Most organisations have put time and money into psychosocial risk management. They have policies. They run surveys. They train managers. But almost every framework we review has a critical gap: contractors and subcontractors sit completely outside the system.

This is not a minor administrative oversight. It is a compliance failure with real consequences for worker safety and organisational liability.

Under the model Work Health and Safety (WHS) Act, a Person Conducting a Business or Undertaking (PCBU) owes duties to all workers at the workplace. Not just employees. Not just permanent staff. All workers. That includes contractors, subcontractors, labour hire workers, and any other person who carries out work in any capacity for the business.

This article looks at why contractors and subcontractors routinely get left out of psychosocial risk management, what the law actually requires, and how organisations can close the gap before a regulator or an incident forces them to.

The Scale of the Problem

Australia's workforce is not made up entirely of permanent employees, and it has not been for a long time. According to the Australian Bureau of Statistics, there were approximately 1.1 million independent contractors in August 2025, representing 7.6% of all employed persons. On top of that, 2.4 million employees (19%) worked as casuals in their main job. When you combine contractors, subcontractors, labour hire, and casual workers, you are looking at a significant portion of the workforce that falls outside the typical permanent employee framework.

In industries like construction, mining, healthcare, and professional services, the proportion of non-permanent workers is even higher. These industries also carry some of the highest rates of psychosocial hazard exposure.

Now consider this against the cost of getting it wrong. Safe Work Australia's Key Work Health and Safety Statistics 2025 report, published October 2025, shows that mental health conditions now account for 12% of all serious workers' compensation claims in Australia, or 17,600 serious claims in 2023-24. That represents a 14.7% increase on the previous year and a 161% increase over the past decade. The median time lost from work for mental health claims is 35.7 working weeks, almost five times the 7.4-week median across all other serious claims. The median compensation paid for a mental health claim sits at approximately $67,400. The top three causes of these claims are harassment and workplace bullying (33.2%), work pressure (24.2%), and exposure to violence and harassment (15.7%).

These numbers only capture accepted workers' compensation claims. They do not capture contractors and subcontractors who fall outside the workers' compensation system entirely, or those who never report because they fear losing the contract. The real psychosocial harm across your mixed workforce is almost certainly larger than what any current data set shows.

The Legal Framework: Who You Owe a Duty To

Section 19 of the model WHS Act requires a PCBU to ensure, so far as is reasonably practicable, the health and safety of workers engaged or caused to be engaged by the PCBU, and workers whose activities the PCBU influences or directs. Health explicitly includes psychological health.

The definition of "worker" under Section 7 is deliberately broad. It covers employees, contractors, subcontractors, employees of contractors or subcontractors, labour hire workers, outworkers, apprentices, trainees, students on work experience, and volunteers. The legislation does not create tiers of obligation based on contract type. The duty is the same.

The Model Code of Practice: Managing Psychosocial Hazards at Work makes this explicit. PCBUs must identify psychosocial hazards that could affect any worker at the workplace, and must consult with workers, including contractors, about those hazards and the measures used to control them. The Queensland Code of Practice states directly that it covers "employers, workers, contractors, subcontractors, outworkers, the self-employed, apprentices and trainees, work experience students, and volunteers."

When a contractor or subcontractor works at your site, you are a PCBU with obligations toward them. The contractor's own employer is also a PCBU. These duties run concurrently and you cannot delegate them away. You cannot contract out of your WHS duties. You cannot assume that because someone else employs the worker, that other employer has it covered.

Since Victoria's psychosocial hazard regulations came into force on 1 December 2025, every Australian state and territory now has mandatory psychosocial hazard regulations in place. There is no jurisdiction left where you can argue this is optional. Victoria's regulations are particularly relevant to this article: they explicitly state that these obligations extend to employees, independent contractors, and labour-hire workers.

Officer Duties: Personal Liability for Directors and Executives

Section 27 of the WHS Act imposes a separate, personal duty on officers of a PCBU. Officers include company directors, senior managers, and executives who make or participate in making significant decisions that affect the business.

Officers must exercise due diligence to ensure the PCBU complies with its WHS duties. For psychosocial risk, this means taking reasonable steps to ensure the organisation has appropriate systems to identify, assess, and control psychosocial hazards for all workers, not just employees. An officer who knows the organisation's psychosocial risk management system excludes contractors and subcontractors, and does nothing about it, faces personal exposure.

