P.A.T. - Psychosocial Audit Tool

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Email* This field is required.
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Project Name* This field is required.
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Do employees contribute to how or when their work is performed?* This field is required.Psychosocial Hazard: Low job control
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Where were these findings from?Do employees contribute to how or when their work is performed?
Please Select
Evidence of meetings or toolbox talks showing that employees are encouraged to raise suggestions, flag risks etc that relate to daily work
Evidence that employees are involved with planning work on how jobs are sequenced
Evidence that role descriptions are developed in consultation with employees
Having a mechanism for “upward feedback” where workers can provide feedback to managers or executives in a safe way
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Are employees involved in decisions that affect their job?* This field is required.Psychosocial Hazard: Low job control
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Where were these findings from?Are employees involved in decisions that affect their job?
Please Select
Developing realistic role expectations and duties
Documentation from meetings or toolbox talks where employees are asked for input on work methods or task allocation
Evidence that employees were consulted before changes to processes, systems or job roles
Records showing that employees participated in developing or reviewing risk controls for specific tasks
Developing a safe pathway for workers to report job design or workload concerns
Having a mechanism for “upward feedback” where workers can provide feedback to managers or executives in a safe way
Results from engagement surveys asking for opinions on job design, work hours or others items that may affect employees' job
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AvgControl
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controlpriority
9
Are employees working, or expected to work less than 50 hours, and is consideration given to commute times?* This field is required.Psychosocial Hazard: High and low job demands
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Where were these findings from?Are employees working, or expected to work less than 50 hours and is consideration given to commute times?
Please Select
Documented work hours showing that standard shifts are under 50 hours per week on average per employee
A written policy outlining maximum working hours, rest breaks and how fatigue is managed
Data showing actual site arrival and departure times to backup claims for reasonable work hours
Evidence to show forward planning to ensure jobs aren’t rushed and considerations are in place for peak periods and leave coverage
Allowing enough time to complete each job stage before the next one is due to come in
Evidence of systems to provide employees with adequate and achievable demands in relation to agreed working hours
Regular reviews of workplace data for trends including records of sick leave, workers compensation data, incident and injury records etc
Records from employee feedback, surveys, or meetings where commute and work-life balance were raised and addressed
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Do employees have achievable workloads with manageable time pressures?* This field is required.Psychosocial Hazard: High and low job demands
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Where were these findings from?Do employees have achievable workloads with manageable time pressures?
Please Select
Evidence of forward planning to ensure jobs aren’t rushed and considerations are in place for peak periods and leave coverage
Allowing enough time to complete each job stage before the next one is due to come in
Systems are in place to provide employees with adequate and achievable demands in relation to agreed working hours
Developing a safe pathway for workers to report job design or workload concerns
Evidence of low or limited overtime data which can demonstrate the team is managing workload within normal hours
Survey results or meeting notes indicating whether staff feel workload expectations are reasonable and achievable
Evidence that managers and supervisors regularly check in on task progress and adjust plans to relieve pressure
Examples where time pressure or workload concerns were raised and responded to
Rosters, histograms or schedules showing that teams are properly resources to meet project deadlines
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Are employees interacting with any stakeholder that may be exhibiting challenging behaviours?* This field is required.Psychosocial Hazard: High and low job demands
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Where were these findings from?Are employees having limited interactions working with any stakeholder who are exhibiting challenging behaviours?
Please Select
Records where workers reported difficult interactions with the public, subcontractors, clients or other stakeholders (e.g verbal abuse, aggression etc)
Notes describing recurring stakeholder challenges (e.g disputes with residents, difficult client reps or subcontractor tensions)
Psychosocial Reporting system is in place and communicated
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Are employees working in unpleasant or hazardous conditions (e.g. working in extreme temperatures or noise)?* This field is required.Psychosocial Hazard: High and low job demands
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Where were these findings from?Are employees working in unpleasant or hazardous conditions (e.g. working in extreme temperatures or noise)?
