The obligation your current tools were not designed for

ReFresh is the psychosocial operating system built for the compliance obligation that Culture Amp, Lattice, and 15Five were not designed to meet. Engagement surveys measure how people feel about their work. The psychosocial compliance obligation requires identifying what specific hazards exist across 17 categories, assessing their severity, implementing documented controls, and producing evidence that this cycle runs continuously. A regulator will not accept an engagement survey as evidence of hazard identification. Different tool, different job.

The OS handles this by providing the complete psychosocial safety infrastructure from scratch: risk intelligence (identifying hazards across all 17 categories), safety orchestration (turning hazards into tracked, owned responses), and governance evidence (proving the cycle is running). You do not need an existing WHS function, a safety team, or prior experience with hazard management. The operating system is designed for organisations starting from zero, which is where most tech companies are. Penalties for non-compliance can exceed $500,000 for organisations, and officers face personal liability including up to five years imprisonment for Category 1 offences.

Complete psychosocial OS from scratch, no WHS function needed

Risk intelligence, safety orchestration, and governance in one system

All 17 hazard categories covered from day one

Built for organisations starting from zero

A wide, honest shot of a tech company's open-plan office — the aesthetic is unmistakable: standing desks, large monitors, mechanical keyboards, noise-cancelling headphones, a kitchen island with a coffee machine in the background. The office is well-designed, well-resourced, and modern. In the middle of the floor, a head of people in her late 30s is standing between two rows of developer desks, holding a single printed page — a regulatory checklist or compliance requirement summary — and looking at it with the expression of someone holding a document from a world she recognises as important but that none of the tools surrounding her were built to address.

The obligation your current tools were not designed for

ReFresh is the psychosocial operating system built for the compliance obligation that Culture Amp, Lattice, and 15Five were not designed to meet. Engagement surveys measure how people feel about their work. The psychosocial compliance obligation requires identifying what specific hazards exist across 17 categories, assessing their severity, implementing documented controls, and producing evidence that this cycle runs continuously. A regulator will not accept an engagement survey as evidence of hazard identification. Different tool, different job.

The OS handles this by providing the complete psychosocial safety infrastructure from scratch: risk intelligence (identifying hazards across all 17 categories), safety orchestration (turning hazards into tracked, owned responses), and governance evidence (proving the cycle is running). You do not need an existing WHS function, a safety team, or prior experience with hazard management. The operating system is designed for organisations starting from zero, which is where most tech companies are. Penalties for non-compliance can exceed $500,000 for organisations, and officers face personal liability including up to five years imprisonment for Category 1 offences.

Complete psychosocial OS from scratch, no WHS function needed

Risk intelligence, safety orchestration, and governance in one system

All 17 hazard categories covered from day one

Built for organisations starting from zero

The hazards your distributed workforce faces are named legal obligations

ReFresh identifies psychosocial hazards across all 17 categories, with the risk intelligence calibrated to the hazard profile tech companies face: high job demands, remote and isolated work, intrusive surveillance from monitoring tools, poor organisational change management driven by restructures, lack of role clarity, and job insecurity. These are not abstract wellbeing concepts. Under Australian WHS law, they are named hazard categories with specific legal obligations attached.

The restructures that have reshaped the tech sector since 2023 are classified as poor organisational change management under the Code of Practice and trigger multiple hazard categories simultaneously. Monitoring tools that track screen time and availability are classified as intrusive surveillance. Remote work creates isolation hazards. The OS makes these visible and measurable across roles, teams, and locations, including distributed workers reached through shareable access that does not require platform accounts, so the organisation knows what hazards exist before they become claims.

Remote work, surveillance, restructure, and job insecurity hazards identified

Shareable access reaching every worker without platform accounts

Employee, contractor, and distributed workforce coverage

Hazard data by role, team, and location

A split-composition image showing two realities of the same distributed tech workforce at the same moment. On the left half: a software engineer in his early 30s working from a home office — a converted spare bedroom with a single monitor on a small desk, a headset on, a coffee mug, a slightly cluttered shelf behind him. He is mid-video-call, but his camera is off — his face is lit only by the monitor, and his expression is one of quiet isolation, the look of someone who has been in back-to-back calls for five hours without speaking to anyone in person. On the right half: two colleagues in a tech company's office sitting at a communal table with laptops, talking casually, sharing a screen, with the easy body language of proximity and collaboration. The scene captures the named psychosocial hazards that distributed tech workforces face as legal obligations — remote and isolated work, poor support, high job demands, low role clarity, and the psychological toll of being perpetually connected but physically alone.

The hazards your distributed workforce faces are named legal obligations

ReFresh identifies psychosocial hazards across all 17 categories, with the risk intelligence calibrated to the hazard profile tech companies face: high job demands, remote and isolated work, intrusive surveillance from monitoring tools, poor organisational change management driven by restructures, lack of role clarity, and job insecurity. These are not abstract wellbeing concepts. Under Australian WHS law, they are named hazard categories with specific legal obligations attached.

The restructures that have reshaped the tech sector since 2023 are classified as poor organisational change management under the Code of Practice and trigger multiple hazard categories simultaneously. Monitoring tools that track screen time and availability are classified as intrusive surveillance. Remote work creates isolation hazards. The OS makes these visible and measurable across roles, teams, and locations, including distributed workers reached through shareable access that does not require platform accounts, so the organisation knows what hazards exist before they become claims.

