How To Report Pyschosocial Hazards At Work

Key Take-aways

• Psychosocial hazards stem from various sources, such as workload, workplace interactions, and management practices and can lead to both psychological and physical harm.
• Effective hazard reporting systems are crucial for compliance with safety regulations. Businesses must implement processes to ensure that all reported hazards are documented and addressed systematically.
• Overcoming barriers to reporting, such as lack of awareness or fear of repercussions, is essential to promoting a culture where employees feel safe to report psychosocial hazards.

Understanding Psychosocial Hazards

Psychosocial Hazards arise from the design or management of work, the working environment and workplace interactions or behaviour. According to The Model Code of Practice 2022.

Psychosocial hazards are hazards that arise from or in relation to:

• the design or management of work
• the working environment
• plant at a workplace, or
• workplace interactions or behaviours; and
• may cause psychological and physical harm

Types of Hazards in the workplace

Psychosocial hazards may vary between workplaces and between groups of workers, depending on the work environment, organisational context and the nature of work.

They can stem from various sources such as workload, lack of control over work, poor social support, and more. Unlike physical hazards psychosocial hazards can be hard to identify and can impact on different teams at different intensity’s, and can be in isolation, as well as on a global context.

Why Reporting Psychosocial Hazards Matters in 2026

Most Australian workplaces have a reporting process, but few have one that actually gets used. That's a problem, because regulators are no longer just asking whether you have a system. They want evidence it works.

The enforcement signals are unambiguous. In March 2026, the NSW Government announced 20 dedicated psychosocial inspectors as part of 51 additional SafeWork NSW inspectors, the largest ever uplift in the agency's inspectorate, representing an increase of more than 12 per cent to active inspector numbers.

The biggest barrier to an effective reporting system remains fear, and the data confirms this. Recent cross-industry research drawing on anonymised data from 2,495 workers across seven industries, found that 15 per cent of workers reported not feeling safe or supported to speak up and 14 per cent did not feel comfortable raising concerns or know who to raise them with.

Good practice means closing that gap structurally, not just culturally. It means making reporting genuinely anonymous, ensuring workers see action taken after they speak up, and ensuring that leaders walk the talk.

A reporting system that nobody uses isn't a safety net. It's a compliance risk, and in 2026, it's one regulators are actively looking for.

Find out how non-compliance and mental health are costing businesses.

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Hazard reporting Systems

To comply with the Code of Practice, your business must have processes for identifying, assessing, and controlling hazards. Many risk registers focus only on physical hazards, leaving a gap in managing psychosocial risks.

An internal tracker such as a spreadsheet or shared database is only effective if key personnel are clearly identified in the reporting and escalation process—otherwise, hazards may be reported but not actioned.

Hazards are often raised informally in team meetings, emails, or casual conversations with supervisors. Without a consistent system to document these, valuable information and opportunities for prevention are lost.

Foremind addresses this gap with an integrated platform that combines incident management, reporting and tracking tools, and proactive mental health support—all in one place.

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Barriers to Reporting Psychosocial Hazards

Creating a culture that encourages open dialogue and however workers might not report psychosocial hazards for a number of reasons, such a lack of awareness or understanding of reporting procedures.

In some workplaces perceptions of the hazards associated with the job may be seen as “normal” or unavoidable, however they still need to be identified and documented.

• they may see them as just ‘part of the job’ or the work culture,
• they might think reports will be ignored, or not handled respectfully and confidentially
• The might fear they will be blamed or believe reporting may expose them to additional harm, discrimination or disadvantage
• They do not know or understand how to report a hazard

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Encouraging and Facilitating Reporting

If you’re just starting out, focus on strategies that make it easy and safe for staff to report psychosocial hazards. Train leaders and employees to recognise and report these risks, and communicate your commitment to a healthy, safe workplace through multiple channels—especially for casual or offline staff.

Encourage reporting by providing clear feedback on actions taken and risks identified. Building a culture of safety starts with visible accountability and genuine follow-through.

Psychosocial hazards can affect teams in different ways, so risks need to be identified and assessed at multiple levels. Accurate reporting and tracking help reveal trends and enable preventative action.

Foremind simplifies this process with an integrated platform for hazard reporting, risk management, and employee wellbeing—all in one place.

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FAQs

Is remote work including work from home, a psychosocial hazard?

Yes. The WHS and OHS duties apply wherever a worker performs work for a PCBU or employer, including work from home. Safe Work Australia explicitly states "your WHS obligations still apply when staff are working remotely or from home," and remote or isolated work is itself listed as a recognised psychosocial hazard. PCBUs and employers must consult with remote workers and implement appropriate controls.

What's the difference between reporting a psychosocial hazard and making a workers' comp claim?

Reporting a psychosocial hazard is a proactive WHS/OHS process , which aims to prevent further harm.

A psychosocial hazard can be reported to a PCBU/employer or regulator. While a workers' compensation claim is a separate legal process which aims to seek financial support for an injury that has already occurred. The two processes operate under different legislation and can proceed independently of each other.

Are small businesses required to manage psychosocial hazards?

Yes. The WHS and OHS Act applies to all PCBUs and employers, regardless of size. There is no small business exemption in relation to managing psychosocial hazards. The 'so far as is reasonably practicable' standard, accounts for the resources available to a smaller business, but does not remove the obligation to identify, assess, control and monitor psychosocial hazards and risks.

Regulators have been actively inspecting small businesses and can issue improvement notices or prosecute for non-compliance.

What are the fines for businesses that don't comply with psychosocial hazard laws?

Penalties under the model WHS Act (as at 1 July 2025) are substantial. A Category 1 offence (gross negligence or recklessness) carries up to $11.839 million for a body corporate. A Category 2 offence (failure to comply with a duty exposing a person to serious risk) carries up to $2.373 million for a body corporate.

Category 3 breaches can still attract fines of over $795,000 for corporations. Industrial manslaughter carries up to $20.4 million for a body corporate. Penalties are indexed annually and insurance cannot be used to cover WHS fines.

Can an employee report a psychosocial hazard directly to a regulator if their employer does nothing?

Yes. Each state and territory has a dedicated WHS/OHS regulator (e.g. SafeWork NSW, WorkSafe Victoria, Workplace Health and Safety Queensland) that workers can contact directly. Workers are also protected from retaliation for raising WHS concerns. The regulator has powers to investigate, issue improvement notices and prosecute employers.  Safe Work Australia emphasises the need for workers to be able to report hazards without fear of reprisal.

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