Please Select
Documentation identifying environmental hazards such as heat, cold, noise, dust, vibration or confined space
Heat stress logs, noise level monitoring results, air quality checks, or vibration readings taken on site
Evidence that workers are issued and using appropriate PPE (e.g hearing protection, cooling vests, sun protection, respiratory gear) based on site conditions
Meeting records where leaders address heat risk management, noise control, or working in uncomfortable conditions
Example where work hours were shifted to avoid the hottest part of the day, night works schedule for temperature control, or noisy activities to reduce prolonged exposure
Employee survey data or informal feedback mentioning physical discomfort or environmental challenges on site
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Are employees undertaking repetitive or monotonous tasks requiring low thought-processing levels or little variety?* This field is required.Psychosocial Hazard: High and low job demands
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Where were these findings from?Are employees undertaking repetitive or monotonous tasks requiring low thought-processing levels or little variety?
Please Select
Documentation outlining roles that involve repetitive manual tasks (e.g repetitive lifting, scanning etc)
Safe Work Method Statements (SWMS) showing that a task involves repeated activities
Evidence that workers are rotated between tasks or workstations to reduce fatigue or boredom
Reports or observations showing signs of reduced concentration, increased error rates or feedback about mental fatigue or boredom
Evidence of employee surveys with comments regarding repetitive tasks
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AvgDemand
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demandpriority
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Do employees receive emotional and/or practical support from supervisors and managers?* This field is required.Psychosocial Hazard: Poor Support
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Where were these findings from?Do employees receive emotional and/or practical support from supervisors and managers?
Please Select
Records showing managers and supervisors regularly check in on team wellbeing, encourage open communication or raise awareness of support resources
Evidence that programs like EAP, mental health toolkits or peer support initiatives are actively promoted and accessible
Documentation showing managers and supervisors have been trained in mental health awareness, psychological safety, or how to support their teams emotionally and practically
Informal or formal documentation of managers and supervisors conducting regular welfare check-ins with team members
Employee Engagement Survey that has results or quotes that reflect positive perceptions of manager support
Examples where managers or supervisors provided support following a stressful event (e.g accident or community conflict)
Evidence of how managers assist employees with reintegration when returning to work from an injury - both emotionally and practically
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Do employees have access to information or training to support their work performance?* This field is required.Psychosocial Hazard: Poor Support
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Where were these findings from?Do employees have access to information or training to support their work performance?
Please Select
Documentation showing employees have completed required onboarding, role-specific or refresher training
Evidence that employees can easily access up-to-date procedures or site rules relevant to their role
Evidence of toolbox talks or short training that includes safety tips, new equipment guidance or lessons learned from recent incidents
Materials are provided to new employees that clearly outline job expectations, responsibilities and available support
Evidence of surveys or informal feedback loops showing employees feel well-informed and confident on how to carry out their work safely and effectively
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Do employees have the right tools, equipment and resources to do the job?* This field is required.Psychosocial Hazard: Poor Support
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Where were these findings from?Do employees have the right tools, equipment and resources to do the job?
Please Select
Documentation showing that tools and equipment are regularly checked, maintained, and fit for purpose
Records showing that workers are issued with the correct tools and PPE required for their role
Evidence of employee feedback channels that allow employees to report missing, damaged, or unsuitable equipment
Internal audits or inspections confirming that the right tools and resources are available and accessible on site
Evidence of training provided to employees to ensure they know how to use tools and equipment safely
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AvgSupport
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supportpriority
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Are potential health, safety and performance impacts due to organisational change considered and assessed prior to change being implemented?* This field is required.Psychosocial Hazard: Poor organisational change management
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Where were these findings from?Are potential health, safety and performance impacts due to organisational change considered and assessed prior to change being implemented?
Please Select
Formal documents assessing the impact of organisational or operational changes (e.g changes to work methods, personnel, shifts etc)
Records showing that safety, health or performance risks were identified, rates and mitigate as part of planning for change
Analysis of any increase in incidents or near misses during a change period and the actions taken in response to
Reports showing the effectiveness of a change, what went well and what can be improved - in relation to worker safety and performance
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Does consultation and communication regarding major changes that affect employees occur?* This field is required.Psychosocial Hazard: Poor organisational change management
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Where were these findings from?Does consultation and communication regarding major changes that affect employees occur?
