What psychosocial hazards must an employer manage?

Safe Work Australia's model Code of Practice 'Managing psychosocial hazards at work' lists 14 common hazards: job demands, low job control, poor support, lack of role clarity, poor organisational change management, inadequate reward and recognition, poor organisational justice, traumatic events or material, remote or isolated work, poor physical environment, violence and aggression, bullying, harassment including sexual harassment, and conflict or poor workplace relationships. The list comes from the Code, not the Regulations, and it is not exhaustive. This tool rates all 14, splitting two of them for rating (high and low job demands; support from managers and from co-workers), so you rate 16 rows.

What is a PCBU's duty for psychosocial risk?

Under the model WHS Regulations (regs 55A-55D, adopted in NSW, QLD, SA, WA, TAS, ACT, NT and the Commonwealth), a person conducting a business or undertaking (PCBU) must manage psychosocial risks by eliminating them, or where that is not reasonably practicable, minimising them so far as is reasonably practicable. Victoria sets equivalent duties on employers under the OHS Act 2004 and the OHS (Psychological Health) Regulations that commenced on 1 December 2025.

Are the NSW psychosocial codes mandatory from 1 July 2026?

From 1 July 2026, section 26A of the WHS Act 2011 (NSW) operates on a comply-or-justify basis: a PCBU must comply with an applicable approved code of practice, or manage the risk to an equivalent or higher standard. It came into force on 1 July 2026. A breach is prosecuted through the existing Category 1-3 offences, not through the code itself, so it is a benchmark rather than a stand-alone mandatory rule.

Do Victoria, WA and Tasmania have psychosocial regulations?

Yes. Victoria regulates psychosocial hazards under the OHS Act 2004 (using employer/employee terminology) with the OHS (Psychological Health) Regulations from 1 December 2025. Western Australia and Tasmania have both adopted the model psychosocial regulations (regs 55A-55D); there is no WA or Tasmanian carve-out. Queensland is the only jurisdiction that codifies the hierarchy of controls for psychosocial risk in its regulation; elsewhere the duty is to eliminate or minimise risk so far as is reasonably practicable, with the hierarchy applied as best practice.

How does the risk scoring work?

For each relevant hazard you rate likelihood (1-5) and consequence (1-5). The score is likelihood multiplied by consequence on a standard 5×5 risk matrix, from 1 to 25, banded Low (1-4), Moderate (5-9), High (10-14) and Critical (15-25). This is a standard risk-matrix approach used to prioritise action; it is not a statutory scoring scheme.

Does this replace a People at Work survey?

No. This is a quick employer self-assessment that gives general legal information and a prioritised register. It does not replace a validated organisational survey such as People at Work, consultation with workers, or professional WHS advice. Use it to triage your hazards and decide where formal assessment and controls are needed.

Psychosocial Risk Self-Assessment for Employers — WHS 2026

High job demands

Sustained high workload, time pressure or emotional/physical demands.

Low job demands

Sustained low workload, monotony or under-use of skills.

Exposure to traumatic events

Witnessing or being exposed to traumatic events or distressing material.

Role conflict or lack of role clarity

Unclear, conflicting or frequently changing duties and responsibilities.

Low job control

Little say over how or when work is done.

Poor workplace relationships

Conflict, poor communication or strained relationships at work.

Poor support from supervisors/managers

Inadequate practical or emotional support from managers.

Poor co-worker support

Inadequate support from colleagues.

Workplace violence

Threats, assault or aggression from any person at work.

Bullying

Repeated unreasonable behaviour that creates a risk to health and safety.

Harassment, including sexual harassment

Unwelcome conduct, including sexual harassment and sex-based harassment.

Inadequate reward and recognition

Imbalance between effort and reward, skill or recognition.

Hazardous physical working environment

Exposure to poor or hazardous physical conditions.

Remote or isolated work

Working alone, far from help or with limited communication.

Poor organisational justice

Unfair or inconsistent procedures, decisions and treatment.

Poor organisational change consultation

Change managed or communicated poorly, without consultation.

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Psychosocial Risk Self-Assessment for Employers

Rate each psychosocial hazard

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