Managing and
Minimising
Psychosocial Risks
in Australian
Workplaces
October 2025
How are Australian organisations responding to the rising challenge of psychosocial risks? This new AHRI research report, in partnership with Dynamic Leadership Programs Australia (DLPA), offers benchmarking data, insightful case studies and actionable strategies to support employee wellbeing and enhance organisational effectiveness and productivity.
The report explores the most common psychosocial hazards, the impact of recent legislative changes, and the practical steps organisations are taking to manage psychosocial risks.
Whether you’re looking to benchmark your organisation or seeking practical tools to support your employees, this report is an essential resource for anyone committed to agile, high-achieving, and wellbeing-centred workplaces.
Summary of Key Findings
Psychosocial risk claims are rising
In the 12 months to October 2024, more than a third of employers (38 per cent) reported an increase in claims or complaints related to psychosocial hazards, with job demands, workplace conflict and remote or isolated work as the leading causes.
Leadership capability is critical but under-invested
Only 28 per cent of employers invest in leadership and management capability to improve psychosocial health, despite strong evidence that effective people management reduces risk and boost productivity.
Flexible work and open culture matter
The most popular interventions for improving psychosocial safety are flexible-working options, work-life balance initiatives, and regular wellbeing conversations. Organisations that foster open communication and psychological safety see measure improvements in staff confidence and wellbeing.
For media enquiries, please contact:
Madeleine Hanley
Head of Media Relations, FleishmanHillard
M +61 423 366 918 | E [email protected]