Please Select
Evidence that employees were informed and consulted before significant changes - with clear explanations of impacts
Documentation from meetings, toolbox talks or briefings
Written communication outlining what is changing, why and how it affects employees
Feedback or consultation forms used to gather employee feedback
Evidence that formal representation (e.g Union or HSR) were consulted in accordance
Materials such as FAQ's or info packs explaining major change in plain language
Follow up employee surveys or feedback channels to check how well the change was communicated
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Are there records or processes in place to provide practical support for employees during change periods?* This field is required.Psychosocial Hazard: Poor organisational change management
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Where were these findings from?Are there records or processes in place to provide practical support for employees during change periods?
Please Select
Documentation outlining how employees will be supported through a change (e.g additional training, revised processes, communication strategies etc)
Evidence that practical training or ups killing was provided to help employees adjust to new systems, processes or equipment
Documentation showing regular communication, guidance or Q&A sessions occurred
Evidence that EAP was made available and actively promoted during change period
Resources provided to help workers understand and navigate the change
Notes or records from one-on-one discussions with managers offering practical support
A structured feedback mechanism or issues register for employees to raise concerns or seek support
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AvgChange
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changepriority
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Are there consistent and fair application of policies and procedures? * This field is required.Psychosocial Hazard: Poor organisational justice
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Where were these findings from?Are there consistent and fair application of policies and procedures?
Please Select
Evidence of up-to-date policies and procedures that are clearly communicated to employees
Procedures are established that are deemed to be fair, unbiased, consistently applied, using accurate information and are open to appeal processes
Documentation showing that breaches of policies are investigated and addressed consistently - regardless of role, employer, or level of seniority
Examples of fair and proportional enforcement (e.g disciplinary action) taken inline with procedures
Employee feedback or records shows that concerns about fairness or policy enforcement were raised and resolved transparently
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Do employees feel that decisions regarding allocating resources and work are fair? * This field is required.Psychosocial Hazard: Poor organisational justice
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Where were these findings from?Are there consistent and fair application of policies and procedures?
Please Select
Evidence of Employee Engagement Survey's that shows perceptions of fairness in task distribution
Documentation demonstrating that work is allocated evenly across teams - avoiding favouritism or overloading
Visual schedules or planning used in team meetings that show role clarity
Evidence of job rotation, upskilling opportunities being utilised or resource distribution has been addressed
Discussion evidence that includes open conversations about workloads, fairness or ways to improve how work is allocated on site
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Do employees feel there is or has been appropriate management of under-performance or disciplinary issues? * This field is required.Psychosocial Hazard: Poor organisational justice
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Where were these findings from?Are there consistent and fair application of policies and procedures?
Please Select
Employee engagement or pulse survey results indicate that perceptions of fairness and consistency in how underperformance or conduct issues are addressed
Evidence of documented processes outlining how underperformance or misconduct is identified, managed and escalated - with fairness and transparency built in
Evidence that managers and supervisors have received training on how to fairly and appropriately manager performance or behavioural issues
Documented outcomes of past disciplinary or performance cases showing fairness and resolution approaches
Evidence of escalation and reporting procedures are in place, ensuring concerns are raised and assessed
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AvgJustice
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justicepriority
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Is there a process in place to provide positive feedback to peers?* This field is required.Psychosocial Hazard: Low recognition and reward
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Where were these findings from?Is there a process in place to provide positive feedback to peers?
Please Select
Reward and recognition program exists and is being utilised
Evidence of teams and individuals are regularly recognised at meetings, toolboxes or other
Onsite visual tools or web-based apps (e.g yammer) are utilised where employees can leave messages or notes recognising positive contributions
Employee engagement survey responses indicate employees feel recognised and valued by peers
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Is the mechanism to recognise and reward accessible to all employees?* This field is required.Psychosocial Hazard: Low recognition and reward
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Where were these findings from?Is the mechanism to recognise and reward accessible to all employees?
Please Select
Recognition program guidelines exist that show all employees (including subcontractors, labour hire etc) are eligible and encouraged to participate
Examples showing the recognition program is promoted across all shifts
Nomination form is simple, available (physical or digital) and usable by all employees - not just staff
Evidence of past recognition shows a breakdown of a diverse range of employees being nominated and awarded - across roles, locations and levels
Evidence of managers prompting or encouraging to share recognition opportunities
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Is there sufficient opportunity for skills development?* This field is required.Psychosocial Hazard: Low recognition and reward
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Where were these findings from?Is there sufficient opportunity for skills development?