Remote work, surveillance, restructure, and job insecurity hazards identified

Shareable access reaching every worker without platform accounts

Employee, contractor, and distributed workforce coverage

Hazard data by role, team, and location

What the OS delivered for a globally distributed tech company

ReFresh enabled Amped HQ, a globally distributed tech company, to achieve 100% workforce coverage across employees and contractors, reduce tracking time by more than 70%, and gain three times the visibility into workforce psychosocial risk. Before the OS, they managed psychosocial risk through fragmented tools and manual processes with no single system connecting identification to evidence. After implementation, the operating system replaced the patchwork with continuous, structured evidence from a single system.

The time-back outcome is what matters for People teams in tech. The OS handles the documentation, evidence generation, and governance reporting as a byproduct of the management process, not as a separate reporting exercise. The financial context reinforces why: a single psychological injury claim costs an average of $288,542 and takes five times longer to resolve than a physical injury claim. For a tech company with 500 staff, one unmanaged hazard that leads to one claim costs more than five years of the operating system.

100% workforce coverage across employees and contractors

70%+ reduction in psychosocial risk tracking time

3x improvement in workforce risk visibility

Single system replacing fragmented manual processes

A warm, documentary-style shot of a people operations lead in her mid-30s sitting in a bright, modern tech office kitchen area — the kind with a long timber bench, stools, and a good espresso machine — having an informal one-on-one with a team lead in his late 20s. She has a tablet between them on the bench showing a team-level psychosocial risk summary — a simple card view with three or four hazard categories and their current scores, visible in structure but not legible. He is mid-sentence, relaxed, gesturing as he describes something about his team's experience. She is listening with genuine attention, one hand resting near the tablet, the other holding her coffee. The conversation is specific but casual — the kind of check-in that only happens when the data gives you something concrete to discuss. The scene captures the outcome the case study describes — a globally distributed tech company that went from zero psychosocial compliance infrastructure to an operational system that enables specific, data-informed conversations between people leaders and team leads. The kitchen setting and the casual body language say: this is not a formal compliance process, it is a normal conversation powered by structured data.

What the OS delivered for a globally distributed tech company

ReFresh enabled Amped HQ, a globally distributed tech company, to achieve 100% workforce coverage across employees and contractors, reduce tracking time by more than 70%, and gain three times the visibility into workforce psychosocial risk. Before the OS, they managed psychosocial risk through fragmented tools and manual processes with no single system connecting identification to evidence. After implementation, the operating system replaced the patchwork with continuous, structured evidence from a single system.

The time-back outcome is what matters for People teams in tech. The OS handles the documentation, evidence generation, and governance reporting as a byproduct of the management process, not as a separate reporting exercise. The financial context reinforces why: a single psychological injury claim costs an average of $288,542 and takes five times longer to resolve than a physical injury claim. For a tech company with 500 staff, one unmanaged hazard that leads to one claim costs more than five years of the operating system.

100% workforce coverage across employees and contractors

70%+ reduction in psychosocial risk tracking time

3x improvement in workforce risk visibility

Single system replacing fragmented manual processes

From zero to operational in four weeks

ReFresh provides tech companies with the complete psychosocial operating system from scratch, with standard onboarding taking approximately four weeks including platform configuration, team setup, and the first survey deployment. The OS covers hazard identification across all 17 categories, structured risk assessment, control tracking with named ownership and deadlines, and governance evidence, with the operating system producing evidence from the first survey cycle forward.

For distributed teams across multiple states or countries, the OS reaches every worker through shareable survey and reporting links without requiring platform accounts. The obligation extends to all workers regardless of where they work, and the shift to distributed work has intensified the obligation rather than reducing it. SafeWork NSW has committed $127.7 million in enforcement funding with 51 new inspectors. The regulatory posture has shifted from guidance to enforcement. The OS means your People team does not have to build the compliance infrastructure to respond to that shift; they install it.

Standard onboarding in four weeks including first survey

Evidence produced from the first survey cycle forward

Multi-state and international workforce support

Shareable survey links without platform accounts

A clean, time-lapse-feeling shot of a tech company's people team workspace — a cluster of three or four desks in a corner of the open-plan office. The shot is taken at a moment of arrival and beginning: one desk has a person sitting down and opening a laptop for what looks like the first time in this workspace — a fresh sticker on the laptop lid, a new notebook beside it, the energy of starting something. The second desk has someone already working, mid-flow, headphones on, two monitors active. The third desk has someone leaning back, finished, coffee in hand, looking at a monitor showing a green-status dashboard — the relaxed posture of completion. The fourth desk is empty, chair pushed in. The three occupied desks read as a compressed timeline: starting, working, done. Four weeks captured in four desks.

From zero to operational in four weeks

ReFresh provides tech companies with the complete psychosocial operating system from scratch, with standard onboarding taking approximately four weeks including platform configuration, team setup, and the first survey deployment. The OS covers hazard identification across all 17 categories, structured risk assessment, control tracking with named ownership and deadlines, and governance evidence, with the operating system producing evidence from the first survey cycle forward.

For distributed teams across multiple states or countries, the OS reaches every worker through shareable survey and reporting links without requiring platform accounts. The obligation extends to all workers regardless of where they work, and the shift to distributed work has intensified the obligation rather than reducing it. SafeWork NSW has committed $127.7 million in enforcement funding with 51 new inspectors. The regulatory posture has shifted from guidance to enforcement. The OS means your People team does not have to build the compliance infrastructure to respond to that shift; they install it.

Standard onboarding in four weeks including first survey

Evidence produced from the first survey cycle forward

Multi-state and international workforce support

Shareable survey links without platform accounts

You have an obligation you probably do not know about. The ReFresh OS handles it.