This duty cannot be delegated to a safety manager or HR team. The officer retains it personally.

The Shared Duty Problem: Where Psychosocial Risks Fall Through the Cracks

The concept of shared or overlapping duties is well understood for physical safety hazards. If a contractor works at height on your site, both you and the contractor's employer carry obligations around fall protection. Neither can assume the other has it handled.

But this same principle gets routinely ignored for psychosocial hazards. The result is a no-man's-land where nobody manages the risk.

Consider this scenario: A subcontractor's crew works on your project. Your project manager sets aggressive deadlines and communicates exclusively through the head contractor, who passes instructions down. The subcontractor's workers have no direct line of communication, no input into scheduling, and no mechanism to raise concerns about workload or time pressure. They experience unreasonable time pressure and a lack of consultation, both recognised psychosocial hazards under the Code of Practice.

Who owns this hazard? The head contractor might say the subcontractor should manage its own people. The subcontractor might say they just follow the project schedule set by others. Your organisation might say these are not your employees.

The regulator's answer is straightforward: all three parties owe duties, and none of them has discharged those duties. The hazard exists at your workplace, within a system of work you influence or direct. That is sufficient.

Section 46 of the WHS Act requires that where more than one person has a duty for the same matter, each person must consult, cooperate, and coordinate with the others. Comcare's guidance on contractor management makes clear that "relying on another business (the contracted party) to comply with their duties and obligations under relevant WHS legislation does not automatically result in compliance from a Commonwealth PCBU's end."

The objective of this consultation is to make sure everyone associated with the work shares an understanding of what the risks are, which workers they affect, and how the organisation will control them. For psychosocial hazards, this coordination rarely happens.

Psychosocial Hazards That Hit Contractors and Subcontractors Hardest

Contractors and subcontractors do not just face the same psychosocial hazards as permanent employees. In many cases, their working arrangements amplify these hazards. The following are the most common and most overlooked.

Isolation and Exclusion

Contractors frequently get excluded from team meetings, social events, internal communications, and decision-making processes. Teams may physically separate them or simply treat them as outsiders. This is not just poor culture. Isolation is a recognised psychosocial hazard under the Code of Practice. When a worker gets systematically excluded from the information and relationships they need to do their work safely and effectively, the PCBU has a duty to address it.

The risk compounds when isolation co-exists with other hazards. A contractor who faces excessive workload but has no access to a supervisor for support, no colleague to ask for help, and no channel to raise a concern sits at the intersection of three hazards: isolation, high job demands, and poor support. As Safe Work Australia notes, "psychosocial hazards may interact or combine to create new, changed or higher risks." The Code of Practice specifically requires PCBUs to consider hazards collectively rather than in isolation.

Unreasonable Time Pressure

Contract and subcontract arrangements frequently create time pressure that sits baked into the structure. Fixed-price contracts reward speed over safety. Tight project timelines get set without consulting the workers who must deliver the work. Penalties for delays create pressure to cut corners. The workers at the sharp end of these pressures, the subcontractor's crew on site, often have zero control over the deadlines they must meet.

This combination of high demand and low control is one of the most well-established predictors of psychological harm. The demand-control model has decades of research behind it: when workers face high demands but have little control over how, when, or in what order they complete their work, the risk of stress-related injury climbs significantly. Contractors and subcontractors sit firmly in this high-risk quadrant. They bear the demands but hold almost none of the control. When these time pressures extend to long shifts, inadequate rest periods, or constant overtime to meet contract deadlines, fatigue becomes an additional compounding hazard.

Lack of Role Clarity

Contractors and subcontractors often receive unclear, conflicting, or constantly changing instructions. They may get direction from multiple sources, their own employer, the head contractor, your site supervisor, without a clear hierarchy of authority. Role ambiguity and role conflict are both psychosocial hazards. When a worker does not know what you expect of them, or receives contradictory expectations from different parties, the risk of psychological harm increases.

This hazard is structurally embedded in multi-party contracting arrangements. A permanent employee typically has one manager and one set of expectations. A subcontractor's worker might answer to their own company, the head contractor's site foreman, and your project manager, all at once. Nobody coordinates the expectations. Nobody checks whether the combined demands are reasonable.

Job Insecurity and Precarious Work

By definition, contract and subcontract work is precarious. Workers know their engagement can end at short notice. They know that raising concerns about safety, workload, or conditions may result in not getting re-engaged. This creates a chilling effect on reporting.