Please Select
Calendars or logs exist showing regular training opportunities
Competency or learning management system exists to track current employee competencies and identifies future training needs
Evidence of employees completing formal or informal training provided by the company or project
Structured development programs exist such as leadership development
Evidence of micro-learning or lunch and learning opportunities
Examples where employees have advanced in their roles or been given additional responsibilities as a result of their skills development
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AvgReward
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rewardpriority
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Is there clarity of job roles, responsibilities, and expectations amongst the employees?* This field is required.Psychosocial Hazard: Low role clarity
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Where were these findings from?Is there clarity of job roles, responsibilities, and expectations amongst the employees?
Please Select
Job descriptions or role provides are provided to employees
Documentation showing role expectations, duties and reporting lines are explained at the start of the project
Records exist where managers clearly communicate tasks and responsibilities for the day or week
Organisational chart exists showing reporting lines
Regular career and clarity communication conversations are carried out
Employee feedback or engagement survey responses indicate whether employees feel confident in undertaking their role and how it contributes to the project
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Do employees deal with conflicting or changing priorities that impact their job role?* This field is required.Psychosocial Hazard: Low role clarity
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Where were these findings from?Do employees deal with conflicting or changing priorities that impact their job role?
Please Select
Manager notes describing how teams are being redirected or resources reallocated and the resulting impact
Employee feedback or survey results show minimal comments indicating frustration, confusing or stress related constantly changing priorities
Meeting notes exist where discussions acknowledging competing priorities, explain changes or help workers reprioritise
Examples of when competing demands caused friction or confusion - and how it was managed or resolved
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AvgClarity
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Claritypriority
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Are there instances of workplace bullying, aggression, harassment, discrimination or other unreasonable behaviour by colleagues, supervisors, or clients?* This field is required.Psychosocial Hazard: Poor workplace relationships
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Where were these findings from?Are there instances of workplace bullying, aggression, harassment, discrimination or other unreasonable behaviour by colleagues, supervisors, or clients?
Please Select
Records exist of formal complaints, grievances, or reports related to bullying, harassment or discrimination - including how they were handled
Evidence showing that allegations that the complaints were taken seriously, investigated fairly, and appropriate actions were taken
Workplace behaviour policies are clearly communicated outlining acceptable conduct, reporting mechanisms, ad consequences of breaches - shared during inductions and refresher training
Records exist of employees completing training in workplace behaviour, anti-bullying, discrimination, and harassment prevention
Reponses to engagement or pulse surveys asking whether workers feel safe, respected, and free from unreasonable behaviour
EAP exists and evidence that it is promoted in response to challenging behaviour or stressors
Examples of proactive messaging from managers or supervisors reinforcing respectful behaviour and zero tolerance for misconduct
Developing and enforcing behaviour standards (or site rules) for supervisors, workers, and others interacting with your workers e.g. other tradies on site
Providing mentoring and coaching (e.g. pairing a young worker with an experienced worker)
Putting a buddy system in place (e.g. peer to peer)
Encouraging a positive work culture, where workers feel safe, supported and empowered to speak up
Having a plan to immediately remove workers from unsafe or violent behaviour, including reporting to NSW Police if necessary
Developing a safe pathway for workers to report inappropriate behaviour
Developing and following policies and procedures – e.g. Code of conduct, grievance management
Regular reviews of workplace complaints (i.e grievances, bullying and harassment)
Trained mental health first aiders in place
Employee assistance program in place (EAP)
A psychosocial hazard reporting system in place
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Are relationships between employees and their managers, colleagues or other stakeholders generally positive?* This field is required.Psychosocial Hazard: Poor workplace relationships
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Where were these findings from?Are relationships between employees and their managers, colleagues or other stakeholders generally positive?
