Australian workplaces face a growing imperative to manage psychosocial hazards-non-physical risks like stress, bullying, and harassment-that threaten employee mental health and wellbeing. Under updated Work Health and Safety (WHS) laws, employers must proactively identify, assess, and control these hazards to comply with legal duties and foster safer, healthier workplaces.

Psychosocial risks arise from workplace design, culture, and interactions, including excessive workload, poor communication, job insecurity, and sexual harassment. “Employers can no longer afford to treat mental health risks as secondary,” says Tony Morris, Director of SafeTM. “The law now requires a systematic approach to eliminate or minimise these hazards, just like physical safety risks.”

Victoria is leading with draft regulations that require employers to document prevention plans for key psychosocial hazards such as bullying, high job demands, and sexual harassment. These plans must detail risk controls, implementation steps, and employee consultation. Notably, training alone cannot be the primary control measure-employers must explore higher-level interventions.

Carolyn Grant, CEO of People Plus Science, highlights the expanding regulatory landscape: “Queensland now mandates sexual harassment prevention plans with specific director duties and penalties, reflecting a national trend towards stronger governance of psychosocial risks.”

Effective management involves ongoing risk assessments, employee engagement, clear policies, and regular reviews. “Creating an open culture where workers feel safe to report concerns is crucial,” says Dr Katrina Sanders, Chief Medical Officer at Aspen Medical. “This proactive stance prevents harm and boosts productivity.