A subcontractor's worker who faces bullying from your site team is far less likely to report it if doing so could mean losing the contract. The same applies to conflict and poor workplace relationships that develop between permanent staff and contractors. The power imbalance that sits within contract arrangements is itself a psychosocial risk factor, and the Code of Practice identifies job insecurity as a recognised hazard that PCBUs must actively manage.

The Commonwealth Code of Practice 2024 specifically describes job insecurity as "employment where workers lack the assurance that their jobs will remain stable from day to day, week to week, or year to year" and explicitly references "fixed-term contracts, seasonal, casual, freelance and gig work" as examples. If you engage contractors or subcontractors, you are engaging workers who face this hazard by default. The question is what you are doing about it.

Poor Support

Contractors and subcontractors rarely have access to the same support structures as permanent employees. They may not have a designated supervisor on your site. They often cannot access your Employee Assistance Program (EAP). They may not know who to approach if they experience a problem. Poor support is a recognised psychosocial hazard, and it functions as a multiplier for every other hazard on this list. When a worker faces high demands, unclear expectations, or interpersonal conflict but has no support to draw on, the risk of harm escalates rapidly.

Poor Organisational Justice

Contractors frequently describe being treated as second-class workers. They face different rules, have less access to facilities, receive less information, and get excluded from reward and recognition systems. When workers perceive that the organisation treats them unfairly relative to others doing similar work, it constitutes poor organisational justice, another recognised psychosocial hazard. The perception does not need to be objectively verified. If the experience of unfairness is real to the worker, the hazard is real. This often co-occurs with inadequate reward and recognition, where the contractor's effort and contribution go unacknowledged because they sit outside the organisation's recognition systems.

Poor Organisational Change Management

When your organisation restructures, changes project scopes, shifts timelines, or alters work practices, permanent employees usually receive communication, consultation, and transition support. Contractors and subcontractors often receive none of this. They find out about changes through the downstream effects: a new deadline, a changed scope, a cancelled engagement. Poor organisational change management is a recognised psychosocial hazard, and contractors bear the brunt of it precisely because they sit outside the communication channels where change gets discussed.

Harassment Including Sexual Harassment

Contractors, particularly those in male-dominated industries like construction and mining, or those in junior or vulnerable positions, can face harassment including sexual harassment from workers of the engaging PCBU. The power imbalance inherent in contracting arrangements makes this worse. A contractor who reports harassment risks losing the engagement, which creates a strong disincentive to speak up. Under the Respect@Work framework, PCBUs now have a positive duty to prevent harassment, not just respond to it. This duty applies to all workers at the workplace, including contractors and subcontractors. If your anti-harassment policies, training, and reporting pathways only cover permanent employees, you are not meeting this duty.

Violence and Aggression

In sectors like healthcare, retail, hospitality, and security, contractors frequently face violence and aggression from clients, patients, or members of the public. A labour hire nurse in an emergency department, a contract security guard at a venue, or a subcontractor's retail merchandiser all face these risks. The engaging PCBU has a duty to ensure these workers are protected by the same violence prevention controls that cover permanent staff. If your risk assessment for occupational violence only considers employee roles, it does not cover your legal obligations.

Exposure to Traumatic Events or Material

Contractors in certain roles face regular exposure to traumatic events or material as part of their work. This includes contract cleaners called to clean up after critical incidents, IT contractors moderating harmful content, subcontractors in emergency services, and labour hire workers in coroners' offices or forensic settings. The Court Services Victoria prosecution referenced later in this article arose directly from a failure to manage this hazard. Contractors exposed to traumatic content or events need the same access to support, supervision, and monitoring as permanent employees performing equivalent work.

For a complete breakdown of all 17 psychosocial hazards under the Code of Practice, see our guide: The 17 Psychosocial Hazards in Australian Workplaces.

Why Hazard Interaction Matters More for Contractors

One of the most important and least understood aspects of psychosocial risk is that hazards do not operate in isolation. The Model Code of Practice states that "workers are likely to be exposed to a combination of psychosocial hazards" and that "psychosocial hazards may interact or combine to increase the overall psychosocial risk."

For permanent employees, some of these hazards may be offset by protective factors: job security, established relationships with managers, access to support services, inclusion in decision-making, and a sense of belonging within the organisation.