Please Select
Employee engagement or pulse survey results indicate high levels or trust, collaboration and respect between teams and leadership
Feedback from toolbox talks or debriefs shows respectful dialogue during, with active participation from workers
Lack of formal grievances or disputes
Recognition and peer feedback programs shows strong acknowledgment
Examples of collaborative planning sessions where employees agree on priorities and work together cohesively
360 degree feedback for managers shows that they are viewed positively by their teams
Low turnover or absenteeism - can reflect strong team culture and supportive relationships
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Are relationships between contractors and clients generally positive?* This field is required.Psychosocial Hazard: Poor workplace relationships
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Where were these findings from?Are relationships between contractors and clients generally positive?
Please Select
Client feedback or satisfaction surveys shows positive results
Meeting minutes shows constructive dialogue, ability to resolve issues and mutual respect
Meeting minutes or logs to demonstrate collaboration to resolve site issues, design changes, delays or safety concerns - with both sides contributing
Absence of contract disputes, complaints or formal escalation processes being triggered
Extension of contracts or repeat engagements
Evidence of joint campaigns or team-building activities to provide culture building
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Are there instances of conflict between employees and their managers, supervisors or colleagues?* This field is required.Psychosocial Hazard: Poor workplace relationships
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Where were these findings from?Are there instances of conflict between employees and their managers, supervisors or colleagues?
Please Select
Grievances or conflict resolution registers shows interpersonal conflicts raised
Notes exist from mediations or conversations to resolve internal team conflicts or to improve relationships
Employee feedback or survey results shows insight into whether employees feel respected, supported, and able to raise concerns
Evidence of inappropriate behaviour or frequent clashes
Records showing proactive conflict prevention
Evidence that site leaders are equipped to manage conflict early and fairly
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AvgRelationships
68
Relationspriority
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Are the offices or compound amenities clean and tidy?* This field is required.Psychosocial Hazard: Poor environmental conditions
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Where were these findings from?Are the offices or compound amenities clean and tidy?
Please Select
Site inspection or audit reports indicate regularly cleaning is being maintained
Cleaning schedules or contractor logs exists showing cleaning frequency, tasks checklists, and sign-off sheets from cleaners
Photos or visual evidence of clean, organised office spaces, lunchrooms and washrooms
Low frequency of reported issues like broken fixtures, dirty conditions or overflowing bins
Employee feedback or survey responses indicates employees are satisfied with cleanliness and hygiene
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Do the offices or compounds have adequate space for the number of employees?* This field is required.Psychosocial Hazard: Poor environmental conditions
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Where were these findings from?Do the offices or compounds have adequate space for the number of employees?
Please Select
Site layout or compound plans shows the design and capacity of office areas, crib rooms, bathrooms, and meeting spaces - compared against headcount
Occupancy assessments or space utilisation reviews show allocations to meet WHS or building code requirements
Employee feedback or survey responses show low commentary regarding overcrowding, comfort, access to amenities or availability of private areas
Photos show evidence adequate space, seating and movement flow
Evidence of temporary or scalable accomodation plans exist when the team grows beyond site capacity
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Are there adequate workstations setup for the appropriate number of employees on the project?* This field is required.Psychosocial Hazard: Poor environmental conditions
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Where were these findings from?Are there adequate workstations setup for the appropriate number of employees on the project?
Please Select
Workstation allocation plans or seating charts match the number of employees on site at any given time
Visual evidence confirms that the number and size of workstations accomodate current staffing levels
Occupancy and capacity assessments completed comparing the number of employees with available workstations - ensuring compliance with ergonomic and WHS standards
Hot desk or shared space booking systems exist to manage des sharing
Employee feedback or surveys indicate appropriate availability, comfort and functionality of workstations
Photos or inspection reports indicate desks are available, set up properly, and ergonomically appropriate
Records show few or no issues raised about lack of space, unavailable desks or unsuitable work environments
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Do the offices or compounds have ample light and proper workstations setup?* This field is required.Psychosocial Hazard: Poor environmental conditions
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Where were these findings from?Do the offices or compounds have ample light and proper workstations setup?
