological and physical harm.

Lack of role clarity is a psychosocial hazard. This means it can cause psychological and physical harm.

Low job control is a psychosocial hazard. This means it can cause psychological and physical harm.

Poor support is a psychosocial hazard. This means it can cause psychological and physical harm.

Job demands that are too high or too low are a psychosocial hazard. This means they can cause psychological and physical harm. A job can include both high and low job demands.

Sole traders and small business owners can be both workers and PCBUs under WHS laws. 

WHS is about preventing workers being harmed at work. 

Everyone in the workplace has a work health and safety (WHS) duty.