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Insights on workplace culture, Respect at Work, DEI strategy, psychosocial safety and inclusive AI — from Felicity Menzies and the Culture Plus team.

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Psychosocial Governance Lessons from The UTS Restructure that SafeWork NSW Paused

This is the fourth article in a weekly series on psychosocial hazard management in Australia. In September 2025 SafeWork NSW issued a prohibition notice to UTS during a major restructure, halting meetings with around 800 staff over a serious and imminent risk of psychological harm. The regulator did not stop the commercial decision — it stopped the process. For executive teams, organisational change is now a work health and safety process, and psychosocial controls belong before the announcement.

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Psychosocial Governance Lessons from The UTS Restructure that SafeWork NSW Paused
Psychosocial SafetyBoard & Governance

Psychosocial Governance Lessons from The UTS Restructure that SafeWork NSW Paused

This is the fourth article in a weekly series on psychosocial hazard management in Australia. In September 2025 SafeWork NSW issued a prohibition notice to UTS during a major restructure, halting meetings with around 800 staff over a serious and imminent risk of psychological harm. The regulator did not stop the commercial decision — it stopped the process. For executive teams, organisational change is now a work health and safety process, and psychosocial controls belong before the announcement.

Read article →2026-08-03
Beyond Compliance: Five Shifts that Moved Psychosocial Safety to the Boardroom
Psychosocial SafetyBoard & Governance

Beyond Compliance: Five Shifts that Moved Psychosocial Safety to the Boardroom

This is the third article in a weekly series on psychosocial hazard management in Australia. Five developments — matured regulation, the changing nature of work, expanded stakeholder expectations, an evidence-of-effectiveness standard, and evolving executive governance — have converged to move psychosocial safety from an operational WHS issue to a board-level governance concern.

Read article →2026-07-28
Psychosocial Safety Is a Governance Problem, Not a Wellbeing One
Psychosocial SafetyBoard & Governance

Psychosocial Safety Is a Governance Problem, Not a Wellbeing One

Serious psychological injury claims in Australia have risen 161 per cent in a decade — the largest increase of any injury category — even as spending on wellbeing programs has never been higher. The dominant response is not working because psychosocial risk is created by executive decisions but delegated to functions with no authority to change them. This is the first article in a new weekly series introducing The Psychosocial Safety Blueprint™, an executive operating model for governing psychosocial safety.

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The $39 Billion Psychosocial Safety Problem + the Value of Prevention Your Compliance Budget Misses
Psychosocial SafetyBoard & Governance

The $39 Billion Psychosocial Safety Problem + the Value of Prevention Your Compliance Budget Misses

This is the second article in a weekly series on psychosocial hazard management in Australia. Four figures frame the financial case for CFOs and CROs: 161 per cent growth in serious psychological injury claims, nearly five times the median time lost, $2.8 billion in annual cost in NSW alone, and up to $39 billion nationally in lost participation and productivity. The article argues that prevention belongs in the capability investment conversation, not the compliance budget, and that psychosocial safety is an executive governance capability.

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Psychosocial Safety: The Compliance Gaps Regulators Are Finding, and How to Close Them
Psychosocial SafetyBoard & Governance

Psychosocial Safety: The Compliance Gaps Regulators Are Finding, and How to Close Them

This is the third article in a three-part series on psychosocial hazard regulation in Australia. The regulatory architecture for psychosocial hazard management is now settled across all Australian jurisdictions. What is not settled is employer practice. The gap between what the law requires and what most organisations are actually doing is precisely what regulators are beginning to target.

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From Bullying to Management Processes: The Cases Defining the Next Phase of Psychosocial Regulation
Psychosocial SafetyInvestigations

From Bullying to Management Processes: The Cases Defining the Next Phase of Psychosocial Regulation

This is the second article in a three-part series on psychosocial hazard regulation in Australia. Most employers think they understand psychosocial hazards. Bullying is on the list. Harassment is on the list. What fewer have grappled with is that standard management processes — performance management, restructures, investigations, grievances and disciplinary processes — can themselves create psychosocial risks.

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