Please Select
Site inspection or safety audit reports confirm that lighting levels meet WHS standards and that workstations are properly set up (e.g monitor height, seating, lighting)
Photos of office or compound areas show well-it spaces with natural or artificial lighting and workstations that are clean, functional and ergonomically arranged
Ergonomic assessment checklist completed
Fit-out specifications or lighting plans specifying lighting installations, workstation counts, and furniture setup according to building or site design standards
Maintenance logs or issue reports showing faulty lights, flickering fixtures or broken furniture are reported and repaired promptly
Employee feedback or survey results indicate satisfaction with lighting quality and workstation setup
Guidance is provided to employees during induction on how to adjust workstations or report issues
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Is the construction site (in areas other than the office/amenities) well organised?* This field is required.Psychosocial Hazard: Poor environmental conditions
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Where were these findings from?Is the construction site (in areas other than the office/amenities) well organised?
Please Select
Site layout or traffic management plans shows clear planning of access routes, storage zones, exclusion areas etc
Housekeeping inspection records or audit checklist confirm materials are being stored correctly, pathways are clear, signage is in place and waste is managed effectively
Photos or videos of site show tidy, structured work zones with proper signage, materials stacking, cordoned-off hazards, and minimal clutter
Toolbox talks or safety briefings emphasis daily housekeeping, site order, and expectations for maintaining a clean and efficient work environment
Delivery and material handling logs show materials and equipment are delivered and stored inline with site logistics plans to avoid congestion
Waste and recycling management procedures are in place for waste removal, recycling, and maintaining cleanliness
A low number of slips, trips or near-miss reports exists related to disorganisation
Feedback or notes from visiting clients or other shows positive commentary on site order and workflow
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Are the construction site (in areas other than the office/amenities) risks adequately controlled?* This field is required.Psychosocial Hazard: Poor environmental conditions
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Where were these findings from?Are the construction site (in areas other than the office/amenities) risks adequately controlled?
Please Select
Safe Work Method Statements (SWMS) exist, are approved and up-to-date for high-risk construction work
Site-specific risk assessments or hazard registers detailing site risks and the control strategies applied
Evidence of daily pre-start checklists or toolbox talks reviewing current hazards and control measures before stating work each day, with sign-in sheets or summaries of what was covered
Site inspection and audit reports show hazards are actively identified, controls are implemented and actions followed up
Permit-to-work systems are in place showing that additional risk controls are planned, approved, and verified prior to starting work
Evidence that workers have the right tickets, qualifications and training to perform tasks safely and apply controls correctly
Low frequency of incidents related to uncontrolled risks, or strong corrective actions take in response to safety events
Evidence that PPE is appropriate, accessible, and used consistently in high-risk work areas
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AvgEnvironment
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environmentpriority
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Is there reasonable access to resources and communication in remote sites?* This field is required.Psychosocial Hazard: Remote and isolated work
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Where were these findings from?Is there reasonable access to resources and communication in remote sites?
Please Select
Evidence of effective systems and communication with remote or isolated workers e.g. buddy systems, movement records, duress alarm, walkie talkie, CB radio
Evidence that employees on remote sites have access to laptops, tablets, phones etc to stay connected and access necessary information
Remote site induction or operating procedures exists outlining how teams access systems, communicate with head office, escalate issues etc
Employee feedback or site surveys indicate satisfaction with access to communication and operational resources
Emergency management and escalation procedures clearly define steps for contacting support, emergency services or head office in case of critical incidents or urgent issues
Records show that remote teams are included in daily briefings or updates
Photos or inventories of site facilities shows stocked first aid kids, communication stations and availability of backup equipment if required
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Is the project commute times for employees reasonable and appropriate for their role?* This field is required.Psychosocial Hazard: Remote and isolated work
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Where were these findings from?Is the project commute times for employees reasonable and appropriate for their role?
Please Select
Commute time assessments or travel surveys completed to indicate average commute times and how they might vary
Site selection or accomodation planning documents indicates that the project site location, start times or accomodation were selected with reasonable travel expectations in mind - particularly for remote or regional projects
Examples showing that employees with long commutes are rostered to manageable shifts, or that staggered start times reduce peak-hour travel stress
Records showing that transport is provided (e.g site bus) or that accomodation is offered to reduce excessive commuting
Fatigue risk management policies are in place to flag excessive travel as a risk - with controls in place (e.g mandatory breaks)
Employee feedback or engagement surveys indicates that commute times are seen as fair and manageable
Employment contractors or job roles outline agreements about travel expectations, site location obligations and whats considered reasonable for the role
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Are there adequate procedures and support in place to manage employees working in remote or isolated locations?* This field is required.Psychosocial Hazard: Remote and isolated work
88
Where were these findings from?Are there adequate procedures and support in place to manage employees working in remote or isolated locations?