Contractors and subcontractors have almost none of these protective factors. They face multiple hazards simultaneously, and each hazard amplifies the others. A contractor who faces high time pressure, has no input into scheduling, receives conflicting instructions from multiple parties, has no access to EAP, knows their engagement could end at any time, and feels excluded from the team does not just experience six separate hazards. They experience a compounding risk profile that is qualitatively different from, and more dangerous than, any single hazard alone.

The Queensland Code of Practice reinforces this: "short term but severe exposure to a psychosocial hazard (e.g. a violent incident) is more likely to harm workers if they are also exposed to chronic (long duration), but less severe hazards (e.g. ongoing low support)." For contractors, chronic low-level exposure to insecurity, exclusion, and lack of support is the baseline. Any additional acute hazard lands on top of a system that already has no buffer.

This is why a psychosocial risk assessment that evaluates hazards one at a time and only for permanent employees will miss the highest-risk workers in your workplace.

Where Most Organisations Fail

When we audit psychosocial risk management systems, the failures relating to contractors and subcontractors tend to cluster around four areas.

Consultation That Excludes Non-Employees

WHS legislation requires consultation with workers about hazards and risk controls. Most organisations satisfy this by consulting with employees through staff meetings, health and safety committees, and employee surveys. Contractors and subcontractors almost never get included. If your psychosocial hazard identification process consists of an employee engagement survey and a committee of permanent staff, you are not consulting with all workers at your workplace. You are not meeting your legal obligations.

The broad definition of "worker" under the WHS Act means a PCBU must consult with "contractors and subcontractors and their employees, on-hire workers, outworkers, apprentices, trainees, work experience students, volunteers and other people who are working for the PCBU."

Reporting Mechanisms That Nobody Can Access

Most incident and hazard reporting systems are designed for employees. They require internal login credentials, use company-specific platforms, or rely on reporting chains that do not include contract workers. A subcontractor's worker who wants to report a psychosocial hazard, whether that is bullying, excessive workload, or lack of support, often has no practical way to do so within your system. If they cannot report it, your system cannot capture it, and you cannot manage it.

Combine this with the chilling effect of job insecurity and you have a near-complete reporting blackout for non-permanent workers. This is exactly the kind of detection gap that a structured psychosocial risk detection system is designed to close.

Risk Assessments That Only Consider Permanent Roles

Psychosocial risk assessments often focus on organisational roles and permanent positions. They assess the demands, control, and support structures for employees but fail to consider how the same work environment affects contractors and subcontractors differently. A permanent employee and a subcontractor's worker may occupy the same physical environment but experience very different psychosocial conditions based on their level of control, inclusion, and security.

Your psychosocial risk assessment must go beyond job titles and organisational charts. It must consider the actual working conditions of every person at the workplace, including those on different contract types, and it must evaluate how hazards interact for workers who lack the protective factors that permanent employees may have.

Contractual Terms That Transfer Rather Than Manage Risk

Many organisations attempt to manage contractor psychosocial risk through contract clauses. They require contractors to have their own WHS policies, to comply with site rules, and to manage their own workers' health and safety. This is necessary but insufficient. You cannot contract away your duty as a PCBU.

A clause in a services agreement does not discharge your obligation to identify and control psychosocial hazards at your workplace. It may demonstrate that you have taken some steps, but if the hazards persist and you have not done anything beyond writing a contract clause, the regulator will not consider your duties discharged. Comcare's contractor management guidance reinforces this: "the level of trust or familiarity between a PCBU and a contractor should not be seen as an excuse to neglect or fail to check on their performance or credentials."

What a Compliant Approach Looks Like

Closing the gap does not require a separate system for contractors. It requires extending your existing system to include all workers. The following measures represent the minimum standard a PCBU should meet.

Include Contractors in Psychosocial Hazard Identification

Your hazard identification process must account for the specific conditions that contractors and subcontractors experience. This means considering isolation, exclusion, time pressure, role ambiguity, job insecurity, and organisational justice as they apply to non-permanent workers. It also means asking contractors and subcontractors directly about their experiences. A survey or consultation process that only reaches employees is incomplete.

Consider how you identify hazards for contractors at different stages: during pre-engagement risk planning, at induction, throughout the engagement, and at the conclusion of work. Each stage presents different hazard profiles. At induction, the primary risks may be role ambiguity and poor support. Mid-engagement, time pressure and interpersonal conflict may dominate. At the end of an engagement, job insecurity peaks.