Please Select
Remote or isolated work procedures outlines the controls in place for working alone or in remote locations (e.g check-in systems, communication protocols, emergency response)
Check-in/check-out system is in place ensuring worker whereabouts and wellbeing are tracked
Evidence that workers receive training on what to do in case of emergencies
Evidence that remote vehicles or workstations are equipped with appropriate supplies (e.e first aid kits)
Confirmation that workers have access to communication tools (e.g UHF radios) and where mobile or radio coverage exists of rails
Buddy system is in place to reduce the risk of isolation
89
Avgremote
90
remotepriority
91
Have there been instances of violent or traumatic workplace events that may have exposed an employee to abuse, the threat of harm or actual harm?* This field is required.Psychosocial Hazard: Violent or traumatic events
92
Where were these findings from?Have there been instances of violent or traumatic workplace events that may have exposed an employee to abuse, the threat of harm or actual harm?
Please Select
Evidence of incident or injury reports involving physical aggression, verbal abuse, threats or critical incidents (e.g serious safety breaches)
Documentation from security personnel or site managers describing any threatening or violent behaviour involving workers, subcontractors, clients or members of the public
Notes from formal debriefs or post-incident reviews following traumatic events
EAP showing spikes in support service usage following traumatic events
Confidential logs showing allegations of abuse or violence as being documented, invested and addressed appropriately
Records of sessions held to address workplace violence, reset behavioural expectations or support employees after an incident
Evidence of training to show that employees are trained in managing aggression or responding to threats safely
Documentation showing that high-risk sites or activities have proactive strategies in place to prevent harm (e.g fencing, CCTV, extra supervision etc)
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If employees are exposed to violent or traumatic events, there are processes in place to support this employee should this arise?* This field is required.Psychosocial Hazard: Violent or traumatic events
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Where were these findings from?If employees are exposed to violent or traumatic events, there are processes in place to support this employee should this arise?
Please Select
Formal documentation outlining how the project responds to serious or traumatic events
Employee Assistance Program (EAP) is accessible and promoted
Psychological first aid or well-being check protocols processes are in place to ensure workers involved in or witness traumatic events are checked on by a trained supervisor, HSE representative or support office
Training records exist confirming leaders are trained in recognising signs of trauma, offering initial support and referring team members to appropriate services
Post-incident debrief forms exist for critical incidents
Evidence of customised support for employees returning after time off due to a traumatic incident (e.g modified duties, flexible hours etc)
Confidential reporting and escalation pathways exist for employees to report concerns, seek help or request support after an event - without fear of stigma or reprisal
Surveys or interviews post-incident are in place to assess how well the support process workers and where it could be improved
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Avgtrauma
96
traumapriority
97
Are employees witnessing or experiencing behaviour that may be deemed inappropriate, intimidating or harassing?* This field is required.Psychosocial Hazard: Bullying and Harassment
98
Where were these findings from?Are employees witnessing or experiencing behaviour that may be deemed inappropriate, intimidating or harassing?
Please Select
Employee engagement or culture survey results indicates whether workers have witness or experienced disrespectful, intimidating or harassing behaviour - and whether they feel safe reporting it
Evidence of grievance or misconduct case records related to inappropriate language, bullying, harassment or threatening conduct - and how those issues were handled
Workplace behaviour policies exist outlining what constitutes inappropriate, harassing or intimidating behaviour - and steps for reporting and managing it
Evidence that employees and supervisors have been trained in workplace conduct, discrimination, harassment prevention, and respectful behaviour
Sessions where workplace culture, respect or zero tolerance for harassment is reinforced - with attendance records
Evidence that employees know how to raise concerns confidentially to HR
Feedback exists post incident showing whether employees feel the issue was taken seriously and addressed fairly
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Are there consequences for inappropriate behaviour, regardless of the persons position?* This field is required.Psychosocial Hazard: Bullying and Harassment
100
Where were these findings from?Are there consequences for inappropriate behaviour, regardless of the persons position?