Build Accessible Reporting Pathways

Every worker at your workplace must have a practical, accessible way to report psychosocial hazards. This may mean providing an anonymous reporting option that does not require company credentials, making sure contractors know who to contact if they experience or witness a psychosocial hazard, and actively communicating that reporting is available and will not result in contract termination or other adverse consequences.

Test your own system. Ask yourself: could a subcontractor's worker, on their first day on your site, report a psychosocial hazard without needing an internal email address, a company login, or permission from their own employer? If the answer is no, your reporting system has a gap.

Consult Meaningfully, Not Just Formally

Consultation with contractors should not be a box-ticking exercise conducted at induction and never revisited. It should be ongoing and genuine. Include contractor representatives in toolbox talks, safety meetings, and any discussions about changes to work practices, schedules, or conditions that affect them. Consultation must occur before you make decisions, not after.

The WHS Act requires consultation when identifying hazards, assessing risks, making decisions about control measures, proposing changes to work practices, and making decisions about consultation procedures themselves. If contractors work at your site and any of these matters affect them, you must include them.

Apply the Hierarchy of Controls to Contractor Psychosocial Risk

The WHS Regulation 2025 now explicitly requires PCBUs to apply the hierarchy of controls to psychosocial risks. This means starting with higher-order controls, like redesigning work or changing contracting arrangements, before relying on lower-order controls like training or individual coping strategies.

For contractor psychosocial risk, higher-order controls might include restructuring contract terms to remove unreasonable penalty clauses, building consultation requirements into project schedules, establishing direct communication channels between your team and the subcontractor's workers, or redesigning workflows to give contractors more control over task sequencing. Lower-order controls, like providing EAP access or running a resilience workshop, may supplement these measures but should never be the primary response.

Address Structural Hazards in Contracting Arrangements

Some psychosocial hazards sit embedded in the contracting arrangement itself. Fixed-price contracts that reward unsafe speed, penalty clauses that create unreasonable pressure, and short-term engagements that generate chronic insecurity are all structural risk factors. A PCBU that genuinely manages psychosocial risk will review its contracting practices and procurement processes to identify where these arrangements create or amplify hazards.

This is an area where procurement, legal, and WHS teams need to work together. The contract itself can be a source of psychosocial harm, and you will not find that hazard in a standard employee survey.

Coordinate with Other Duty Holders

Where duties overlap between multiple PCBUs (as they almost always do with contractors and subcontractors) each party must consult, cooperate, and coordinate with the others under Section 46 of the WHS Act. This means having explicit conversations with head contractors, subcontractors, and labour hire agencies about who holds responsibility for what aspects of psychosocial risk management. Document these agreements. Review them regularly. Do not assume someone else handles it.

Organisations that want to track and evidence this coordination across multiple duty holders can use a psychosocial governance framework to maintain audit-ready documentation and clear accountability.

The Enforcement Reality

Regulators across every Australian jurisdiction now enforce psychosocial hazard obligations. SafeWork NSW, WorkSafe Victoria, Workplace Health and Safety Queensland, Comcare, and every other state and territory regulator have issued codes of practice, conducted inspections, and taken enforcement action specifically on psychosocial risk management. In October 2023, Court Services Victoria was convicted and fined $379,157 after pleading guilty to failing to provide and maintain a safe workplace. Workers at the Coroners Court had been exposed to traumatic materials, role conflict, high workloads, poor workplace relationships, and inappropriate workplace behaviours over a three-year period. The organisation admitted it had failed to take any adequate steps to identify or assess psychosocial risks.

When a regulator investigates a psychosocial hazard complaint or incident, they do not begin by checking the complainant's employment contract. They begin by identifying which PCBUs owed a duty and whether those PCBUs discharged those duties. If a contractor's worker suffered harm from a psychosocial hazard at your workplace, the regulator will examine what you did to identify, assess, and control that hazard. "They weren't our employee" is not a defence. It never has been.

The penalties are significant and they keep increasing. Penalty amounts vary by jurisdiction and are now indexed annually to the Consumer Price Index. The Commonwealth jurisdiction significantly increased its penalties in December 2023, and other jurisdictions have followed with their own increases.

Under the Commonwealth WHS Act (Comcare jurisdiction), maximum penalties for a body corporate now include:

Industrial manslaughter: Up to $18 million for a body corporate, 25 years imprisonment for an individual.

Category 1 (gross negligence or reckless conduct): Up to $15 million for a body corporate, $3 million or 5 years imprisonment for an officer.

Category 2 (failure to comply exposing to risk of death or serious injury): Up to $2.09 million for a body corporate (indexed).

Category 3 (failure to comply with a duty): Up to $700,000 for a body corporate (indexed).

Under the model WHS Act (which applies across most other jurisdictions), the indexed industrial manslaughter penalty as of 1 July 2025 sits at $20.4 million for a body corporate. Jurisdictions that have adopted the model WHS Act each apply their own penalty units and indexation, so the exact amounts differ. Check the Safe Work Australia penalties comparison table or your state regulator for the current figures in your jurisdiction.

Psychological injury falls explicitly within scope of all these offences. These penalties apply regardless of the worker's employment status.

The Workers' Compensation Gap

There is a further dimension that organisations often overlook. Many contractors and subcontractors, particularly sole traders and independent contractors, may not have workers' compensation coverage at all. Safe Work Australia's comparison of workers' compensation arrangements shows that coverage for contractors and labour hire workers varies significantly between jurisdictions.

This means that a contractor who suffers a psychological injury at your workplace may not have the same safety net that an employee would. The injury still happened. Your duty as a PCBU still applied. But the worker may face the harm with fewer financial protections. From a moral and reputational standpoint, this makes your proactive management of psychosocial risk for contractors even more important, not less.

Practical Audit: 10 Questions to Test Your System

If you want to know whether your psychosocial risk management covers contractors and subcontractors, run through these questions:

1. Does your psychosocial risk assessment include contractor and subcontractor roles, or only permanent positions?

2. Can a contractor or subcontractor's worker report a psychosocial hazard through your system without needing internal credentials?

3. Have you consulted contractors and subcontractors specifically about psychosocial hazards at your workplace in the last 12 months?

4. Do your induction processes for contractors cover psychosocial hazards, reporting pathways, and support services?

5. Have you reviewed your contracting and procurement arrangements to identify structural psychosocial hazards like unreasonable time pressure or penalty clauses?

6. Do you have documented agreements with head contractors, subcontractors, and labour hire agencies about who manages what aspects of psychosocial risk?

7. Can contractors access the same support services (such as EAP) as permanent employees?

8. Does your health and safety committee include or consult with contractor representatives?

9. When you make changes to project timelines, work practices, or site conditions, do you consult affected contractors before the change takes effect?

10. Have your officers (directors and senior executives) been briefed on the organisation's psychosocial risk obligations toward non-permanent workers?

If you answered no to any of these, you have an identifiable gap. Some of these gaps are straightforward to fix. Others require a systemic change to how your organisation thinks about, contracts with, and includes non-permanent workers.

A structured psychosocial risk management platform can help you track these obligations systematically, maintain evidence of consultation and controls, and give all workers, regardless of employment status, a pathway to raise concerns and participate in hazard identification.

Close the Gap Before It Closes on You

If your psychosocial risk management system only covers permanent employees, it does not cover your legal obligations. It is that simple.

The contractors and subcontractors at your workplace face the same hazards as your permanent staff, and in many cases, they face amplified versions of those hazards with fewer protections. They are more isolated, more pressured, more insecure, and less likely to report problems. They face multiple hazards at once, and those hazards interact and compound in ways that a standard employee survey will never capture. Your system of work must account for this.

Review your psychosocial risk assessment. Check whether contractors and subcontractors were included in the identification process. Check whether they have access to reporting mechanisms. Check whether anyone consulted them. If the answer to any of these is no, you have a gap that exposes your organisation and, more importantly, exposes real people to real harm.

The question is not whether contractors face psychosocial hazards at your workplace. They do. The question is whether your systems see them.

ReFresh helps organisations detect, assess, control, manage, and govern psychosocial risk across their entire workforce, including contractors and subcontractors. Book a demo to see how it works.

Disclaimer: This article provides general information about psychosocial risk management and WHS obligations in Australia. It does not constitute legal advice. The content reflects the regulatory position as of the date of publication and may not account for subsequent legislative or regulatory changes in specific jurisdictions. Organisations should seek independent legal advice regarding their specific obligations under WHS legislation in their jurisdiction. ReFresh is a psychosocial risk management platform and does not provide legal, medical, or psychological services.