Please Select
Code of Conduct or Behavioural standard exists stating that all employees, regardless of role or seniority, are held to the same behavioural expectations - including zero tolerance for harassment, bullying or discrimination
Disciplinary procedures or policies exist outlining consistent steps for managing inappropriate behaviour
Evidence exists that shows appropriate action was taken against inappropriate behaviour regardless of level
Evidence of messages or communications from leaders shows reinforcement of accountability and expectation that everyone is treated fairly and respectfully
Employee feedback or engagement surveys data indicates that employees believe the rules apply to everyone - and whether they trust the system to take action when needed
Whistleblow or anonymous reporting mechanisms exist to give employees confidence to report concerns without fear of retaliation
101
Are employees witnessing or experiencing behaviour that may be deemed inappropriate, intimidating or harassing?* This field is required.Psychosocial Hazard: Bullying and Harassment
102
Where were these findings from?Are employees witnessing or experiencing behaviour that may be deemed inappropriate, intimidating or harassing?
Please Select
Employee surveys or engagement results indicate employees have observed or experienced inappropriate behaviour
Grievance or complaint records indicate that behaviours have been reported
Records of meetings where respectful behaviour expectations were reinforced, or discussions held after any reported incidents
Exit Interviews provide evidence that employees have disclosed concerns about inappropriate conduct
103
Are there clear policies in place regarding workplace behaviour, harassment and bullying?* This field is required.Psychosocial Hazard: Bullying and Harassment
104
Where were these findings from?Are there clear policies in place regarding workplace behaviour, harassment and bullying?
Please Select
Workplace Behaviour Policy (including bullying and harassment) outlining expected standards of conduct is communicated and embedded
Evidence that polices are introduced during the induction and onboarding process
Visual evidence that behavioural expectations are regularly communicated
Grievance and complaints procedure is clear for employees to raise issues, who to contact, confidentiality protections and how the process is managed
Employee handbook or code of conduct exists which includes behaviour expectations and is signed off by employees
105
AvgBullying
106
bullyingpriority
107
Is there a workplace mental health policy in place?* This field is required.Mental health policy established
YESNO
108
Are psychosocial hazards or factors known, and are they included in the organisation's management system (plans, procedures, etc.)?* This field is required.Psychosocial Hazards Known
YESNO
109
Are psychosocial risks and hazards included within organisational and project risk registers with clear mitigation strategies?* This field is required.Psychosocial risks included in risk register
YESNO
110
Is there a documented plan on how the organisation and/or project will address known psychosocial risks?* This field is required.Psychosocial risk management plan
YESNO
111
Are employees consulted on psychosocial risks and hazards and the mitigating controls?* This field is required.Employee consultation on mental health risks
YESNO
112
Does the organisation promote mental health awareness, psychosocial hazards, and related mitigation strategies?* This field is required.Mental health awareness & promotion
YESNO
113
Are employees trained to understand work-related stress, the risks associated with exposure to stress, and strategies for self-care?* This field is required.Employee access to health resources
YESNO
114
Are employees provided with training, resources or information on practising regular healthy habits to remain mentally healthy?* This field is required.Preventative mental fitness coaching
YESNO
115
Are the Leaders within the business/project provided any training and knowledge regarding psychosocial hazard management?* This field is required.Training supplied to leaders/managers
YESNO
116
Are relevant people (e.g., line managers, HR professionals) within the business/project provided with base-level training and skills to assist people with whom they are concerned?* This field is required.Mental health first aid training
YESNO
117
Is there an effective employee counselling service (in-person or over the phone) that provides employees with an opportunity to talk with a professionally trained person (e.g., a psychologist through EAP)?* This field is required.Mental health support offered
YESNO
118
Are psychological injuries arising from or during employment included in the company’s Return To Work (RTW) policy?* This field is required.RTW policy includes mental health
YESNO
119
Are psychological injuries and illnesses investigated to find the cause and avoid it happening again?* This field is required.Incident Investigation Procedures
YESNO
120
TotalAvg
121
Timer
122
Submission DateTime
Should be Empty: